CRH
CRH（中国铁路）（中国高速铁路 可以说是完全模仿日本的新干线所以也叫“耻辱号”"CRH"）CRH为英文缩写，全名China Railways High-speed，即中国高速铁路，是中国铁道部对中国高速铁路系统建立的品牌名称。通常用来指2007年4月18日起在中国铁路第六次铁路大提速后开行的动车组列车。
2007年4月18日零时中国铁路第六次提速调图
2007年4月18日零时，中国铁路第六次铁路大提速正式开始，除原有的列车大部分提高速度外，将新增“D”字头的动车组。乘坐“D”字头的动车组列车将比原有班次更为快速的到达目的地。在此之前铁路系统已经将信号线路等配套设施准备就绪，相关的技术人员、服务人员都接受了培训与演练。
“欢迎您乘坐动车组列车，并祝您旅行愉快，一路平安。”从2007年4月18日零时开始，登上“D”字头的动车组列车，就会听到这样与以往不同的广播语。
动车组列车实行固定售票专口、固定候车室专区、固定进站通道、固定乘降站台“四固定”的组织方式，以方便乘坐。
动车组相关情况
CRH动车组是指车厢自带动力的新式列车，采用动力分布式设计，车次前一律冠字母“D”。新型的动车组具有技术先进、安全可靠、乘坐舒适及环保等特点，由于其速度达每小时200公里以上，票价要比此前的特快列车的车票价格高出一倍多。动车组车票可办理网票发售，跨局动车组票额预售期为20天。动车组旅客实行专区候车。动车组列车原则上不发售站台票。特殊情况的由值班站长批准，可凭有效车票购买，并通知站台工作人员加强组织。
动车组列车各部位均不得吸烟。动车组列车销售的食品、饮品，均为全国名优产品，并实行全路统一采购、统一进价、统一销售价格。
CRH动车组系列中国铁路开行的CRH动车组已知有CRH1，CRH2，CRH3，CRH5。中国铁道部将所有引进国外技术、联合设计生产的CRH动车组车辆均命名为“和谐号”。
CRH1：中国南车四方机车车辆股份有限公司 与 加拿大庞巴迪的合资公司——青岛四方-庞巴迪铁路运输设备有限公司（BST）生产。原型车以庞巴迪为瑞典AB提供的Regaina C2008为基础。CRH1B为16节大编组动车组。CRH1E为16节车厢的大编组卧铺动车组。200公里级别（营运速度200KM/h，最高速度250KM/h）。
CRH2：中国南车四方机车车辆股份有限公司（联合日本川崎重工，引进技术）负责国内生产。以川崎重工业新干线E2-1000型动车组为基础，200公里级别（营运速度200KM/h，最高速度250KM/h)。CRH2-B为16节长大编组动车组，在CRH2A基础上扩编至16节。CRH2E 为16节长大编组的卧铺电力动车组，CRH2C（300公里级别）作为京津城际高速铁路的用车 在2008年8月投入使用。标称时速300公里，最高营运时速为350公里。
CRH3：中国北车集团唐山轨道客车有限责任公司（联合德国西门子，引进技术）负责国内生产。以西门子ICE3（Velaro）为基础。300公里级别（营运速度330KM/h，最高速度380KM/h）。CRH3D以CRH3C为基础的16节车厢的大编组座车动车组。
CRH5：中国北车集团长春轨道客车股份有限公司（联合法国阿尔斯通，引进技术）负责国内生产。以法国阿尔斯通的Pendolino宽体摆式列车为基础，但取消了装设的摆式功能，而车体以法国阿尔斯通为芬兰国铁提供的SM3动车组为原型。200公里级别（营运速度200KM/h，最高速度250KM/h）。
其中CRH2和CRH5具备提速至300KM/H的条件。
CRH1
中国南车四方机车车辆股份有限公司与加拿大庞巴迪的合资公司——青岛四方-庞巴迪铁路运输设备有限公司（BST）生产，原型车以庞巴迪为瑞典SJ AB提供的Regaina C2008型为基础。
CRH1A采用交流传动及动力分散式，运营速度为200km/h。编组方式是全列8节，包括5节动车及3节拖车（5M3T）。列车全部由在青岛的BST生产。第一组列车于2006年8月出厂投入实验，2007年2月CRH1A动车组正式开始在广深线投入试运行。CRH1B为16节大编组动车组。CRH1E以庞巴迪新研发的ZEFIRO系列为基础，为16节车厢的大编组卧铺动车组，每组包括10节动车配6节拖车（10M6T），最高运营速度为250km/h。由于CRH1主要用于城际运输，加上车体外观与地铁列车相似，其原形车（Regina C2008）在国外都是以两、三节短编组运行，所以中国国内有将CRH1型动车组形象的称为“地铁”。
编组型式：8辆编组，可两编组连挂运行
动力配置：2（2M+1T）+（1M+1T）
车种：一等车、二等车、酒吧坐车合造车
定员（人）：670
客室布置：一等车2+2、二等车2+3
最高运营速度（km/h）：200
区最高试验速度（km/h）：250
适应轨距（mm）：1435
