UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF
THE SECURITIES EXCHANGE ACT OF 1934

MOLEX INCORPORATED

(Exact name of registrant as specified in its charter)

Delaware (State or other jurisdiction of incorporation or organization)		36-2369491 (I.R.S. Employer Identification No.)

2222 Wellington Court, Lisle, Illinois 60532
(Address of principal executive offices)
Registrant’s telephone number, including area code: (630) 969-4550

Title of each class		Name of each exchange on which registered
Common Stock, par value $0.05 Class A Common Stock, par value $0.05		The Nasdaq Stock Market, Inc. The Nasdaq Stock Market, Inc.

     Indicate by check mark of the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No o

     Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes o No þ

     Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15 (d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No o

     Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (Section 229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. þ

     Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act.

Large accelerated filer þ     Accelerated filer o     Non-accelerated filer o

     Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes o No þ

On July 27, 2007, the following numbers of shares of the Company’s common stock were outstanding:

Common Stock			99,433,450
Class A Common Stock			84,569,833
Class B Common Stock			94,255

     The aggregate market value of the voting and non-voting shares (based on the closing price of these shares on the NASDAQ Global Select Market on December 31, 2006) held by non-affiliates was approximately $4.0 billion.

DOCUMENTS INCORPORATED BY REFERENCE

 

 

     Portions of the Proxy Statement for the Annual Meeting of Stockholders, to be held on October 26, 2007 are incorporated by reference into Part III of this annual report on Form 10-K.

TABLE OF CONTENTS

		Page
Part I
Item 1. Business			3
Item 1A. Risk Factors			13
Item 1B. Unresolved Staff Comments			18
Item 2. Properties			18
Item 3. Legal Proceedings			19
Item 4. Submission of Matters to a Vote of Security Holders			19
Part II
Item 5. Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities			19
Item 6. Selected Financial Data			22
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations			23
Item 7A. Quantitative and Qualitative Disclosures About Market Risk			38
Item 8. Financial Statements and Supplementary Data			39
Item 9. Changes in and Disagreements with Accountants on Accounting Financial Disclosure			66
Item 9A. Controls and Procedures			66
Item 9B. Other Information			67
Part III
Item 10. Directors, Executive Officers and Corporate Governance			68
Item 11. Executive Compensation			68
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters			68
Item 13. Certain Relationships and Related Transactions, and Director Compensation			68
Item 14. Principal Accountant Fees and Services			68
Part IV
Item 15. Exhibits and Financial Statement Schedules			68
Schedule II — Valuation and Qualifying Accounts			69
Index to Exhibits			70
Signatures			72
Form of Stock Option Agreement
Form of Equity Award Agreement
Subsidiaries of the Company
Consent of Ernst & Young, LLP
302 Certification of Chief Executive Officer
302 Certification of Chief Financial Officer
906 Certification of Chief Executive Officer
906 Certification of Chief Financial Officer

Molex Web Site

     We make available through our Web site at www.molex.com our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to those reports as soon as reasonably practicable after such material is electronically filed with the Securities and Exchange Commission (SEC).

     Information relating to corporate governance at Molex, including our Code of Business Conduct and Ethics, information concerning executive officers, directors and Board committees (including committee charters), and transactions in Molex securities by directors and officers, is available on or through our Web site at www.molex.com under the “Investors” caption.

     We are not including the information on our Web site as a part of, or incorporating it by reference into, this annual report on Form 10-K.

PART I

Item 1. Business

     Molex Incorporated (together with its subsidiaries, except where the context otherwise requires, “we,” “us” and “our”) was incorporated in the state of Delaware in 1972 and originated from an enterprise established in 1938.

     We are the world’s second-largest manufacturer of electronic connectors in terms of revenue. Net revenue was $3.3 billion for fiscal 2007. We operated 59 manufacturing plants, located in 19 countries on four continents, and employed 33,200 people worldwide as of June 30, 2007.

     Our core business is the manufacture and sale of electronic components. Our products are used by a large number of leading original equipment manufacturers (OEMs) throughout the world. We design, manufacture and sell more than 100,000 products, including terminals, connectors, planar cables, cable assemblies, interconnection systems, backplanes, integrated products and mechanical and electronic switches. We also provide manufacturing services to integrate specific components into a customer’s product.

The Connector Industry

     The global connector industry is highly competitive and fragmented and is estimated to represent approximately $43 billion in revenue for fiscal 2007. The industry has grown at a compounded annual rate of 6.1% over the past 25 years and is expected to grow at a rate of 7.9% in calendar year 2007. We believe that our market share was approximately 8% of the worldwide market for electronic connectors in fiscal 2007.

     The connector industry is characterized by rapid advances in technology and new product development. These advances have been substantially driven by the increased functionality of applications in which our products are used. Although many of the products in the connector market are mature products, some with 25-30 year life spans, there is also a constant demand for new product solutions.

     Industry trends that we deem particularly relevant include:

	•		Globalization. Synergistic opportunities exist for the industry to design, manufacture and sell electronic products in different countries around the world in an efficient and seamless process. For example, electronic products may be designed in Japan, manufactured in China, and sold in the United States.
	•		Convergence of markets. Traditionally separate markets such as consumer electronics, data products and telecommunications are converging, resulting in single devices offering broad-based functionality.
	•		Increasing electronics content. Consumer demand for advanced product features, convenience and connectivity is driving connector growth at rates faster than the growth rates of the underlying electronics markets.
	•		Product size reduction. High-density, micro-miniature technologies are expanding to markets such as data and mobile phones, leading to smaller devices and greater mobility.
	•		Consolidating supply base. Generally, global OEMs are consolidating their supply chain by selecting global companies possessing broad product lines for the majority of their connector requirements.
	•		Price erosion. As unit volumes grow, production experience is accumulated and costs decrease, and as a result, prices decline.

Markets and Products

     The approximate percentage of our net revenue by market for fiscal 2007 is summarized below:

		Percentage of Fiscal 2007		Primary End Use Products
Markets		Net Revenue		Supported by Molex
Telecommunications		26%		Mobile phones and devices, networking equipment, switches and transmission equipment
Data Products		21%		Desktop and notebook computers, peripheral equipment, servers, storage, copiers, printers and scanners
Automotive		18%		Engine control units, body electronics, safety electronics, sensors, panel instrumentation and other automotive electronics
Consumer		18%		Digital electronics — CD and DVD players, cameras, plasma and LCD televisions, electronic games and major appliances
Industrial		15%		Factory automation, robotics, automated test equipment, vision systems and diagnostic equipment
Other		2%		Electronic and electrical devices for a variety of markets

     Telecommunications. In the telecommunications market, we believe our key strengths include: high speed, optical signal product lines; backplane connector systems; power distribution product; micro-miniature connectors; global coordination; and complementary products such as keyboards and antennas.

     For mobile phones, we provide micro-miniature connectors, SIM card sockets, keypads, electromechanical subassemblies and internal antennas and subsystems. An area of particular innovation is high-speed backplanes and cables for infrastructure equipment. For example, our Plateau HS Dock^TM incorporates a new plated plastic technology to increase bandwidth, reduce crosstalk and control impedance in applications such as telecommunication routers.

     Data Products. In the data market, our key strengths include: our high-speed signal product line; storage input/output (I/O) products; standards committee leadership; global coordination; low cost manufacturing; and strong relationships with OEMs, contract manufacturers and original design manufacturers.

     We manufacture power, optical and signal connectors and cables for fast end-to-end data transfer, linking disk drives, controllers, servers, switches and storage enclosures. Our ongoing involvement in industry committees contributes to the development of new standards for the connectors and cables that transport data. For example, our family of small form-factor pluggable products offers end-users both fiber optic and copper connectivity and more efficient storage area network management.

     We hold a strong position with connectors used in servers, the segment of this market that accounts for the largest volume of connector purchases. We offer a large variety of products for power distribution, signal integrity, processor and memory applications. We are also a leading designer in the industry for storage devices.

     Our Serial ATA product enables higher-speed communication between a computer’s disk drive and processor. In addition, our product portfolio includes a wide range of interconnect devices for copiers, printers, scanners and projectors.

     Automotive. In the automotive market, we believe our strengths include: new product development expertise; focus on entertainment, safety and convenience features; technical skills; and integrated manufacturing capabilities.

     Our interconnects are used in air bag, seatbelt and tire pressure monitoring systems and powertrain, window and temperature controls. Today’s cars are mobile communication centers, complete with navigation tools and multimedia entertainment. Our Media Oriented System Transport (MOST) connector system uses plastic optical fiber to transmit audio, video and data at high speeds in devices such as CD and DVD players.

     Consumer. In the consumer market, we believe our key strengths include: optical and micro-miniature connector expertise; breadth of our high wattage (power) product line; cable and wire application equipment; and low cost manufacturing.

     We design and manufacture many of the world’s smallest connectors for home and portable audio, digital still and video cameras, DVD players and recorders, as well as devices that combine multiple functions. Our super micro miniature products support customer needs for increased power, speed and functionality but with decreased weight and space requirements. We believe that they provide industry leadership with advanced interconnection products that help enhance the performance of video and still cameras, DVD players, portable music players, PDAs and hybrid devices that combine multiple capabilities into a single unit.

     We are a leading connector source and preferred supplier to some of the world’s largest computer game makers and have been awarded contracts that demonstrate our skill in designing innovative connectors. In addition, we provide products for video poker and slot machines. Pachinko machines, which are popular in Japan, use our compact 2.00mm pitch MicroClasp^TM connector, which features an inner lock that helps on-site installers easily insert new game boards.

     Industrial. In the industrial market, we believe our key strengths include: optical and micro miniature connector expertise; breadth of our power and signal product lines; distribution partnerships; and global presence.

     Our high-performance cables, backplanes, power connectors and integrated products are found in products ranging from electronic weighing stations to industrial microscopes and vision systems. Advances in semiconductor technology require comparable advances in equipment to verify quality, function and performance. For this reason, we developed our Very High-Density Metric (VHDM) connector system to help assure signal integrity and overall reliability in high-speed applications such as chip testers.

     We increased our presence in the electrical and factory automation market in fiscal 2007 with the acquisition of Woodhead Industries. As a result, we have extended our industrial product line to include industrial networks and connectivity as well as industrial communications, both electronics and software. In addition, we are expanding our line of compact robotic connectors and I/O connectors for servo motors, as well as identifying factory uses for the time-tested products we have developed for other industries.

     Other. Medical electronics is a growing market for our connectors, switch and assembly products. We provide both connectors and custom integrated systems for diagnostic and therapeutic equipment used in hospitals including x-ray, magnetic resonance imaging (MRI) and dialysis machines. Military electronics is also one of our emerging markets. We have found a range of electronic applications for our products in the commercial-off-the-shelf (COTS) segment of this market. Products originally developed for the computer, telecommunications and automotive markets can be used in an increasing number of military applications.

Business Objectives and Strategies

     One of our primary business objectives is to develop or improve our leadership position in each of our core connector markets by increasing our overall position as a preferred supplier and improve our competitiveness on a global scale.

     We believe that our success in achieving industry-leading revenue growth throughout our history is the result of the following key strengths:

	•		Broad and deep technological knowledge of microelectronic devices and techniques, power sources, coatings and materials;
	•		Strong intellectual property portfolio that underlies many key products;
	•		High product quality standards, backed with stringent systems designed to ensure consistent performance, that meet or surpass customers’ expectations;
	•		Strong technical collaboration with customers;
	•		Extensive experience with the product development process;
	•		Broad geographical presence in developed and developing markets;
	•		Continuous effort to develop an efficient, low-cost manufacturing footprint; and
	•		A broad range of products both for specific applications and for general consumption.

     We intend to serve our customers and achieve our objectives by continuing to do the following:

	•		Concentrate on core markets. We focus on markets where we have the expertise, qualifications and leadership position to sustain a competitive advantage. We have been an established supplier of interconnect solutions for more than 60 years. We are a principal supplier of connector components to the telecommunications, computer, consumer, automotive and industrial electronics markets.
	•		Grow through the development and release of new products. We invest strategically in the tools and resources to develop and market new products and to expand existing product lines. New products are essential to enable our customers to advance their solutions and their market leadership positions. In fiscal 2007, we generated approximately 27% of our revenue from new products, which are defined as those products released in the last 36 months.
	•		Optimize manufacturing. We analyze the design and manufacturing patterns of our customers along with our own supply chain economics to help ensure that our manufacturing operations are of sufficient scale and are located strategically to minimize production costs and maximize customer service.
	•		Leverage financial strength. We use our expected cash flow from operations to invest aggressively in new product development, to pursue synergistic acquisitions, to align manufacturing capacity with customer requirements and to pursue productivity improvements. We invested approximately 14% of net revenue in capital expenditures and research and development activities in fiscal 2007.

