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Phrack Seventeen
07 April 1988
File 1 of 12 : Phrack XVII Introduction
It's been a long time, but we're back. After two successful releases
under the new editorship, Taran King told us that with his vacation from
school, he'd be able to put Phrack Seventeen together. His plans soon
changed, and Seventeen was now our responsibility again. Procrastination set
in, and some difficulty was encountered in compiling the files, but we finally
did it and here it is.
There's a lot of good material in this issue, and we're lucky enough to
have PWN contributions from several sources, making it a true group effort.
Since The Mad Chemist and Sir Francis Drake, as well as myself, are moving on
to other things, the editorship of Phrack Inc. may be changing with the
release of Phrack Eighteen. Regardless of what direction the publication
takes, I know that I will have no part in the creation of the next issue, so
I'd like to mention at this time that my involvement with the magazine, first
as a contributor and later as a contributing editor, has been fun. Phrack
will go on, I'm sure, for another seventeen issues at least, and will continue
to be a primary monument to the vitality of the hacker culture.
-- Shooting Shark
Contributing Editor
Phrack XVII Table of Contents
-----------------------------
# Title Author Size
---- ----- ------ ----
17.1 Phrack XVII Introduction Shooting Shark 3K
17.2 Dun & Bradstreet Report on AT&T Elric of Imrryr 24K
17.3 D&B Report on Pacific Telesis Elric of Imrryr 26K
17.4 Nitrogen-Trioxide Explosive Signal Substain 7K
17.5 How to Hack Cyber Systems Grey Sorcerer 23K
17.6 How to Hack HP2000's Grey Sorcerer 3K
17.7 Accessing Government Computers The Sorceress 9K
17.8 Dial-Back Modem Security Elric of Imrryr 11K
17.9 Data Tapping Made Easy Elric of Imrryr 4K
17.10 PWN17.1 Bust Update Sir Francis Drake 3K
17.11 PWN17.2 "Illegal" Hacker Crackdown The $muggler 5K
17.12 PWN17.3 Cracker are Cheating Bell The Sorceress 8K
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Phrack Seventeen
07 April 1988
File 2 of 12 : Dun & Bradstreet Report on AT&T
AT&T Credit File, taken from Dun & Bradstreet by Elric of Imrryr
DUN'S FINANCIAL RECORDS
COPYRIGHT (C) 1987
DUN & BRADSTREET CREDIT SERVICE
Name & Address:
AMERICAN TELEPHONE AND TELEGRAPH Trade-Style Name:
550 Madison Ave AT & T
NEW YORK, NY 10022
Telephone: 212-605-5300
DUNS Number: 00-698-0080
Line of Business: TELECOMMUNICATIONS SVCS TELE
Primary SIC Code: 4811
Secondary SIC Codes: 4821 3661 3357 3573 5999
Year Started: 1885 (12/31/86) COMBINATION FISCAL
Employees Total: 317,000 Sales: 34,087,000,000
Employees Here: 1,800 Net Worth: 14,462,000,000
This is a PUBLIC company
12/31/86 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Cash. . . . . . . . . . . . . 2,602,000 17.5 6.7 9.0
Accounts Receivable . . . . . 7,820,000 (13.1) 20.1 5.7
Notes Receivable. . . . . . . ---- ---- ---- 0.2
Inventory . . . . . . . . . . 3,519,000 (26.1) 9.1 1.3
Other Current Assets. . . . . 1,631,000 72.0 4.2 5.8
Total Current Assets. . . . . 15,572,000 (8.0) 40.0 22.0
Fixed Assets. . . . . . . . . 21,078,000 (4.7) 54.2 35.6
Other Non-current Assets. . . 2,233,000 55.9 5.7 42.4
Total Assets. . . . . . . . . 38,883,000 (3.9) 100.0 100.0
Accounts Payable. . . . . . . 4,625,000 (6.4) 11.9 4.2
Bank Loans. . . . . . . . . . ---- ---- ---- 0.2
Notes Payable . . . . . . . . ---- ---- ---- 1.0
Other Current Liabilities . . 6,592,000 0.8 17.0 6.2
Total Current Liabilities . . 11,217,000 (2.4) 28.8 11.6
Other Long Term Liab. . . . . 13,204,000 38.2 34.0 46.8
Deferred Credits. . . . . . . ---- ---- ---- 6.4
Net Worth . . . . . . . . . . 14,462,000 (1.2) 37.2 35.2
Total Liabilities & Worth. . 38,883,000 (3.9) 100.0 100.0
Net Sales . . . . . . . . . . 34,087,000 (2.4) 100.0 100.0
Gross Profit. . . . . . . . . 15,838,000 ---- 46.5 40.1
Net Profit After Tax. . . . . 139,000 (91.1) 0.4 15.3
Dividends/Withdrawals . . . . 1,371,000 (0.9) 4.0 7.7
Working Capital . . . . . . . 4,355,000 (19.8) ---- ----
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 0.9 (10.0) 2.9 1.2 0.6
Current Ratio . . . . . . . . 1.4 (6.7) 4.9 2.2 1.0
Curr Liab to Net Worth (%). . 77.6 (1.1) 13.2 26.4 38.1
Curr Liab to Inventory (%). . 318.8 32.1 244.8 475.8 675.0
Total Liab to Net Worth (%) . 168.9 (4.3) 127.4 180.2 297.2
Fix Assets to Net Worth (%) . 145.7 (3.6) 144.9 215.0 263.0
(EFFICIENCY)
Coll Period (days). . . . . . 83.7 (11.1) 31.9 46.7 61.6
Sales to Inventory. . . . . . 9.7 32.9 56.2 33.8 20.0
Assets to Sales (%) . . . . . 114.1 (1.6) 210.5 266.1 373.4
Sales to Net Working Cap. . . 7.8 21.9 6.3 2.3 1.1
Acct Pay to Sales (%) . . . . 13.6 (4.2) 4.9 8.7 13.8
(PROFITABILITY)
Return on Sales (%) . . . . . 0.4 (91.1) 20.1 14.6 11.3
Return on Assets (%). . . . . 0.4 (89.5) 7.2 5.7 3.7
Return on Net Worth (%) . . . 1.0 (90.6) 19.0 15.9 12.8
Industry norms based on 469 firms,
with assets over $5 million.
12/31/85 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Cash. . . . . . . . . . . . . 2,213,700 3.4 5.5 7.5
Accounts Receivable . . . . . 8,996,100 (4.0) 22.2 5.6
Notes Receivable. . . . . . . ---- ---- ---- 0.4
Inventory . . . . . . . . . . 4,759,300 (0.6) 11.8 1.2
Other Current Assets. . . . . 948,500 (8.2) 2.3 5.1
Total Current Assets. . . . . 16,917,600 (2.4) 41.8 19.8
Fixed Assets. . . . . . . . . 22,112,900 5.2 54.7 39.2
Other Non-current Assets. . . 1,432,000 (3.2) 3.5 41.0
Total Assets. . . . . . . . . 40,462,500 1.6 100.0 100.0
Accounts Payable. . . . . . . 4,942,800 (11.4) 12.2 4.9
Bank Loans. . . . . . . . . . ---- ---- ---- 0.3
Notes Payable . . . . . . . . 2,100 ---- ---- 0.8
Other Current Liabilities . . 6,542,600 15.5 16.2 5.9
Total Current Liabilities . . 11,487,500 2.2 28.4 11.9
Other Long Term Liab. . . . . 9,553,200 2.7 23.6 46.8
Deferred Credits. . . . . . . 4,788,500 18.9 11.8 6.8
Net Worth . . . . . . . . . . 14,633,300 (4.1) 36.2 34.5
Total Liabilities & Worth. . 40,462,500 1.6 100.0 100.0
Net Sales . . . . . . . . . . 34,909,500 5.2 100.0 100.0
Gross Profit. . . . . . . . . ---- ---- ---- 33.7
Net Profit After Tax. . . . . 1,556,800 13.6 4.5 14.0
Dividends/Withdrawals . . . . 1,382,900 3.7 4.0 13.0
Working Capital . . . . . . . 5,430,100 (10.8) ---- ----
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 1.0 ---- 2.5 1.1 0.6
Current Ratio . . . . . . . . 1.5 ---- 3.8 1.9 0.9
Curr Liab to Net Worth (%). . 78.5 6.5 15.8 29.4 43.9
Curr Liab to Inventory (%). . 241.4 2.8 285.7 485.5 790.6
Total Liab to Net Worth (%) . 176.5 9.6 134.4 190.1 320.9
Fix Assets to Net Worth (%) . 151.1 9.7 148.4 219.0 289.5
(EFFICIENCY)
Coll Period (days). . . . . . 94.1 (8.7) 31.5 47.2 63.8
Sales to Inventory. . . . . . 7.3 5.8 52.3 31.4 18.0
Assets to Sales (%) . . . . . 115.9 (3.4) 217.1 277.8 356.8
Sales to Net Working Cap. . . 6.4 16.4 6.0 2.7 1.6
Acct Pay to Sales (%) . . . . 14.2 (15.5) 6.1 10.4 15.7
(PROFITABILITY)
Return on Sales (%) . . . . . 4.5 9.8 19.0 13.6 9.5
Return on Assets (%). . . . . 3.8 11.8 6.9 5.3 3.4
Return on Net Worth (%) . . . 10.6 17.8 19.7 15.8 12.7
Industry norms based on 605 firms,
with assets over $5 million.
