KodakNext

CAN ICONICINNOVATORREINVENTITSELF?KODAK HAS A

STRATEGY TO CHANGEITS FORTUNES. HERE’STHE PLAN, AND ITS

PROSPECTS.

OUT OF BANKRUPTCY, INTO A NEW ERA

| SPECIAL REPORTSUNDAY, SEPTEMBER 1, 2013

THE FUTUREEASTMAN PARKPOISED TO GROW

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ROCHESTERREINVENTING

OUR SELF-IMAGE

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TIMELINEMOVING BEYONDTHE BANKRUPTCY

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IMPACTCH. 11 RIPPLESACROSS REGION

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WHAT’S THIS?Through joint ventureswithUni-Pixel Inc. of Texas andKingsburyCorp. ofRochester, Kodakhopesto revamptheway consumerdevices like smartphonesandtablets aremade.Most touch-

screens aremadeofglass andusea compound todetectfingertipmotion.Kodakand its partnersplan to“print” virtually invisiblelinesof silveror copperonafilmbase to createflexible touch-

sensitive sensors.

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It looks like a magic trick. A sheet of ordinary office paper rotatesrapidly on a spinning drum. In literally the blink of an eye, the sheetiscovered inblack text,usingdropsof inkmeasured inpicoliters—apicoliter being a millionth of a millionth of a liter.

Eastman Kodak Co. scientists in this Lake Avenue research hubare tinkeringwith the technique, calledStreamInkjetTechnology, to im-prove performance. Nearby, scientists are working on further perfect-ing its SquareSpot laser-writing technology and potentially towardbreakthroughs in spatial atomic layer deposition, bonding an atomic-level layer of film onto the contours of a surface.

Done right, suchwork could find itsway into evenhigher-speedprint-ing presses and products such as foldable smartphones, a new genera-tion of solar cells and wearable gadgets that monitor vital signs.

More immediately, the hope is that this kind of technology can save a121-year-old company emerging from 20 months of bankruptcy thisweek.

Thequestion ofwhetherKodakcan succeedwill takeyears to answer.But, sink or swim, the company is now officially entering its next erawith a much smaller workforce, dramatically cut costs and a narrowerfocus on a specific set of markets and offerings.

Matthew Daneman :: Staff writer

See FUTURE, Page 2G

ILLUSTRATION BY JOANNE SOSANGELIS

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KodakNext OUT OF BANKRUPTCY ...

The new old technology

Stripped to its basics, the company has al-waysbeenoneof theworld’s foremost experts atcoating. Itbecameahouseholdnameby layeringa plastic basewith light-sensitive chemicals andselling it in little yellowboxesby thebillions. Es-sentially,Kodak’s plan for survival is to continueputting stuff atop other stuff.

Kodak has bet its immediate survival in partoncommercialprinting.But for tomorrow, it hasthat atomic layer research and other similartechnology, bonding microscopically thin ma-terials to surfaces.

It’s a fitting technology for Kodak. For thecompany that brought photography to themasses, smartphones and computer tabletswere too rich a realm to pass up.

The company has signed agreements withKingsbury Corp. and Uni-Pixel Inc. to churn outmiles worth of thin sheets of touch sensors atEastman Business Park to be used in screens ofconsumer electronic devices. The touch-sensormodule market is expected to reach $32 billionby 2018, according to Kodak.

Kingsbury plans to start building and assem-bling its silver-based sensor coating equipmentthismonth. Uni-Pixel is in themidst of installingits copper-based manufacturing site. Both sen-sors promise to be far cheaper and boast bettertouch response thanwhat’s on themarket today.

Likewise, Kodak wants to turn semiconduc-tor production on its head. Today, making thesebuildingblocksofvirtuallyall digital products isan onerous, laborious process. Big, industrialclean rooms are needed, with work done in ster-ile vacuumchambers. The staff is often coveredhead to toe in special protective clothing to elim-inate the chance of even the slightest mote ofcontamination or dirt.

A breakthrough in spatial atomic layer depo-sition could fundamentally change how semi-conductors are produced, essentially “printing”them onto circuit boards and eliminating theneed for those vacuum chambers.

‘On the top’ in printing

When Mercury Print Productions Inc. ofRochester installed its first Kodak Prosperpress in April 2011, “it was a train wreck,” saidcompany President Christian Schamberger.“They were on the bottom on image quality.”

But then came a series of upgrades and newinks. “Now,” he said, “they’re on the top.”

Kodak todayoften sendsprospective custom-ers to Mercury to see the Prosper technology inaction; Mercury has two Prosper presses for itstextbook and educational material printingwork. Mercury owner John Place is hoping thatKodak will further formalize its relationshipwith Mercury, making it a test site for new Ko-dak printing technology.

“They need someone like that,” Place said.“That’s one of the problemsKodak’s always had.They’ve got to give (prospective customers) awow experience. They need a partner to show awow experience. They’re very bad at that.They’re very good at technology, but bringing itto the market …”

Added Schamberger, “We always joke,they’ve been a company of engineers. They justdon’t know how to market it.”

However, Place said, Kodak’s technology isgood enough to ensure its survival in the com-mercial printing industry. “They’re really thetop in a lot of areas,” Place said. “They’re posi-tioned very well for the future.”

Even if the company itself stumbles and falls,he added, “I think their technology is that good;somebody will buy it out.”

Andas functionalprinting—layeringmateri-als, not ink — becomes a bigger part of Kodak,Place said he sees it becoming a bigger part ofMercury’s business. “We’re going to hook rightonto Kodak and be their guy.”

While ithasbankedforsomeyearsonitshigh-speed inkjet printingpresses to be one of its suc-cess stories, sales have not been inspiring. Ko-dak lastyearhadonlyabout5percentof themar-ket, according to industry watcher Infotrends.

And in such realms as black-and-white digitalpresses and toner color presses, Kodak also lagswell behind such competitors as Xerox Corp.,Hewlett-Packard Co., Ricoh Co. Ltd. and CanonInc. in market share, according to Infotrends.

Theprinting industry itself is in themidst of asteepdecline.Commercialprinting intheUnited

States in 2012 was a $78 billion industry— downmore than 20 percent from a 2001 peak of $101billion, according to theNationalAssociation forPrinting Leadership. Consider that Xerox hasseen its traditional printing technology businesseclipsed by its foray into business services,which now accounts for more than half of thecompany’s sales.

Even if the print market is declining, KodakChief Technology Officer Terry Taber said, thedigital printing portion is growing. “We’re well-positioned for that transformation,” he added.