     On July 1, 2007 we implemented a new global organizational structure that consists of five product-focused divisions and one worldwide sales and marketing organization. When fully operational, we expect the new structure to enable us to work more effectively as a global team to meet customer needs as well as to better leverage our design expertise and our low-cost production centers around the world. The new worldwide sales and marketing organization structure will enhance our ability to sell any product, to any customer, anywhere in the world.

Competition

     We compete with many companies in each of our product categories. These competitors include Amphenol Corporation, Framatome Connectors International, Hirose Electronic Co., Ltd, Hon Hai Precision Industry Co., Ltd., Japan Aviation Electronics Industry, Ltd., Japan Solderless Terminal Ltd. and Tyco Electronics Ltd. as well as a significant number of smaller competitors. The identity and significance of competitors may change over time. We believe that the 10 largest connector suppliers, as measured by revenue, represent approximately 54% of the worldwide market in terms of revenue. Many of these companies offer products in some, but not all, of the markets and regions we serve.

     Our products compete to varying degrees on the basis of quality, price, availability, performance and brand recognition. We also compete on the basis of customer service. Our ability to compete also depends on continually providing innovative new product solutions and worldwide support for our customers.

Customers, Demand Creation and Sales Channels

     We sell products directly to OEMs, contract manufacturers and distributors. Our customers include global companies such as Arrow, Cisco, Dell, Ford, General Motors, Hewlett Packard, IBM, Matsushita, Motorola and Nokia. No customer accounted for more than 10 % of net revenues in fiscal 2007, 2006 or 2005.

     Many of our customers operate in more than one geographic region of the world and we have developed a global footprint to service these customers. We are engaged in significant operations in foreign countries. Our net revenue originating outside the U.S. based on shipping point to the customer was approximately 73% in fiscal 2007, 73% in fiscal 2006 and 74% in fiscal 2005.

     In fiscal 2007, the share of net revenue from the different regions was approximately as follows:

	•		51% of net revenue originated in Asia, with 35% from the Asia Pacific South region (China, Hong Kong, Indonesia, India, Malaysia, Philippines, Singapore, Taiwan and Korea) and 16% from the Asia Pacific North region (Japan and Thailand). Approximately 22% and 15% of net revenue in fiscal 2007 was derived from operations in China and Japan, respectively.
	•		29% of net revenue originated in the Americas (United States, Canada, Mexico and South America).
	•		20% of net revenue originated in Europe.

     Revenues from customers are generally attributed to countries based upon the location of our sales office. Most of our sales in international markets are made by foreign sales subsidiaries. In countries with low sales volumes, sales are made through various representatives and distributors.

     We sell our products primarily through our own sales organization with a presence in most major connector markets worldwide. To complement our own sales force, we work with a network of distributors to serve a broader customer base and provide a wide variety of supply chain tools and capabilities. Sales through distributors represented approximately 26% of our net revenue in fiscal 2007.

     We seek to provide customers one-to-one service tailored to their business. Our engineers work collaboratively with customers, often via an innovative online design system, to develop products for specific applications. We provide customers the benefit of state-of-the-art technology for engineering, design and prototyping, supported from 27 development centers in 15 countries. In addition, most customers have a single Molex customer service contact and a specific field salesperson to provide technical product and application expertise.

     Our sales force around the world has access to our customer relationship management database, which integrates with our global information system to provide 24/7 visibility on orders, pricing, contracts, shipping, inventory and customer programs. We offer a self-service environment for our customers through

our Web site at www.molex.com, so that customers can access our entire product line, download drawings or 3D models, obtain price quotes, order samples and track delivery.

     Information regarding our operations by geographical region appears in Note 17 of the Notes to Consolidated Financial Statements. A discussion of market risk associated with changes in foreign currency exchange rates can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations.

Research and Development

     We remain committed to investing in world-class technology development, particularly in the design and manufacture of connectors and interconnect systems. Our research and development activities are directed toward developing technology innovations, primarily high speed signal integrity, miniaturization, higher power delivery, optical signal delivery and sealed harsh environment connectors that we believe will deliver the next generation of products. We continue to invest in new manufacturing processes, as well as improve existing products and reduce costs. We believe that we are well positioned in the technology industry to help drive innovation and promote industry standards that will yield innovative and improved products for customers.

     We incurred total research and development costs of $159 million in fiscal 2007, $141 million in fiscal 2006 and $134 million in fiscal 2005. We believe this investment, approximating 5% of net revenue, is among the highest level relative to the largest participants in the industry and helps us achieve a competitive advantage.

     We strive to provide customers with the most advanced interconnection products through intellectual property development and participation in industry standards committees. Our engineers are active in approximately 70 such committees, helping give us a voice in shaping the technologies of the future. In fiscal 2007, we commercialized approximately 309 new products and received 683 patents.

     We perform a majority of our design and development of connector products in the U.S. and Japan, but have additional product development capabilities in various locations, including China, Germany, India, Ireland, Korea and Singapore.

Manufacturing

     Our core manufacturing expertise includes molding, stamping, plating and assembly operations. We utilize state of the art plastic injection molding machines and metal stamping and forming presses. We have created new processes to meet the ongoing challenge of manufacturing smaller and smaller connectors. We have also developed proprietary plated plastic technology, which provides excellent shielding performance while eliminating secondary manufacturing processes in applications such as mobile phone antennas.

     We also have expertise in printed circuit card, flexible circuit and harness assembly for our integrated products operations, which build devices that leverage our connector content. Because integrated products require labor-intensive assembly, each of our regions operates at least one low-cost manufacturing center, including China, India, Malaysia, Mexico, Poland, Slovakia and Thailand.

     We continually look for ways to reduce our manufacturing costs as we increase capacity, resulting in a trend of fewer but larger factories. We achieved economies of scale and higher capacity utilization while continuing to assure on-time delivery.

     We incurred total capital expenditures of $296.9 million in 2007, $276.8 million in 2006 and $230.9 million in 2005, which was primarily related to increasing manufacturing capacity.

Raw Materials

     The principal raw materials that we purchase for the manufacture of our products include plastic resins for molding, metal alloys (primarily copper based) for stamping and gold and palladium salts for use in the plating process. We also purchase molded and stamped components and connector assemblies. Most materials and components used in our products are available from several sources. To achieve economies of scale, we concentrate purchases from a limited number of suppliers, and therefore in the short term may be dependent upon certain suppliers to meet performance and quality specifications and delivery schedules. We anticipate that our raw material expenditures as a percentage of sales may increase due to growth in our integrated products business and increases in certain commodity costs.

Backlog and Seasonality

     The backlog of unfilled orders at June 30, 2007 was approximately $332.5 million compared with backlog of $370.0 million at June 30, 2006. Substantially all of these orders are scheduled for delivery within 12 months. The majority of orders are shipped within 30 days of acceptance.

     We do not believe that aggregate worldwide sales reflect any significant degree of seasonality.

Employees

     As of June 30, 2007, we employed approximately 33,200 people worldwide. We believe we have been successful in attracting and retaining qualified personnel in highly competitive labor markets due to our competitive compensation and benefits as well as our rewarding work environment. We consider our relations with our employees to be strong.

     We are committed to employee development and place a high priority on developing Molex leaders of the future through training at all levels. This includes on-the-job and online learning, as well as custom initiatives such as our two-year, in-house global management training program.

Acquisitions and Investments

     Our strategy to provide a broad range of connectors requires a wide variety of technologies, products and capabilities. The rapid pace of technological development in the connector industry and the specialized expertise required in different markets make it difficult for a single company to organically develop all of the required products. Though a significant majority of our growth has come from internally developed products we will seek to make future acquisitions or investments where we believe we can stimulate the development of, or acquire, new technologies and products to further our strategic objectives and strengthen our existing businesses.

     On August 9, 2006, we completed the acquisition of Woodhead Industries, Inc. (Woodhead) in an all cash transaction valued at approximately $238.1 million, including the assumption of debt and net of cash acquired. Woodhead develops, manufactures and markets network and electrical infrastructure components engineered for performance in harsh, demanding and hazardous industrial environments. The acquisition is a significant step in our strategy to expand our products and capabilities in the global industrial market.

Intellectual Property

     Intellectual property rights that apply to our various products and services include patents, trade secrets and trademarks. We maintain an active program to protect our investment in technology by attempting to ensure intellectual property rights protection for our products.

     As of June 30, 2007, Molex owned 909 United States patents and 3,849 foreign patents in various countries throughout the world. In addition, Molex had 286 patent applications on file with the U.S. Patent Office (includes both U.S. national filings and Patent Cooperation Treaty filings) and 1,388 foreign patent applications pending in various patent offices throughout the world. No assurance can be given that any

patents will be issued on pending or future applications. As we develop products for new markets and uses, we normally seek available patent protection.

     We also protect certain details about our processes, products and strategies as trade secrets, keeping confidential the information that provides us with a competitive advantage. We have ongoing programs designed to maintain the confidentiality of such information.

     We believe that our intellectual property is important but do not consider ourselves materially dependent upon any single patent or group of related patents.

Environmental Matters

     We are committed to achieving high standards of environmental quality and product safety, and strive to provide a safe and healthy workplace for our employees, contractors and the communities in which we do business. We have regional environmental, health and safety (EHS) policies and strict disciplines that are applied to our operations. We closely monitor the environmental laws and regulations in the countries in which we operate and believe we are in compliance in all material respects with federal, state and local regulations pertaining to environmental protection.

     Many of our worldwide manufacturing sites are certified to the International Organization for Standardization (ISO) 14001 environmental management system standard, which requires that a broad range of environmental processes and policies be in place to minimize environmental impact, maintain compliance with environmental regulations and communicate effectively with interested stakeholders. Our ISO 14001 environmental auditing program includes not only compliance components, but also modules on business risk, environmental excellence and management systems. We have internal processes that focus on minimizing and properly managing hazardous materials used in our facilities and products. We monitor regulatory and resource trends and set company-wide short and long-term performance targets for key resources and emissions.

     The manufacture, assembly and testing of our products are subject to a broad array of laws and regulations, including restrictions on the use of hazardous materials. We believe that our efforts to reduce the use of hazardous substances have positioned us well to meet environmental restrictions on product content throughout the world, such as the Restriction on Hazardous Substances (RoHS) directive in the European Union. The RoHS directive eliminates most uses of lead, cadmium, hexavalent-chromium, mercury and certain flame-retardants in electronics placed on the market after July 1, 2006.

Executive Officers

     Our executive officers are set forth in the table below.

		Positions Held with Registrant						Year
Name		During the Last Five Years		Age				Employed
Frederick A. Krehbiel(a)		Co-Chairman (1999-); Chief Executive Officer (2004-2005); Co-Chief Executive Officer (1999-2001).			66			1965(b)
John H. Krehbiel, Jr. (a)		Co-Chairman (1999-); Co-Chief Executive Officer (1999-2001).			70			1959(b)
Martin P. Slark		Vice-Chairman and Chief Executive Officer (2005-); President and Chief Operating Officer (2001-2005); Executive Vice President (1999-2001).			52				1976
Liam McCarthy		President and Chief Operating Officer (2005-); Regional Vice President of Operations, Europe (2000-			51				1976

		Positions Held with Registrant						Year
Name		During the Last Five Years		Age				Employed
		2005); Interim General Manager of Molex Ireland Ltd. (2002-2004).

