Sentences with phrase «cost of debt capital»

To get our cost of debt capital down, we want to move towards investment grade metrics.

That said, a lot of the advantage gets erased by a higher cost of debt capital, which is partly driven by the Fed, and partly by a potentially humongous deficit.

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.

United has been bolstered by CEO Oscar Munoz, who has cut costs by increasing the number of planes United leases rather than owns, but its debt - to - capital ratio, at 77 %, leaves some investors spooked.

It is this lower cost of capital that should be factored in when calculating the return from taking on debt.

Weighted average (between debt and equity) cost of capital (WACC): This is the firm's true annual cost to obtain and hold onto the combination of debt and equity that pays for the fixed asset base.

The combination of lower - cost debt capital with higher - cost equity capital produces the next item in this list.

Some funds are from debt (less risky to the creditors, so it has a lower cost of capital to the firm), and some funds come from equity (more risky to the investors, so these have a higher cost of capital).

Obviously, besides immediately abandoning its propaganda campaign, the Chinese government should reassure the global business community with concrete, honest, realistic, and market - based solutions that address the underlying pathologies of China's poor economic performance: massive debt, endemic overcapacity, and an economic system that channels low - cost capital into inefficient state - owned enterprises at the expense of private entrepreneurs and consumers.

Flaherty supports the proposal, arguing in an April letter to his G20 counterparts that embedded contingent capital would «force the costs of excessive risk - taking to be removed from taxpayers and placed on to the right people — shareholders and subordinated debt holders — thus improving market discipline.»

Some examples: in the presence of full expensing, a corporate rate reduction has no effect on the cost of capital for equity - financed investments and raises the cost of capital for debt - financed investments.

What passed for Soviet Marxism lacked an understanding of how economic rents and the ensuing high labor costs affected international prices, or how debt service and capital flight affected the currency's exchange rate.

In the presence of debt finance, textbook analysis would suggest that a cut in the corporate tax rate would raise the cost of capital because interest deductions would no longer be as valuable and thus discourage investment.

With its flexible financial system and the gradual elimination by the 1970s of all capital restrictions, the United States was able quickly to adapt, and began running large trade deficits whose costs, in the form of unemployment and consumer debt, it was willing to absorb for geopolitical advantage, the importance of which soared during the Cold War.

Put differently, the only way to reduce debt is to allocate the cost to some sector of the economy, and broadly speaking these sectors are the household sector, the private sector, the state sector, and the various more specialized subsectors within these three — for example households can consist of rich households versus the rest, the state sector can be divided among the central government and the provincial governments, the private sector can consist of SMEs, large corporations, labor - intensive industries, capital - intensive industries, the export sector, etc..

What is to stop U.S. banks and their customers from creating $ 1 trillion, $ 10 trillion or even $ 50 trillion on their computer keyboards to buy up all the bonds and stocks in the world, along with all the land and other assets for sale, in the hope of making capital gains and pocketing the arbitrage spreads by debt leveraging at less than 1 % interest cost?

-- Goethe What is to stop U.S. banks and their customers from creating $ 1 trillion, $ 10 trillion or even $ 50 trillion on their computer keyboards to buy up all the bonds and stocks in the world, along with all the land and other assets for sale, in the hope of making capital gains and pocketing the arbitrage spreads by debt leveraging at less than 1 % interest cost?

Our strategy is to deploy capital from any potential source, whether debt or internally generated cash, depending on the adequacy and availability of that source of capital and which source may be used most efficiently and at the lowest cost at that point in time.

«We are focused on debt repayment and capital flexibility, investment in the long - term sustainability of our core iron - ore assets, creating low - cost future growth options and delivery of returns to our shareholders,» the company said in a statement.

The mix of debt and equity financing that you use will determine your cost of capital for your business.

John also served as the VP and Head of Corporate Development for an early - stage renewable energy and feed company based in Florida as well as a Director in Business Development at Valens Capital, a billion dollar hedge fund focused on providing flexible, custom - tailored and cost - effective debt and equity growth financing solutions to small - cap public and private companies.

In addition, rising equity values for Utilities offsets the advantages that cheap debt has for their cost of capital.

And along with its quarterly report last week, Whole Foods raised its dividend, approved a massive new $ 1 billion share repurchase program, and unveiled an ambitious new capital structure designed to take advantage of attractive debt markets and reduce the company's overall cost of capital.

Thanks to STORE's skilled use of long - term fixed rate debt, the net cash spread (cash yield minus cost of capital) generally stays the same, allowing for profitable growth of AFFO per share and thus the dividend.