Inprinting, particularly thehigh-speed inkjetworld, “I think it’s their market to lose,” saidFrankRomano, professoremeritus atRochesterInstitute of Technology’s School of Print Media.Kodak has sold many digital inkjet printheadsthat attach onto traditional, non-digital printingpresses. “They’re ahead ofmost of their compe-tition because of their experience in inkjet.”

Big plans

If all of Kodak’s plans pan out, it will stop aslide in revenues that dates back to 2005 — thelast yearKodak grew. Kodak projections have itbottoming out this yearwith sales of $2.5 billion,and then slowly growing to $3.2 billion in 2017.

And by one measure of profitability, Kodakexpects tobe in theblack this year after twocon-secutive years of losses, and then grow fromthere. That growth, the company toldU.S. Bank-ruptcyCourt, isexpectedtobetheresult“ofbothKodak’s increase in the installed base of newproducts introduced in the last four years ... plusa strong focus on new growth markets and newproduct introductions that drive higher grossprofits, as well as the concerted actions to re-duce corporate cost structure.”

Post-bankruptcy, “Kodak is not for the mostpart a big revenue growth story at all,” testifiedDavid Kurtz, global head of the RestructuringGroup of Lazard Frères & Co. LLC, one of Ko-dak’s bankruptcy consultants, in U.S. Bankrupt-cy Court last month. But where the companydoes expect to see big growth is in its cash flowthrough tighter control of expenses and as itshifts its business mix, Kurtz said.

However, the company has a lengthy historyof promising that it’s finally turned the cornerandstartingnext year, thingsaregoing tobebet-ter. In early 2011, CEO Antonio M. Perez told a

Even though Kodak has made big changes, it’s not certain

it will be successful after exiting bankruptcy.

KODAK MOMENTSReinventing

an American in-stitution;

conversations withrecent Kodak hires

Maria Celeste“Cel” Tria (below)and Pablo Biggs

FutureContinued from Page 1G

KODAKPROJECTIONS

SALESIN BILLIONS OF DOLLARS

PROFITS(NOT INCLUDING CERTAINNON-CORE EXPENSES)IN MILLIONS OF DOLLARS

2013 20152014 2016 2017

2.52.6

2.7

2.9

3.2

167494

360287209

BY THENUMBERS

$219MTotal spent onprofessional feessuch as attorneyand auditor costsin Kodak’sbankruptcy (as ofthe end of June)

4,999Number ofcourt filingsas of Aug. 29

592Length ofbankruptcyto date, in days

An example ofspatial atomiclayer deposition— a way ofchemicallybonding a thinfilm onto thefeatures andcontours of asurface, withapplicationsranging fromsolar cells toflexibleelectronics.MARIE

DE JESUS STAFF

PHOTOGRAPHER

BEYOND KODAKWhen Eastman Kodak Co. exits bankruptcy, roughly3,200 workers — including 700 locally — will no longerbe Kodak employees. The company is selling its Docu-ment Imaging and Personalized Imaging businesses tothe pension fund covering its United Kingdom work-force.

Actual film manufacturing for the Personalized Imag-ing business, which includes Kodak’s iconic camera filmlines, will continue to be done by Kodak in an agree-ment with the pension fund.

Pension fund executives did not comment about plansfor the former Kodak businesses. But the local econo-my is full of companies that once were part of Kodakbefore being sold or spun off.

For Rochester image sensor company Truesense Imag-ing Inc., the 2011 divorce from Kodak “has been areally good experience,” said CEO Chris McNiffe.“When you’re a division of a big company, you have astrategy that’s set to serve the big company. Today,everything we do, from when we come to work untilthe time we leave, is focused on making Truesense along-term successful company. That’s to say nothingbad about Kodak. Kodak had a strategy that madesense for the overall company.”

Kodak also has been busy selling idle properties. InJune, Monroe Community College bought a portion ofKodak’s State Street complex for $3 million. The col-lege plans to move its downtown campus there. Themove could come as soon as fall 2016.

KODAK BEFOREThe Eastman Kodak Co. that filed for Chapter 11 pro-tection in January 2012 and the company that exitsbankruptcy this week share the same name and someof the same DNA. But they’re more akin to cousinsthan older and younger versions of the same. Consider:

» The desktop inkjet printer line that just a coupleshort years ago was to be one of its star businesses hasbeen shut down.

» Tens of thousands of retirees now have to find theirown health care coverage.

» A $2.8 billion shortfall in the pension fund coveringBritish Kodak retirees has been written off.

» Kodak Gallery has been sold, as has a portfolio ofroughly 1,100 patents surrounding digital imaging —the very field Kodak invented in 1975 with the firstdigital camera.

» Kodak’s document scanner business and its store-based photo kiosks are being sold off, as is the camerafilm business that made the company a householdname.

“We have creative, innovative people. ...We’ve been able to maintain and

encourage and motivate, and that passionis going to be unleashed.”

TERRY TABERKodak chief technology officer

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KodakNext ... INTO ANEWERA

crowd of financial analysts that 2012 would be aprofitableyearforKodak. “It’salmost inevitablewe get to that point (of sustained profitability).This is going to happen.”

Perez, who has been in charge since 2005, hasannounced plans to step downwithin the next 12months, though hewill remain as a paid consult-ant. He declined requests to be interviewed forthis special report.

That printing-centric strategy is one of Pe-rez’s key legacies, one he latched onto when hecame to Kodak in 2003 and saw the inkjet tech-nology the companyhad in its labs, saidArtRob-erts, head of theKodak retiree groupEKRALtd.And the strategy largely reversed steps Kodaktook in the 1990s that jettisoned printing fromthe mainstream of Kodak as the company wasexpanding its presence in China with photo-graphic film and paper plants, Roberts said.

Kodakhas argued that bankruptcygave it theability to essentially catch its breath and unloadavarietyofcosts—includingretireehealthcarecoverage and some pensions—and it is ready tosoar. Now comes the challenge of taking that re-vampedandslimmed-downKodakandmaking itinto something the old Kodak has not been foryears: consistently profitable.

Confidence and doubt

“I’mnotsuremyjobwill change”with theendof bankruptcy, said Pablo C. Biggs, who washired in fall 2011, just a couple of months beforethe bankruptcy, to oversee strategic alliancesand partnerships for Kodak’s business solutionsandservicesgroup.But,headded, “I think it’dbea good place to have a long-term opportunity.”