12/31/84 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS COMPANY INDST
COMPANY % NORM %
Cash. . . . . . . . . . . . . 2,139,900 5.4 6.6
Accounts Receivable . . . . . 9,370,800 23.5 6.3
Notes Receivable. . . . . . . ---- ---- 0.4
Inventory . . . . . . . . . . 4,789,200 12.0 1.2
Other Current Assets. . . . . 1,033,100 2.6 4.1
Total Current Assets. . . . . 17,333,000 43.5 18.6
Fixed Assets. . . . . . . . . 21,015,000 52.8 45.0
Other Non-current Assets. . . 1,478,600 3.7 36.4
Total Assets. . . . . . . . . 39,826,600 100.0 100.0
Accounts Payable. . . . . . . 5,580,300 14.0 5.2
Bank Loans. . . . . . . . . . ---- ---- 0.2
Notes Payable . . . . . . . . ---- ---- 1.0
Other Current Liabilities . . 5,663,300 14.2 5.5
Total Current Liabilities . . 11,243,600 28.2 11.9
Other Long Term Liab. . . . . 9,300,200 23.4 47.8
Deferred Credits. . . . . . . 4,026,000 10.1 6.5
Net Worth . . . . . . . . . . 15,256,800 38.3 33.8
Total Liabilities & Worth. . 39,826,600 100.0 100.0
Net Sales . . . . . . . . . . 33,187,500 100.0 100.0
Gross Profit. . . . . . . . . 16,436,200 49.5 28.1
Net Profit After Tax. . . . . 1,369,900 4.1 14.1
Dividends/Withdrawals . . . . 1,333,800 4.0 7.3
Working Capital . . . . . . . 6,089,400 ---- ----
RATIOS ---INDUSTRY QUARTILES---
COMPANY UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 1.0 2.3 1.0 0.6
Current Ratio . . . . . . . . 1.5 3.4 1.6 0.9
Curr Liab to Net Worth (%). . 73.7 17.7 30.6 43.5
Curr Liab to Inventory (%). . 234.8 312.5 491.6 754.3
Total Liab to Net Worth (%) . 161.0 139.2 193.7 314.9
Fix Assets to Net Worth (%) . 137.7 161.5 228.9 295.3
(EFFICIENCY)
Coll Period (days). . . . . . 103.1 34.3 51.6 67.8
Sales to Inventory. . . . . . 6.9 52.1 32.6 20.1
Assets to Sales (%) . . . . . 120.0 216.7 268.2 353.0
Sales to Net Working Cap. . . 5.5 7.2 3.1 1.7
Acct Pay to Sales (%) . . . . 16.8 6.2 10.9 15.4
(PROFITABILITY)
Return on Sales (%) . . . . . 4.1 18.5 13.1 9.8
Return on Assets (%). . . . . 3.4 7.0 5.3 3.3
Return on Net Worth (%) . . . 9.0 19.7 15.7 12.6
Industry norms based on 504 firms,
with assets over $5 million.
END OF DOCUMENT
Name & Address:
AMERICAN TELEPHONE AND Trade-Style Name:
550 Madison Ave At & T
NEW YORK, NY 10022
Telephone: 212-605-5300
DUNS Number: 00-698-0080
Line of Business: TELECOMMUNICATIONS SVCS TELE
Primary SIC Code: 4811
Secondary SIC Codes: 4821 3661 3357 3573 5999
Year Started: 1885 (12/31/86) COMBINATION FISCAL
Employees Total: 317,000 Sales: 34,087,000,000
Employees Here: 1,800 Net Worth: 14,462,000,000
This is a PUBLIC company
HISTORY
04/20/87
JAMES E. OLSON, CHB-CEO+ ROBERT E. ALLEN, PRES-COO+
RANDALL L TOBIAS, V CHM+ CHARLES MARSHALL, V CHM+
MORRIS TANENBAUM, V CHM+ S. LAWRENCE PRENDERGAST, V PRES-
TREAS
C. PERRY COLWELL, V PRES-
CONTROLLER
DIRECTOR(S): The officers identified by (+) and Howard H. Baker Jr,
James H. Evans, Peter F. Haas, Philip M. Hawley, Edward G. Jefferson,
Belton K. Johnson, Juanita M. Kreps, Donald S. Perkins, Henry B.
Schacht, Michael I. Sovern, Donald F. McHenry, Rawleigh Warner Jr,
Joseph D. Williams and Thomas H. Wyman.
Incorporated New York Mar 3 1885.
Authorized capital consists of 1,200,000,000 shares common stock $1
par value and 100,000,000 shares preferred stock $1 par value.
Outstanding Capital Stock at Feb 28 1987: 1,071,904,000 common
shares and at Dec 31 1986 preferred stock outstanding consisted of
redeemable preferred shares composed of 8,500,000 shares of $3.64
preferred stated value $50; 8,800,000 shares of $3.74 preferred, stated
value $50 and 25,500 shares of $77.50 preferred, stated value $1,000.
Business started 1885.
The company's common stock is listed on the New York, Boston,
Midwest, Philadelphia and Pacific Coast Stock Exchanges under the symbol
"ATT". At Dec 31 1986 there were 2,782,102 common shareholders. At Jan 1
1986 officers and directors as a group owned less than 1% of the
outstanding common stock with the remainder owned by the public.
OLSON, born 1925. 1950 Univ of North Dakota, BSC. Also attended
Univ of Pennsylvania. 1943-1946 United States Army Air Force. 1960-1970
Northwestern Bell Telephone Co, V Pres-Gen Mgr. 1970-1974 Indiana Bell
Telephone Co, Pres. 1974-1977 Illinois Bell Telephone Co, Pres. 1977 to
date AT&T, 1979 V Chb-Dir; Jun 1985 President, 1986 CHM.
MARSHALL, born 1929, married. 1951 Univ of Illinois, BS; also
attended Bradley Univ; 1953-present AT&T; 1980 Asst Treas, 1976 Vice
Pres-Treas; 1985 Exec Vice President, 1986 V-CHM.
TANENBAUM, born 1928 married. 1949 Johns Hopkins Univ, BA
chemistry. 1950 Princeton Univ, MA chemistry. 1952 PhD in physical
chemistry. 1952 to date AT&T, various positions, 1985 Ex Vice Pres, 1986
V-CHM.
PRENDERGAST, born 1941 married. 1963 Brown Univ, BA. 1969 New York
Univ, MBA. 1963-1973 Western Electric Company; 1973 to date AT&T, 1980
Asst Treas, 1984 V Pres-Treas.
COLWELL, born 1927. Attended AT&T Institute of Technology.
1945-1947 U S Army. Employed by AT&T and its subsidiaries since 1948 in
various positions. 1984 Vice Pres & Contr, AT&T Technologies Inc
(subsidiary); 1985-present V Pres-Contr.
ALLEN born 1935 married. 1957 Wabash College BA. Has held a
vareity of executive position with former Bell Operating subsidiaries
and AT&T subsidiaries. Appointed to current position in 1986.
TOBIAS born 1943. 1964 Indiana University with a BS in Marketing.
Has held a variety of management and executive positions with former
Bell Operating subsidiaries and AT&T subsidiaries. Elected to current
position in 1986.
OTHER OFFICERS: James R. Billingsley, Sr V Pres Federal
Regulation; Michael Brunner, Ex V Pres Federal Systems; Harold
Burlingame, Sr V Pres Public Relations and Employee Information;
Vittorio Cassoni, Sr V Pres Data Systems Division; Richard Holbrook, Sr
V Pres Business Sales; Robert Kavner, Sr V Pres & CFO; Gerald Lowrie, Sr
V Pres Public Affairs; John Nemecek, Ex V Pres Components & Electronic
Systems; John O'Neill, Ex V Pres National Systems Products; Alfred
Partoll, Sr V Pres External Affairs; John Segall, Sr V Pres Corporate
Strategy & Development; Alexander Stack, Sr V Pres Communications
Systems; Paul Villiere, Ex V Pres Network Systems Marketing and Customer
Operations; John Zegler, Sr V Pres and General Counsel; and Lydell
Christensen, Corp V Pres and Secretary.