Capital Markets Corporate Debt As Russian companies strive to cope with higher borrowing costs and a shortage of dollars and euros to repay foreign debt, emerging markets bonds are coming under increasing scrutiny by investDebt As Russian companies strive to cope with higher borrowing costs and a shortage of dollars and euros to repay foreign debt, emerging markets bonds are coming under increasing scrutiny by investdebt, emerging markets bonds are coming under increasing scrutiny by investors.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

When combined with the industry's lowest payout ratio and one of the strongest balance sheets (ensuring plentiful access to low cost debt growth capital), STORE's dividend appears to be on very solid ground, even despite its rather limited dividend track record.

Under the new partnership, Panasonic would foot the capital costs of solar - panel production — taking the pressure off debt - riddled SolarCity, which analysts say is in danger of bankruptcy if it's left to fend for itself.

call for a revision of the current formula for setting rates which requires rates to be set to fully cover the cost of operating the system, the cost of debt service for capital work and a rental payment to the City of New York, which is set at 15 % of the debt service,

But the bulk of the spending from the capital plan would take place over the next few years, according to the proposal, a pace of spending that surprised some budget watchers and would most likely add to the city's debt service costs.

- NCE (net current expenditure): Total district expenditures, including teacher salaries, minus the cost of capital outlay, debt service and transportation.

For these projects, the low - cost capital not only reduces the long - term costs of project delivery, it provides project sponsors the flexibility of utilizing innovative delivery methods that would otherwise be prohibitively expensive utilizing taxable long - term debt.

They have room to take on low - cost debt to buy back stock, which lowers their cost of capital and boosts earnings per share, all else being equal.

This proposal would create a cost structure (including interest rates, fees, and other components) that would generate sufficient revenues for the government to cover its costs of lending, including its cost of capital, loan servicing, collection costs for defaulted loans and any losses due to defaults or other discharge of the debt.

Proceeds of these bonds can be used for expenditures, debt service reserve funds and costs of issuing the bonds but not to refinance capital expenditures, so - called refunding issues.

One component of the cost of capital is the cost of debt financing.

The drop to junk status shows that the company could quickly run into difficulties in paying its debts, especially as the company will see its cost of capital increase and its financing options shrink as a result of the downgrade.

These companies can issue debt at lower interest rates than their competition and this can significantly lower their cost of capital.

On the contrary, high debt companies have to pay high interests and hence have a higher cost of capital.

If we assume there will be about 8 % charge - offs, that the charge - offs losses are «bad debt» and therefore short - term capital losses, and if you're in the 25 % tax bracket, and if we assume your capital losses will offset capital gains, then having the investment in an IRA and losing the deductibility of the short term losses would cost 2 % (8 % * 25 %) of tax benefit.

In addition the issuing company has the advantages of a lower cost of capital and the ability to get rid of debt obligations through bond conversions.

It is likely that it would not be able to obtain as much financing in this matter and would either 1) have to rely more on debt and raise its cost of capital or 2) obtain less financing overall.

Walsh warned shareholders and employees of the painful restructuring, cost reduction & rationalisation still to come, and then began systematically ticking each action item off his list: i) After one last kitchen sink loss in 2012 of EUR 116 million (mostly goodwill impairment), One51 actually recorded a net profit in 2013 for the first time in 7 years, ii) free cash flow increased from just EUR 1.1 million in 2011 to 15.4 million in 2013, iii) almost EUR 100 million was raised in two years from the sale of the plastic extrusion business, the disposal of stakes in Island Renewable Energy, Thirdforce, IFG, and (most significantly) Irish Continental Group, in addition to a substantial 2013 capital redemption from NTR, and iv) net debt (exc.

They recognize the geological uncertainty attached to all resource bodies, the possible political risks, the business risks, the multi - year / decade timescale, the significant capital / operating costs, the cash / debt / share dilution required to fund them, the volatility of commodity prices, etc..

Again if you plot risk as a % cost of capital on the y axis and on the x axis the increasing debt weight, on a absolute basis risk is lowest @ 100 % equity.

This reduced the cost of capital because it turned equity into debt, which is a cheaper form of capital.

If a larger portion of your balance sheet is low interest debt your cost of capital would be decreased.

In a very low interest rate environment, adding low interest debt to the balance sheet would reduce cost of capital.

Without loan guarantees, private banks would charge high premiums on debt to compensate them for the technology and scale - up risks inherent in first - of - a-kind project — and these capital costs can ruin project economics.

This historic partnership will exponentially grow the green debt capital market, thereby driving down the cost of capital for solar energy projects.