		Positions Held with Registrant						Year
Name		During the Last Five Yearst		Age				Employed
David D. Johnson		Executive Vice President, Treasurer and Chief Financial Officer (2005-); Vice President, Treasurer and Chief Financial Officer, Sypris Solutions, Inc. (1998-2005).			51				2005
Graham C. Brock		Executive Vice President (2005-) and President, Global Sales & Marketing Division (2006) and Regional President, Europe (2005-); Regional Vice President - Sales & Marketing, Europe (2000-2005).			53				1976
James E. Fleischhacker		Executive Vice President (2001-) and President, Global Transportation Products Division (2007); Corporate Vice President (1994-2001); Regional President, Asia Pacific South (1998-2001, 2003-2004).			63				1984
Katsumi Hirokawa		Executive Vice President (2005-) and President, Global Micro Products Division (2007). Positions at Molex Japan Co., Ltd.: President (2002-); Executive Vice President- Sales (2002-2002); Senior Director-Sales (1996-2002).			60				1995
David B. Root		Executive Vice President and President, Global Commercial Products Division (2007); Vice President and Regional President, Americas (2005-); Vice President, Sales Americas (2004-2005); President, Connector Products Division (2002-2004); President, Data Comm Division (2001-2002).			53				1982
Ronald L. Schubel		Executive Vice President (2001-); Corporate Vice President (1982-2001); Regional President, Americas (1998-2005).			63				1981
J. Michael Nauman		Senior Vice President and President, Global Integrated Products Division (2007-); President, Integrated Products Division, Americas Region (2005-2007); President, High Performance Products Division, Americas Region (2004- 2005); President, Fiber Optics Division, Americas Region (2003-2004); General Manager, High Performance Cable Assembly and Adapter Business Units (1999-2003).			45				1994
Hans A. van Delft		Senior Vice President and President, Global Automation & Electrical Products Division (2007-); President, Woodhead Group (2006-2007); Division Manager, General Products Division, Europe (2003-2006); Division Manager, Telecom Division (2001-2003); General Manager, Molex Singapore (1999-2000 ).			52				1987

Code of Business Conduct and Ethics

     We have adopted a Code of Business Conduct and Ethics applicable to all employees, officers and directors. The Code of Business Conduct incorporates our policies and guidelines designed to deter wrongdoing and to promote honest and ethical conduct and compliance with applicable laws and regulations. We have also adopted a Code of Ethics for Senior Financial Management applicable to our chief executive officer, chief financial officer, chief accounting officer and other senior financial managers. The Code of Ethics sets out our expectations that financial management produce full, fair, accurate, timely and understandable disclosure in our filings with the SEC and other public communications. Molex intends to post any amendments to or waivers from the Codes on its Web site.

     The full text of these Codes is published on the investor relations page of our Web site at www.molex.com.

Item 1A. Risk Factors

Forward-looking Statements

     This Annual Report on Form 10-K and other documents we file with the Commission contain forward-looking statements that are based on current expectations, estimates, forecasts and projections about our future performance, our business, our beliefs, and our management’s assumptions. In addition, we, or others on our behalf, may make forward-looking statements in press releases or written statements, or in our communications and discussions with investors and analysts in the normal course of business through meetings, web casts, phone calls, and conference calls. Words such as “expect,” “anticipate,” “outlook,” “forecast,” “could,” “project,” “intend,” “plan,” “continue,” “believe,” “seek,” “estimate,” “should,” “may,” “assume,” variations of such words and similar expressions are intended to identify such forward-looking statements. These statements are not guarantees of future performance and involve certain risks, uncertainties, and assumptions that are difficult to predict. We describe our respective risks, uncertainties, and assumptions that could affect the outcome or results of operations below.

     We have based our forward looking statements on our management’s beliefs and assumptions based on information available to our management at the time the statements are made. We caution you that actual outcomes and results may differ materially from what is expressed, implied, or forecast by our forward looking statements. Reference is made in particular to forward looking statements regarding growth strategies, industry trends, financial results, cost reduction initiatives, acquisition synergies, manufacturing strategies, product development and sales, regulatory approvals, and competitive strengths. Except as required under the federal securities laws, we do not have any intention or obligation to update publicly any forward-looking statements after the filing of this report, whether as a result of new information, future events, changes in assumptions, or otherwise.

Risk Factors

     You should carefully consider the risks described below. Such risks are not the only ones facing our company. Additional risks and uncertainties not presently known to us or that we currently believe to be immaterial may also impair our business operations. If any of the following risks occur, our business, financial condition or operating results could be materially adversely affected.

We are dependent on the success of our customers.

     We are dependent on the continued growth, viability and financial stability of our customers. Our customers generally are original equipment manufacturers in the telecommunications, data product, automotive, consumer, and industrial industries. These industries are, to a varying extent, subject to rapid technological change, vigorous competition and short product life cycles. When our customers are adversely affected by these factors, we may be similarly affected.

We face rising costs of commodity materials.

     The cost and availability of certain commodity materials used to manufacture our products, such as plastic resins, copper-based metal alloys, gold and palladium salts, molded and stamped components and connector assemblies, it is critical to our success. Volatility in the prices and shortages of such materials may result in increased costs and lower operating margins if we are unable to pass such increased costs through to our customers. From time to time, we use financial instruments to hedge the volatility of commodity material costs. The success of our hedging program depends on accurate forecast of transaction activity in the various commodity materials. To the extent that these forecasts are over or understated during periods of volatility, we could experience unanticipated commodity materials or hedge gains or losses.

We face intense competition in our markets.

     Our markets are highly competitive and we expect that both direct and indirect competition will increase in the future. Our overall competitive position depends on a number of factors including the price, quality and performance of our products, the level of customer service, the development of new technology and our ability to participate in emerging markets. Within each of our markets, we encounter direct competition from other electronic components manufacturers and suppliers and competition may intensify from various U.S. and non-U.S. competitors and new market entrants, some of which may be our current customers. The competition in the future may, in some cases, result in price reductions, reduced margins or loss of market share, any of which could materially and adversely affect our business, operating results and financial condition. In addition, market factors could cause a decline in spending for the technology products manufactured by our customers.

We are dependent on new products.

     We expect that a significant portion of our future revenue will continue to be derived from sales of newly introduced products. Rapidly changing technology, evolving industry standards and changes in customer needs characterize the market for our products. If we fail to modify or improve our products in response to changes in technology, industry standards or customer needs, our products could rapidly become less competitive or obsolete. We must continue to make investments in research and development in order to continue to develop new products, enhance existing products and achieve market acceptance for such products. However, there can be no assurance that development stage products will be successfully completed or, if developed, will achieve significant customer acceptance.

     We may need to license new technologies to respond to technological change and these licenses may not be available to us on terms that we can accept or may materially change the gross profits that we are able to obtain on our products. We may not succeed in adapting our products to new technologies as they emerge. Development and manufacturing schedules for technology products are difficult to predict, and there can be no assurance that we will achieve timely initial customer shipments of new products. The timely availability of these products in volume and their acceptance by customers are important to our future success.

We face manufacturing challenges.

     The volume and timing of sales to our customers may vary due to: variation in demand for our customers’ products; our customers’ attempts to manage their inventory; design changes; changes in our customers’ manufacturing strategy; and acquisitions of or consolidations among customers. Due in part to these factors, many of our customers do not commit to long-term production schedules. Our inability to forecast the level of customer order with certainty makes it difficult to schedule production and maximize utilization of manufacturing capacity.

     Our industry must provide increasingly rapid product turnaround for its customers. We generally do not obtain firm, long-term purchase commitments from our customers and we continue to experience reduced lead-times in customer orders. Customers may cancel their orders, change production quantities or delay production for a number of reasons and such actions could negatively impact our operating results. In addition, we make significant operating decisions based on our estimate of customer requirements. The short-term nature of our customers’ commitments and the possibility of rapid changes in demand for their products reduce our ability to accurately estimate the future requirements of those customers.

     On occasion, customers may require rapid increases in production, which can stress our resources and reduce operating margins. In addition, because many of our costs and operating expenses are relatively fixed, a reduction in customer demand can harm our gross profit and operating results.

We face industry consolidation.

     In the current economic climate, consolidation in industries that utilize electronics components may further increase as companies combine to achieve further economics of scale and other synergies. Consolidation in industries that utilize electronics components could result in an increase in excess manufacturing capacity as companies seek to divest manufacturing operations or eliminate duplicative product lines. Excess manufacturing capacity has increased, and may continue to increase, pricing and competitive pressures for our industry as a whole and for us in particular. Consolidation could also result in an increasing number of very large companies offering products in multiple industries. The significant purchasing power and market power of these large companies could increase pricing and competitive pressures for us.

We depend on industries exposed to rapid technological change.

     Our customers compete in markets that are characterized by rapidly changing technology, evolving industry standards and continuous improvements in products and services. These conditions frequently result in short product life cycles. Our success will depend largely on the success achieved by our customers in developing and marketing their products. If technologies or standards supported by our customers’ products become obsolete or fail to gain widespread commercial acceptance, our business could be materially adversely affected. In addition, if we are unable to offer technologically advanced, cost effective, quick response manufacturing services to customers, demand for our products may also decline.

We face the possibility that our gross margins may decline.

     In response to changes in product mix, competitive pricing pressures, increased sales discounts, introductions of new competitive products, product enhancements by our competitors, increases in manufacturing or labor costs or other operating expenses, we may experience declines in prices, gross margins and profitability. To maintain our gross margins we must maintain or increase current shipment volumes, develop and introduce new products and product enhancements and reduce the costs to produce our products. If we are unable to accomplish this, our revenue, gross profit and operating results may be below our expectations and those of investors and analysts.

We face risks associated with inventory.

     The value of our inventory may decline as a result of surplus inventory, price reductions or technological obsolescence. We must identify the right product mix and maintain sufficient inventory on hand to meet customer orders. Failure to do so could adversely affect our revenue and operating results. However, if circumstances change (for example, an unexpected shift in market demand, pricing or customer defaults) there could be a material impact on the net realizable value of our inventory. We maintain an inventory valuation reserve account against diminution in the value or salability of our inventory. However, there is no guaranty that these arrangements will be sufficient to avoid write-offs in excess of our reserves in all circumstances.

We may encounter problems associated with our global operations.

     Currently, more than 70% of our revenues come from international sales. In addition, a significant portion of our operations consists of manufacturing and sales activities outside of the U.S. Our ability to sell our products and conduct our operations globally is subject to a number of risks. Local economic, political and labor conditions in each country could adversely affect demand for our products and services or disrupt our operations in these markets. We may also experience reduced intellectual property protection or longer and more challenging collection cycles as a result of different customary business practices in certain countries where we do business. Additionally, we face the following risks:

•

International business conditions including the relationships between the U.S., Chinese and other governments;

	•		Unexpected changes in laws, regulations, trade, monetary or fiscal policy, including interest rates, foreign currency exchange rates and changes in the rate of inflation in the U.S., China or other foreign countries;
	•		Tariffs, quotas and other import or export restrictions and other trade barriers;
	•		Difficulties in staffing and management;
	•		Language and cultural barriers; and
	•		Potentially adverse tax consequences.

We are exposed to fluctuations in currency exchange rates.

     Since a significant portion of our business is conducted outside the U.S., we face substantial exposure to movements in non-U.S. currency exchange rates. This may harm our results of operations, and any measures that we may implement to reduce the effect of volatile currencies and other risks of our global operations may not be effective. We mitigate our foreign currency exchange rate risk principally through the establishment of local production facilities in the markets we serve. This creates a “natural hedge” since purchases and sales within a specific country are both denominated in the same currency and therefore no exposure exists to hedge with a foreign exchange forward or option contract (collectively, “foreign exchange contracts”). Natural hedges exist in most countries in which we operate, although the percentage of natural offsets, as compared with offsets that need to be hedged by foreign exchange contracts, will vary from country to country. To reduce our exposure to fluctuations in currency exchange rates when natural hedges are not effective, we may use financial instruments to hedge U.S. dollar and other currency commitments and cash flows arising from trade accounts receivable, trade accounts payable and fixed purchase obligations.

     If these hedging activities are not successful or we change or reduce these hedging activities in the future, we may experience significant unexpected expenses from fluctuations in exchange rates or financial instruments which become ineffective. The success of our hedging program depends on accurate forecasts of transaction activity in the various currencies. To the extent that these forecasts are over or understated during periods of currency volatility, we could experience unanticipated currency or hedge gains or losses.

We may find that our products have quality issues.

     If flaws in either the design or manufacture of our products were to occur, we could experience a rate of failure in our products that could result in significant delays in shipment and product re-work or replacement costs. While we engage in extensive product quality programs and processes, these may not be sufficient to avoid a product failure rate that results in substantial delays in shipment, significant repair or replacement costs, or potential damage to our reputation.

We face risks in integrating acquisitions.

     We expect to continue to make investments in companies, products and technologies through acquisitions. While we believe that such acquisitions are an integral part of our long-term strategy, there are risks and uncertainties related to acquiring companies. Such risks and uncertainties include:

	•		Difficulty in integrating acquired operations, technology and products or realizing cost savings or other anticipated benefits from integration;
	•		Retaining customers and existing contracts;
	•		Retaining the key employees of the acquired operation;
	•		Potential disruption of our or the acquired company’s ongoing business;
	•		Unanticipated expenses related to integration; and
	•		Potential unknown liabilities associated with the acquired company.