EventhoughKodakhasmadebigchanges, it’snot automatic that itwill be successful this time.

At least statistically speaking, it’s not incon-ceivable that Kodak might end up in Chapter 11bankruptcy again in a few short years. Accord-ing to theUniversityofCaliforniaatLosAngelesLoPuckiBankruptcyResearchDatabase, rough-ly one in five companies ends up back in bank-ruptcy in five years.

While a court approving a reorganizationplan, as happenedwithKodak onAug. 20, is sup-posed to be an indicator that the company is onsolid financial ground, “I think what happensfrequently is that in the reorganization process,the underlying pathology that led the debtor to

Chapter 11 in the first place has not really beenrectified,” saidRobertRock, seniorcounselwiththe bankruptcy practice at Tully Rinckey PLLC.

“The core problem Kodak had was that itscorebusinessno longerexisted,”Rocksaid. “No-bodyusesfilmanymore.Mysuspicion is thatKo-dak has a very good chance of succeeding be-cause its underlying pathology ... was abundant-ly obvious and has been dealt with. The questionbecomes, is what is left independently economi-cally viable?”

Moody’s Investors Service in July was fairlypessimistic as it rated theoddsofKodakdefault-ing on its various bonds.

WhileprintinggivesKodak“themostpromis-ing opportunity to resume revenue growth,” itsfuture is also tied to an ongoing decline of print-edmaterials,Moody’s said.AndwhileKodakhasslashed billions of dollars worth of liabilities,“there is limitedvisibility inwhether thecompa-ny has sufficiently stabilized its operations andcut expenses… to stem furtherweakening of itsfinancial obligation.”

“JackWelch, theverysuccessfulCEOofGen-eral Electric, had a rule of thumb of GE that ifyou can’t be number one or number two in mar-ketshare,you’renotgoingtobesuccessful,”saidretired Kodak Vice President Terry Faulkner.“That’s going to be the problem (for Kodak) as Isee it. It will be limited on its resources; how is itsuccessfully going to compete with these other(commercial printing) companies that aremuchlarger and much richer?”

ButKodak also has its championswho see bigpotential and opportunities.

David King McMullin, president of White-Sand Research LLC, an investment firm thatspecializes in companies in bankruptcy andturnaround, said thatwhileKodakfacescompet-itive challenges in its business-to-business strat-egy, its recent cost-cutting should help its busi-ness focus. “Should the newly appointedCEOef-fectively execute the company’s go-forwardbusiness plan, we believe Kodak would havenearly all the necessary ingredients needed forsuccess—apatent-differentiatedbusinessmod-el ... growth prospects, a streamlined cost struc-ture and a well-capitalized balance sheet.”

EKRA’s Roberts said that if anything givesretirees confidence in the company’s future, it’sthat different investment groups bought theIOUs of unsecured creditors at more than what

Kodakwas going to pay— the implication beingthat those investment groups wanted the IOUsbecause itgave themawayofbuyingstock in thenew Kodak before it begins trading openly.

“There’s someanalysis theseplacesaredoingthat says there’s value, and they’ve got access toa lot deeper kinds of analysis than any one of usdo,” Roberts said. “If they’re saying, ‘We’rewill-ing to buy (one of those IOUs) for 17 cents or 18cents on the dollar’ … while Kodak is saying theclaimsaregoing tobepaid out at about 5percent... therearesomefinancialmarkets thatarevalu-ing Kodak. So that would say to me they don’tlookat it asa fool’serrandorelse their jobsare injeopardy.That givesyoua little confidence, a lit-tle wind in your sail, if you will.”

Always a challenge

Even in promising technology, the challengefor Kodak and its partners Kingsbury and Uni-Pixel is thatanumberofothercompanies—suchas an old film nemesis, FujiFilm—also are look-ing at that touch-sensormarket, said KingsburyCEO Bill Pollock. But given the potential size ofthat industry, he said, “Neither of us is going todominate.Wewant verymuch to succeed, so wewant Uni-Pixel to succeed.”

As far as Kodak’s Taber is concerned, thecompany is ready for its comeback story. “Webelieve in what we’re doing. We have creative,innovative people. We have strong technologyplatforms. We’ve been able to maintain and en-courage and motivate (during the bankruptcy),and that passion is going to be unleashed.”

The latest generation of Kodak employees istrying to focus on the potential, not the pain ofdownsizing and lost glory. Maria Celeste “Cel”Tria of Greece started with Kodak in the sum-merof2011asaresearchscientist specializing infunctional printing.

At the time, the company alreadywasdealingwith growing rumors about its potential insol-vency. And the bankruptcy definitely “damp-ened the mood,” she said.

“At first Iwasworried. But theway I see howwe’ve progressed during the bankruptcy ... andwe have the right direction and focus. Now I canreally see the brighter future.”

MDANEMAN@DemocratandChronicle.com

Twitter.com/mdaneman

KODAK MOMENTSInside look atKodak’s researchlabs; Mercury’sChristianSchamberger(below)touts Prosperpresses

MEET THE NEW BOSSESSix of the nine men on Kodak’s new board ofdirectors take their seats after the companyemerges from bankruptcy. The three holdovers:

» Kodak CEO Antonio M. Perez.

» William G. Parrett, former senior partner ataccounting giant Deloitte & Touche USA LLP.

» James V. Continenza, president of telecom-munications company STI Prepaid LLC.

Joining them:

» Mark S. Burgess, chairman of plastics packag-ing company Clondalkin Group.

» George Karfunkel, chairman of consultingfirm Sabr Group.

» Jason New, head of special situation investingfor GSO Capital Partners.

» Derek Smith, managing principal with Blue-Mountain Capital Management.

» Matt Doheny, president of investment firmNorth Country Capital LLC.

» John A. Janitz, chairman of investment firmEvergreen Capital Partners.

Only Perez is local. BlueMountain, GSO andKarfunkel have pledged to buy any Kodak stocknot bought by the company’s unsecured credi-tors.

One of the board’s top priorities: Hiring Pe-rez’s successor.

Rich Beck of Gates, lead operator, holds a sheet of printed film taken from the large printer at left at a pilot production line at the joint project between Kingsbury and Kodak atEastman Business Park in Rochester on July 10. SHAWN DOWD/STAFF PHOTOGRAPHER

James Chwalek, advanced development manager for Kodak, uses a loupe to take a close look at fine letters while checkingthe quality of the inkjet printing at Kodak Research Lab last month. MARIE DE JESUS/STAFF PHOTOGRAPHER

“Achallengingyear.”

