Sentences with phrase «operating assets flows»

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.

«Increased commodity prices, coupled with a focus on operating efficiently and strengthening our portfolio, resulted in higher earnings and the highest quarterly cash flow from operations and asset sales since 2014,» Darren Woods, chairman and chief executive officer, said in a statement.

The performance goals upon which the payment or vesting of any Incentive Award (other than Options and stock appreciation rights) that is intended to qualify as Performance - Based Compensation depends shall relate to one or more of the following Performance Measures: market price of Capital Stock, earnings per share of Capital Stock, income, net income or profit (before or after taxes), economic profit, operating income, operating margin, profit margin, gross margins, return on equity or stockholder equity, total shareholder return, market capitalization, enterprise value, cash flow (including but not limited to operating cash flow and free cash flow), cash position, return on assets or net assets, return on capital, return on invested

Cash Flow Return on Invested Capital (CFROIC) is defined as consolidated cash flow from operating activities minus capital expenditures, the difference of which is divided by the difference between total assets and non-interest bearing current liabilities.

Under the Bonus Plan, our compensation committee, in its sole discretion, determines the performance goals applicable to awards, which goals may include, without limitation: attainment of research and development milestones, sales bookings, business divestitures and acquisitions, cash flow, cash position, earnings (which may include any calculation of earnings, including but not limited to earnings before interest and taxes, earnings before taxes, earnings before interest, taxes, depreciation and amortization and net earnings), earnings per share, net income, net profit, net sales, operating cash flow, operating expenses, operating income, operating margin, overhead or other expense reduction, product defect measures, product release timelines, productivity, profit, return on assets, return on capital, return on equity, return on investment, return on sales, revenue, revenue growth, sales results, sales growth, stock price, time to market, total stockholder return, working capital, and individual objectives such as MBOs, peer reviews, or other subjective or objective criteria.

In the second quarter of fiscal 2017, the company performed an interim impairment assessment on the intangible assets of the Bolthouse Farms carrot and carrot ingredients reporting unit and the Garden Fresh Gourmet reporting unit as operating performance was well below expectations and a new leadership team of the Campbell Fresh division initiated a strategic review which led to a revised outlook for future sales, earnings, and cash flow.

A: Our model evaluates five indicators of shareholder wealth and business performance: total shareholder return, earnings per share growth, change in operating cash flow, return on equity and return on assets.

Calumet Specialty Products Partners is interesting in that some of its assets have promise, but are burdened by other cash - burning segments of its business and the massive debt that costs it more than double its operating cash flows:

The only real way to go about that would be somewhere in the hard asset class is: gold, precious metals, real estate, businesses that have operating cash flow, and stable demand things.

After all, the proverbial «boxes» have been ticked; permitting, sufficient infrastructure, customer base, real producing assets (as opposed to highly speculative land with evidence of graphite), revenue, and operating cash flow.

Plus, varying levels of interest rates paid on debt loads can also muddy the water on earnings — not to mention that there are various analytical ways to account for rent expense (whether to capitalize such assets or to allow the expense to flow through the operating line).

Hedge fund activists tend to target companies that are typically «value» firms, with low market value relative to book value, although they are profitable with sound operating cash flows and return on assets.

His variables capture profitability (positive earnings, positive cash flows from operations, increasing return on assets and negative accruals), operating efficiency (increasing gross margins and asset turnover) and liquidity (decreasing debt, increasing current ratio, and no equity issuance).

CRC is one of the most deeply undervalued asset situations we've uncovered, which is no surprise given the parlous state of its earnings and operating cash flow.

Seeks to capture large cap stock mispricing opportunities due to market inefficiency, by continuously computing relative valuation of large cap stocks according to growth factors such as earnings growth rate, sales growth rate, p / e / g ratios, asset turnover rate, operating margin, debt / equity ratio, free cash flow, relative price strength, etc..

If you strip out the «returns» from its merchant banking (it spun off with assets with book value far below actual value and slowly reported profits when these discrepancies were recognized) and just look at the free cash flow of its operating businesses, the returns have been ok but nothing phenomenal.

Looking back, we enjoy the benefit of hindsight... but let's not under - estimate the existential threat to the company at the time: Operating free cash flow was minimal, there was little opportunity to realise assets (except at fire - sale prices) in 2009 - 11, almost EUR 400 million of net losses, investment write - downs & goodwill impairments were recorded in the five years ending in 2012 (which actually understates a near - 85 % collapse in net equity), as the banks kept shrinking their committed facilities & imposing harsher terms (and seriously considering pulling the plug).

If you are discounting the composite cash flows of a multinational company, the equity risk premium should be a weighted average of the equity risk premiums of the countries that the company operates in, with the weights based on revenues or operating assets.

But my takeaway was that, while LVLT continues to lose money and has basically done so since inception, it has a fabulous portfolio of assets that might, under certain operating and political conditions that I could imagine as possible, generate major cash flows.

The company is not generating any operating cash flow, so was a pure undervalued asset play.

as an owner - operator — we constantly work to increase the value of the assets within our operating businesses and the cash flows they produce through our operating expertise, development capabilities and effective financing.

Performed budgets, forecasts, financial analysis and systems implementations for 600 multi-site retail stores Implemented JD Edwards accounting package including Accounts Payable, Accounts Receivable, General Ledger and Fixed Assets Performed corporate consolidations and currency conversions expressly for the United Kingdom, Europe and the Asian countries including Japan Performed product line profitability and new product launch analysis including the sub $ 1,000 personal computer estimated to be 30 % of the 2000 annual operating plan Created a five year strategic model including P&L, cash flow, and balance sheet that provided significant impact to the organizationâ $ ™ s future growth and communication to the analyst community Developed financial statements and negotiated with portal and internet service providers to form Gateway.net and Gateway.com start up companies resulting in 1 million subscribers Supervised a staff of ten full time financial analysts

Fixed asset accounting, business process re-engineering, risk management, value added analysis, SAP, GAAP, financial projections, general ledger, trial balance, financial statements, expense analysis, tax reporting, tax planning, payroll, benefits administration, portfolio management, cross functional team leadership, financial and strategic planning, P & L management, auditing and compliance, operating and working capital, budget management, mergers and acquisitions, cash flow management, business valuations, data warehouse reporting, audits and compliance, A / P, A / R, regulatory accounting, CA, ICWA, MBA, ICFAI, MS Excel, bank reconciliations, Crystal reports and spreadsheets.A, ICFAI, MS Excel, bank reconciliations, Crystal reports and spreadsheets.

In addition to PITI, positive cash flow must also cover the operating expenses (daily maintenance, PM, advertising, turnover...) as mentioned above, but also the long - term costs of the asset class: improvements.

Whereas homes are valued based on the sale of similar assets or «comparables» in the immediate area, multi-family assets are heavily valued by their cash flow or Net Operating Income (NOI).

The primary reason for this is that, over time, older assets consume a higher percentage of incoming rent as operating expenses (due to major repairs required) resulting in lower cash flow and return on investment.