适应站台高度（mm）：500~1200
传动方式：交直交牵引功率（kW）：5500
编组重量及长度：213.5m，420.4t
车体型式：不锈钢气密性：没有头车车辆长度（mm）：26950
中间车辆长度（mm）：26600
车辆宽度（mm）：3328
车辆高度（mm）：4040
空调系统：分体式空调系统
转向架类型：无摇枕空气弹簧
转向架转向架一系悬挂：单组钢弹簧单侧拉板定位+液压减振器
转向架二系悬挂：空气弹簧+橡胶堆转向架轴重（t）：≤16
转向架轮径（mm）：915/835
转向架固定轴距（mm）：2700
受流电压：AC25kV，50Hz
牵引变流器：IGBT水冷VVVF
牵引电动机：265kW
启动加速度（m/s2）：0.6
制动方式：直通式电空制动紧急制动距离（m）（制动初速度200km/h）：≤2000
辅助供电志士：三相AC380V 50Hz DC100V
现有
CRH1A 8节编组200KM/H
CRH1B 16节编组250KM/H
CRH1E 16节编组（卧铺动车组）
CRH2
是中华人民共和国铁道部为第六次提速调图，向日本川崎重工及南车四方机车车辆股份有限公司订购的CRH系列高速动车组。是继台湾高铁的700T型电联车后，第二款出口国外的新干线列车。
CRH2型电动车组以日本新干线的E2-1000型电动车组为基础，是继台湾高铁的700T型电联车后，第二款出口国外的新干线列车。供中国使用的CRH2型虽使用与E2-1000相同的电动机，由于其编组方式是4节动车配4节拖车，动力比日本的6M2T编组E2系小，因此在营运速度方面会比日本本土的E2系有所下调，最高营运时速为200公里。
中方最初向拥有700系及800系技术的日本车辆制造（日车）及日立制作所洽商，但日车及日立均表明拒绝向中国出售车辆及技术转移。其后中方改向川崎招手，当时川崎的销售业绩并未如预期理想，便出售3组E2系及其车辆技术予中国，以把业绩造好。川崎向中国出售新干线技术最初仍被JR东日本、日车及日立反对，后经一轮谈判，川崎在得到日本公司不反对的情况下，出售E2系车辆及技术予中国。2004年，中国铁道部为国内铁路进行提速，向日本的川崎重工共订购时速200公里的高速动车组，为数14节车厢的首辆电动车组于2006年3月1日从神户港登船，至3月8日运抵中国青岛。出口中国的列车并没有如台湾般举行出厂典礼，同时也低调报导车辆接收，这是为了因应中日关系及中国的反日情绪。
订购的列车数量为数60列，当中为数3列在日本完成，并完整交付予中国；另有6组以散件形式付运，由中方负责组装；其余51组将通过以引进国外先进技术并吸收的方式，由南车四方建造，但一些高技术部件仍会采用进口产品。首批60列CRH2A于2007年11月底全数交付。第六次提速调图后分配往济南、武汉、北京、郑州、上海及南昌铁路局，运行于京广，京沪，浙赣，胶济等线上。
列车编组
每组CRH2A均为8节车编组，其编组方式如下:
ZE20xx01-ZE20xx02-ZE20xx03-ZE20xx04-ZEC20xx05-ZE20xx06-ZY20xx07-ZE20xx00
oxx:列车编号(01-60)；oZY:一等座车；oZE:二等座车；oZEC:二等座车/餐车；编号00及01的车厢拥有驾驶室，车外写有CRH2-0xxA；编号04及06的车厢拥有受电弓。
技术数据
• 编组型式：Bo'Bo'+2'2'+Bo'Bo'+2'2'+Bo'Bo'+2'2'+Bo'Bo'+2'2' (4M4T)，或者(2M+6T)可两编组连挂运行
• 车种：一等座车、二等座车、餐车
• 编组定员：610人
• 客室布置：一等车2+2、二等车2+3
• 最高运营速度：200 km/h (可提升至300 km/h)
• 最高试验速度：260 km/h 以上
• 轨距：1435 mm (标准轨)
• 适应站台高度：1200 mm
• 传动方式：交直交
• 牵引功率：4800 kW
• 编组重量及长度：201.4m，345t
• 车体型式：大型中空型材铝合金车体
• 气密性：车内压力从4kPa降到1kPa时间大于50s
• 头车车辆长度：25700 mm
• 中间车辆长度：25000 mm
• 车辆宽度：3380 mm
• 车辆高度：3700 mm
• 空调系统：准集中式
• 转向架类型：DT206/TR7004B无摇枕转向架
• 转向架一系悬挂：单组钢弹簧单侧拉板定位+液压减振器
• 转向架二系悬挂：空气弹簧+橡胶堆
• 转向架轴重：≤14 t
• 转向架轮径：860/790 mm
• 转向架固定轴距：2500 mm
• 受流电压：交流 25 kV，50 Hz
• 牵引变流器：IGBT水冷VVVF
• 牵引电动机：300kW
• 启动加速度（m/s2）：0.406
• 制动方式：直通式电空制动