SALES

PROFITS

$1.16B

$10.82B1982 1992

$1.15B

$16.95B2003

$265M

$12.89B2011

LOSS$764M

$6B

KEY EVENTS 1

Page 4G Sunday, September 1, 2013 DemocratandChronicle.com

KodakNext ANATOMY OF A BANKRUPTCY

As the world embraced digital imagery and abandoned film,

a once-mighty company struggled to survive.

1992 39,300/132,600

2003 21,600/63,900 20115,100/17,100

1982 60,400/ 136,500

EMPLOYEES LOCAL/WORLDWIDE

1982

“Life Never Looked So Good.”

That was the tagline on Eastman Kodak Co.’s Kodacolor VR lineof films introduced in 1982, but it very well could have been thecompany’s motto at the time. Despite a recession, Kodakbasked in the success of its disc camera and Kodacolor HR discfilm. Rolled out that year, more than 8 million disc cameras hadbeen shipped from Rochester by year’s end.

Kodak was seemingly everywhere, frommaking vitamins andthe ingredients for penicillin to turning out polyester used forknit apparel.

Locally, Kodak employment reached 60,400, an all-time high.But citing the economy, the company said that it would cut itsworkforce through voluntary early retirements and layoffs in1983. And consumers ultimately turned away from the disccamera and its relatively poor photo quality; the company dis-continued its manufacture just a few years later.

Digital technology was making its way into Kodak products —for example, in the processing of film disc negatives, for imagesharpening.

Kodak founder George Eastman started Eastman Kodak Co. in1892. A hundred years later, the seams were starting to show.The year before, it consolidated 17 autonomous imaging busi-nesses into five business units. As a result, 8,000 positions werecut. In 1992, Kodak also sold a variety of businesses.

Kodak still was hugely diversified. Through its Sterling Win-throp pharmaceutical and health products subsidiary purchasedin 1988, Kodak’s products included Bayer aspirin and Phillips’Milk of Magnesia. Eastman Chemical was spun off in late 1993.

Digital technology increasingly was driving Kodak product of-ferings, most notably the Photo CD platform of products. In-troduced in 1992, Photo CD converted film and paper images todisc. But film still was king, and that year the company rolledout the Fun Saver 35 single-use camera and three lines of EXRfilm for motion picture and television imaging.

As digital technology increasingly became the norm in the im-aging world, Kodak announced big steps to keep up. In 2003, itsaid it would cut 12,000 to 15,000 positions over the next threeyears and eliminate operations worldwide, shrinking its realestate footprint by a third.

The company also pegged increasing hopes on commercialprinting, forming a commercial printing and database manage-ment business. It purchased digital inkjet printing companyScitex Digital Printing, renaming it Versamark. And early in2004, Kodak said it would take over the NexPress digital print-ing press joint venture it had with Heidelberger.

Early in 2004, the company agreed to sell its Remote SensingSystems operation to ITT Industries Inc. Today, that business ispart of ITT spinoff Exelis Inc.

Kodak poured money into a handful of areas, hoping to seethem grow enough to compensate for its rapidly shrinking filmbusiness and its increasingly troubled digital photo business.All of Kodak’s growth businesses were up 17 percent from ayear earlier. But the problems were bigger than that.

Digital capture devices, which included digital cameras andpicture frames, accounted for 15 percent of the company’s reve-nues in 2011— about half of what they did a year earlier. Inearly 2012, the company would announce it was shuttering itsdigital camera business. Kodak that year would also apparentlydecide it couldn’t continue to invest in its home printer businessand said it was ending its desktop printer line.

On Jan.19, 2012, Kodak filed for Chapter 11 bank-ruptcy protection.

LOOKING FORWARD

2014Kodak sees its focus on commer-cial and packaging printing, onservices serving those industries,and on the use of printing tech-nology as a form of manufactur-ing — i.e., “functional printing.”Through its bankruptcy, Kodakhacked at its financial liabilities,particularly those tied to retirees,and shut down or sold numerousbusiness lines and assets. During itsbankruptcy, it also cut more than20 percent of its workforce, includ-ing deep cuts among manage-ment ranks.

Kodak in turn is expecting 2014 tobe its first growth year since 2005,with projections showing revenuesgrowing 24 percent by 2017.

CEO/ChairmanWalter A. Fallon1972-1983

CEO Kay R. Whitmore1990-1993

Imaging President Leo J.Thomas. Health Presi-dent Wilbur J. Prezzano.

CEO/ChairmanDaniel A. Carp2000-2005

President/Chief Oper-ating Officer Antonio M.Perez

CEO Antonio M. Perez2005-present

Co-presidents LauraQuatela and Philip J.Faraci.

1992

2003

2011

DECISIONMAKERS

STOCK PRICES*ANNUAL AVERAGES

$27.06*

$34.13*

$28.26*

$2.73*

1982

1992

2003

2011ON AUG. 30,KODAK STOCKCLOSED AT

5.5¢

The comfortable existence that EastmanKodak Co.’s 56,000 retirees and theirspouses expected in their golden years hasbeen threatened by the company’s bank-ruptcy. As part of the reorganization, Kodakcut off health care coverage for retirees andtheir dependents in January, sending thoseolder than 65 into the Medicare system,resulting in some modest co-payments.

Younger retirees, though, are faced withpaying several hundred dollars a month forother types of health care insurance.

The reorganization also ended some pen-sions. Depending on the size of nest eggsand other individual circumstances, someretirees and survivors are managing andothers are struggling.

“I could have had a few luxuries, a fewniceties in life. Now I have to be a littlecareful,” said Eleanor Filowick, 79, whoselate husband worked at Kodak for morethan 30 years. But she counts herself asfortunate, compared to others.

“I feel very sad for the retirees who losttheir pensions. I feel very sad for the compa-ny because it lost its prestige. I feel very sadfor the community because Kodak was soimportant to us,” she said.

George Filowick Sr. was in the departmentthat processed film that went to the moon,his widow said. “He was just so proud ofthat fact,” she said. He had expected hisformer employer would provide for his wifeafter his death, but the promised healthcare was cut off a few weeks before he diedin January.

“It’s like losing a member of your family tohave Kodak go bankrupt,” Eleanor Filowicksaid. “I feel very upset because manage-ment — and it’s not just Mr. Perez — arewalking away with golden parachutes andthere are people who are actually strug-gling to make ends meet.”