DIRECTORS: MCHENRY, research professor, Georgetown University.
BAKER JR, partner, Vinson & Elkins and Baker, Worthington, Crossley,
Stansberry & Woolf, attorneys. EVANS, former Chairman, Union Pacific
Corporation. HAAS, Chairman, Levi Strauss & Company. HAWLEY, Chairman,
Carter Hawley Hale Stores Inc. JEFFERSON, former Chairman, E.I. du Pont
de Nemours and Company. JOHNSON, private investor and owner of The
Chaparrosa Ranch. KREPS, former United States Secretary of Commerce.
PERKINS, former Chairman, Jewel Companies Inc. SCHACHT, Chairman,
Cummins Engine Company Inc. SOVERN, President, Columbia University.
WARNER JR, former Chairman, Mobil Corporation. WILLIAMS, Chairman,
Warner Lambert Company. WYMAN, former Chairman, CBS Inc.
As a result of an antitrust action entered against American
Telephone and Telegraph Company (AT&T) by the Department of Justice,
AT&T agreed in Jan 1982 to break up its holdings. In Aug 1982, the U. S.
District Court-District of Columbia, entered a consent decree requiring
AT&T to divest itself of portions of its operations.
The operations affected consisted of exchange telecommunications,
exchange access functions, printed directory services and cellular radio
telecommunications services. AT&T retained ownership of AT&T
Communications Inc, AT&T Technologies Inc, Bell Telephone Laboratories
Incorporated, AT&T Information Systems Inc, AT&T International Inc and
those portions of the 22 Bell System Telephone Company subsidiaries
which manufactured new customer premises equipment. The consent decree,
with modifications, was agreed to by AT&T and the U. S. Department of
Justice and approved by the U. S. Supreme Court in Feb 1983. In Dec
1982, AT&T filed a plan of reorganization, outlining the means of
compliance with the divestiture order. The plan was approved by the
court in Aug 1983
The divestiture completed on Jan 1 1984, was accomplished by the
reorganization of the 22 principal AT&T Bell System Telephone Company
subsidiaries under 7 new regional holding companies. Each AT&T common
shareowner of record as of Dec 10 1983 received 1 share of common stock
in each of the newly formed corporations for every 10 common shares of
AT&T. AT&T common shareowners retained their AT&T stock ownership.
The company has an ownership interest in certain ventures to
include:
(1) Owns 22% of the voting stock of Ing C. Olivetti & C., S.p.A. of
Milan, Italy with which the company develops and markets office
automation products in Europe.
(2) Owns 50% of a joint venture with the N. V. Philips Company of
the Netherlands organized to manufacture and market switching and
transmission systems in Europe and elsewhere.
(3) Owns 44% of a joint venture with the Goldstar Group of the
Republic of Korea which manufactures switching products and distributes
the company's 3B Family of Computers in Korea.
The company also maintain stock interests in other concerns.
In addition to joint venture activities described above,
intercompany relations have also included occasional advances from
subject.
OPERATION
04/20/87
Through subsidiaries, provides intrastate, interstate and
international long distance telecommunications and information transport
services, a broad range of voice and data services including, Domestic
and Long Distance Service, Wide Area Telecommunications Services (WATS),
800 Service, 900 Dial It Services and a series of low, medium and high
speed digital voice and data services known as Accunet Digital Services.
Also manufactures telephone communications equipment and apparatus,
communications wire and cable, computers for use in communications
systems, as well as for general purposes, retails and leases telephone
communications equipment and provides research and development in
information and telecommunications technology. The company is subject to
the jurisdiction of the Federal Communications Commission with respect
to interstate and international rates, lines, services and other
matters. Terms: Net 30, cash and contract providing for progress
payments with final payment upon completion. The company's AT&T
Communications Inc subsidiary provides interstate and intrastate long
distance communications services for 80 million residential customers
and 7 million businesses. Sells to a wide variety of businesses,
government agencies, individuals and others. Nonseasonal.
EMPLOYEES: 317,000 including officers. 1,800 employed here.
FACILITIES: Owns premises in multi story steel building in good
condition. Premises neat.
LOCATION: Central business section on main street.
BRANCHES: The company's subsidiaries operate 19 major manufacturing
plants located throughout the United States containing a total 26.2
million square feet of space of which 1.49 million square feet were in
leased premises. There are 7 regional centers and 24 distribution
centers. In addition, there are numerous domestic and foreign branch
offices.
SUBSIDIARIES: The company had numerous subsidiaries as of Dec 31
1986. Subsidiaries perform the various services and other functions
described above. Its unconsolidated finance subsidiary, AT&T Credit
Corporation, provides financing to customers through leasing and
installment sales programs and purchases from AT&T's subsidiaries the
rights to receivables under long-term service agreements. Intercompany
relations consists of parent making occasional advances to subsidiaries
and service transactions settled on a convenience basis. A list of
principal subsidiaries as of Dec 31 1986 is on file at the Millburn, NJ
office of Dun & Bradstreet.
08-27(9Z0 /61) 00703 001 678 NH
Chemical Bank, 277 Park Ave; Marine Midland Bank, 140 Broadway; Chase
Manhattan Bank, 1 Chase Manhattan Plaza
12/31/86 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Total Current Assets. . . . . 15,572,000 (8.0) 40.0 22.0
Fixed Assets. . . . . . . . . 21,078,000 (4.7) 54.2 35.6
Other Non-current Assets. . . 2,233,000 55.9 5.7 42.4
Total Assets. . . . . . . . . 38,883,000 (3.9) 100.0 100.0
Total Current Liabilities . . 11,217,000 (2.4) 28.8 11.6
Other Long Term Liab. . . . . 13,204,000 38.2 34.0 46.8
Net Worth . . . . . . . . . . 14,462,000 (1.2) 37.2 35.2
Total Liabilities & Worth. . 38,883,000 (3.9) 100.0 100.0
Net Sales . . . . . . . . . . 34,087,000 (2.4) 100.0 100.0
Gross Profit. . . . . . . . . 15,838,000 ---- 46.5 40.1
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
Quick Ratio . . . . . . . . . 0.9 (10.0) 2.9 1.2 0.6
Current Ratio . . . . . . . . 1.4 (6.7) 4.9 2.2 1.0
Total Liab to Net Worth (%) . 168.9 (4.3) 127.4 180.2 297.2
Sales to Inventory. . . . . . 9.7 32.9 56.2 33.8 20.0
Return on Sales (%) . . . . . 0.4 (91.1) 20.1 14.6 11.3
Return on Assets (%). . . . . 0.4 (89.5) 7.2 5.7 3.7
Return on Net Worth (%) . . . 1.0 (90.6) 19.0 15.9 12.8
Industry norms based on 469 firms,
with assets over $5 million.
End_of_File.
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Phrack Seventeen
07 April 1988
File 3 of 12 : Dun & Bradstreet Report on Pacific Telesis
Pacific Telesis Credit File, taken from Dun & Bradstreet by Elric of Imrryr
Name & Address:
PACIFIC TELESIS GROUP (INC)
140 New Montgomery St
SAN FRANCISCO, CA 94105
Telephone: 415-882-8000
DUNS Number: 10-346-0846
Line of Business: TELECOMMUNICATION SERVICES
Primary SIC Code: 4811
Secondary SIC Codes: 2741 5063 5732 6159
Year Started: 1906 (12/31/86) COMBINATION FISCAL
Employees Total: 74,937 Sales: 8,977,300,000
Employees Here: 2,000 Net Worth: 7,753,300,000
This is a PUBLIC company
12/31/86 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Cash. . . . . . . . . . . . . 200,600 671.5 1.0 9.0
Accounts Receivable . . . . . 1,390,700 (3.8) 6.8 5.7
Notes Receivable. . . . . . . ---- ---- ---- 0.2
Inventory . . . . . . . . . . 116,300 (4.4) 0.6 1.3
Other Current Assets. . . . . 448,700 18.6 2.2 5.8
Total Current Assets. . . . . 2,156,300 9.3 10.6 22.0
Fixed Assets. . . . . . . . . 17,244,900 1.6 84.9 35.6
Other Non-current Assets. . . 919,300 53.8 4.5 42.4
Total Assets. . . . . . . . . 20,320,500 4.0 100.0 100.0
Accounts Payable. . . . . . . 1,760,300 74.1 8.7 4.2
Bank Loans. . . . . . . . . . 21,800 847.8 0.1 0.2
Notes Payable . . . . . . . . ---- ---- ---- 1.0
Other Current Liabilities . . 623,000 (35.8) 3.1 6.2
Total Current Liabilities . . 2,405,100 21.3 11.8 11.6
Other Long Term Liab. . . . . 5,564,600 (7.6) 27.4 46.8
Deferred Credits. . . . . . . 4,597,500 9.0 22.6 6.4
Net Worth . . . . . . . . . . 7,753,300 6.0 38.2 35.2
Total Liabilities & Worth. . 20,320,500 4.0 100.0 100.0
Net Sales . . . . . . . . . . 8,977,300 5.6 100.0 100.0
Gross Profit. . . . . . . . . ---- ---- ---- 40.1
Net Profit After Tax. . . . . 1,079,400 16.2 12.0 15.3
Dividends/Withdrawals . . . . 654,100 10.0 7.3 7.7
Working Capital . . . . . . . 248,800 (999.9) ---- ----
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 0.7 ---- 2.9 1.2 0.6
Current Ratio . . . . . . . . 0.9 (10.0) 4.9 2.2 1.0
Curr Liab to Net Worth (%). . 31.0 14.4 13.2 26.4 38.1
Curr Liab to Inventory (%). . 999.9 26.9 244.8 475.8 675.0
Total Liab to Net Worth (%) . 162.1 (2.9) 127.4 180.2 297.2
Fix Assets to Net Worth (%) . 222.4 (4.1) 144.9 215.0 263.0
(EFFICIENCY)
Coll Period (days). . . . . . 56.5 (9.0) 31.9 46.7 61.6
Sales to Inventory. . . . . . 77.2 10.6 56.2 33.8 20.0
Assets to Sales (%) . . . . . 226.4 (1.5) 210.5 266.1 373.4
Sales to Net Working Cap. . . ---- ---- 6.3 2.3 1.1
Acct Pay to Sales (%) . . . . 19.6 64.7 4.9 8.7 13.8
(PROFITABILITY)
Return on Sales (%) . . . . . 12.0 10.1 20.1 14.6 11.3
Return on Assets (%). . . . . 5.3 10.4 7.2 5.7 3.7
Return on Net Worth (%) . . . 13.9 9.4 19.0 15.9 12.8
Industry norms based on 469 firms,
with assets over $5 million.