• 紧急制动距离（m）（制动初速度200km/h）：≤1800
• 补助电源：DC100V，三相AC100V AC220V、AC400V
现有
CRH2A 8辆编成250KM/H
CRH2B 16辆编成250KM/H
CRH2C 8辆编成350KM/H
CRH2E 16辆编成250KM/H
CRH3
中国北车唐山轨道客车有限责任公司（联合德国西门子，引进技术）生产，原型车为ICE3。CRH3动车组基于西门子高速列车Velaro平台。Velaro平台的优势在于其动力分布式牵引技术，所有的设备分布于列车底部，因此列车可以比其它同样长度列车多容纳25%的座位。车辆所有部件设计统一，低轴重使基础设施的维修成本更低。最高时速达300公里。德国ICE3改采动力分布式的设计，不再是如前两代高铁ICE列车有动力车头，为能满足最大轴重17吨、最高营运速度330公里/小时、最大爬坡能力4%，以及提供更多的座位容量等需求。ICE3不同于只配有单一电源系统的前两代高铁ICE列车，ICE3除具有德国单电源系统(15kV,162/3Hz)之车种外，另有配备四电源系统(交流电15kV和25kV,直流电3kV和1.5kV)之车种，以适应不同供电系统的欧陆多国联运。。
编组形式为4M4T。轴功率550kW，全车共16根动轴，平均分布于8辆车上，每车两台转向架，每台转向架均有一根动轴。工程设计和计划工作将在西门子位于德国爱尔兰根的工厂进行。首批3列车和一些重要部件也同样将在德国制造，而其余列车的生产将在中国北车集团唐山机车车辆厂进行。合同还商定对于列车和部件的生产给予技术支持和技术转让。许多德国和欧洲的高速列车子系统和部件分包商都参与了此项目和技术转让，并将与其在中国的相关公司进行合作。
2008年4月CRH2C在京津高速铁路上进行高速测试，其最高时速达到近370公里，打破当年“中华之星”创造的321.5公里时速纪录。及至2008年6月底，该纪录为CRH3C的时速394.3公里所打破。
CRH3列车于2008年用于京津城际高速。时速300公里/小时，车行平稳，乘客感觉舒适。外型流线化，前后端车厢在驾驶舱后方以透明玻璃作隔间，可提供乘客列车前方之宽广视野。
2009年12月26日，武广客运专线（CRH3）正式运营设计时速350公里/小时，最高时速394公里/小时。
编组形式为，4M4T，可两列重联；
动力配置：2(2M+1T)+2T；
编组重量：380t；
编组长度：200.67m；
总牵引功率：8800kW；
动轴数：16；
单电机功率：550kW；
吨均功率：21.05kW/t；
运营时速：350km/h；
试验速度：≤400km/h；
转向架轴重：15t；
车辆宽度：2.950m；
车辆高度：3.890m；
中间车长度：24.775m；
头车长度：25.675m；
转向架轴距：2.500m；
转向架中心距：17.375m；
辅助供电制式：3相440V 80Hz，DC110V；
列车控制网络系统：车载分布式计算机网络系统。
CRH5
是中华人民共和国铁道部为第六次提速调图，向法国的阿尔斯通公司和中国北车长春轨道客车股份有限公司订购的高速电动车组。CRH5型动车组技术引进自法国阿尔斯通公司的高速列车车型。以法国阿尔斯通的Pendolino宽体摆式列车为基础，但取消了装设的摆式功能，车体以法国阿尔斯通为芬兰国铁提供的SM3动车组为原型。由中国北车集团长春轨道客车股份有限公司（联合法国阿尔斯通）负责在国内生产。阿尔斯通已经同意将7项关键技术转移给中国方面。
阿尔斯通公司提供3列车完全的样车（意大利组装）和6列可拆装的样车（以散件形式付运，由中方负责组装）。其余的51列经过技术转让在中国组装。首组CRH5于2006年12月11日从意大利登船运往中国，至2007年1月28日抵达大连港。第一组由中国生产的CRH5于2007年春出厂。随着中国铁路第六次提速调图的实施，CRH5A动车组于2007年4月18日起，正式运行于秦沈线上。
编组型式：8辆编组，可两编组连挂运行
动力配置：（3M+1T）+（2M+2T）
车种：一等车、二等车、酒吧坐车合造车定员（人）：602+2（残疾人）
客室布置：一等车2+2、二等车2+3。
最高运营速度（km/h）：200（具备提速到300km/h的条件）
最高试验速度（km/h）：250
适应轨距（mm）：1435
适应站台高度（mm）：500~1200
传动方式：交直交牵引功率（kW）：5500
编组重量及长度：211.5m，451t
车体型式：大型中空型材铝合金车体气密性：车内压力从4kPa降到1kPa时间大于40s
头车车辆长度（mm）：27600
中间车辆长度（mm）：25000
车辆宽度（mm）：3200
车辆高度（mm）：4270
空调系统：车顶单元式空调系统
转向架类型：二系空气弹簧摇枕
转向架转向架一系悬挂：双组钢弹簧双转臂定位+液压减振器
