for more information about stanelco click on the links.

driver's research page link
http://www.moneyam.com/InvestorsRoom/posts.php?tid=7681#lastread
website link
http://www.stanelco.co.uk/index.htm

Business Wire Press Release just out !!!!


Stanelco Selects Elwood Packaging, Inc. as Exclusive Manufacturer of FrogPack Family of Products

ORLANDO, Fla.--(BUSINESS WIRE)--Sept. 22, 2005--Stanelco PLC, (LSE:SEO), has signed an agreement with Chicago-based Elwood Packaging, Inc. to serve as the exclusive manufacturer throughout North America of Stanelco's FrogPack family of unique container products. Stanelco and Elwood are continuing discussions on the production of Stanelco's PetalPack floral container products.


Elwood, which operates distribution centers throughout the United States and Canada, will produce the packaging in corrugated cardboard or paperboard configurations.

"With Elwood, we found a manufacturer that understands the importance of our FrogPack products protecting clients' goods," said Stephanie Morgan-Fisher, Director and CEO of North American Operations, Stanelco. "Our FrogPack and PetalPack products come in a range of unique shapes and sizes. Elwood offers the ability to produce our products in a variety of materials while still maintaining the packaging integrity, durability and protection essential to our customers."

"We will begin almost immediately producing Stanelco's FrogPack family of products," said Dennis Splitgerber, sales manager, Elwood Packaging, Inc. "Combined with Stanelco's solid product line, we will produce the ultimate protection in packaging products."

FrogPack is a rugged, high-impact resistant packaging application. Designed to withstand substantial punishment, FrogPack provides retailers with a way to face the challenge of minimizing breakage to goods while packaging, shipping and transporting highly fragile merchandise. FrogPack's most distinguishing characteristic is its ability to minimize and virtually eliminate damage to fragile goods being shipped to wholesalers and retailers or directly to consumers.

About Stanelco PLC

The Stanelco Group of companies (the Group) has brought together expertise in radio frequency (RF) technology, RF applications and biodegradable material sciences to create a revolutionary range of packaging technologies.

Stanelco's philosophy is that new products and processes must offer solutions and applications which:

-- give higher added value,

-- are greener, more environmentally sustainable than those they replace,

-- and have protectable intellectual property rights.

Stanelco was founded in 1953 and is a world leader in the development of radio frequency technologies for processing polymers for edible and packaging applications and the design and manufacture of optical fiber technology, induction heating and dielectric welding equipment. Stanelco's Current developments include GREENSEAL food tray lidding technology, STARPOL (starch / pva blended material), FrogPack high impact low cost packaging format, CradleWrap range of biodegradable air cushion packaging, soluble tape, 100% water-soluble films and adhesives, Biodegradable Airbag (void fill) packaging, water-soluble detergent capsules, edible sachets and waste packing. More information can be found at http://www.Stanelco.co.uk or http://www.FrogPack.com.

About Elwood Packaging, Inc.

Since 1947, Elwood Packaging has employed ways to create the packaging solutions to help clients drive their business forward. From an experienced, knowledgeable staff of sales engineers and structural/graphic designers located in Chicago, to distributors across the country, Elwood works with individual clients to achieve practical, affordable and unique packaging solutions. http://www.elwoodbox.com

It will be interesting to see if there is any impact on sp this afternoon as a result of this announcement in the US.

baza,

Baza Hi,

They have certainly got this press release out faster than most of the prior one's, hopefully this will catch the eye of the USA/Canada market just as they are opening :)

Cheers,
PM

PM1
What about those plastic 4 pack beer can holders that are always getting caught round swans necks ;-) must be some mileage there, and while i'm at it these online DVD rental places could do with being pointed in the direction of Frogpack.
Can we have a competition for the most obscure use of biotec's IP?

great news that they have found someone to produce the goods but they still have to get orders for it.

I'll start, Boil in the bag fish?

sexyrat,just play with youself,same smell mate,joke intended of course

Seroxat Hi,

Biodegradable Coffins beats that ....

Cheers,
PM

They do look a bit plain.

PM, sent you another email today....

5:2 and 395k : 112k

1m buy at 19p looks steady for tomorrow

Research Page updated with added
ORLANDO, Fla.--(BUSINESS WIRE) for Frogpack.

http://www.moneyam.com/InvestorsRoom/posts.php?tid=7681#lastread

Driver Hi,

Interest must be high again, my website is back to around 100 visits every 24 hours, it goes down to around 30 when there isn't anything happening ....

Cheers,
PM

a good barometer/indicator Paul!

Proptrade Hi,

A shareometer !

Or for the Irish contingent a Share o' meter !