We face risks arising from reorganizations of our operations.

     In 2007, we announced plans to realign part of our manufacturing capacity in order to reduce costs and better optimize plant utilization. The process of restructuring entails, among other activities, moving production between facilities, reducing staff levels, realigning our business processes and reorganizing our management. We continue to evaluate our operations and may need to undertake additional restructuring initiatives in the future. If we incur additional restructuring related charges, our financial condition and results of operations may suffer.

     In addition, on July 1, 2007 we transitioned to a global organizational structure that consists of product-focused divisions that will enable us to work more effectively as a global team to meet customer needs, as well as to better leverage design expertise and the low-cost production centers we have around the world. This reorganization entails risks, including: the need to implement financial and other systems and add management resources; in the short-term we may fail to maintain the quality of products and services we have historically provided; diversion of management’s attention to the reorganization; potential disruption of our ongoing business; and unanticipated expenses related to such reorganization.

We depend on our key employees and face competition in hiring and retaining qualified employees.

     Our future success depends partly on the continued contribution of our key employees, including executive, engineering, sales, marketing, manufacturing and administrative personnel. We currently do not have employment agreements with any of our key executive officers. We face intense competition for key personnel in several of our product and geographic markets. Our future success depends in large part on our continued ability to hire, assimilate and retain key employees, including qualified engineers and other highly skilled personnel needed to compete and develop successful new products. We may not be as successful as competitors at recruiting, assimilating and retaining highly skilled personnel.

We are subject to various laws and government regulations.

     We are subject to a wide and ever-changing variety of U.S. and foreign federal, state and local laws and regulations, compliance with which may require substantial expense. Of particular note are two recent European Union (EU) directives known as the Restriction on Certain Hazardous Substances Directive (RoHS) and the Waste Electrical and Electronic Equipment Directive. These directives restrict the distribution of products within the EU of certain substances and require a manufacturer or importer to recycle products containing those substances. Failure to comply with these directives could result in fines or suspension of sales. Additionally, RoHS may result in our having non-compliant inventory that may be less readily salable or have to be written off.

     In addition, some environment laws impose liability, sometimes without fault, for investigating or cleaning up contamination on or emanating from our currently or formerly owned, leased or operated property, as well as for damages to property or natural resources and for personal injury arising out of such contamination.

We rely on our intellectual property rights.

     We rely on a combination of patents, copyrights, trademarks and trade secrets and confidentiality provisions to establish and protect our proprietary rights. To this end, we hold rights to a number of patents and registered trademarks and regularly file applications to attempt to protect our rights in new technology and trademarks. Even if approved, our patents or trademarks may be successfully challenged by others or otherwise become invalidated for a variety of reasons. Also, to the extent a competitor is able to reproduce or otherwise capitalize on our technology, it may be difficult, expensive or impossible for us to obtain necessary legal protection.

     Third parties may claim that we are infringing their intellectual property rights. Such claims could have an adverse affect on our business and financial condition. From time to time we receive letters alleging infringement of patents. Litigation concerning patents or other intellectual property is costly and time consuming. We may seek licenses from such parties, but they could refuse to grant us a license or demand commercially unreasonable terms. Such infringement claims could also cause us to incur substantial liabilities and to suspend or permanently cease the manufacture and sale of affected products.

We could suffer significant business interruptions.

     Our operations and those of our suppliers may be vulnerable to interruption by natural disasters such as earthquakes, tsunamis, typhoons, or floods, or other disasters such as fires, explosions, acts of terrorism or war, or failures of our management information or other systems. If a business interruption occurs, our business could be materially and adversely affected.

Item 1B. Unresolved Staff Comments

     None.

Item 2. Properties

     We own and lease manufacturing, design, warehousing, sales and administrative space in locations around the world. The leases are of varying terms with expirations ranging from fiscal 2008 through fiscal 2017. The leases in aggregate are not considered material to the financial position of Molex.

     As of June 30, 2007, we owned or leased a total of approximately 9 million square feet of space worldwide. We own 90% of our manufacturing, design, warehouse and office space and lease the remaining 10%. Our manufacturing plants are equipped with machinery, most of which we own and which, in part, we developed to meet the special requirements of our manufacturing processes. We believe that our buildings, machinery and equipment are well maintained and adequate for our current needs.

     Our principal executive offices are located at 2222 Wellington Court, Lisle, Illinois, United States of America. Molex owns 59 manufacturing facilities, 19 of which are located in North America and 40 of which are located in other countries. A listing of the locations of our principal manufacturing facilities by region is presented below:

	•		Americas: United States, Nogales, Guadalajara and Juarez
	•		Asia Pacific North: Japan and Thailand
	•		Asia Pacific South: China, Korea, India, Malaysia, Singapore and Taiwan
	•		Europe: France, Germany, Italy, Poland, Slovakia and Ireland

Item 3. Legal Proceedings

     The Commission commenced an informal inquiry into our stock option granting practices, and the Office of the U.S. Attorney for the Northern District of Illinois has also requested information on this subject. As previously disclosed, a Special Committee of our Board of Directors completed a review of our past option granting practices. Although we cannot predict the outcome of this matter, we do not expect that such matter will have a material adverse effect on our consolidated financial position or results of operations.

     On January 25, 2007, we filed a suit in the United States District Court in Nevada against FCI Americas Technology, Inc. (FCI) seeking a declaratory judgment that our I-Trac™ connectors are not covered by FCI’s shieldless connector patents, and further seeking an injunction against FCI’s continued assertions that such connectors infringe any of FCI’s patents. Following the filing of our suit, on January 26, 2007 FCI and FCI USA, Inc. filed a patent infringement suit against us in the United States District Court in Delaware that alleges that we are infringing certain of their patents relating to shieldless connectors. We believe that our I-Trac™ connectors do not infringe FCI’s patents and intend to vigorously pursue our position. Although we cannot predict the outcome of this matter, we do not expect that it will have a material adverse effect on our consolidated financial position or results of operations.

Item 4. Submission of Matters to a Vote of Security Holders

     None.

PART II

Item 5. Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

     Molex is traded on the NASDAQ Global Select Market and on the London Stock Exchange and trades under the symbols MOLX for Common Stock and MOLXA for Class A Common Stock.

     The number of stockholders of record at June 30, 2007 was 2,160 for Common Stock and 8,439 for Class A Common Stock.

     The following table presents quarterly stock prices for the years ended June 30:

						2007								2006								2005
						Low - High								Low - High								Low - High
Common Stock		1st				$	29.66			$	39.27			$	25.34			$	29.20			$	27.55			$	31.39
		2nd					30.91				39.49				24.07				28.02				27.57				31.31
		3rd					28.15				31.70				25.89				33.39				24.62				29.13
		4th					28.01				31.53				32.48				39.36				24.47				28.15

						2007								2006								2005
						Low – High								Low – High								Low – High
Class A Common Stock		1st				$	25.57			$	33.12			$	23.54			$	26.50			$	23.55			$	26.82
		2nd					27.22				33.27				22.82				27.15				24.33				27.46
		3rd					24.72				27.78				24.33				29.87				22.48				25.99
		4th					24.66				28.20				27.94				33.47				21.75				25.08

     Cash dividends on common stock have been paid every year since 1977. The following table presents quarterly dividends declared per common share for the years ended June 30:

										Class A
		Common Stock								Common Stock
		2007				2006				2007				2006
Quarter ended:
September 30		$	0.0750			$	0.0500			$	0.0750			$	0.0500
December 31			0.0750				0.0500				0.0750				0.0500
March 31			0.0750				0.0500				0.0750				0.0500
June 30			0.0750				0.0750				0.0750				0.0750
Total		$	0.3000			$	0.2250			$	0.3000			$	0.2250

     On April 25, 2005, our Board of Directors authorized purchases of our outstanding Common Stock and Class A Common Stock during the period ending December 31, 2006 up to an aggregate value of $250 million on a discretionary basis. On October 27, 2006, the Board extended this authorization through September 30, 2007. The following table contains information about our purchases of Molex equity securities pursuant to the current authorization during the quarter ended June 30, 2007 (in thousands, except price per share data):

										Total Number
										of Shares
										Purchased As
		Total Number								Part of Publicly
		of Shares				Average Price				Announced
		Purchased				Paid per Share				Plan
Common Stock:
April 1 to April 30			57			$	30.56				—
May 1 to May 31			130			$	30.52				130
June 1 to June 30			—			$	—				—
Total			187			$	30.53				130

										Total Number
										of Shares
										Purchased As
		Total Number								Part of Publicly
		of Shares				Average Price				Announced
		Purchased				Paid per Share				Plan
Class A Common Stock:
April 1 to April 30			272			$	25.28				170
May 1 to May 31			325			$	27.10				245
June 1 to June 30			10			$	27.70				—
Total			607			$	26.29				415

     As of June 30, 2007, the dollar value of shares that may yet be purchased under the plan was $15.2 million.

     During the quarter ended June 30, 2007, 57,174 shares of Common Stock and 190,964 shares of Class A Common Stock were transferred to us from certain employees to pay either the purchase price and/or withholding taxes on the vesting of restricted stock or the exercise of stock options. The aggregate market value of the shares transferred totaled $6.7 million.

     Descriptions of our Common Stock appear under the caption “Molex Stock” in our 2007 Proxy Statement and in Note 14 of the “Notes to Consolidated Financial Statements.”

Performance Graph

     The performance graph set forth below shows the value of an investment of $100 on June 30, 2002 in each of Molex Common Stock, Molex Class A Common Stock, the S&P 500 Index, and a Peer Group Index. The Peer Group Index includes 50 companies (including Molex) classified in the Global Sub-industry Classifications “Electronic Equipment Manufacturers,” “Electronic Manufacturing Services,” and “Technology Distributors.” All values assume reinvestment of the pre-tax value of dividends paid by Molex and the companies included in these indices, and are calculated as of June 30 of each year. The historical stock price performance of Molex’s Common Stock and Class A Common Stock is not necessarily indicative of future stock price performance.

Comparison of Five-Year Cumulative Total Return
(Value of Investment of $100 on June 30, 2002)

				06/30/02					06/30/03					06/30/04					06/30/05					06/30/06					06/30/07
	Molex Incorporated			$	100.00				$	80.89				$	96.39				$	78.67				$	102.19				$	92.22
	Molex Incorporated Class A				100.00					84.29					100.31					86.87					107.19					100.13
	S&P 500				100.00					100.25					119.41					126.96					137.92					166.32
	Peer Group				100.00					88.64					126.85					105.82					124.77					138.14

     The material in this performance graph is not soliciting material, is not deemed filed with the Commission, and is not incorporated by reference in any filing of the Company under the Securities Act or the Exchange Act, whether made on, before or after the date of this filing and irrespective of any general incorporation language in such filing.

Item 6. Selected Financial Data

Molex Incorporated
Five-Year Financial Highlights Summary
(in thousands, except per share data)

		2007				2006				2005				2004				2003
Operations:
Net revenue		$	3,265,874			$	2,861,289			$	2,554,458			$	2,249,018			$	1,839,761
Gross profit			1,016,708				942,630				832,662				732,832				571,982
Income from operations			321,550				309,744				203,264				213,462				94,119
Income before income taxes			338,257				327,884				223,201				231,757				102,052
Net income (1)			240,768				236,091				150,116				168,096				83,990
Earnings per share:
Basic			1.31				1.27				0.80				0.88				0.44
Diluted			1.30				1.26				0.79				0.87				0.43
Net income percent of net revenue			7.4	%			8.3	%			5.9	%			7.5	%			4.6	%
Capital expenditures		$	296,861			$	276,783			$	230,895			$	189,724			$	171,193
Return on invested capital (2)			9.0	%			10.3	%			6.7	%			8.1	%			4.3	%
Financial Position:
Current assets			1,590,827				1,548,233				1,374,063				1,165,508				960,761
Current liabilities			530,951				594,812				469,504				424,766				349,516
Working capital (3)			1,059,876				953,421				904,559				740,742				611,245
Current ratio (4)			3.0				2.6				2.9				2.7				2.7
Property, plant and equipment, net			1,121,369				1,025,852				984,237				1,023,020				1,007,948
Total assets			3,316,108				2,974,420				2,730,162				2,575,286				2,333,854
Long-term debt and capital leases			130,779				8,815				9,975				14,039				16,868
Stockholders’ equity			2,523,031				2,281,869				2,170,754				2,070,422				1,905,667
Dividends declared per share			0.30				0.225				0.15				0.10				0.10
Average common shares outstanding:
Basic			183,961				185,521				188,646				190,207				191,873
Diluted			185,565				187,416				190,572				192,186				193,229

Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

     The following discussion includes the use of organic net revenue growth, a non-GAAP financial measure. Refer to Non-GAAP Financial Measures below for additional information on the use of this measure.