—Diana Louise Carter

RETIREES

DemocratandChronicle.com Sunday, September 1, 2013 Page 5G

KodakNext BANKRUPTCY’S ONGOING IMPACT

The effects of the Chapter 11 filing continue to resonate for

both Kodak workers and the greater community.

No matter how you look at it, getting laidoff is a stressful experience. But for Greg L.Miller and others, it also is an opportunityto reinvent themselves and move forward.

Miller spent 31 years with Kodak. He firstworked on anti-aircraft shell fuses, becamea mechanic for automated warehouseoperations, then an R&D technician andfinally a software engineer in copy products.Laid off in February 2012, he started workwithin weeks as a software engineer atRochester gear manufacturer GleasonWorks.

That shift to a new employer in a totallynew industry “is a lot of learning,” admittedthe 56-year-old Clarendon, Orleans County,resident. “I like what I’m doing.”

Despite the years of downsizings at Kodak,the company also has traditionally been aplace that workers were loathe to leave.

“For 30 years, Kodak was a great companyto work for. A great group of people towork with. I don’t think I would’ve pulledthe trigger any sooner. That whole thingabout Kodak people not leaving Kodakunless they’re forced out the door is fairlytrue.”

It is probably fair to say that Miller morethan landed on his feet after Kodak. “Otherthan the drive being a little longer ... it’sbeen good,” he said. “It really has.”

“Gleason’s making money — they’re busy ascan be. I know guys who got laid off (fromKodak) last February, who have worked acouple jobs here and there, who are havingtrouble finding employment.”

—Matthew Daneman

MOVING FORWARD

“Getting laid off from Kodakwas a lucky thing. It wasn’tmuch fun anymore.”GREG L. MILLERex-Kodak employee, now at Gleason Works

During its bankruptcy, Eastman Kodak Cocut off its corporate philanthropy, including$3 million a year to the local United Waycampaign. Even so, Rochester-area Kodakemployees gave nearly $700,000 to the mostrecent United Way campaign.

“Surprisingly, the Kodak folks have beenvery good donors,” said Jonathan RobersonJr., senior vice president at the United Wayof Greater Rochester.

But good is relative in times of corporatedownsizing. Kodak simply isn’t the charita-ble giving leader it was for many decades.Charities have remade their goals and strat-egies to reflect that.

United Way downsized its annual goal bymore than $10 million and developed awebsite to make giving easier for small andmedium companies. The umbrella charitysaw 90 new company campaigns this year.

Kodak gave the first $100,000 for the en-dowment of the Urban League’s BlackScholars program and used to make otherannual contributions. As Kodak’s gifts dwin-dled, the Urban League had to abandon itsannual gala.

Because of Kodak’s past generosity, charitieswere too reliant on corporate giving 20years ago, said Jennifer Leonard, CEO of theRochester Area Community Foundation.Today, the community has a healthier bal-ance. “That’s added millions of dollars tocommunity giving that in the past wouldhave come disproportionately from thecorporate side,” she said.

—Diana Louise Carter

CHARITABLE GIVING

“We’ve had to work a lotharder and a lot smarter toreceive gifts.”

WILLIAM G. CLARKUrban League president and CEO

Since at least the 1980s, Eastman Kodak Co.has been known as a company that hiredand promoted women, people of color andpeople of various sexual orientations.

Much of that reputation was built duringthe same period that the company wasshrinking. Kodak won’t provide exact per-centages, but insists its diversity is betternow than it was when the company was atits peak of employment in 1982.

Some diversity efforts have been put onhold during bankruptcy, according to MaryAnne Detmer, director of global diversityand worldwide talent, inclusion and en-gagement for Kodak.

But others have not, such as cultural aware-ness training and designating a seniormanager to connect with each of whatKodak calls affinity groups: clubs or profes-sional associations within Kodak basedaround gender, ethnicity or other character-istics.

William G. Clark, president and CEO of theUrban League of Rochester, suggested thateven if Kodak jobs have been replaced byjobs at small companies, diversity was lost.

“It’s the large corporations that really, reallyhad the push for diversity at all levels,”Clark said. “Now that we have more medi-um-size companies — the tool and die andconstruction —while some of themmaycherish diversity, it’s not a corporate cul-ture.”

Detmer noted, “Obviously, our objective inChapter 11was company survival.” Withdownsizing, she said, “We have lost greattalent across gender and across all races.”

But once the Kodak emerges from bank-ruptcy and is profitable again, it will striveto reconnect with diverse recruitment ave-nues, she said.

“Our challenge now is to rebuild,” Detmersaid.

—Diana Louise Carter

DIVERSITY

Like many ex-Kodakers, Dominic D’Agostinohas a slightly complicated relationship withEastman Kodak Co.

On one hand, it was home for more than 30years, until he was laid off last year. “Howcan I be here almost 31 years and not wantto see them survive?” said the Rochester60-year-old. “It was almost like family. Youcan’t help but want them to do well.”

On the other hand, he had tried to take abuyout more than once but was exempted.And he put his retirement paperwork inonly days before Kodak filed for Chapter 11bankruptcy protection in January 2012,which ended any hope of taking his pensionin a lump sum. So he stayed in his projectmanagement job, overseeing maintenanceof Kodak operations on Manitou Road andthe east end of Eastman Business Park, untilhe was let go in May 2012.

Now he gets a monthly pension check forthe rest of his life. Between that and hiswife’s income, the couple are able to spend,in recent months, days driving across Alaskaand days more out of state seeing their newgrandchild. He’s also spending roughly$10,000 a year for health care benefits.

“I’m going to get even,” D’Agostino saidwith a laugh as he took out his e-cigarette.“I’m going to live forever. That’s why I quitsmoking.”

When he started with Kodak in 1981, thecompany was hiring like crazy — he wasinterviewed and offered a job as a mainte-nance electrician, over the course of aphone call: “At the time, everyone in myfamily worked for Kodak. It was a job forlife.”

Today, he’s not hugely optimistic about thecompany’s chances for survival. And if ayoung relative were offered a job at Kodak,what would D’Agostino counsel?

“Run the other way,” he said. “Run.”—Matthew Daneman

LAID-OFF WORKERS

Part of the job of pitching a community tonew or expanding businesses involves al-ways finding the silver lining or accentuat-ing the positive.

So how to address the bankruptcy of East-man Kodak Co. — long the company almostsynonymous with the Rochester region? “It’sboth a challenge and an opportunity,” saidGreater Rochester Enterprise’s Mark Pe-terson.