12/31/85 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Cash. . . . . . . . . . . . . 26,000 550.0 0.1 7.5
Accounts Receivable . . . . . 1,446,200 20.6 7.4 5.6
Notes Receivable. . . . . . . ---- ---- ---- 0.4
Inventory . . . . . . . . . . 121,700 ---- 0.6 1.2
Other Current Assets. . . . . 378,300 (8.3) 1.9 5.1
Total Current Assets. . . . . 1,972,200 22.1 10.1 19.8
Fixed Assets. . . . . . . . . 16,968,400 6.1 86.8 39.2
Other Non-current Assets. . . 597,700 29.4 3.1 41.0
Total Assets. . . . . . . . . 19,538,300 8.1 100.0 100.0
Accounts Payable. . . . . . . 1,011,100 14.6 5.2 4.9
Bank Loans. . . . . . . . . . 2,300 ---- ---- 0.3
Notes Payable . . . . . . . . ---- ---- ---- 0.8
Other Current Liabilities . . 969,900 18.6 5.0 5.9
Total Current Liabilities . . 1,983,300 (1.0) 10.2 11.9
Other Long Term Liab. . . . . 6,021,700 0.8 30.8 46.8
Deferred Credits. . . . . . . 4,216,300 16.6 21.6 6.8
Net Worth . . . . . . . . . . 7,317,000 12.9 37.4 34.5
Total Liabilities & Worth. . 19,538,300 8.1 100.0 100.0
Net Sales . . . . . . . . . . 8,498,600 8.6 100.0 100.0
Gross Profit. . . . . . . . . ---- ---- ---- 33.7
Net Profit After Tax. . . . . 929,100 12.1 10.9 14.0
Dividends/Withdrawals . . . . 594,400 11.9 7.0 13.0
Working Capital . . . . . . . 11,100 ---- ---- ----
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 0.7 16.7 2.5 1.1 0.6
Current Ratio . . . . . . . . 1.0 25.0 3.8 1.9 0.9
Curr Liab to Net Worth (%). . 27.1 (12.3) 15.8 29.4 43.9
Curr Liab to Inventory (%). . 999.9 ---- 285.7 485.5 790.6
Total Liab to Net Worth (%) . 167.0 (6.7) 134.4 190.1 320.9
Fix Assets to Net Worth (%) . 231.9 (6.0) 148.4 219.0 289.5
(EFFICIENCY)
Coll Period (days). . . . . . 62.1 11.1 31.5 47.2 63.8
Sales to Inventory. . . . . . 69.8 ---- 52.3 31.4 18.0
Assets to Sales (%) . . . . . 229.9 (0.5) 217.1 277.8 356.8
Sales to Net Working Cap. . . ---- ---- 6.0 2.7 1.6
Acct Pay to Sales (%) . . . . 11.9 5.3 6.1 10.4 15.7
(PROFITABILITY)
Return on Sales (%) . . . . . 10.9 2.8 19.0 13.6 9.5
Return on Assets (%). . . . . 4.8 4.3 6.9 5.3 3.4
Return on Net Worth (%) . . . 12.7 (0.8) 19.7 15.8 12.7
Industry norms based on 605 firms,
with assets over $5 million.
12/31/84 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS COMPANY INDST
COMPANY % NORM %
Cash. . . . . . . . . . . . . 4,000 ---- 6.6
Accounts Receivable . . . . . 1,198,800 6.6 6.3
Notes Receivable. . . . . . . ---- ---- 0.4
Inventory . . . . . . . . . . ---- ---- 1.2
Other Current Assets. . . . . 412,400 2.3 4.1
Total Current Assets. . . . . 1,615,200 8.9 18.6
Fixed Assets. . . . . . . . . 15,999,500 88.5 45.0
Other Non-current Assets. . . 461,800 2.6 36.4
Total Assets. . . . . . . . . 18,076,500 100.0 100.0
Accounts Payable. . . . . . . 882,100 4.9 5.2
Bank Loans. . . . . . . . . . ---- ---- 0.2
Notes Payable . . . . . . . . 304,000 1.7 1.0
Other Current Liabilities . . 817,600 4.5 5.5
Total Current Liabilities . . 2,003,700 11.1 11.9
Other Long Term Liab. . . . . 5,973,500 33.0 47.8
Deferred Credits. . . . . . . 3,617,000 20.0 6.5
Net Worth . . . . . . . . . . 6,482,300 35.9 33.8
Total Liabilities & Worth. . 18,076,500 100.0 100.0
Net Sales . . . . . . . . . . 7,824,300 100.0 100.0
Gross Profit. . . . . . . . . ---- ---- 28.1
Net Profit After Tax. . . . . 828,500 10.6 14.1
Dividends/Withdrawals . . . . 531,200 6.8 7.3
Working Capital . . . . . . . 388,500 ---- ----
RATIOS ---INDUSTRY QUARTILES---
COMPANY UPPER MEDIAN LOWER
(SOLVENCY)
Quick Ratio . . . . . . . . . 0.6 2.3 1.0 0.6
Current Ratio . . . . . . . . 0.8 3.4 1.6 0.9
Curr Liab to Net Worth (%). . 30.9 17.7 30.6 43.5
Curr Liab to Inventory (%). . ---- 312.5 491.6 754.3
Total Liab to Net Worth (%) . 178.9 139.2 193.7 314.9
Fix Assets to Net Worth (%) . 246.8 161.5 228.9 295.3
(EFFICIENCY)
Coll Period (days). . . . . . 55.9 34.3 51.6 67.8
Sales to Inventory. . . . . . ---- 52.1 32.6 20.1
Assets to Sales (%) . . . . . 231.0 216.7 268.2 353.0
Sales to Net Working Cap. . . ---- 7.2 3.1 1.7
Acct Pay to Sales (%) . . . . 11.3 6.2 10.9 15.4
(PROFITABILITY)
Return on Sales (%) . . . . . 10.6 18.5 13.1 9.8
Return on Assets (%). . . . . 4.6 7.0 5.3 3.3
Return on Net Worth (%) . . . 12.8 19.7 15.7 12.6
Industry norms based on 504 firms,
with assets over $5 million.
END OF DOCUMENT
Name & Address:
PACIFIC TELESIS GROUP (INC)
140 New Montgomery St
SAN FRANCISCO, CA 94105
Telephone: 415-882-8000
DUNS Number: 10-346-0846
Line of Business: TELECOMMUNICATION SERVICES
Primary SIC Code: 4811
Secondary SIC Codes: 2741 5063 5732 6159
Year Started: 1906 (12/31/86) COMBINATION FISCAL
Employees Total: 74,937 Sales: 8,977,300,000
Employees Here: 2,000 Net Worth: 7,753,300,000
This is a PUBLIC company
HISTORY
09/01/87
DONALD E GUINN, CHB PRES+ THEODORE J SAENGER, V CHB GROUP
PRES+
SAM L GINN, V CHB+ JOHN E HULSE, V CHB CFO+
ROBERT V R DALENBERG, EX V PRES BENTON W DIAL, EX V PRES-HUM
GEN COUNSEL SEC RESOURCES
ARTHUR C LATNO JR, EX V PRES THOMAS G CROSS, V PRES TREAS
FRANK V SPILLER, V PRES
COMPTROLLER
DIRECTOR(S): The officers identified by (+) and Norman Barker Jr,
William P Clark, Willaim K Coblentz, Myron Du Bain, Herman E Gallegos
James R Harvey, Ivan J Houston, Leslie L Luttgens, E L Mc Neely, S
Donley Ritchey, Willaim French Smith & Mary S Metz.