Cheers,
PM

Try these .... 'out with the old' ....

http://www.idspackaging.com/packaging/us/Elwood_Packaging/Stock_Packaging/48_0/g_supplier_5.html

http://www.idspackaging.com/packaging/us/Elwood_Packaging/Stock_Packaging/48_0/g_supplier_1.html

http://www.idspackaging.com/packaging/us/Elwood_Packaging/Stock_Packaging/48_0/g_supplier_3.html

http://www.idspackaging.com/packaging/us/Elwood_Packaging/Stock_Packaging/48_0/g_supplier_6.html

http://www.idspackaging.com/packaging/us/Elwood_Packaging/Stock_Packaging/48_0/g_supplier_4.html

Cheers,
PM

You can pay for this article if you fancy .... LOL !

http://goliath.ecnext.com/comsite5/bin/pdinventory.pl?pdlanding=1&referid=2750&item_id=0199-3749136&words=Frogpack_Is_Green#abstract

Cheers,
PM

im not in love with this share......
i ALSO deplore the deramping activities of a certain poster.
i got lucky yesterday and got 30k shares sub 17p. dumped them today for 18.77p.
HOWEVER, after much trawling through the usual to find a decent co that will deliver the goods, i find SEO fits the bill. when im tired of trying to make a few bob trading my cash will go into this ( mega bad news excepting ).
a sound company with world beating products

Hi All,

Like Stanelco, Wal-Mart want the low hanging fruit ......

Cheers,
PM

==========================================

BusinessWeek Online
Wal-Mart's Scott: "We Were Getting Nowhere"
Thursday September 22, 8:16 am ET


In the last three years, critics have attacked Wal-Mart Stores (NYSE:WMT - News) on a variety of fronts. The world's largest retailer has been accused of creating a permanent underclass by paying rock-bottom wages and being stingy on benefits. Its labor image hasn't been helped, either, by lawsuits over employees working off the clock and alleging discrimination against women workers. Its stores, meanwhile, have been criticized for doing environmental damage and creating congestion and sprawl. In California, communities have actually tried to block Wal-Mart stores.

Having long remained silent in the face of such criticism, Wal-Mart CEO H. Lee Scott Jr. has begun to reach out to adversaries. In an interview on Sept. 14 with BusinessWeek Chicago correspondent Robert Berner, Scott for the first time discusses the details of Wal-Mart's public-relations offensive and what he hopes to achieve (see BW Online, 09/22/05, "Can Wal-Mart Wear a White Hat?"). Edited excerpts of their conversation follow. (This is an extended version of an interview that appears in the Oct. 3, 2005, print version of BusinessWeek. It will run in two parts.)

Wal-Mart has aggressively started to reach out to its critics. You are starting an environmental initiative to cut down on packaging materials. You are reaching out to anti-sweatshop groups. Why the change?

When growth was easier this idea of critics being ignored was O.K., because you were getting all this positive feedback from the numbers. As the share price slows (and) the critics are attacking, you have to get to this point.

Maybe not all of our critics wish us harm. Maybe some would like us to be a better company and do things differently. So you start reaching out...trying to understand what is it about us that causes them to have this concern. How much of it is legitimate? How much of it is misinformation? What is it that we need to change? What is it we can't (change) that we will hopefully be able to communicate?

Tell me about your packaging efforts?

What really happens when you get large is you have to be much better to get the advantages that come with being large. That is where something like (environmental) sustainability is a wonderful opportunity because our footprint is so large. As we do the right thing we have an impact across so many industries, so many countries. And we are finding tremendous cost savings while doing better things for the environment.

Packaging is one of the simple ones, and shame on us for not having done it earlier. We just changed the packaging on 16 private-label toys. It saved 230 containers coming from overseas, which is equal to so many barrels of oil, so many trees, and all the rest of that -- and we didn't change any of the product inside. It saved more than $1 million in transportation costs (during the spring).

I think we are going to find a lot of low-hanging fruit(PM1 - 'as howard would say - LOL !) in that area. In our energy management of our stores we have a number of things we're doing that we will be talking about publicly over the next month or two.

You have also reached out to some anti-sweatshop groups. Would you consider joining an organization like Nike (NYSE:NKE - News) that conducts independent monitoring of labor conditions in fore

I think we're actually looking at that now, and we are doing that in a country or two. We would like to make sure it's (an organization) whose focus is really on those people and not some other agenda.

When did you step up the outreach?

We really started last year -- the visible part, the press part. Certainly, the first of this year. But way, way before that I started having meetings with people who don't have a natural love for Wal-Mart.

Like whom?

Former Clinton White House people. Politicians who would only meet me in secret. Just dinners and lunches and private meetings. Just talking and listening. For the most part listening.

I already know what I think. I want to hear what they think. What is their objection to Wal-Mart? What resonates with them that they hear out there?

One leading Democrat at the end of a three-hour dinner said, "your associates and your customers are the very people that we say we represent and you know more about those people" -- which I think is true because they shop with us.