“The challenge was, it was very visible in thenational media and the end of a story we allknew about for the last three decades, thatthings had changed in that industry andKodak was no longer going to be the giantit once was,” said the president of thenonprofit economic development group.

“It was also an opportunity for us to rede-fine ourselves as a community. ... So thisgave us an opportunity to really tell thatstory and to say our economy is very vibrant,that a lot of it has to do with technologiesand people and talent that was acquiredand developed here by Kodak, but nowthose talented people and technology arebeing used in another way to create newcompanies and new jobs and that’s the storyof Rochester today.”

One big asset of Kodak’s — Eastman Busi-ness Park — increasingly has become anindustrial park housing a variety of non-Kodak operations.

And the migration of companies there likelywill accelerate after bankruptcy, Petersonsaid. “I think maybe there was a time whenthere was a lot of stuff on hold because thedisposition of the park and maybe ultimate-ly the disposition of Kodak was somewhatin question.

“I think that’s becoming much clearer. A lotof the challenges and the slowing of mak-ing decisions that might have existed a yearor two ago are virtually gone.”

—Matthew Daneman

ECONOMIC DEVELOPMENT

Eastman Kodak Co. submitted an order acouple weeks ago to Teke Machine Corp. forsome custom rivets. Not a big order, a fewhundred bucks. And Teke was happy toaccept the work.

But if a big, tens-of-thousands-of-dollarsKodak order came through, like the bigbatches of custom screws the companyorders on occasion, Teke President TerryHughes might have to think about it.

The Rochester machine shop is one of le-gions of Kodak suppliers left with a pile ofunpaid invoices when Kodak filed for Chap-ter 11 bankruptcy in January 2012 — inTeke’s case, roughly $46,000 worth.

Teke employee bonuses took a hit last year.And they’ve been on hold this year asHughes waited to see what kind of paybackshe could expect. Kodak is promising her 97shares of stock with an estimated value ofaround $11.

Teke today employs 22, having added threepeople over the course of Kodak’s bank-ruptcy as it lands more work from othercustomers.

Kodak has filed a number of orders sinceJanuary 2012 and is paying those billspromptly, though the amount of work Tekedoes for Kodak is a fraction of what it wasthen.

If Kodak rebounds, Teke hopes to continueto be a preferred vendor. “It could be anopportunity,” Hughes said. “You neverknow what a company like that is going todo.”

—Matthew Daneman

SUPPLIERS

“Hopefully, they’ll besuccessful.”

TERRY HUGHESTeke Machine Corp. president

Pablo Biggs’ grandmother, born in 1909, hadevery version of Eastman Kodak Co. camerasand recorded every part of the family’shistory.

But Kodak’s path and Biggs’ crossed moresubstantially in October 2011, when he washired as worldwide director of businessdevelopment in strategic alliances and part-nerships, part of Kodak’s business solutionsand services group.

While Kodak has downsized for decades, itsstory has not been entirely one of cuts,though in the months leading up to — andparticularly during — bankruptcy, new hireswere few and far between.

Biggs, 47, of Rochester, was one such excep-tion. Those struggles were part of the reasonthe job sounded interesting, said Biggs: “Atthe time it sounded like the right thing to do— global icon going through transitions,reinventing itself. It’s a nice time and place todo something interesting.”

His job — building partnerships with othercompanies in business services — is new, butit has long-term opportunities for Kodak.

“We’re doing the right things to help estab-lish and grow our business, and we will wantto continue to do that post-emergence. Willthings change? Yes. I just don’t know how.”

—Matthew Daneman

NEW HIRES

“There wasn’t a momentwhen there wasn’t a Kodakcamera put in my face to posesince we were growing up. Ithink to some degreeeverybody was a Kodakphotography family at somepoint.”PABLO BIGGSKodak employee since October 2011

OTHER TENANTSGenencor International

ITTExelis

Acquest SouthParkandOptimation

JCFibers

YaroEnerprises

Khuri Enterprises

Uni-Pixel Inc

Ortho-ClinicalDiagnostics

EastmanBusiness ParkMicrographics andKingsbury

xpedx

Theateron theRidge,EmpireDigital Signs andExcell Partners Inc

TransparentMaterials

RecycledEnergyDevelopment

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Holy SepulchreCemetery

SenecaPark

MaplewoodPark

Retentionpond

SenecaPark

Rochester

Rochester

GREECE

IRONDEQUOIT

RIDGEWAY AVE.

WEILAND RD.

LEXINGTON AVE.

LAKEAVE.D

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Page 6G Sunday, September 1, 2013 DemocratandChronicle.com

KodakNext HOTBEDOF INNOVATION

The area’s development

strategy centers on

Eastman Business Park’s

expansion efforts.

Giovanni Lidestri found in Kodak’s former film-making and camera-making build-ings the space to expand his sauce-making operation that is headquartered in Fair-port. By expanding into additional manufacturing space, Lidestri Foods also cre-ated an opportunity to expand its line of products to include beverages.

Kodak’s Building 320 will become headquarters for Recycled Energy Develop-ment, the company that plans to take over the utility systems that run the giantindustrial park. Other tenants include a trio of high-tech startup companies fosteredby Rochester’s Trillium Group: Intrinsic, Quintel Technology and Omni ID.

Kodak’s giant paper mill has transformed into a commercialization center for a va-riety of power-related companies and initiatives. They include Natcore, whichworks on solar power; NY-BEST, a testing center for fuel cells; and Cerion, makerof fuel additives to make diesel fuel more efficient and less polluting.

Kodak’s fabrication division was spun off and sold to Arnprior. The new company,employing 155 people, focuses on small-volume, high-precision and high-complexityfabrication for the aerospace, automotive, medical and consumer markets. It leases165,000 square feet in a building it shares with Kodak’s research and developmentoperations.

One of Kodak’s earliest spinoffs, Carestream Health, occupies space it purchasedand leased at both Kodak Tower in downtown and at Eastman Business Park. Thecompany’s products and services include medical imaging equipment and supplies.

A century ago, photography used to be black and white and all about silver, butsilver is still important to some kinds of imaging, including X-rays. Rochester SilverWorkswas the silver capturing and manufacturing division of Kodak that was spunoff in 2011 and employs about 55 people, many of whomworked in the divisionunder Kodak.

A former research building off Lake Avenue has become a high-tech imaging in-cubator of sorts. Occupants include Novomer, Graphene Devices, Orthogonal,IMAX and Truesence, several of which have purchased technology Kodak devel-oped and are adapting it for future use.