Incorporated Nevada Oct 26 1983. Authorized capital consists of
505,000,000 shares common stock, $.10 par value.
OUTSTANDING CAPITAL STOCK: Consists of following at Dec 31 1986:
215,274,878 common shares at a stated value of $21.5 million plus
additional paid in capital of $5,068.5 million.
The stock is publicly traded on the New York, Pacific and Midwest
Stock Exchanges. There were 1,170,161 common shareholders at Feb 1 1987.
Officers and directors as a group hold less than 1% of stock. No other
entity owned more than 5% of the common stock outstanding.
The authorized capital stock was increased to $1,100,000,000
shares in 1987 by Charter Amendment. In addition, the company declared a
two-for-one stock split in the form of a 100% stock dividend effective
Mar 25 1987.
BACKGROUND: This business was founded in 1906 as a California
Corporation. The Pacific Telephone & Telegraph Company formed Dec 31
1906. Majority of the stock was held by American Telephone & Telegraph
Co (A T & T), New York, NY, prior to divestiture.
DIVESTITURE: Pursuant to a court oder of the U S District Court for
the Distirict of Columbia, A T & T divested itself of the exchange,
telecommunications, exchange access and printing directory advertising
portions of its 22 wholly-owned subsidiary operating telephone
companies, including the Pacific Telephone & Telegraph Company. A T & T
retains ownership of the former A T & T long lines interstate
organization, as well as those portions of the subsidiaries that provide
interchange services and customer premises equipment. To accomplish the
divestiture, this regional holding company was formed, which took over
the applicable operations and assets of the Pacific Telephone &
Telegraph Company and its subsidiary, Bell Telephone Company of Nevada.
Stock in the subject was distributed to the shareholders of A T & T, who
also retained their existing A T & T Stock. The divestiture was
accomplished on Jan 1 1984.
RECENT EVENTS:During Jun 1986, the company completed the
acquisition of Communications Industries Inc, Dallas, TX.
In Dec 1986, the company's wholly-owned subsidiary Pac Tel Cellular
Inc of Michigan signed an agreement to purhcase five cellular telephone
properties for $316 million plus certain contingent payments. These five
systems operate under the name of Cellular One. This acquaition is
subject to regulatory and court approval and final legal review.
------------------------OFFICERS------------------------.
GUINN born 1932 married. 1954 received BSCE from Oregon State
University. 1954-60 with The Pacific Telephone & Telegraph Company, San
Francisco, CA. 1960-64 with Pacific Northwest Bell Telephone Co,
Seattle, WA, as vice president. 1964-70 with A T & T. 1970-76 with
Pacific Northwest Bell. 1976-80 with A T & T as vice president-network
service. 1980 chairman and chief executive officer of The Pacific
Telephone & Telegraph Company. 1984 with Pacific Telesis Group as
chairman, president and chief executive officer.
SAENGER born 1928 married. 1951 received BS from the University of
California. 1946-47 in the U S Army. 1951-52 secretary and manager for
the Oakland Junior Chamber of Commerce. 1950-70 held various positions
with The Pacific Telephone & Telegraph Company. 1970-71 traffic
operations director for Network Administration in New York, A T & T.
1971 with The Pacific Telephone & Telegraph Company. 1974 vice
president. 1977 president. 1984 with Pacific Telesis Group as vice
chairman and president, Pacific Bell.
GINN born 1937 married. 1959 graduated from Auburn University. 1969
received MS from Stanford University. 1959-60 in the U S Army Signal
Corps as captain. 1960 joined A T & T Long Lines. 1977 vice
president-staff for A T & T Long Lines. 1978 joined The Pacific
Telephone & Telegraph Company as executive vice president-network. 1983
vice chairman. 1984 with Pacific Telesis Group as vice chairman and
group president, PacTel Companies.
HULSE born 1933 married. 1955 received BS from the University of
South Dakota. 1956-58 in the U S Army. 1958 joined Northwestern Bell
Telephone Co. 1980 joined The Pacific Telephone & Telegraph Company as
executive vice president and chief financial officer. 1983 vice
chairman. 1984 with Pacific Telesis Group as vice chairman and chief
financial officer.
LATNO born 1929 married. Received BS degree from the University of
Santa Clara. 1952 with Pacific Telephone & Telegraph Co. 1972 vice
president-regulatory. 1975 executive vice president-external affairs.
1984 with Pacific Telesis Group as executive vice president-external
affairs.
DALENBERG born 1930 married. Graduated from the University of
Chicago Law School and Graduate School of Business. 1956 admitted to
practice at the Illinois Bar and in 1973 the California Bar. 1957-67
private law practice in Chicago, IL. 1967-72 general attorney for
Illinois Bell. 1972-75 general attorney for The Pacific Telephone &
Telegraph Company. 1975 associate general counsel. 1976 vice president
and secretary-general counsel. 1984 with Pacific Telesis Group as
executive vice president and general counsel-secretary.
CROSS. Vice President and Treasurer and also Vice President of
Pacific Bell.
DIAL born 1929 married. 1951 received BA from Whittier College.
1961 received MS from California State University. 1951-53 in the U S
Army. 1954 with The Pacific Telephone & Telegraph Company. 1973 vice
president-regional staff and operations service for Southern California.
1976 vice president-customer operations in Los Angeles, CA. 1977 vice
president-corporate planning. 1980 vice president-human resources. 1984
with Pacific Telesis Group as executive vice president-human resources.
SPILLER born 1931 married. 1953 received BS from the University of
California, San Francisco. 1954-56 in the U S Army as a second
lieutenant. 1953 with The Pacific Telephone & Telegraph Company. 1977
assistant comptroller. 1981 assistant vice president-finance management.
1981 vice president and comptroller. 1984 with Pacific Telesis Group as
vice president and comptroller.
---------------------OTHER DIRECTORS---------------------.
BARKER. Retired chairman of First Interstate Bank Ltd.
CLARK. Of counsel to the law firm of Rogers & Wells.
COBLENTZ. Senior Partner in Coblentz, Cahen, Mc Cabe & Breyer,
Attorneys, San Francisco, CA.
DU BAIN. Chairman of SRI International.
GALLEGOS. Management consultant.
HARVEY. Chairman, and chief executive officer of Transamerica
Corporation, San Francisco, CA.
HOUSTON. Chairman and chief executive officer of Golden State
Mutual Life Insurance Co.
LUTTGENS. Is a community leader.
MC NEELY. Chairman and chief executive officer of Oak Industries,
Inc, San Diego, CA.
RITCHEY. Retired Chairman of Lucky Stores Inc.
SMITH. Partner in Gibson, Dunn & Crutcher, Attorneys.
METZ. President of Mills College.
OPERATION
09/01/87
Pacific Telesis Group is a regional holding company whose
operations are conducted by subsidiaries.
The company's two major subsidiaries, Pacific Bell and Nevada Bell,
provide a wide variety of communications services in California and
Nevada, including local exchange and toll service, network access and
directory advertising, and provided over 90% of total 1986 revenues.
Other subsidiaries, as noted below, are engaged in directory
publishing, cellular mobile communications and services, wholesaling of
telecommunications products, integrated systems and other services,
retails communications equipment and supplies, financing services for
products of affiliated customers, real estate development, and
consulting. Specific percentages of these operations are not available
but in the aggregate represent approximately 10%.
Terms are net 30 days. Has over 11,000,000 accounts. Sells to the
general public and commercial concerns. Territory :Worldwide.
EMPLOYEES: 74,937 including officers. 2,000 employed here.
Employees are on a consolidated basis as of Dec 31 1986.
FACILITIES: Owns over 500,000 sq. ft. in 20 story concrete and
steel building in good condition. Premises neat.
LOCATION: Central business section on side street.
BRANCHES: The subject maintains minor additional administrative
offices in San Francisco, CA, but most operating branches are conducted
by the operating subsidiaries, primarily Pacific Bell and Nevada Bell in
their respective states.
SUBSIDIARIES: Subsidiaries: The Company has the following principal
operating subsidiaries, all wholly-owned either directly or indirectly.
The telephone subsidiaries account for over 90% of the operating
results.