Overview

     Our core business is the manufacture and sale of electronic components. Our products are used by a large number of leading original equipment manufacturers (OEMs) throughout the world. We design, manufacture and sell more than 100,000 products including terminals, connectors, planar cables, cable assemblies, interconnection systems, backplanes, integrated products and mechanical and electronic switches. We also provide manufacturing services to integrate specific components into a customer’s product.

     Our connectors, interconnecting devices and assemblies are used principally in the telecommunications, data, consumer products, automotive and industrial markets. Our products are used in a wide range of applications including desktop and notebook computers, computer peripheral equipment, mobile phones, digital electronics such as cameras and plasma televisions, automobile engine control units and adaptive braking systems, factory robotics and diagnostic equipment.

     We believe that our sales mix is balanced, with growth prospects in a number of markets. Net revenues by market can fluctuate based on various factors including new technologies within the industry, composition of customers and new products or model changes that we or our customers introduce. The approximate percentage of net revenue by market for fiscal years 2007, 2006 and 2005 is outlined below.

		% of Net Revenue
		2007				2006				2005
Telecommunications			26	%			30	%			27	%
Data Products			21				22				24
Automotive			18				18				19
Consumer			18				19				18
Industrial			15				9				9
Other			2				2				3
Total			100	%			100	%			100	%

     We sell our products directly to OEMs and to their contract manufacturers and suppliers and, to a lesser extent, through distributors throughout the world. Our engineers work collaboratively with customers to develop products that meet their specific needs. Our connector products are designed to help manufacturers assemble their own products more efficiently. Our electronic components help enable manufacturers to break down their production into sub-assemblies that can be built on different production lines, in different factories or by subcontractors. Our connectors allow these sub-assemblies to be readily plugged together before selling the end product to a customer. Our connectors also enable users to connect together related electronic items, such as mobile phones to battery chargers and computers to printers. Many of our customers are multi-national corporations that manufacture their products in multiple operations in several countries.

     We service our customers through our global manufacturing footprint. As of June 30, 2007, we operated 59 manufacturing plants, located in 19 countries on four continents. Manufacturing in many sectors has continued to move from the United States and Western Europe to lower cost regions. In addition, reduced trade barriers, lower freight cost and improved supply chain logistics have reduced the need for duplicate regional manufacturing capabilities. For these reasons, our strategy has been to consolidate multiple plants of modest size in favor of operating fewer, larger and more integrated facilities in strategic locations around the world.

     During fiscal 2007, we operated our business in the following four geographic regions: Americas, Europe, Asia Pacific North and Asia Pacific South. In fiscal 2007, 51% of our revenue was derived from sales in the Asia Pacific North and Asia Pacific South regions. Economic growth in Asia, particularly in China, is anticipated to be greater than in the Americas and Europe. We believe that the business is positioned to benefit from this trend. Approximately 50% of our manufacturing capacity is in lower cost areas such as China, Eastern Europe and Mexico.

     The market in which we operate is highly fragmented with a limited number of large companies and a significant number of smaller companies making electronic connectors. We are the world’s second-largest manufacturer of electronic connectors. We believe that our global presence and our ability to design and manufacture our products throughout the world and to service our customers globally is a key advantage for us. Our growth has come primarily from new products that we develop, often in collaboration with our customers.

Financial Highlights

     Net revenue for fiscal 2007 of $3.3 billion increased 14.1% over fiscal 2006 net revenue of $2.9 billion. Organic net revenue growth was 11.8% for fiscal 2007 over 2006. Net income of $240.8 million for fiscal 2007 increased $4.7 million from $236.1 million reported in the prior year. Fiscal 2007 includes restructuring costs and asset impairments of $36.9 million ($30.3 million after tax). Fiscal 2006 net income included a restructuring charge of $26.4 million ($19.2 million after-tax).

     On August 9, 2006, we completed the acquisition of Woodhead Industries, Inc. (Woodhead) in an all cash transaction valued at approximately $238.1 million, including the assumption of debt and net of cash acquired. Woodhead develops, manufactures and markets network and electrical infrastructure components engineered for performance in harsh, demanding, and hazardous industrial environments. The acquisition is a significant step in our strategy to expand our products and capabilities in the global industrial market.

Critical Accounting Estimates

     Our accounting and financial reporting policies are in conformity with U.S. generally accepted accounting principles (GAAP). The preparation of financial statements in conformity with GAAP requires our management to make estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting period.

     Significant accounting policies are summarized in Note 2 of the “Notes to Consolidated Financial Statements.” Noted here are a number of policies that require significant judgments or estimates.

Revenue Recognition

     Our revenue recognition policies are in accordance with Staff Accounting Bulletin (SAB) No. 101, “Revenue Recognition in Financial Statements,” and SAB No. 104, “Revenue Recognition,” as issued by the SEC and other applicable guidance.

     We recognize revenue upon shipment of product and transfer of ownership to the customer. Contracts and customer purchase orders generally are used to determine the existence of an arrangement. Shipping documents, proof of delivery and customer acceptance (when applicable) are used to verify delivery. We assess whether an amount due from a customer is fixed and determinable based on the terms of the agreement with the customer, including, but not limited to, the payment terms associated with the transaction. The impact of judgments and estimates on revenue recognition is minimal. A reserve for estimated returns is established at the time of sale based on historical return experience to cover returns of defective product and is recorded as a reduction of revenue.

Income Taxes

     Deferred tax assets and liabilities are recognized based on differences between the financial statement and tax bases of assets and liabilities using presently enacted tax rates. We have net deferred tax assets of $119.8 million at June 30, 2007.

     We have operations in countries around the world that are subject to income and other similar taxes in these countries. The estimation of the income tax amounts that we record involves the interpretation of complex tax laws and regulations, evaluation of tax audit findings and assessment of how foreign taxes may affect domestic taxes. Although we believe our tax accruals are adequate, differences may occur in the future depending on the resolution of pending and new tax matters.

     We periodically assess the carrying value of our deferred tax assets based upon our ability to generate sufficient future taxable income in certain tax jurisdictions. If we determine that we will not be able to realize all or part of our deferred tax assets in the future, a valuation allowance is established in the period such determination is made. We have determined that it is unlikely that we will realize a net deferred asset in the future relating to certain non-U.S. net operating losses. A valuation allowance of $1.3 million was recorded in fiscal 2007 to offset the recording of a deferred tax asset of $1.3 million related to certain European net operating losses. The cumulative valuation allowance relating to net operating losses is approximately $39.4 million at June 30, 2007.

     It is our policy to establish accruals for taxes that may become payable in future years as a result of examinations by tax authorities. We establish the accruals based upon management’s assessment of probable income tax contingencies. At June 30, 2007, we believe we have appropriately accrued for probable contingencies. To the extent we were to prevail in matters for which accruals have been established or would be required to pay amounts in excess of accruals, our effective tax rate in a given financial statement period could be materially affected.

Inventory

     Inventories are valued at the lower of first-in, first-out (FIFO) cost or market value. FIFO inventories recorded in our consolidated balance sheet are adjusted for an allowance covering inventories determined to be slow-moving or excess. The allowance for slow-moving and excess inventories is maintained at an amount management considers appropriate based on factors such as historical usage of the product, open sales orders and future sales forecasts. If our sales forecast for specific products is greater than actual demand and we fail to reduce manufacturing output accordingly, we could be required to write down additional inventory, which would have a negative impact on gross margin and operating results. Such factors require judgment, and changes in any of these factors could result in changes to this allowance.

Pension Plans

     The costs and obligations of our defined benefit pension plans are dependent on actuarial assumptions. Three critical assumptions used, which impact the net periodic pension expense (income) and two of which impact the benefit obligation, are the discount rate, expected return on plan assets and rate of compensation increase. The discount rate is determined based on high-quality fixed income investments that match the duration of expected benefit payments. We have typically used the market rate for AA/Aa rated corporate bonds for this assumption. The expected return on plan assets represents a forward projection of the average rate of earnings expected on the pension assets. We have estimated this rate based on historical returns of similarly diversified portfolios. The rate of compensation increase represents the long-term assumption for expected increases to salaries for pay-related plans. These key assumptions are evaluated annually. Changes in these assumptions can result in different expense and liability amounts.

     The effects of the indicated increase and decrease in selected assumptions for our pension plans as of June 30, 2007, assuming no changes in benefit levels and no amortization of gains or losses, is shown below (in thousands):

		Increase (Decrease)								Increase (Decrease)
		in PBO								in Pension Expense
		U.S. Plan				Int’l Plans				U.S. Plan				Int’l Plans
Discount rate change:
Increase 50 basis points		$	(5,108	)		$	(8,333	)		$	(338	)		$	(103	)
Decrease 50 basis points			5,580				9,444				329				175
Expected rate of return change:
Increase 100 basis points			N/A				N/A				(496	)			(536	)
Decrease 100 basis points			N/A				N/A				443				420

Other Postretirement Benefits

     We have retiree health care plans that cover the majority of our U.S. employees. There are no significant postretirement health care benefit plans outside of the U.S. The health care cost trend rate assumption has a significant effect on the amount of the accumulated postretirement benefit obligation (APBO) and retiree health care benefit expense. A 100 basis-point change in the assumed health care cost trend rates would have the following effects (in thousands):

		2007				2006				2005
Effect on total annual service and interest cost:
Increase 100 basis points		$	1,287			$	1,476			$	1,073
Decrease 100 basis points			(1,014	)			(1,211	)			(908	)
Effect on APBO:
Increase 100 basis points		$	9,057			$	9,951			$	8,655
Decrease 100 basis points			(7,270	)			(8,164	)			(7,325	)

Goodwill

     Goodwill is recorded when the purchase price paid for an acquisition exceeds the estimated fair value of the net identified tangible and intangible assets acquired.

     We perform an annual goodwill impairment analysis as of May 31, or earlier if indicators of potential impairment exist. In assessing the recoverability of goodwill, we review both quantitative as well as qualitative factors to support our assumptions with regard to fair value. Our impairment review process compares the fair value of the reporting unit in which goodwill resides to our carrying value. Reporting units may be operating segments as a whole or an operation one level below an operating segment, referred to as a component. Components are defined as operations for which discrete financial information is available and reviewed by segment management.

     The fair value of a reporting unit is estimated using a discounted cash flow model for the evaluation of impairment. The expected future cash flows are based on management’s estimates and are determined by looking at numerous factors including projected economic conditions and customer demand, revenue and margins, changes in competition, operating costs and new products introduced. In determining fair value, we make certain judgments. If these estimates or their related assumptions change in the future as a result of changes in strategy and/or market conditions, we may be required to record an impairment charge.

     Although management believes its assumptions in determining the projected cash flows are reasonable, changes in those estimates could affect the evaluation.

Restructuring Costs and Asset Impairments

     We have recorded charges in connection with restructuring our business. We recognize a liability for restructuring costs at fair value when the liability is incurred. The main components of our restructuring plans are related to workforce reductions and the closure and consolidation of excess facilities. Workforce-related charges are expensed and accrued when it is determined that a liability is probable, which is generally

after individuals have been notified of their termination dates and expected severance payments, but under certain circumstances may be recognized upon approval of a restructuring plan by management or in future accounting periods when terminated employees continue to provide service. Plans to consolidate excess facilities result in charges for lease termination fees, future commitments to pay lease charges, net of estimated future sublease income, and adjustments to the fair value of buildings and equipment to be sold. Charges for the consolidation of excess facilities are based on an estimate of the amounts and timing of future cash flows related to the expected future remaining use and ultimate sale or disposal of buildings and equipment.

     The timing of the cash expenditures associated with these charges does not necessarily correspond to the period in which the accounting charge is taken. For additional information concerning the status of our restructuring programs see Note 5 of the “Notes to Condensed Consolidated Financial Statements.” See also “Forward-Looking Statements.”

Impairment of Long-Lived Assets

     In accordance with SFAS No. 144, “Accounting for the Impairment or Disposal of Long-Lived Assets,” we assess the impairment of long-lived assets, other than goodwill and trade names, including property and equipment, and identifiable intangible assets subject to amortization, whenever events or changes in circumstances indicate the carrying value may not be recoverable. Factors we consider important, which could trigger an impairment review, include significant changes in the manner of our use of the asset, changes in historical trends in operating performance, changes in projected operating performance, and significant negative economic trends.