SEVEN SPOTS TO WATCH

INDUSTRIAL EVOLUTIONKODAK MOMENTLearn more aboutEastman BusinessPark’s tenants inour interactivegraphic online

WHAT’S NEXTThe end of

Kodak’sbankruptcy

should help at-tract additional

businesses. “Thatpark will be a

stalwart of eco-nomic devel-

opment for thisregion for a num-

ber of years tocome,” said MarkPeterson, Greater

Rochester En-terprise president.

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KEVIN SMITH

Matthew Daneman has been areporter at the Democrat andChronicle since 1998. He has cov-ered Kodak for six years. His beatincludes imaging, optics, printing,telecommunications, manufactur-ing and a host of other topics. Helives in Rochester’s Lock 66 neigh-borhood with his wife, Sheila.

Diana Louise Carter is a nativeRochesterian who was reared inBristol, Ontario County, and spentsome time newspapering in NewEngland before returning to herhometown in late 1987. She hasworked for the Democrat andChronicle since then and covered avariety of topics. She has been abusiness reporter since 2007. Carterlives in the Upper Monroe neigh-borhood with her husband, Jim, andtheir three teen-age children.

Max Schulte is the Democratand Chronicle’s assistant photoeditor and has been a staffmember since 1996. The Buffalonative has a bachelor of fine artsin photography from RochesterInstitute of Technology. He hashiked the length of the GeneseeRiver and covered stories atGround Zero and in Guantana-mo Bay, Cuba. He lives in Roches-ter with his wife and two sons.

KODAKNEXT PROJECT TEAM Editor & vice president/news: Karen Magnuson. Vice president/digital strategy & development: Traci Bauer. Project editor: Len LaCara. Section design: JoanneSosangelis, Robin Cabana. Creative manager: Sarah Crupi. Additional photography: Shawn Dowd, Marie De Jesus. Additional editing: Mark Liu, Marcia Greenwood, Bill Wolcott, Ben Jacobs.

MEET OUR KODAKNEXT JOURNALISTS GO DEEPER ON DIGITALWhether it’s on your laptop, phone or tablet,keep up to speed and read more about thelatest on Kodak with the D&C:

SHARE YOURCOMMENTSJoin the con-versation aboutKodak andRochester’sidentity: face-book.com/DemocratandChronicle

STAY UPTO DATEFollow@mdaneman,@RocNext and@DandC to getthe latestKodak news

VIDEOS ANDMORE ONLINEView the Kodakmoments in thissection, inter-active graphics:DemocratandChronicle.com/KodakNext

D&C

Rochester’s identity used to comewrapped in a small yellowand redbox.

Ask any local resident who evertraveled out of the area and had beenasked, “Sowhere are you from?”More

times than not, people would respond to the an-swer with the one fact they knew about Roches-ter: It was the home of Eastman Kodak Co.

This was the town that George Eastman built,or at least enlarged, enriched and educated. Andall of that was based on making and selling mil-lions andmillions of those yellow and red boxes.

MayorThomasS.Richardsrecalls thatduringhis military service in the 1960s, he’d see Viet-namese villagers offer goods for locals andAmericans to buy. A typical selection: “one ba-nana, two bags of rice and a box of Kodak film.”

But now what?Kodak’s local workforce last year was 6 per-

cent ofwhat it was during the company’s peak in1982. Though Kodak plans to emerge this weekfrom bankruptcy, it will make just a trickle ofyellowand red boxes in the future.MostRoches-terians would have a hard time describing whatKodakwill spendmost of its time doing. So whatshape and color is Rochester’s identity now?

Many say the new identity is emerging. Itcan’tbecaptured inasingle imageorphraseany-more, but it’s coming.

“We’re not going to be known as a thing any-more,” Richards said. Rochester shouldn’t belooking for another Kodak to define the city’sidentity, as a more broadly based economy is agood thing. “In the long run, thatwill behealthy.”

Back to the future

Some of Rochester’s post-Kodak identity un-doubtedly will harken back to its pre-Kodakidentity: a community with many layers ratherthan a single dominant force. Before the yellowbox, this town was:

» The Flour City, as a river and canal comingtogether provided the transit to allow the area tobecome the breadbasket to a young country.

» The Flower City, as flour production gaveway to seedproductionandaprinting industry tosupport brilliantly colored seed catalogs andpackets. And those were followed by one of thelargest collections of lilacs in the world.

» The home of Susan B. Anthony and Freder-ick Douglass and other social reformers whoshaped American society.

In the historic preservation and women’srights circles in which she travels, Deborah L.Hughes gets a different reaction when she saysshe is from Rochester. Hughes is president andCEO of the Susan B. Anthony House.

Hughes said she often finds people connectwith whatever element of Rochester historythey’re passionate about, naming Martha Matil-da Harper’s contributions to business, Antoi-nette BrownBlackwell’s landmark ordination orKate Gleason’s entry into engineering.

Some of Rochester’s history may shine againas the yellow box fades, Hughes suggested.Meanwhile, she and others say the region’s otheremployers, large and small, are coming to theforeground of Rochester’s fame.

The big K

InWilliamG. Clark’s travels as president andCEO of the Urban League, it’s not always the bigK that greets the pronouncement of his home-town, but sometimes a big W or a U and an R.

“More and more, I’m finding people are say-ing ‘Wegmans,’ ”Clark said.Or, theyhave a childapplying to a college here. “The University ofRochester is really trying tobuilda reputationasone of the leading medical centers in the world,or at least the Northeast.”

Kodak lost its spot as the area’s top employerto UR in 2005, and dropped out of the top 10 in2012. Rochester Institute of Technology hasgrown by leaps and bounds, too.

“We may become known as a great collegetown,” said Jennifer Leonard, head of the Roch-

ester Area Community Foundation.Business developers portray our town as one

where innovation and entrepreneurship thrive,inpartowingto the infrastructureandintellectu-al capital left by Kodak. Given the number ofcompanies that havebeencreatedby formerKo-dak workers, or spun off by Kodak to explorenewuses of technology developed by the big yel-low box, Richards said Rochester may becomeknown for its way of doing things in the future.