What were the forces that made you turn more outward?

You have board members that have different perspectives. We were getting nowhere the way we were doing it. Sam (Walton, founder of Wal-Mart) had a wonderful capacity for criticism. And for most of us, I think it is harder. We personalize it and internalize it.

It's human nature to be defensive about it. So this is a time to be entrepreneurial in a different way.

Wal-Mart has never had an outreach program like this?

No. We always believed that if we sat here in Bentonville and took care of our customers and took care of associates that the world itself would leave us alone.

So what changed?

The dot.com bust occurred and companies weren't as celebrated as (they had been) in the late '90s. We got stronger in food, and it became apparent to people in the food business that Wal-Mart was going to be an extremely capable competitor. The expectations of society changed.

At the same time, politics changed. Things became more bitter and divided. And I think Wal-Mart, in fact because of our size, was in the middle of that.

Didn't the labor practices you were accused of add to that?

Actually, the issue of being in food and being so successful raised the profile of our labor exceptions (i.e., the lawsuits over work hours and immigrants).

You mean with the (United Food and Commercial Workers' International Union) and their interest in organizing Wal-Mart, and the fact that Wal-Mart was moving onto the union's turf?

Right. Therefore, when we had these exceptions in what we should do as a company, they became very much more visible. We had the CEO of a $30 billion company in three weeks ago talking to our management team about leading, and he said, "There isn't anything you are faced with, from a class-action lawsuit to the rest of the stuff, that we are not dealing with in our company. The only difference is that yours is played out on the front page of the paper and you never read about ours."

You are reaching out to environmental groups and anti-sweatshop groups, and being a model company on those fronts. Why not be a model retail employer and set the standard in paying higher wages and benefits?

I think in many ways we are.

Well, you're always being accused of paying rock-bottom wages and benefits.

Sure, we're always accused of that. On the other hand, at Wal-Mart you can -- without a high-school degree -- start as a cart pusher in the parking lot and end up being a store manager, district manager, a regional vice-president. You have wonderful opportunities at Wal-Mart that are not limited by your education or your ability to ennunciate as exactly as people would like. It is a very democratic company. I think that is a model.

Why is that?

We work in an industry where we compete with Target (NYSE:TGT - News) and Dollar General (NYSE:DG - News). And we cannot set employment practices that set the standard worldwide for all industries and forget that the industry we are in is a much different kind of industry.

The jobs we provide are jobs people (use) to enter the workforce. Many people join us to learn about work, learn about working in a team environment.

There are other people that have an affinity for retail and want to build a career. Companies like Wal-Mart provide them that opportunity at a competitive salary. We have 1.2 million associates in the U.S. It is extremely difficult to believe that you could have that many people working for you if you weren't (offering) for your industry very competitive benefits, 401(k) plans, profit-sharing, time off and health insurance, company-paid life insurance. You couldn't have the people there if you didn't do these things.

Why couldn't you pay wages above the industry average, like warehouse club Costco (NasdaqNM:COST - News) does?

I think the Costco model, their sales per square feet, and the revenue they generate per store allows them to do the things they do. They have a different model. Much fewer people. A different customer base. That model doesn't work at Wal-Mart. But it certainly works for them.

(In Part 2, Scott defends Wal-Mart's position on unions and explains why it is going after more affluent customers.)

http://biz.yahoo.com/bizwk/050922/nf200509222095_db008.html?.v=1

It's all coming together, Greenseal, Starpol .... and Wal-Mart !


--------------------------------------------------------------
WAL-MART TO ANNOUNCE SUSTAINABILITY INITIATIVES AT THE SUSTAINABLE PACKAGING FORUM

August 25, 2005

Wal-Mart is officially on board. Hold on, packaging industry.

The world's largest retailer and conductor of the global supply chain train will unveil and publicly outline for the first time its sustainable packaging initiatives at Packaging Strategies' Sustainable Packaging Forum, Oct. 17-19, 2005, in Philadelphia.http://www.packstrat.com/

----------------------------------------------------------------

What really happens when you get large is you have to be much better to get the advantages that come with being large. That is where something like (environmental) sustainability is a wonderful opportunity because our footprint is so large. As we do the right thing we have an impact across so many industries, so many countries. And we are finding tremendous cost savings while doing better things for the environment.

Packaging is one of the simple ones, and shame on us for not having done it earlier. We just changed the packaging on 16 private-label toys. It saved 230 containers coming from overseas, which is equal to so many barrels of oil, so many trees, and all the rest of that -- and we didn't change any of the product inside. It saved more than $1 million in transportation costs (during the spring).

I think we are going to find a lot of low-hanging fruit(PM1 - 'as howard would say - LOL !) in that area. In our energy management of our stores we have a number of things we're doing that we will be talking about publicly over the next month or two.