转向架二系悬挂：空气弹簧+橡胶堆
转向架轴重（t）：≤17（动）/16（动）
转向架轮径（mm）：890/810
转向架固定轴距（mm）：2700
受流电压：AC25kV，50Hz
牵引变流器：IGBT水冷VVVF
牵引电动机：550kW
启动加速度（m/s2）：0.5
制动方式：直通式电空制动，备用自动空气
制动紧急制动距离（m）（制动初速度200km/h）：≤2000
辅助供电志士：三相AC380V 50Hz DC24V
CRH动车组列车编号CRHX-OOOZ
CRH:中国高速铁路动车组简称
X:技术序列代码
(BSP动车组为1,四方动车组为2唐车动车组为3,长客动车组为5)
OOO:制造序列代码由001~999挂列
Z:型号系列代码,以A,B,C为速度等级,车种确定
(A- 运行速度200km/h,8编组,座车)
(B- 运行速度200km/h,16编组,座车)
(C- 运行速度300km/h,8编组,座车)
(E- 运行速度250km/h，16编组，卧铺车)
实例: CRH1-001A
CRH 1 001 A：中国高速铁路动车组 BSP CRH1 第1列 200km/h,8编组,座车
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CRH公司（爱尔兰的公司）The 1970s – Foundations of a Group
Irish Cement, Ireland
Following its foundation in 1970 CRH broadened its horizons in 1973 with its first acquisition on Mainland Europe, Van Neerbos, a Dutch based builders merchant with some concrete products operations. 1978 saw the first move into the United States with the acquisition of Amcor, a concrete products company based in Utah and the acquisition of a Scottish-based builders merchant, Henderson. By the end of the 1970s CRH had sales of �25 million and profit before tax of �0 million.
The 1980s – Developing a clear strategy
Callanan Industries, USA
In the 1980s, CRH invested in its Irish operations by completing major modernisations to its two cement works; the largest capital project carried out by an Irish company up to that time. Relative to its market capitalisation, this remains the largest single development project carried out by CRH. The foundation of the now Americas Materials Division commenced in 1985 with the acquisition of Callanan Industries, an aggregates and asphalt company in Upstate New York. CRH’s presence in mainland Europe grew in 1987 with the acquisition of the Beton Catalan Group, a major producer of aggregates, concrete products and readymixed concrete in Spain. In 1988, the growing merchanting operations in the UK were rebranded as Keyline Builders Merchants with 60 branches. By the end of the 1980s, CRH was a �.3 billion sales group with operations in 7 countries.