“We are one of the innovation and high-techhubs of the country,” said Mark Peterson, presi-dent and CEO of Greater Rochester Enterprise.“We still produce a level of patents and (intellec-tualproperty)percapita that’s reallyunusual fora community this size.Wehave super-smart peo-ple, we have great universities. The challengefor us is, it’s not easy to define us with one word.Rochester used to be ‘Kodak.’ Now if I had tohave one word to define us, it’d be ‘talent.’ ”

Danielle Raymo, co-founder of RochesterBrainery, a company that offers affordableclasses, sees Rochester as a place where inven-tive young people make their own way ratherthanexpect to landa jobatabigcorporation.Herpeers — she’s 27 — are launching online maga-zines or stores like Thread and Peppermint.

“Those are people my age that are startingtheir own businesses,” Raymo said. “There is anopportunity for creativity and seeing what’smissing in Rochester.”

The city that business boosters used to pro-claimas “TheWorld’s ImageCenter,” is getting adifferent boost these days. The greeting page atvisitrochester.com recently described Roches-ter as the gateway to the Finger Lakes.

“Our proximity to the Finger Lakes is a won-derful asset,” said Don Jefferies, head of Vis-itRochester. “The fact that you can be at theStrongNationalMuseumof Play and theGeorgeEastmanHouse and 35minutes later be on aboaton Canandaigua Lake is amazing,” he said.

All that remains

Optics and imaging are still thriving indus-tries in this area, notesDuncanT.Moore, profes-sor of optical engineering and vice president ofentrepreneurship at UR. The creative forcesthey and other companies exhibit are the reasonthat Rochester, unlike some other one-industrytowns like Detroit and Fresno, Calif., will get it-self back on its feet again, he wrote in an essaylast year in The New York Times.

“We’ve got a very well-educated workforcehere ... That’s a big plus. We’re a very attractivecity. People respect that,” Moore said.

“The biggest guy’s gone,” Jeffries acknowl-edged. And with last month’s announcement ofBausch + Lombmoving its headquarters, anoth-er blow was dealt to the image of Rochester andwhat were once its Big Three: Kodak, XeroxCorp. andB+L. Xerox remains a large employer,but it moved its headquarters to Connecticut in1969 and has cut its workforce in recent years.

In theirplaceareaconstellationofother local-ly grown and locally headquartered companies:Wegmans, Paychex, Carestream, Ultralife, Har-ris RF Communications, Sutherland, and Con-stellation Brands, to name a few.

Because of companies like these and others,Moore said, every job that Kodak cut has beenreplaced— and then some.

With theendofKodakas amajormanufactur-er, though, came the loss of thousands of well-paying jobs for people whose education endedwith high school. The highly skilled employeeswhowerecutwereable tomove intoother jobsorspin-off companies, Moore said. Not so muchwith the blue-collar employees.

“Good jobs, well-paying with pensions (havebeen) replaced with service jobs that don’t havebenefits and don’t pay well,” said the RochesterArea Community Foundation’s Leonard. “Andpeople often needmultiple jobs to cover the costof theirfamilies.We’ve lostan important ladder.”

Indeed, young people realize a college educa-tion is now required to get a decent job, the Ur-

ban League’s Clark said, butmanywho go to col-lege end up moving away, leaving behind theyoungpeoplewhodropout ofhighschool andareoften unemployable.

Ron Brandwein, laid off from Kodak after 32years and just shy of eligibility for early retire-ment, has seen a similar development in his fam-ily, and he thinks it’s making Rochester moretransient than inthepast. “Mythreekidsallgrewup and went to school and moved out of Roches-ter and have not come back,” he said. “That bigcompany isn’t here to keep them here.”

Leonard recognizes that trend, but anotherone, too: “I also see people returning whenthey’re ready to raise children at a rate that isgratifying. ... I do see lots of people who havecome from out of town and fallen in love withRochester and decided to stay because it has somuch to offer. Some of it was built up in the daysof Kodak: good decisions by city fathers andmothers to create apark system, a community ofgenerosity. Those pay off in ‘stickiness,’ ” shesaid, using a term that means the qualities of anarea that keep and attract new residents.

“I think what makes our community such acoolplaceto live inandvisit is thediversityof theknowledge,” Jeffries said. “We’re a top-notch in-tellectual community. If you look at the arts, youhave to go to a city twice our size to find the artsand culture we have.”

Following in Eastman’s footsteps

So sure, we don’t haveGeorgeEastman build-ing cultural edifices anymore. Butwe do haveB.ThomasGolisanoputtingupthemoneyforhospi-tal wings and college academic buildings.

We don’t have George Eastman endowing amusic school anymore, butwehave JohnNugentandMarkIacona,whocreatedandruntheannualXerox Rochester International Jazz Festival.

We don’t have Kodak leading the United Waycampaign anymore, but we have foundations,such as the Max and Marian Farash CharitableFoundation, stepping up to support causes.

We don’t have George Eastman creating a vi-sionforRochesteranymore,butdohaveMichaelPhilipson and Lewis Stess inventing Greentopiaand trying to turna long-ignored rivergorge intoa cultural asset.

People are still going to react to meetingRochesterians by mentioning Kodak for sometime, even if lately they add a note of sympathy.

Sharon Napier, CEO of the advertising andpublic relations firm Partners + Napier, said,“They ask about Kodak because it’s still one ofthe most trusted brand names in the world.”

Whether that still holds true todaymay be ar-guable, but even today, people refer to having“Kodak moments,” referencing advertisingfrom decades ago. “It has this impact that’s sogreat, it’s interesting,” Napier said. Rochesterjustneedssomething torallyaroundagain,Napi-er said. “This town has moxie, it has resilience,the kind of talent that will spin off innovation,”she said. “We can still play on the world stage, Ithink. It’ll just be in a different way.”

DCARTER@DemocratandChronicle.com

Twitter.com/DianaLCarter

Where we gowithout Kodakleading the wayis up to all of us,local leaders say.MAX SCHULTE/STAFF

PHOTOGRAPHER

“This town has moxie, it has resilience,the kind of talent that will spin offinnovation.We can still play on theworld stage, I think. It’ll just be in adifferent way.”

SHARON NAPIERCEO, Partners + Napier advertising and public relations agency

OUR NEW SELF-IMAGE

So we’re not a Kodak company town anymore.

But what are we?

Diana Louise Carter :: Staff writer

WHAT DOYOU THINK?If you had todescribe theRochester area inone word orphrase, whatwould it be?Share yourresponse onTwitter orFacebook usingthe hashtag#rocinaword.

KODAKMOMENTSRochester MayorThomas Richardsrecalls Kodak;the city’s 19thcentury roots.

DemocratandChronicle.com Sunday, September 1, 2013 Page 7G

KodakNext ROCHESTER’S IDENTITY