New Accounting Pronouncements

     In September 2006, the Financial Accounting Standards Board (FASB) issued SFAS No. 157, “Fair Value Measurements.” The purpose of SFAS No. 157 is to define fair value, establish a framework for measuring fair value, and enhance disclosures about fair value measurements. The provisions of SFAS No. 157 are effective for us on July 1, 2008. We are currently evaluating the financial statement impact of adopting SFAS No. 157, but we do not expect its adoption to have a significant transition effect.

     In February 2007, the FASB issued SFAS No. 159, “The Fair Value Option for Financial Assets and Financial Liabilities.” SFAS No. 159 permits companies to choose to measure certain financial instruments and certain other items at fair value. The standard requires that unrealized gains and losses on items for which the fair value option has been elected be reported in earnings. The provisions of SFAS No. 159 are effective for us on July 1, 2008. We are currently evaluating the financial statement impact of adopting SFAS No. 159, but we do not expect its adoption to have a significant transition effect.

     In July 2006, the FASB issued FASB Interpretation No. 48, Accounting for Uncertainty in Income Taxes (FIN 48), which, among other things, requires applying a “more likely than not” threshold to the recognition and derecognition of tax positions. The provisions of FIN 48 were effective for us on July 1, 2007. We do not expect its adoption to have a significant effect on our financial statements.

Results of Operations

     Net revenue for fiscal 2007 of $3.3 billion increased 14.1% over fiscal 2006 net revenue of $2.9 billion. Organic net revenue growth was 11.8% for fiscal 2007 over 2006. Net income of $240.8 million for fiscal 2007 increased $4.7 million from $236.1 million reported in the prior year. Fiscal 2007 includes restructuring costs and asset impairments of $36.9 million ($30.3 million after tax). Fiscal 2006 net income included a restructuring charge of $26.4 million ($19.2 million after-tax). The Woodhead acquisition added $202.5 million of net revenue and $12.2 million of income from operations to the consolidated operating results in fiscal 2007.

     The following table sets forth certain consolidated statements of income data as a percentage of net

revenue for the periods indicated (in thousands):

						Percentage								Percentage								Percentage
		2007				of Revenue				2006				of Revenue				2005				of Revenue
Net revenue		$	3,265,874				100.0	%		$	2,861,289				100.0	%		$	2,554,458				100.0	%
Cost of Sales			2,249,166				68.9	%			1,918,659				67.1	%			1,721,796				67.4	%
Gross Profit			1,016,708				31.1	%			942,630				32.9	%			832,662				32.6	%
Selling, general & administrative			658,289				20.1	%			606,532				21.1	%			576,354				22.6	%
Restructuring costs and asset impairments			36,869				1.1	%			26,354				0.9	%			30,168				1.2	%
Goodwill impairment			—				—				—				—				22,876				0.9	%
Income from operations			321,550				9.9	%			309,744				10.8	%			203,264				7.9	%
Other income, net			16,707				0.5	%			18,140				0.7	%			19,937				0.8	%
Income before income taxes			338,257				10.4	%			327,884				11.5	%			223,201				8.7	%
Income taxes			97,489				3.0	%			91,793				3.2	%			73,085				2.8	%
Net income		$	240,768				7.4	%		$	236,091				8.3	%		$	150,116				5.9	%

     Net Revenue

     We sell our products in five primary markets. A summary follows of the estimated change in revenue from each market during the fiscal years ended June 30:

		2007				2006				2005
Telecommunications			3	%			25	%			33	%
Data Products			6				3				5
Automotive			11				6				27
Consumer			9				19				(3	)
Industrial			100				12				2

     Telecommunications was our best performing market in fiscal years 2006 and 2005 but increased only slightly in fiscal 2007. While we experienced strong revenue growth in the telecommunications market in late fiscal 2006 and early 2007, we experienced a sharp decline in revenue from mobile phone customers during the second half of fiscal 2007. While the majority of these issues were customer specific, the overall mobile phone market is currently being driven by growth in entry level phones having lower functionality and connector content, resulting in lower demand for our products. We believe this is the result of initial demand in the developing economies, and that these large markets will eventually transition to more sophisticated higher connector content devices.

     While revenue in the consumer and data markets increased in fiscal 2007 compared with 2006, revenue in these markets declined during the second half of fiscal 2007 compared with the same period in fiscal 2006, due in part to concerns regarding consumer spending as well as lingering inventory corrections at some of our larger customers.

     Woodhead contributed 84% of the 100% growth in industrial sales in fiscal 2007 compared with the prior year.

     The following table provides an analysis of the change in net revenue compared with the prior fiscal year (in thousands):

		2007				2006				2005
Change in net revenue due to:
Organic net revenue growth		$	141,887			$	337,621			$	233,297
Currency translation			60,219				(30,790	)			72,143
Woodhead acquisition			202,479				—				—
Total		$	404,585			$	306,831			$	305,440
Organic net revenue growth percentage			5.0	%			13.2	%			10.4	%

     Organic net revenue growth was derived primarily from unit volume increases with existing customers and existing products and sales of new products. We estimate that the impact of price erosion reduced revenue by approximately $131.4 million in fiscal 2007 compared with the prior year. A significant portion of the price erosion occurred in our mobile phone connector products, which are part of our telecommunications market.

     The increase in net revenue attributed to currency translation in fiscal 2007 compared with 2006 was principally due to the strengthening of the euro, Singapore dollar and Korean won against the U.S. dollar. The decrease in net revenue attributed to currency translation in fiscal 2006 compared with 2005 was principally due to the strengthening of the U.S. dollar against the yen and euro.

     We operate in one product segment, the manufacture and sale of electronic components, and four regions. Woodhead is included in corporate and other for fiscal 2007. Revenue is recognized based on the location of the selling entity. The following table sets forth information on customer revenue by geographic region for the periods indicated (in thousands):

						Percentage								Percentage								Percentage
(in thousands)		2007				of Revenue				2006				of Revenue				2005				of Revenue
Americas		$	783,464				24.0	%		$	793,296				27.7	%		$	701,470				27.5	%
Asia Pacific North			510,311				15.6	%			450,860				15.8	%			461,873				18.0	%
Asia Pacific South			1,128,034				34.5	%			1,036,892				36.2	%			835,368				32.7	%
Europe			556,096				17.0	%			511,375				17.9	%			505,953				19.8	%
Corporate and other			287,969				8.9	%			68,866				2.4	%			49,794				2.0	%
Total		$	3,265,874				100.0	%		$	2,861,289				100.0	%		$	2,554,458				100.0	%

     We believe that the recent trend of moving original equipment manufacturers and contract manufacturers production to lower cost countries in Asia and Eastern Europe is positively contributing to revenue in those regions of our business. This trend has resulted in lower revenue growth in higher cost regions such as the Americas and Western Europe.

     We continued our long-term commitment to reinvesting our profits in new product design and tooling to maintain and enhance our competitive position. We believe that new products are essential to enable our customers to advance their solutions and their market leadership positions. Additionally, we believe that new products tend to have a higher gross profit as a percentage of revenue, but may be subject to higher price erosion as unit volumes grow, production experience is accumulated and costs decrease. Revenue derived from the sale of new products we released within the last 36 months as a percentage of net revenue was as follows for the fiscal years ended June 30:

		2007				2006				2005
Americas			25	%			25	%			22	%
Asia Pacific North			30				23				35
Asia Pacific South			31				33				36
Europe			24				27				27
Total			27	%			28	%			30	%

Americas Region –North and South America

     The following table provides an analysis of the change in net revenue compared with the prior fiscal year (in thousands):

		2007				2006				2005
Change in revenue due to:
Organic net revenue growth		$	(10,746	)		$	82,322			$	13,011
Currency translation			914				9,504				2,330
Total		$	(9,832	)		$	91,826			$	15,341
Organic net revenue growth percentage			(1.4	)%			11.7	%			1.9	%

     Revenue for the Americas region decreased by $9.8 million, or 1.2%, in fiscal 2007 compared with 2006. The most significant factor in this decline was due to closure of our production facilities in Brazil. Brazil revenue for fiscal 2007 declined $41.2 million compared with the prior year period. The Americas region was favorably impacted by higher revenue in the automotive market, which was primarily due to new program wins and higher electronic content in vehicles.

     Revenue for the Americas region increased by $91.8 million, or 13.1%, in fiscal 2006 compared with 2005. The increase was mostly due to stronger demand and new product offerings for electronic connector products, particularly in high performance applications. We experienced some recovery in the telecommunications market, resulting in demand for cable harnesses in that area. Demand for these products was significantly higher during the second half of fiscal 2006 compared with the prior year period partially because in 2006 the seasonally slow third fiscal quarter was instead relatively consistent with volumes in the second fiscal quarter.

Asia Pacific North Region – Japan and Thailand

     The following table provides an analysis of the change in net revenue compared with the prior fiscal year (in thousands):

		2007				2006				2005
Change in revenue due to:
Organic net revenue growth		$	68,841			$	12,652			$	(11,973	)
Currency translation			(9,390	)			(23,665	)			24,282
Total		$	59,451			$	(11,013	)		$	12,309
Organic net revenue growth percentage			15.3	%			2.7	%			(2.7	)%

     Revenue for the Asia Pacific North region increased by $59.5 million, or 13.2%, in fiscal 2007 compared with 2006. Organic net revenue growth was 15.3% in fiscal 2007 compared with 2006 mostly due to stronger demand in the consumer and industrial markets. We believe that we are well positioned for growth in the satellite radio and games segment, where we have significant connector content in Pachinko game machines and on the new Wii machine and the Sony PS3.

     While demand for high-end mobile phones declined during the second half of fiscal 2007, the region continues to capitalize on its ability to design compact, higher performance products for the sophisticated end of the mobile phone business in the telecommunications market. The region has developed connectors for third generation (3G) phones. We believe that we are well positioned to grow our 3G technology business as global cell phone makers adopt this technology.

     Organic net revenue growth for the Asia Pacific North region increased by $12.7 million in fiscal 2006 compared with 2005, primarily due to stronger demand in the consumer and telecom markets. Demand in these markets increased steadily during fiscal 2006 and was stronger during the second half of fiscal 2006 compared with the prior year even though the second half of the year is generally seasonally lower for the telecommunications and consumer markets.

     The Asia Pacific North region generally operates at a high capacity level with significant resources allocated to support higher demand in the Asia Pacific South region. Revenue between regions is generally recognized as intercompany revenue, which is excluded from the revenue by region table above.

Asia Pacific South Region – Singapore, Malaysia, China, Korea, Taiwan and India

     The following table provides an analysis of the change in net revenue compared with the prior fiscal year (in thousands):

		2007				2006				2005
Change in revenue due to:
Organic net revenue growth		$	65,071			$	192,370			$	152,160
Currency translation			26,071				9,154				8,098
Total		$	91,142			$	201,524			$	160,258
Organic net revenue growth percentage			6.3	%			23.0	%			22.5	%

     Revenue for the Asia Pacific South region increased by $91.1 million, or 8.8%, in fiscal 2007 compared with 2006. Organic net revenue growth was 6.3% in fiscal 2007 compared with 2006 mostly due to demand from the mobile phone, computer and telecommunications infrastructure sectors, although beginning during the second quarter of fiscal 2007, we experienced lower demand in the mobile phone and computer businesses. This lower demand resulted in Asia Pacific South revenue declining during the second half of fiscal 2007 and a lower overall growth rate for the year compared with fiscal 2006 and 2005 growth.

     The Asia Pacific South region is our largest and has generally been one of our fastest growing in terms of revenue. Sales in China represent 63% of total Asia Pacific South sales for the year ended June 30, 2007 increasing 12.1% compared with the prior year period. The drivers of this growth included overall higher demand in the mobile phone, consumer electronics and computer markets and the trend of companies

moving their design and production to China. A significant portion of our integrated products that require a higher level of manual assembly are produced in China.

     Organic net revenue growth for the Asia Pacific South region increased by $192.4 million in fiscal 2006 compared with 2005, primarily due to strong demand in the mobile phone and consumer products markets. Demand for these products was significantly higher during the second half of 2006 compared with the same period in the prior year primarily because the inventory correction and reduction in demand that occurred in the third fiscal quarter of 2005 did not recur in fiscal 2006.