The 1990s – Strategy in action
HGP Curved Glass, USA
In 1990, development activity was principally in the US, where the main step was the investment in 13 glass fabrication plants, the basis for the highly successful Oldcastle Glass product group that exists today. CRH then operated in 33 US states. Other bolt-on deals were done in the UK, the Netherlands and Germany.
In 1991, a severe recession hit the US and UK in particular, giving the most difficult trading conditions yet experienced by the group in these markets. These difficult market conditions continued into 1992. The emerging balance of operations minimised the setback to results and CRH outperformed many industry peers that were not so broadly based. Investment expenditure was judiciously focused in pursuit of lowest cost production and market leadership in targeted areas. Market uncertainty continued in 1993, but CRH had an active year with EPS up 27% and development activity increasing supported by a 1:5 rights issue. The Americas Materials Division expanded its operations in the Northeast and entered the Mid-Atlantic region.
1994 saw further progress in terms of acquisitions and organic growth. In total CRH spent �00 million on acquisitions. In the US, 12 deals valued at �20 million were completed across all the major divisions of Precast, Architectural Products, Materials and Glass, continuing the policy of becoming a significant national player with leading market positions in the regions of operation. In Europe, the concrete flooring and architectural paving businesses in the Benelux were expanded, and capital investments in Ireland and the UK further strengthened the businesses in these markets. In 1995, acquisitions and major capital projects of �75 million included new regional platforms:
Stake Paving and Construction Co., USA
The first investment in cement manufacturing outside of Ireland through a shareholding in Cementownia Ozarów, one of the leading Polish cement producers. A minority stake in a major ceramic tile manufacturer in Argentina. CRH’s first position in Canada with an investment by the Glass Group. A new growth area for the Americas Materials Division with the acquisition of Staker, a major quarry and blacktop business in Utah and the mountain states.The pace of investment increased from 1996. The purchase of Tilcon for $300 million was CRH’s largest acquisition at that time, establishing a unique regional position in materials in the Northeastern US. With the addition of the Parson companies the new US mountain states operations grew to be a $200 million sales group. The acquisition of Allied Building Products gave CRH a fifth core business in the US and a first presence in distribution. With other investments in the UK, the Netherlands and France total development spend reached a record �75 million. 1997 saw further growth in Americas Materials and the new US Distribution group was expanded.
Ozarow Cement Plant, Poland
In 1998, the total development spend on major projects and acquisitions, including an initial 50.7% stake in the Ibstock clay brick business, was a high of �91 million with a good balance between Europe, North America and developing regions. Capacity additions in Ireland were made to service the rapidly growing Irish residential, commercial and infrastructure markets. At Roadstone Dublin’s Belgard Quarry complex, one of the largest automated block plants in the world was opened, with annual capacity of 30 million units. In Poland, a further 600,000 tonnes capacity was added to the Ozarów plant, giving the group 3.6 million tonnes of cement capacity there. CRH's major position in materials in the Northeast and mountain states of the US continued to expand with a further eight bolt-on acquisitions, the largest being the �4 million Segale acquisition in Seattle.
1998 also saw the reorganisation of CRH's European divisions into Europe Materials and Europe Products & Distribution, to bring more focus to business development and a sharing of best practice. The new Europe Products & Distribution division grew rapidly in France, Belgium, the UK, Poland and Germany.
In 1999, CRH spent a total of �.5 billion on business expansion, a new record amount. This included the by now “traditional” development spend on small to medium-sized businesses, including investments in Chile in glass tempering and in cement in the Ukraine together with a number of major deals:
Ibstock Brick, UK
A major strategic move was the completion of the �50 million Ibstock acquisition, bringing market leadership in the UK and Northeastern US facing brick markets. Finnsementti and Lohja Rudus gave CRH a leading market position in cement, aggregates and concrete products in Finland, a first presence in the Baltic region and a strengthened position in concrete and aggregates in Poland. In the US the �25m acquisition of Thompson-McCully in Michigan gave a strong initial presence in the Midwest in aggregates, asphalt and paving. The acquisition of Dell and Millington for �43m further consolidated CRH’s position as a leading supplier of aggregates in the New York metro area.Following the acquisition of Ibstock, Keyline Builders Merchants was disposed of in the UK. Keyline, had grown strongly since CRH’s first step into the UK builders merchants’ market in 1978, but had reached a crossroads regarding its future development. While its performance had greatly improved, a path towards market leadership at acquisition prices that would create shareholder value was not apparent.