(1) Pacific Bell (Inc) San Francisco CA. Formed 1906 as a
California corporation. Acquired in 1984 as part of the divestiture of
AT&T. It is the company's largest subsidiary . It provides
telecommunicaton services within its service area in California.
(2) Nevada Bell (Inc) Reno NV. Incorporated in 1913. acquired from
Pacific Bell in 1984 by the divestiture of its stock. Provides
telecommunications, services in Nevada.
(3) Pac Tel Cellular Inc, TX. Renamed subsidiary formerly known
as Comminications Industries Inc. Acquired in 1986. Operates as a
marketer of cellular and paging services. This subsidiary, in turn, has
several primary subsidiaries as follows:.
(a) Gen Com Incorporated. Provides personal paging services.
(b) Multicom Incorporated. Markets paging services.
(4) Pac Tel Personal Communications. Formed to eventually hold all
of the company's cellular and paging operations. It is the parent of the
following:.
(c) Pac Tel Cellular supports the company's cellular activities.
(d) Pac Tel Mobile Services-formed to rent and sell cellular CPE
and paging equipment and resell cellular services, is now largely
inactive.
(5) Pac Tel Corporation, San Francisco CA began operations in Jan
1986 as a direct holding company subsidiary. It owns the stock of the
following companies:.
(e) Pac Tel Communications Companies-operates two primary
divisions, Pac Tel Info Systems and Pac Tel Spectrum Services.
(f) Pac Tel Finance-provides lease financing services.
(g) Pac Tel Properties-engages in real estate transactions holding
real estate valued at approximately $140 million at Dec 31 1986.
(h) Pac Tel Publishing -inactive at present.
(i) Pacific Telesis International-manages and operates
telecommunicatin businesses in Great Britain, Japan, South Korea, Spain
and Thailand.
(6) Pac Tel Capital Resources, San Francisco, CA -provides funding
through the sale of debt securities.
INTERCOMPANY RELATIONS: Includes common management, intercompany
services, inventory and equipment transactions, loans and advances. In
addition, the debt of Pac Tel Capital Resources is backed by a support
agreement from the parent with the debt unconditionally guaranteed for
repayment without recourse to the stock or assets of the telephone
subsidiaries or any interest therein.
08-27(1Z2 /27) 29709 052678678 H
ANALYST: Dan Quinn
12/31/86 COMBINATION FISCAL
(Figures are in THOUSANDS)
FINANCIALS % COMPANY INDST
COMPANY CHANGE % NORM %
Total Current Assets. . . . . 2,156,300 9.3 10.6 22.0
Fixed Assets. . . . . . . . . 17,244,900 1.6 84.9 35.6
Other Non-current Assets. . . 919,300 53.8 4.5 42.4
Total Assets. . . . . . . . . 20,320,500 4.0 100.0 100.0
Total Current Liabilities . . 2,405,100 21.3 11.8 11.6
Other Long Term Liab. . . . . 5,564,600 (7.6) 27.4 46.8
Net Worth . . . . . . . . . . 7,753,300 6.0 38.2 35.2
Total Liabilities & Worth. . 20,320,500 4.0 100.0 100.0
Net Sales . . . . . . . . . . 8,977,300 5.6 100.0 100.0
Gross Profit. . . . . . . . . ---- ---- ---- 40.1
RATIOS % ---INDUSTRY QUARTILES---
COMPANY CHANGE UPPER MEDIAN LOWER
Quick Ratio . . . . . . . . . 0.7 ---- 2.9 1.2 0.6
Current Ratio . . . . . . . . 0.9 (10.0) 4.9 2.2 1.0
Total Liab to Net Worth (%) . 162.1 (2.9) 127.4 180.2 297.2
Sales to Inventory. . . . . . 77.2 10.6 56.2 33.8 20.0
Return on Sales (%) . . . . . 12.0 10.1 20.1 14.6 11.3
Return on Assets (%). . . . . 5.3 10.4 7.2 5.7 3.7
Return on Net Worth (%) . . . 13.9 9.4 19.0 15.9 12.8
Industry norms based on 469 firms,
with assets over $5 million.
% = % = % = % = % = % = % = %
= =
% P h r a c k X V I I %
= =
% = % = % = % = % = % = % = %
Phrack Seventeen
07 April 1988
File 4 of 12 : Nitrogen-Trioxide Explosives
------------------------------------------------------------------------------
Working notes on Nitrogen Tri-Iodide (NI-3)
By: Signal Sustain
INTRODUCTION
This particular explosive is a real loser. It is incredibly unstable,
dangerous to make, dangerous to work with, and you can't do much with it,
either. A string of Black Cats is worth far more. At least you can blow up
anthills with those.
NI-3 is basically a compound you can make easily by mixing up iodine crystals
and ammonia. The resulting precipitate is very powerful and very unstable.
It is semi stable when wet (nothing you want to trust) and absolutely unstable
when dry. When dry, anything will set it off, such as vibration, wind, sun, a
fly landing on it. It has to be one of the most unstable explosives you can
deal with.
But it's easy to make. Anyone can walk into a chem supply house, and get a
bottle of iodine, and and a supermarket, and get clear ammonia. Mix them and
you're there. (See below for more on this)
So, some of you are going to try it, so I might as well pass on some tips from
hard experience. (I learned it was a loser by trying it).
Use Small Batches
First, make one very small batch first. Once you learn how powerful this
stuff is, you'll see why. If you're mixing iodine crystals (that's right,
crystals, iodine is a metal, a halogen, and its solid form is crystals; the
junk they sell as "iodine" in the grocery store is about 3% iodine in a bunch
of solvents, and doesn't work for this application), you want maybe 1/4
teaspoonful MAX, even less maybe. 1/4 TSP of this stuff is one hellacious
bang; it rattled the windows for a block around when it went off in my back
yard.
So go with 1/4 TSP, if I can talk you into it. The reason is the instability
of this compound. If you mix up two teaspoonfuls and it goes off in your
hand, kiss your hand goodbye right down to the wrist. A bucketful would
probably level any house you'll find. But 1/4 teaspoon, you might keep your
fingers. Since I know you're not going to mix this stuff up with remote
tools, keep the quantities small. This stuff is so unstable it's best to
hedge your bets.
Note: When holding NI3, try to hold with remote tools -- forceps? But if you
have to pick it up, fold your thumb next to your first finger, and grip around
with your fingers only. Do not grip the flask the conventional way, fingers
on one side, thumb of the other. This way, if it goes, you may still have an
opposing thumb, which is enough to get by with.
The compound is far more stable when wet, but not certain-stable. That's why
companies that make explosives won't use it; even a small chance of it blowing
up is too dangerous. (They still lose dynamite plants every now and then,
too, which is why they're fully automated). But when this stuff gets dry,
look out. Heinlein says "A harsh look will set it off", and he isn't kidding.
Wind, vibration, a breath across it, anything will trigger it off. (By the
way, Heinlein's process, from SF book "Farnham's Freehold", doesn't work,
either -- you can't use iodine liquid for this. You must use iodine
crystals.)
Don't Store It
What's so wickedly dangerous is if you try to store the stuff. Say you put it
in a cup. After a day, a crust forms around the rim of the liquid, and it
dries out. You pick up the cup, kabang!, the crust goes off, and the liquid
goes up from the shock. Your fingers sail into your neighbor's lawn. If you
make this, take extreme pains to keep it all wet. At least stopper the
testtube, so it can't evaporate.
Making It
Still want to make it? Okay. Get some iodine crystals at a chem supply
store. If they ask, say you need to purify water for a camping trip, and
they'll lecture you on better alternatives (halazone) but you can still get
it. Or, tell them you've been elected to play Mr. Wizard, and be honest --
you'll probably get it too. Possession is not illegal.
Get as little as possible. You need little and it's useless once you've tried
it once. Aim for 1/4 teaspoonful.
Second, get some CLEAR, NON SUDSY ammonia at the store, like for cleaning
purposes (BUT NO SUDS! They screw things up, it doesn't make the NI-3).
Third, pour ammonia in a bowl. Peeew! Nice smell.
Fourth, add 1/4 TSP or less of iodine crystals. Note these crystals, which
looks like instant coffee, will attack other metals, so look out for your
tableware. Use plastic everything (Bowl, spoon) if you can. These crystals
will also leave long-standing iodine stains on hands, and that's damned
incriminating if there was just an NI-3 explosion and they're looking for who
did it. Rubber gloves, please, dispose after use.
Now the crystals will sort of spread out. Stir a little if need be. Be
damned careful not to leave solution on the spoon that might dry. It'll go
off if you do, believe me. (Experience).
Let them spread out and fizzz. They will. Then after an hour or so there
will be left some reddish-brown glop in the bottom of the clear ammonia. It's
sticky like mud, hard to handle.. That's the NI-3.