European Region

     The following table provides an analysis of the change in net revenue compared with the prior fiscal year (in thousands):

		2007				2006				2005
Change in revenue due to:
Organic net revenue growth		$	5,458			$	30,958			$	85,755
Currency translation			39,263				(25,536	)			34,551
Total		$	44,721			$	5,422			$	120,306
Organic net revenue growth percentage			1.1	%			6.1	%			22.2	%

     Revenue for the European region increased by $44.7 million, or 8.8%, in fiscal 2007 compared with 2006, mostly due to currency translation. Organic net revenue growth was primarily due to higher revenue from consumer products in the industrial market.

     Revenue for the European region increased by $5.4 million, or 1.1%, in fiscal 2006 compared with 2005. Organic net revenue growth of $31.0 million was mostly due to a slight recovery in demand for general connector products, increased sales of integrated products and additional penetration in the automotive market in which we participate. Customer revenue in the European region began improving during the third fiscal quarter and increased during the second half of fiscal 2006 compared with the prior year period.

     The region is focused on the strongest markets that we believe are most likely to remain in Europe. These include connectors and integrated products for industrial, medical and automotive applications.

Gross Profit

     The following table provides summary of gross profit and gross margin compared with the prior fiscal year (in thousands):

		2007				2006				2005
Gross profit		$	1,016,708			$	942,630			$	832,662
Gross margin			31.1	%			32.9	%			32.6	%

     The impact of certain margin drivers compared with the prior year period was as follows (in thousands):

		2007				2006
Price erosion		$	(131,435	)		$	(78,962	)
Higher commodity costs (1)			(58,536	)			(42,124	)
Currency translation			12,595				(22,260	)
Currency transaction			18,166				31,328

     Gross profit for the company increased by $74.1 million, or 7.9%, in fiscal 2007 compared with 2006. Gross margin declined to 31.1% in fiscal 2007 from 32.9% in the prior year primarily due to higher price erosion, higher raw material costs and increased depreciation expense. The negative effect from price erosion that impacted our mobile phone business beginning in the second quarter of fiscal 2007 continued throughout the remainder of the fiscal year. Higher commodity costs, along with the impact of price erosion, were partially offset by selective price increases that were effective in February and September 2006, improvements in manufacturing efficiencies and favorable changes in currency exchange rates.

     Certain products that we manufacture in Japan and Europe are sold in other regions of the world at selling prices primarily denominated in or closely linked to the U.S. dollar. As a result, changes in currency exchange rates may affect our cost of sales reported in U.S. dollars without a corresponding effect on net revenue. The increase in gross profit due to currency transaction gains was primarily due to a weaker yen relative to other currencies during fiscal 2007 compared with fiscal 2006 and fiscal 2006 compared with fiscal 2005.

     Gross profit for the company increased by $110.0 million, or 13.2%, in fiscal 2006 compared with 2005. Gross profit increased primarily due to the increase in net revenue. Gross margin during fiscal 2006, compared with the prior year period, was higher primarily due to operating efficiencies gained in the Asia Pacific South region, focus on higher margin products in the Americas region and selective price increases, offset by price erosion and higher commodity costs.

Operating Expenses

     Operating expenses for the three years ended June 30, 2007 were as follows (in thousands):

		2007				2006				2005
Selling, general & administrative		$	658,289			$	606,532			$	576,354
Selling, general & administrative as a percentage of revenue			20.1	%			21.1	%			22.6	%
Restructuring costs and asset impairments			36,869				26,354				30,168

     The decrease in selling, general and administrative expense as a percent of net revenue in fiscal 2007 and compared with 2006 and in fiscal 2006 compared with fiscal 2005 was primarily due to a lower cost structure resulting from our 2005 restructuring initiative, lower incentive compensation expense in 2007 and specific cost containment activities.

     The impact of currency translation increased selling, general and administrative expenses by approximately $12.4 million for fiscal 2007 compared with 2006 and decreased selling, general and administrative expenses by approximately $11.8 million for fiscal 2006 compared with 2005.

     Research and development expenditures, which are classified as selling, general and administrative expense, were 4.9% of net revenue for fiscal years 2007 and 2006 and 5.2% of net revenue for fiscal 2005.

     Effective July 1, 2007, we transitioned to a global organizational structure that consists of product-focused divisions. This structure consists of five global divisions and one worldwide sales and marketing organization. When fully implemented, we expect the new structure to enable us to work more effectively as a global team to meet customer needs as well as to better leverage our design expertise and the low-cost production centers around the world. The new worldwide sales and marketing organization structure will enhance our ability to sell any product, to any customer, anywhere in the world.

     In connection with this transition, we undertook in fiscal 2007 a multi-year restructuring plan designed to reduce costs and to improve return on invested capital. A majority of the plan relates to facilities

located in the Americas and European regions and in general, the movement of manufacturing activities at these plants to other facilities. A portion of this plan involves cost savings or other actions that do not result in incremental expense, such as better utilization of assets, reduced spending and organizational efficiencies. This plan includes headcount reduction targets throughout the company, and we expect to achieve these targets through ongoing employee attrition and terminations as detailed below.

      We expect to complete the actions under this plan by June 30, 2009, and incur restructuring and asset impairment costs related to these actions ranging from $100 — $125 million, of which the impact on each region will be determined as the actions become more certain. We expect that when fully implemented by the close of fiscal 2009, the annualized pretax savings from the restructuring activities will be in the range of $75 to $100 million. We estimate pretax savings of $20 to $25 million in fiscal 2008.

     Management and the Board of Directors approved several actions related to this plan during fiscal 2007 that resulted in severance and benefit costs of $26.7 million for the reduction of approximately 335 employees. A substantial majority of employee terminations occurred within our Ireland manufacturing operations and various administrative functions in the Americas and European regions. In addition, we have vacated or plan to vacate several buildings and are holding these buildings and related assets for sale. Our plans resulted in an impairment charge of $8.7 million to write-down to fair value less the cost to sell the land, building and equipment asset groupings. The fair value of the asset groupings was determined using various valuation techniques. Other restructuring related costs approximated $1.5 million.

     During fiscal 2005, we decided to close certain operations in the Americas and European regions in order to reduce operating costs and better align our manufacturing capacity with customer needs. Production from the operations closed has been transferred to existing plants within the respective regions. Also included in the restructuring charge are costs to reduce our selling, general and administrative costs in the Americas, Europe and at the corporate office. We reduced headcount by approximately 500 people after additions at the facilities where production was transferred. We substantially completed these restructuring activities as of June 30, 2006. We incurred charges of $26.4 million in fiscal 2006, of which $23.5 million was related to severance costs and $2.9 million was related to asset impairments. We incurred charges of $30.2 million in fiscal 2005, of which $15.7 million was related to severance costs and $14.5 million was related to asset impairments.

     The timing of the cash expenditures associated with these charges does not necessarily correspond to the period in which the accounting charge is taken. For additional information concerning the status of our restructuring programs see Note 5 of the “Notes to Condensed Consolidated Financial Statements.” See also “Forward-Looking Statements.”

Effective Tax Rate

     The effective tax rate for the three years ended June 30, 2007 was as follows:

		2007				2006				2005
Effective tax rate			28.8	%			28.0	%			32.7	%

     The effective rate in fiscal 2007 was substantially unchanged from 2006. The rate decreased in fiscal 2006 compared with 2005 primarily due to non-deductible goodwill impairment of $22.9 million in 2005 and greater valuation allowances in 2005 for losses incurred for which no tax benefit could be recorded.

Backlog

     Backlog as of the three years ended June 30, 2007 was as follows (in thousands):

		2007				2006				2005
Backlog		$	332,479			$	369,966			$	259,472

     Backlog decreased as of June 30, 2007 compared with June 30, 2006, primarily due to a decrease in demand at the end of fiscal 2007, particularly in the mobile communications market, and an increase in

vendor managed inventory programs to customers. Under the vendor managed inventory program, the new order and shipment occur simultaneously and without impacting reported backlog. The decrease in backlog as of June 30, 2007 compared with 2006 was offset by the acquisition of Woodhead, which had backlog of $24.3 million on June 30, 2007.

     Backlog increased as of June 30, 2006 compared with June 30, 2005, primarily due to higher demand at the end of fiscal 2006.

Non-GAAP Financial Measures

     Organic net revenue growth, which is included in the discussion above, is a non-GAAP financial measure. The difference between reported net revenue growth (the most directly comparable GAAP financial measure) and organic net revenue growth (the non-GAAP measure) consists of the impact from foreign currency exchange rates and the acquisition of Woodhead. Organic net revenue growth is a useful measure which we use to measure the underlying results and trends in our business. It excludes items that are not completely under management’s control, such as the impact of changes in foreign currency exchange rates, and items that do not reflect the underlying growth of the company, such as acquisition activity.

     We believe organic net revenue growth provides useful information to investors because it reflects the underlying growth from the ongoing activities of our business. Furthermore, it provides investors with a view of our operations from management’s perspective. We use organic net revenue growth to monitor and evaluate performance, as it is an important measure of the underlying results of our operations. Management uses organic net revenue growth together with GAAP measures such as net revenue growth and operating income in its decision making processes related to the operations of our reporting segments and our overall company. We believe that investors benefit from having access to the same financial measures that management uses in evaluating operations. The discussion and analysis of organic net revenue growth in Results of Operations above utilizes organic net revenue growth as management does internally. Because organic net revenue growth calculations may vary among other companies, organic net revenue growth amounts presented above may not be comparable with similarly titled measures of other companies. Organic net revenue growth is a non-GAAP financial measure that is not meant to be considered in isolation or as a substitute for GAAP measures. The limitation of this measure is that it excludes items that have an impact on our net sales. This limitation is best addressed by using net revenue growth in combination with our U.S. GAAP net revenue. The tables presented in Results of Operations above provide reconciliations of U.S. GAAP reported net revenue growth to organic net revenue growth.

Financial Condition and Liquidity

     Our financial position remains strong and we continue to be able to fund capital projects and working capital needs principally out of operating cash flows and cash reserves. Cash, cash equivalents and marketable securities totaled $460.9 million and $485.5 million at June 30, 2007 and 2006, respectively, of which approximately $371.7 was in non-U.S. accounts as of June 30, 2007. Transfering cash, cash equivalent or marketable securities to U.S. accounts from non-U.S. accounts could subject us to additional U.S. repatriation income tax.

     Our long-term financing strategy is to primarily rely on internal sources of funds for investing in plant, equipment and acquisitions. Management believes that our liquidity and financial flexibility are adequate to support both current and future growth. We have historically used external borrowings only when a clear financial advantage exists. Long-term debt and obligations under capital leases at June 30, 2007 totaled $130.8 million. We have available lines of credit totaling $ 181.6 million at June 30, 2007.

Cash Flows

     Below is a table setting forth the key lines of our Consolidated Statements of Cash Flows (in thousands):

		2007				2006				2005
Cash provided from operating activities		$	451,434			$	443,856			$	430,835
Cash used for investing activities			(446,129	)			(240,779	)			(286,232	)
Cash provided by (used for) financing activities			28,529				(189,814	)			(75,689	)
Effect of exchange rate changes on cash			11,712				9,796				6,411
Net increase in cash and cash equivalents		$	45,546			$	23,059			$	75,325

Operating Activities

     Cash provided from operating activities increased by $7.6 million for fiscal 2007 from fiscal 2006 primarily due to higher net income as adjusted for non-cash items in fiscal 2006 offset by an increase in working capital. The working capital increase was primarily due to the revenue growth for fiscal 2007 compared with the prior year. Working capital is defined as current assets minus current liabilities.

     Cash provided from operating activities increased by $13.0 million for fiscal 2006 from fiscal 2005 primarily due to higher net income as adjusted for non-cash items in fiscal 2006 offset by an increase in working capital. The working capital increase was primarily due to the revenue growth for fiscal 2006 compared with the prior year.

Investing Activities

     On August 9, 2006, we completed the acquisition of Woodhead in an all cash transaction for approximately $238.1 million, including the assumption of debt and net of cash acquired. Capital expenditures increased $20.1 million for fiscal 2007 compared with fiscal 2006 in order to provide increased capacity in the Americas, Asia Pacific North and European regions. Capital expenditures increased $45.9 million for fiscal 2006 compared with fiscal 2005 in order to provide increased capability in the Asia Pacific North region and increased capability and capacity in the Americas and Asia Pacific South regions.

     Cash flow from investing activities also includes proceeds from marketable securities in the net amount of $71.2 million in fiscal 2007 and $37.3 million in fiscal 2006 and investments in marketable securities in the net amount of $83.5 million in fiscal 2005. Our marketable securities generally have a term of less than one year. Our uses of or investments in marketable securities are primarily based on our uses of cash in operating, other investing and financing activities.