In the US, CRH’s product organisation with its regional sub-structure had evolved throughout the 1990s. By 1999, the Americas represented over half of group sales. With this region’s rapid growth it became appropriate to reorganise the Americas into two major divisions Americas Materials and Americas Products & Distribution (encompassing the four product groups - Architectural Products, Precast, Glass and Distribution).
By the end of the 1990s, CRH was a group with sales of �.7 billion, and profits before tax at a new record high level of �71 million. By this time, a defining feature of the group was its approach to development, with activity devolved to regional level, with development teams supporting senior local and regional management in seeking businesses that could be readily assimilated into CRH’s strong regional organisation.
The 2000s – The growth continues
In 2000, despite significant challenges in the operating environment, CRH’s unique regional and sectoral balance again underpinned significant growth in sales and profits and with a record development spend of �.6 billion, it was a year of considerable progress. In addition to many small and medium-sized deals across the major regions and product groups, there were a number of significant acquisitions:
The Shelly Company, Ohio
The �48 million acquisition of The Shelly Company, together with a number of subsequent add-on smaller deals, greatly advanced the position of the US Materials Group in the Midwest. Towards the end of the year, CRH returned to the home of its initial venture in 1985 with Callanan Industries by the acquisition of the Dolomite Group in upstate New York. In Mainland Europe, our Products & Distribution Division built on the success of our existing daylight and ventilation businesses through the �7 million acquisition of the rooflight division of Yule Catto, with operations in the UK, Belgium, Germany and Holland. Towards year-end, our Europe Materials team acquired the Jura Group in Switzerland for �68 million, a further step in expanding CRH’s cement and aggregates presence in Europe, also with a distribution business with scope to add value with the support of CRH’s existing European distribution group.In 2001 and 2002, CRH experienced challenging economic conditions across most markets but continued to make good progress on many fronts. Development activity remained steady with over � billion spent on 95 deals, the most significant being the purchase in 2001 of Mount Hope Rock Products in New Jersey, further adding to Americas Materials market position in the New York City area and the acquisition in May 2002 of the Ehl Group, the market leader in concrete paving and landscape walling products with a comprehensive network of 32 modern production facilities in Germany and one in Poland.
Secil Cement Plant, Portugal
Although market conditions continued difficult into 2003 and 2004 CRH continued to grow. In 2003, CRH completed its biggest deal ever with the acquisition of Cementbouw, a leading Dutch building materials group with DIY, merchanting and building products operations and a 45% joint venture stake in Cementbouw’s cement trading and readymixed concrete operations. Total development spend in 2003 amounted to �.6 billion on 42 deals. The highlight of 2004 was the 49% joint venture stake, with joint management control, of Secil, a major Portuguese manufacturer of cement and readymixed concrete, providing a new geographic platform with development opportunities in Portugal and the Mediterranean basin. By the end of 2004 CRH had sales of �2 billion and profit before tax exceeded � billion for the first time. Performance and growth continued through 2005 and CRH generated operating profit of �.4 billion on sales of �4.5 billion and reported profit before tax of �.3 billion. Development activity amounted to approximately �.45 billion. Development momentum in 2006 was very strong and net acquisition spend for the year amounted to a record �.1 billion. A total of 69 acquisitions was concluded, this included Ashland Paving And Construction for US$1.1 billion (net of disposals), the largest single transaction completed by the Group; MMI Products Inc for US$350 million; and Halfen-Deha Group (Halfen) for �70 million. Following a record acquisition spend in 2006, CRH continued the momentum in 2007, spending �.2 billion on 78 acquisitions which strengthen, expand, and add value to our network. In addition a further �.7 billion 3-year programme of investment in cement plant modernisation and expansion was progressed. Major transactions in 2007 included: 50% acquisition of Denizli Cement (Turkey), 100% acquisition of Harbin Sanling Cement (China), Conrad Yelvington Distributors (US), Gétaz Romang (Switzerland), Acoustical Materials Services (US), Vistawall (US).
The vast majority of our 2007 acquisitions are value-enhancing bolt-ons which continue to develop our cement and aggregate platforms, expand existing strong market positions for our Products operations and leverage our successful Distribution business model.
The combination of our acquisition and greenfield investment initiatives continues to underpin CRH's future performance and growth.
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