Sentences with phrase «current liabilities of the company»

This means that the current assets should be greater than current liabilities of a company.

Working capital is the difference between the Current Assets and the Current Liabilities of the company.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Every Friday afternoon, Phunware's controller emails an overview of the company's financials to the management team, including data on key metrics such as cash on hand, obligations, and the quick ratio, which the company derives from dividing cash plus receivables by current liabilities.

Subtracting the company's current liabilities from these current assets shows how much working capital (your firm's truest measure of liquidity) is on hand and its ability to pay for decisions in the short - term.

(a) Schedule 2.7 (a) of the Disclosure Schedule contains a list setting forth each employee benefit plan, program, policy or arrangement (including any «employee benefit plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligation.

To calculate working capital, a company would deduct the value of its current liabilities from its current assets.

Company ABC has current assets of $ 500,000 and current liabilities of $ 350,000.

The worth of a company's assets divided by current financial liabilities, including short - term debts.

The Chartered Institute of Taxation (CIOT) has expressed disappointment at today's announcement that Disincorporation Relief will not be extended beyond its current March 2018 expiry date.1 The relief was created to address the problems faced by some small businesses that have chosen to be a limited company in the past and want to return to a simpler legal form, be it a sole trader or a partnership or a limited liability partnership.2 While there has been a very low take up of Disincorporation Relief since it was introduced in 2013 (fewer than 50 claims had been made as of March 2016) the CIOT has suggested3 that the relief might be more popular if it was broader.4 John Cullinane, CIOT Tax Policy Director, said: «It's a shame the Government are letting this relief lapse.

Assuming a company's working capital (current assets less current liabilities) is conservatively stated, Graham and Rea felt that a firm could reasonably be expected to be sold off for the value of these assets.

To calculate working capital, a company would deduct the value of its current liabilities from its current assets.

Company financial strength is scored by looking at levels of the current ratio (current assets divided by current liabilities) and debt - to - equity ratio (long - term debt divided by equity and expressed as a percentage).

The current ratio helps investors and creditors understand the liquidity of a company and how easily that company will be able to pay off its current liabilities.

This means that companies with larger amounts of current assets will more easily be able to pay off current liabilities when they become due without having to sell off long - term, revenue generating assets.

So a current ratio of 2.5 would mean that the company has 2.5 times more current assets than current liabilities.

Is it as simple as subtracting Current Liabilities from Total Cash, since it would be advisable for a company to keep enough cash on hand to meet these types of liabilities, and therefore this portion would not be consideLiabilities from Total Cash, since it would be advisable for a company to keep enough cash on hand to meet these types of liabilities, and therefore this portion would not be consideliabilities, and therefore this portion would not be considered excess?

The first being Benjamin Graham's net current asset value method that looks for companies trading for less than two - thirds their current assets less all their liabilities, which is a rough measure of their liquidation value.

The term «net current assets» refers to the value of company's total current assets after all of its current liabilities have been subtracted.

Among these are avoiding companies with too much debt; looking for a margin of safety, such as over - 2.0 current ratio (current assets dividend by current liabilities); and seeking stocks trading at low price - earnings ratios and low price - to - book - value ratios.

A current ratio of 2 would mean that current assets are sufficient to cover for twice the amount of a company's short term liabilities.

Graham loved «net - nets ``, stocks trading substantially less than the current assets of the company minus all its liabilities.

The company reports $ 7.1 billion in current assets (cash, inventories, and receivables) against total liabilities of just half that, or $ 3.4 billion.

Since the book value of stocks doesn't change that often (because it represents the price the company sold it for, not the current value on the stock market, and would therefore only change when there were new share issues), almost all changes in total assets or in total liabilities are reflected in Retained Earnings.

After subtracting the total liabilities of the Company from this amount, the Company is left with nearly $ 200 million of net current assets, or $ 3.35 per share.

For an investment company or similar entity, the total current value of assets held less the amount of outstanding liabilities, divided by the number of shares outstanding.

Company borrowings repayable within one year that appear in the current liabilities section of the balance sheet.