It is safe right now, as it is wet. (DO NOT LET A RIM FORM ON THE AMMONIA
LIQUID!)
Using It
Now let's use up this junk right away and DON'T try to store it.
Go put it outside someplace safe. In my high school, someone once sprinkled
tiny, tiny bits (like individual crystals) in a hallway. Works good, it's
like setting off a cap under someone's shoe after the stuff dries. You need
far less than 1/4 TSP for this, too.
Spread it out in the sun, let it dry. DO NOT DISTURB. If you hear a sudden
CRACK!, why, it means the wind just blew enough to set it off, or maybe it
just went off by itself. It does that too.
It must be thoroughly dry to reach max instability where a harsh look sets it
off. Of course the top crystals dry first, so heads up. Any sharp impact
will set it off, wet or dry.
While you're waiting for it to dry, go BURN the plastic cup and spoon you made
it with. You'll hear small snapping noises as you do; this is the solution
drying and going off in the flames.
After two hours or so, toss rocks at the NI3 from a long ways away, and you'll
see it go off. Purplish fumes follow each explosion. It's a sharp CRACK, you
can't miss it.
Anyway. Like I say, most people make this because the ingredients are so
easily available. They make it, say what the hell do I do now?, and sprinkle
tiny crystals in the hallway. Bang bang bang. And they never make it again,
because you only get one set of fingers per hand, and most people want to keep
them.
Or they put it in door locks (while still in the "sludge" form), and wait for
it to try. Next person who sticks a key in there has a big surprise.
(This is also why most high school chem teachers lock up the iodine crystals.)
Getting Rid Of It
If you wash the NI-3 crystals down your kitchen sink, then you have to only
wait for them to dry out and go off. They'll stick to the pipe (halogen
property, there). I heard a set of pipes pop and crackle for days after this
was done. I'd recommend going and throwing the mess into a vacant lots or
something, and trying to set it off so no one else does accidentally.
If you do this, good luck, and you've been warned.
-- Signal Sustain
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Phrack Seventeen
07 April 1988
File 5 of 12 : How to Hack Cyber Systems
How To Hack A CDC Cyber
By: ** Grey Sorcerer
Index:
1. General Hacking Tips
2. Fun with the card punch
3. Getting a new user number the easy way
4. Hacking with Telex and the CDC's batch design
5. Grabbing a copy of the whole System
6. Staying Rolled In with BREAK
7. Macro Library
8. RJE Status Checks
9. The Worm
10. The Checkpoint/Restart Method to a Better Validation
I'm going to go ahead and skip all the stuff that's in your CDC reference
manuals.. what's a local file and all that. If you're at the point of being
ready to hack the system, you know all that; if not, you'll have to get up to
speed on it before a lot of this will make sense. Seems to me too many "how
to hack" files are just short rewrites of the user manuals (which you should
get for any serious penetration attempt anyway, or you'll miss lots of
possibilities), without any tips on ways to hack the system.
General hacking tips:
Don't get caught. Use remote dialups if possible and never never use any user
number you could be associated with. Also never re-use a user number.
Remember your typical Cyber site has a zillion user numbers, and they can't
watch every one. Hide in numbers. And anytime things get "hot", lay off for
awhile.
Magtapes are great. They hold about 60 Meg, a pile of data, and can hold even
more with the new drives. You can hide a lot of stuff here offline, like
dumps of the system, etc., to peruse. Buy a few top quality ones.. I like
Black Watch tapes my site sells to me the most, and put some innocuous crap on
the first few records.. data or a class program or whatever, then get to the
good stuff. That way you'll pass a cursory check. Remember a usual site has
THOUSANDS of tapes and cannot possibly be scanning every one; they haven't
time.
One thing about the Cybers -- they keep this audit trail called a "port log"
on all PPU and CPU accesses. Normally, it's not looked at. But just remember
that *everything* you do is being recorded if someone has the brains and the
determination (which ultimately is from you) to look for it. So don't do
something stupid like doing real work on your user number, log off, log right
onto another, and dump the system. They WILL know.
Leave No Tracks.
Also remember the first rule of bragging: Your Friends Turn You In.
And the second rule: If everyone learns the trick to increasing priority,
you'll all be back on the same level again, won't you? And if you show just
two friends, count on this: they'll both show two friends, who will show
four...
So enjoy the joke yourself and keep it that way.
Fun With The Card Punch
Yes, incredibly, CDC sites still use punch cards. This is well in keeping
with CDC's overall approach to life ("It's the 1960's").
The first thing to do is empty the card punch's punchbin of all the little
punchlets, and throw them in someone's hair some rowdy night. I guarantee the
little suckers will stay in their hair for six months, they are impossible to
get out. Static or something makes them cling like lice. Showers don't even
work.
The next thing to do is watch how your local installation handles punch card
decks. Generally it works like this. The operators love punchcard jobs
because they can give them ultra-low priority, and make the poor saps who use
them wait while the ops run their poster-maker or Star Trek job at high
priority. So usually you feed in your punchcard deck, go to the printout
room, and a year later, out comes your printout.
Also, a lot of people generally get their decks fed in at once at the card
reader.
If you can, punch a card that's completely spaghetti -- all holes punched.
This has also been known to crash the cardreader PPU and down the system. Ha,
ha. It is also almost certain to jam the reader. If you want to watch an
operator on his back trying to pick pieces of card out of the reader with
tweezers, here's your chance.
Next, the structure of a card deck job gives lots of possibilities for fun.
Generally it looks like this:
JOB card: the job name (first 4 characters)
User Card: Some user number and password -- varies with site
EOR card: 7-8-9 are punched
Your Batch job (typically, Compile This Fortran Program). You know, FTN.
LGO. (means, run the Compiled Program)
EOR card: 7-8-9 are punched
The Fortran program source code
EOR card: 7-8-9 are punched
The Data for your Fortran program
EOF card: 6-7-8-9 are punched. This indicates: (end of deck)
This is extremely typical for your beginning Fortran class.
In a usual mainframe site, the punchdecks accumulate in a bin at the operator
desk. Then, whenever he gets to it, the card reader operator takes about
fifty punchdecks, gathers them all together end to end, and runs them through.
Then he puts them back in the bin and goes back to his Penthouse.
GETTING A NEW USER NUMBER THE EASY WAY
Try this for laughs: make your Batch job into:
JOB card: the job name (first 4 characters)
User Card: Some user number and password -- varies with site
EOR card: 7-8-9 are punched
COPYEI INPUT,filename: This copies everything following the EOR mark to the
filename in this account.
EOR Card: 7-8-9 are punched.
Then DO NOT put an EOF card at the end of your job.
Big surprise for the job following yours: his entire punch deck, with, of
course, his user number and password, will be copied to your account. This is
because the last card in YOUR deck is the end-of-record, which indicates the
program's data is coming next, and that's the next person's punch deck, all
the way up to -his- EOF card. The COPYEI will make sure to skip those pesky
record marks, too.
I think you can imagine the rest, it ain't hard.
Hacking With Telex
When CDC added timeshare to the punch-card batch-job designed Cyber machines,
they made two types of access to the system: Batch and Telex. Batch is a
punch-card deck, typically, and is run whenever the operator feels like it.
Inside the system, it is given ultra low priority and is squeezed in whenever.
It's a "batch" of things to do, with a start and end.
Telex is another matter. It's the timeshare system, and supports up to, oh,
60 terminals. Depends on the system; the more RAM, the more swapping area (if
you're lucky enough to have that), the more terminals can be supported before
the whole system becomes slug-like.
Telex is handled as a weird "batch" file where the system doesn't know how
much it'll have to do, or where it'll end, but executes commands as you type
them in. A real kludge.
Because the people running on a CRT expect some sort of response, they're
given higher priority. This leads to "Telex thrashing" on heavily loaded CDC
systems; only the Telex users get anywhere, and they sit and fight over the
machine's resources.
The poor dorks with the punch card decks never get into the machine, because
all the Telex users are getting the priority and the CPU. (So DON'T use punch
cards.)
Another good tip: if you are REQUIRED to use punch cards, then go type in
your program on a CRT, and drop it to the automatic punch. Sure saves trying
to correct those typos on cards..
When you're running under Telex, you're part of one of several "jobs" inside
the system. Generally there's "TELEX," something to run the line printer,
something to run the card reader, the mag tape drivers (named "MAGNET") and
maybe a few others floating around. There's limited space inside a Cyber..
would you believe 128K 60-bit words?.. so there's a limited number of jobs
that can fit. CDC put all their effort into "job scheduling" to make the best
of what they had.
You can issue a status command to see all jobs running; it's educational.
Anyway, the CDC machines were originally designed to run card jobs with lots
of magtape access. You know, like IRS stuff. So they never thought a job
could "interrupt," like pressing BREAK on a CRT, because card jobs can't.
This gives great possibilities.