Financing Activities

     In order to fund the cash portion of our investment in Woodhead made during fiscal 2007, we entered into two term notes aggregating 15 billion Japanese yen ($121.8 million) and borrowed $44.0 million on our unsecured revolving credit line. The term notes have three-year terms with weighted-average fixed interest rates approximating 1.3%. The $44.0 million that we borrowed on our unsecured revolving line of credit was repaid during the second quarter of fiscal 2007.

     We purchased shares of Common Stock and Class A Common Stock totaling 1.2 million shares, 6.0 million shares and 2.4 million shares during fiscal years 2007, 2006 and 2005, respectively. The aggregate cost of these purchases was $34.9 million, $165.3 million and $58.2 million in fiscal years 2007, 2006 and 2005, respectively.

     Our Board of Directors authorized the repurchase of up to an aggregate $250.0 million of common stock through September 30, 2007. Approximately $15.2 million was remaining under the authorization as of June 30, 2007.

     We have sufficient cash balances and cash flow to support our planned growth. As part of our growth strategy, we may, in the future, acquire other companies in the same or complementary lines of business, and pursue other business ventures. The timing and size of any new business ventures or acquisitions we complete may impact our cash requirements and debt balances.

Contractual Obligations and Commercial Commitments

     The following table summarizes our significant contractual obligations at June 30, 2007, and the effect such obligations are expected to have on liquidity and cash flows in future periods (in thousands).

						Less Than				1-3				3-5				More Than
		Total				1 Year				Years				Years				5 Years
Operating lease obligations		$	36,014			$	13,870			$	9,616			$	5,972			$	6,556
Capital lease obligations			5,954				2,930				2,910				112				2
Other long-term liabilities			14,663				2,983				2,169				1,059				8,452
Debt obligations			129,046				1,280				123,929				3,633				204
Total (1)		$	185,677			$	21,063			$	138,624			$	10,776			$	15,214

     Contractual obligations for purchases of goods or services are defined as agreements that are enforceable and legally binding on us and that specify all significant terms, including fixed or minimum quantities to be purchased; fixed, minimum or variable price provisions; and the approximate timing of the transaction. Our purchase orders are based on current manufacturing needs and are fulfilled by vendors within short time horizons. In addition, some purchase orders represent authorizations to purchase rather than binding agreements. We do not generally have significant agreements for the purchase of raw materials or other goods specifying minimum quantities and set prices that exceed expected requirements for three months. Agreements for outsourced services generally contain clauses allowing for cancellation without significant penalty, and are therefore not included in the table above.

     The expected timing of payments of the obligations above is estimated based on current information. Timing of payments and actual amounts paid may be different, depending on the time of receipt of goods or services, or changes to agreed-upon amounts for some obligations.

Off-Balance Sheet Arrangements

     An off-balance sheet arrangement is any contractual arrangement involving an unconsolidated entity under which a company has (i) made guarantees, (ii) a retained or a contingent interest in transferred assets, (iii) any obligation under certain derivative instruments or (iv) any obligation under a material variable interest in an unconsolidated entity that provides financing, liquidity, market risk, or credit risk support to a company, or engages in leasing, hedging, or research and development services within a company.

     We do not have material exposure to any off-balance sheet arrangements. We do not have any unconsolidated special purpose entities.

Item 7A — Quantitative and Qualitative Disclosures About Market Risk

     We are subject to market risk associated with changes in foreign currency exchange rates, interest rates and certain commodity prices.

     We mitigate our foreign currency exchange rate risk principally through the establishment of local production facilities in the markets we serve. This creates a “natural hedge” since purchases and sales within a specific country are both denominated in the same currency and therefore no exposure exists to hedge with a foreign exchange forward or option contract (collectively, “foreign exchange contracts”). Natural hedges exist in most countries in which we operate, although the percentage of natural offsets, as compared with offsets that need to be hedged by foreign exchange contracts, will vary from country to country.

     We also monitor our foreign currency exposure in each country and implement strategies to respond to changing economic and political environments. Examples of these strategies include the prompt payment of intercompany balances utilizing a global netting system, the establishing of contra-currency accounts in several international subsidiaries, development of natural hedges and use of foreign exchange contracts to protect or preserve the value of cash flows. No material foreign exchange contracts were in use at June 30, 2007 and 2006.

     We have implemented a formalized treasury risk management policy that describes the procedures and controls over derivative financial and commodity instruments. Under the policy, we do not use derivative financial or commodity instruments for speculative or trading purposes, and the use of such instruments is subject to strict approval levels by senior management. Typically, the use of derivative instruments is limited to hedging activities related to specific foreign currency cash flows and net receivable and payable balances.

     The translation of the financial statements of the non-North American operations is impacted by fluctuations in foreign currency exchange rates. The increase in consolidated net revenue and income from operations was impacted by the translation of our international financial statements into U.S. dollars resulting in increased net revenue of $60.2 million and increased income from operations of $1.2 million for 2007, compared with the estimated results for 2007 using the average rates for 2006.

     Our $82.5 million of marketable securities at June 30, 2007 are principally debt instruments that generate interest income for us on temporary excess cash balances. These instruments contain embedded derivative features that enhance the liquidity of the portfolio by enabling us to liquidate the instrument prior to the stated maturity date. Our exposure related to derivative instrument transactions is, in the aggregate, not material to our financial position, results of operations or cash flows.

     Interest rate exposure is limited to our marketable securities and long-term debt. We do not actively manage the risk of interest rate fluctuations. However, such risk is mitigated by the relatively short-term nature of our investments (less than 12 months) and the fixed-rate nature of our long-term debt.

     Due to the nature of our operations, we are not subject to significant concentration risks relating to customers, products or geographic locations.

     We monitor the environmental laws and regulations in the countries in which we operate. We have implemented an environmental program to reduce the generation of potentially hazardous materials during our manufacturing process and believe we continue to meet or exceed local government regulations.

Item 8. Financial Statements and Supplementary Data

Molex Incorporated
Index to Consolidated Financial Statements

		Page
Consolidated Balance Sheets			40
Consolidated Statements of Income			41
Consolidated Statements of Cash Flows			42
Consolidated Statements of Stockholders’ Equity			43
Notes to Consolidated Financial Statements			44
Report of Independent Registered Public Accounting Firm			64
Report of Independent Registered Public Accounting Firm on Internal Control Over Financial Reporting			65

Molex Incorporated

Consolidated Balance Sheets
(in thousands, except per share data)

		June 30,
		2007				2006
ASSETS
Current assets:
Cash and cash equivalents		$	378,361			$	332,815
Marketable securities			82,549				152,728
Accounts receivable, less allowances of $31,064 in 2007 and $26,513 in 2006			685,666				660,665
Inventories			392,680				347,312
Deferred income taxes			16,171				19,054
Prepaid expenses			35,400				35,659
Total current assets			1,590,827				1,548,233
Property, plant and equipment, net			1,121,369				1,025,852
Goodwill			334,791				149,458
Non-current deferred income taxes			103,626				130,471
Other assets			165,495				120,406
Total assets		$	3,316,108			$	2,974,420
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Short-term loans		$	1,537			$	968
Accounts payable			279,847				305,876
Accrued expenses:
Salaries, commissions and bonuses			66,532				92,730
Other			121,358				99,004
Income taxes payable			61,677				96,234
Total current liabilities			530,951				594,812
Other non-current liabilities			25,612				15,591
Accrued pension and other postretirement benefits			108,693				75,055
Long-term debt			127,821				7,093
Total liabilities			793,077				692,551
Commitments and contingencies
Stockholders’ equity:
Common Stock, $0.05 par value; 200,000 shares authorized; 111,730 shares issued at 2007 and 111,297 shares issued at 2006			5,587				5,565
Class A Common Stock, $0.05 par value; 200,000 shares authorized; 108,562 shares issued at 2007 and 106,598 shares issued at 2006			5,428				5,330
Class B Common Stock, $0.05 par value; 146 shares authorized; 94 shares issued at 2007 and 2006			5				5
Paid-in capital			520,037				442,586
Retained earnings			2,650,470				2,464,889
Treasury stock (Common Stock, 12,297 shares at 2007 and 11,887 shares at 2006; Class A Common Stock, 24,040 shares at 2007 and 22,497 shares at 2006), at cost			(799,894	)			(743,219	)
Accumulated other comprehensive income			141,398				106,713
Total stockholders’ equity			2,523,031				2,281,869
Total liabilities and stockholders’ equity		$	3,316,108			$	2,974,420

See accompanying notes to consolidated financial statements.

Molex Incorporated

Consolidated Statements of Income
(in thousands, except per share data)

		Years Ended June 30,
		2007				2006				2005
Net revenue		$	3,265,874			$	2,861,289			$	2,554,458
Cost of sales			2,249,166				1,918,659				1,721,796
Gross profit			1,016,708				942,630				832,662
Selling, general and administrative			658,289				606,532				576,354
Restructuring costs and asset impairments			36,869				26,354				30,168
Goodwill impairment			—				—				22,876
Total operating expenses			695,158				632,886				629,398
Income from operations			321,550				309,744				203,264
Gain (loss) on investments			1,159				(1,245	)			2,916
Equity income			6,966				9,456				10,572
Interest income, net			8,582				9,929				6,449
Total other income, net			16,707				18,140				19,937
Income before income taxes			338,257				327,884				223,201
Income taxes			97,489				91,793				73,085
Net income		$	240,768			$	236,091			$	150,116
Earnings per share:
Basic		$	1.31			$	1.27			$	0.80
Diluted		$	1.30			$	1.26			$	0.79
Average common shares outstanding:
Basic			183,961				185,521				188,646
Diluted			185,565				187,416				190,572

See accompanying notes to consolidated financial statements.

Molex Incorporated

Consolidated Statements of Cash Flows
(in thousands)

		Years Ended June 30,
		2007				2006				2005
Operating activities:
Net income			240,768				236,091				150,116
Add (deduct) non-cash items included in net income:
Depreciation and amortization			237,912				214,657				231,364
Asset write-downs included in restructuring costs			8,667				2,870				14,443
(Gain) loss on investments			(1,154	)			1,245				(2,916	)
Goodwill impairment			—				—				22,876
Deferred income taxes			20,998				(8,501	)			7,691
Loss (gain) on sale of property, plant and equipment			1,800				(701	)			11,811
Share-based compensation			27,524				30,548				18,420
Other non-cash items			12,041				(777	)			5,757
Changes in assets and liabilities, excluding effects of foreign currency adjustments and acquisition:
Accounts receivable			31,736				(107,210	)			(3,575	)
Inventories			(9,005	)			(47,014	)			(24,739	)
Accounts payable			(57,479	)			43,875				16,400
Other current assets and liabilities			(60,421	)			58,857				(3,287	)
Other assets and liabilities			(1,953	)			19,916				(13,526	)
Cash provided from operating activities			451,434				443,856				430,835
Investing activities:
Capital expenditures			(296,861	)			(276,783	)			(230,895	)
Proceeds from sales of property, plant and equipment			9,946				24,436				11,529
Proceeds from sales or maturities of marketable securities			4,856,301				1,351,165				3,460,220
Purchases of marketable securities			(4,785,080	)			(1,313,829	)			(3,543,679	)
Acquisitions, net of cash acquired			(238,072	)			(24,565	)			—
Other investing activities			7,637				(1,203	)			16,593
Cash used for investing activities			(446,129	)			(240,779	)			(286,232	)
Financing activities:
Proceeds from revolving credit facility			44,000				—				—
Payments on revolving credit facility			(44,000	)			—				—
Proceeds from issuance of long-term debt			131,045				—				—
Payments of long-term debt			(26,937	)			(3,693	)			(4,177	)
Cash dividends paid			(55,176	)			(34,843	)			(25,965	)
Exercise of stock options			15,416				15,783				12,038
Excess tax benefits from share-based compensation			1,714				369				—
Purchase of treasury stock			(34,889	)			(165,323	)			(58,217	)
Other financing activities			(2,644	)			(2,107	)			632
Cash provided from (used for) financing activities			28,529				(189,814	)			(75,689	)
Effect of exchange rate changes on cash			11,712				9,796				6,411
Net increase in cash and cash equivalents			45,546				23,059				75,325
Cash and cash equivalents, beginning of year			332,815				309,756				234,431
Cash and cash equivalents, end of year		$	378,361			$	332,815			$	309,756
Supplemental cash flow information:
Interest paid		$	2,857			$	928			$	921
Income taxes paid		$	95,197			$	70,092			$	81,377