The other important safety factor is the company's fortress - like balance sheet, courtesy of its strong current ratio (short - term assets / short - term liabilities), modest net debt position, and free cash flow that comfortably covers the dividend nearly twice over.

Yet, had you focused exclusively on net nets (Graham's famous approach whereby one only buys stock in companies where the sum of current assets less all liabilities exceeds the market value), you would have cashed in 29.4 % annually in the same period.

Deep Value: John focuses on Benjamin Graham's net nets: those companies that are offered at a price below the value of its current assets after all liabilities have been honored.

The senior securities of a company as they constitute a first charge on the company's assets, earnings and undertakings before unsecured current liabilities are paid.

The second major protective factor is the company's fortress - like balance, specifically one marked by an enormous net cash position (enough to fund the dividend for 18 years), and one of the highest current ratios (short - term assets / short - term liabilities) in the industry, indicating the company has no problems servicing its debt or liabilities.

Debts or obligations of a company, usually divided into current liabilities - those due and payable within one year - and long - term liabilities - those payable after one year.

His procedure was to tote up a firm's current assets (cash and things that are expected to be turned into cash in the next year) then subtract all of the company's liabilities.

At the end of 2011 the company had $ 103 million in current liabilities, $ 138 million in LT debt $ 21 million in other LT obligations and $ 232 million in shareholder equity.

Net Cash and Marketable Securities As of September 31, 2012 the company had $ 280 million in current assets (mostly cash and marketable securities) offset by $ 124 million in current liabilities (primarily 4 % convertible notes due 6/1/13) for a net position of $ 156 million.

Putting issues of residency, ATO cashflow and frankable profits to one side — Companies are merely limited liability investment vehicles and simply «prepay» tax under the current imputation system.

This is because the company is profitable and has $ 60 million of current assets against total liabilities of $ 26 million (for a difference of $ 34 million) while the company traded for a grand total of just $ 25 million.

The net current assets investment selection criterion calls for the purchase of stocks which are priced at 66 % or less of a company's underlying current assets (cash, receivables and inventory) net of all liabilities and claims senior to a company's common stock (current liabilities, long - term debt, preferred stock, unfunded pension liabilities).

That is, these companies had a surplus of current assets (cash, receivables, and inventory) over all liabilities (current and long term) and had market capitalizations no higher than two - thirds of their net current asset value.

Subtract the total liabilities of a company from the company's current assets, 2.)

If you look at the balance sheets of many of the companies raising funds in the bond market, many of them have current liabilities that are greater than their current asset.

Sometimes you will see what appears to be a pristine balance sheet of a company trading below net current asset value, but then come to find out that they have enormous long term lease commitments which — in my view — should be put on the balance sheet as a liability.

What is the current ratio (current assets divided by current liabilities) of the company?

This screen looks for unpopular dividend - paying companies with low price - earnings and price - to - book ratios that are exhibiting positive earnings and have a reasonable amount of long - term debt relative to net working capital (current assets less current liabilities).

Pursuant to the requirements of Washington law, the Company intends to retain certain of the remaining assets of the Company to satisfy and make reasonable provision for the satisfaction of any current, contingent or conditional claims and liabilities of the Company until such time as the Company's board of directors determines that it is appropriate to distribute some or all of such remaining assets.

Those periodic special dividends are feasible because of the firm's immaculate balance sheet, which has almost no debt, relatively high cash levels (relative to the size of the company and its acquisitions), and a high current ratio (i.e. the company's short - term assets cover its short - term liabilities by more than three-fold, thus protecting it from unexpected negative financial strains, such as during recessions when demand from restaurants can lead to declining sales, earnings, and cash flow).

NCAV strategy (buy companies with at least 1/3 discount to its» net current asset value (total current assets — total liabilities)-RRB- is arguably the defining strategy of Benjamin Graham (old school value investing), and SpinOffs strategy is arguably the most well known strategy from Joel Greenblatt (new school value investing).

The ratio of a stock's current price to the company's net worth (assets minus liabilities) per share.

The Company's financial instruments consist of cash and cash equivalents, accounts receivable, accounts payable, other current liabilities, deferred compensation, and debt, none of which are measured at fair value on a recurring basis.