Like:
Grabbing a Copy Of The System
For instance. Go into BATCH mode from Telex, and do a Fortran compile.
While in that, press BREAK. You'll get a "Continue?" verification prompt.
Say no, you'd like to stop.
Now go list your local files. Whups, there's a new BIG one there. In fact,
it's a copy of the ENTIRE system you're running on -- PPU code, CPU code, ALL
compilers, the whole shebang! Go examine this local file; you'll see the
whole bloody works there, mate, ready to play with.
Of course, you're set up to drop this to tape or disk at your leisure, right?
This works because the people at CDC never thought that a Fortran compile
could be interrupted, because they always thought it would be running off
cards. So they left the System local to the job until the compile was done.
Interrupt the compile, it stays local.
Warning: When you do ANYTHING a copy of your current batch process shows up
on the operator console. Typically the operators are reading Penthouse and
don't care, and anyway the display flickers by so fast it's hard to see. But
if you copy the whole system, it takes awhile, and they get a blow-by-blow
description of what's being copied. ("Hey, why is this %^&$^ on terminal 29
copying the PPU code?") I got nailed once this way; I played dumb and they let
me go. ("I thought it was a data file from my program").
Staying "Rolled In"
When the people at CDC designed the job scheduler, they made several "queues."
"Queues" are lines.
There's:
1. Input Queue. Your job hasn't even gotten in yet. It is standing outside,
on disk, waiting.
2. Executing Queue. Your job is currently memory resident and is being
executed, although other jobs currently in memory are
competing for the machine as well. At least you're in
memory.
3. Timed/Event Rollout Queue: Your job is waiting for something, usually a
magtape. Can also be waiting for a given time. Yes, this
means you can put a delayed effect job into the system. Ha,
ha. You are on disk at this point.
4. Rollout Queue: Your job is waiting its turn to execute. You're out on
disk right now doing nothing.
Anyway, let's say you've got a big Pascal compile. First, ALWAYS RUN FROM
TELEX (means, off a CRT). Never use cards. If you use cards you're
automatically going to be low man on the priority schedule, because the CPU
doesn't *have* to get back to you soon. Who of us has time to waste?
Okay, do the compile. Then do a STATUS on your job from another machine.
Typically you'll be left inside the CPU (EXECUTE) for 10 seconds, where you'll
share the actual CPU with about 10-16 other jobs. Then you'll be rolled-out
(ROLLOUT), at which time you're phucked; you have to wait for your priority to
climb back up before it'll execute some more of your job. This can take
several minutes on a deeply loaded system.
(All jobs have a given priority level, which usually increments every 10 sec
or so, until they start executing).
Okay, do this. Press BREAK, then at the "Continue?" prompt, say yes. What
happened? Telex had to "roll your job in" to process the BREAK! So you get
another free 10 seconds of CPU -- which can get a lot done.
If you sit and hit BREAK - Y <return> every 10 sec or so during a really big
job, you will just fly through it. Of course, everyone else will be sitting
and staring at their screen, doing nothing, because you've got the computer.
If you're at a school with a Cyber, this is how to get your homework done at
high speed.
Macro Library
If you have a typical CDC site, they won't give you access to the "Macro
library." This is a set of CPU calls to do various things -- open files, do
directory commands, and whatnot. They will be too terrified of "some hacker."
Reality: The dimbulbs in power don't want to give up ANY of their power to
ANYONE. You can't really do that much more with the Macro library, which
gives assembly language access to the computer, than you can with batch
commands.. except what you do leaves lots less tracks. They REALLY have to
dig to find out what your program did if you use Macro calls.. they have to
go to PPU port logs, which is needle in a haystack sort of stuff, vs. batch
file logs, which are real obvious.
Worry not. Find someone at Arizona State or Minnesota U. that's cool, and get
them to send you a tape of the libraries. You'll get all the code you can
stand to look at. By the way they have a great poster tape... just copy the
posters to the line printer. Takes a long time to print them but it's worth
it. (They have all the classic ones.. man on the moon, various playmates,
Spock, etc. Some are 7 frames wide!).
With the Macro library, you can do many cool things.
The best is a demon scanner. All CDC user numbers have controlled access for
other users to individual files -- either private, (no access to anyone else),
semiprivate (others can read it but a record is made), or public (anyone can
diddle your files, no record). What you want is a program (fairly easy to do
in Fortran) that counts through user numbers, doing directory commands. If it
finds anything, it checks for non semi-private (so no records are made), then
copies it to you.
You'll find the damnedest stuff, I guarantee it. Try to watch some system
type signing in and get the digits of his user number, then scan variations
beginning with that user #. For instance, if he's a SYS1234, then scan all
user #'s beginning with SYS (sysaaaa to sys9999).
Since it's all inside the Fortran program, the only record, other than
hard-to-examine PPU logs, is a "Run Fortran Program" ("LGO.") on the batch
dayfile. If you're not giving the overworked system people reason to suspect
that commonplace, every-day student Fortran compile is anything out of the
ordinary, they will never bother to check -- the amount of data in PPU logs is
OVERWHELMING.
But you can get great stuff.
There's a whole cool library of Fortran-callable routines to do damned near
anything a batch command could do in the Minnesota library. Time to get some
Minnesota friends -- like on UseNet. They're real cooperative about sending
out tapes, etc.
Generally you'll find old files that some System Type made public one day (so
a buddy could copy them) then forgot about. I picked off all sorts of stuff
like this. What's great is I just claimed my Fortran programs were hanging
into infinite loops -- this explained the multi-second CPU execution times.
Since there wasn't any readily available record of what I was up to, they
believed it. Besides, how many idiot users really DO hang into loops? Lots.
Hide in numbers. I got Chess 4.2 this way -- a championship Chess program --
and lots of other stuff. The whole games library, for instance, which was
blocked from access to mere users but not to sysfolk.
Again, they *can* track this down if you make yourself obnoxious (it's going
to be pretty obvious what you're doing if there's a CAT: SYSAAAA
CAT: SYSAAAB CAT: SYSAAAC .. etc. on your PPU port log) so do this on someone
else's user number.
RJE Status Checks
Lots of stupid CDC installations.. well, that doesn't narrow the field much..
have Remote Job Entry stations. Generally at universities they let some poor
student run these at low pay.
What's funny is these RJE's can do a status on the jobs in the system, and the
system screeches to a halt while the status is performed. It gets top
priority.
So, if you want to incite a little rebellion, just sit at your RJE and do
status requests over and over. The system will be even slower than usual.
The Worm
Warning: This is pretty drastic. It goes past mere self-defense in getting
enough priority to get your homework done, or a little harmless exploration
inside your system, to trying to drop the whole shebang.
It works, too.
You can submit batch jobs to the system, just as if you'd run them through the
punchcard reader, using the SUBMIT command. You set up a data file, then do
SUBMIT datafile. It runs separate from you.
Now, let's say we set up a datafile named WORM. It's a batch file. It looks
like this:
JOB
USER,blah (whatever -- a user number you want crucified)
GET,WORM; get a copy of WORM
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
SUBMIT,WORM.; send it to system
(16 times)
(end of file)
Now, you SUBMIT WORM. What happens? Worm makes 16 copies of itself and
submits those. Those in turn make 16 copies of themselves (now we're up to
256) and submit those. Next pass is 4096. Then 65536. Then...
Now, if you're really good, you'll put on your "job card" a request for high
priority. How? Tell the system you need very little memory and very little
CPU time (which is true, Submit takes almost nothing at all). The scheduler
"squeezes" in little jobs between all the big ones everyone loves to run, and
gives ultra-priority to really tiny jobs.
What happens is the system submits itself to death. Sooner or later the input
queue overflows .. there's only so much space .. and the system falls apart.
This is a particularly gruesome thing to do to a system, because if the guy
at the console (count on it) tries the usual startup, there will still be
copies of WORM in the input queue. First one of those gets loose, the system
drops again. With any luck the system will go up and down for several hours
before someone with several connected brain cells arrives at the operator
console and coldstarts the system.
If you've got a whole room full of computer twits, all with their hair tied
behind them with a rubber band into a ponytail, busily running their Pascal
and "C" compiles, you're in for a good time. One second they will all be
printing -- the printers will be going weep-weep across the paper. Next
second, after you run, they will stop. And they will stay stopped. If you've
done it right they can't get even get a status. Ha, ha.
The faster the CPU, the faster it will run itself into the ground.
CDC claims there is a limit on the number of jobs a user number can have in
the system. As usual they blew it and this limit doesn't exist. Anyway, it's
the input queue overflow that kills things, and you can get to the input queue
without the # of jobs validation check.
Bear in mind that *anything* in that batch file is going to get repeated ten
zillion times at the operator console as the little jobs fly by by the
thousands. So be sure to include some charming messages, like:
job,blah
user,blah