1. Eyesore * Littering causes an eyesore‚ which devalues the land around it. This impacts tourism‚ businesses and residents alike. Loss of Resources * Improperly disposing of waste prevents resources from being reused. This is particularly true of plastics‚ metals and paper. This loss of resources means a heavier reliance on virgin materials‚ which often require more energy to make new products than required by reusing existing resources. Clean brine water to fresh water on site process
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1405011238.TEXT.qxd 11/7/06 11:23 Page i Carol Read and Ana Soberón 1405011238.TEXT.qxd 11/7/06 11:23 Page ii Contents Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Colin the caterpillar ladybird snail bee butterfly one two three four five ball car bike doll robot scooter red orange yellow
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CURRENT RATIO It is a liquidity ratio that measures a company’s ability to pay short-term obligations. Also known as "liquidity ratio"‚ "cash asset ratio" and "cash ratio". By putting to test a company’s financial strength‚ deduces company’s ability to pay back its short-term liabilities (debt and payables) with its short-term assets (cash‚ inventory‚ receivables). The higher the current ratio‚ the more capable the company is of paying its obligations. An acceptable current ratio varies
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Part A After-TAX Cost Debt O’Grandy Apparel Company can calculate the after tax debt cost using YTM (CP + (FV-Nd /n) / FV +Nd /2) *2. Cp is (0.12/2) * 1000= 60 Semi-annually Fv is 1000 Nd is 995 – (0.025* 1000) = 970 N is 20*2 because it is semi-annually then you have to use Kdt= Kd+ (i-T) .The tax bracket is 40 percent. Now we can have the after tax debt when it is equal or smaller than $700000 Kd ( 1-T) = 0.1249 (1-0.4)= 0.07494. If it is more than $700000 it will be KD (1-t) = 0.18(1-0.4)
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Liquidity Ratio Current ratio depicts how the company’s ability to payback its current liabilities and current assets. In 2011 the ratio is at its highest of 3.32 since the company put in capital. During this year they tested the waters on whether they could pay off short term debt. It went on a decreasing rate from 2012 to 2014 but had a slight increased on 2015. During 2012 to 2014 the company is struggling to pay back its liabilities and assets while financial health was at risk because
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ADVANTAGES OF VERTICAL INTEGRATION It leads to reduction of transportation costs as the common ownership results in closer geographic proximity. The transaction costs can be controlled if a firm acquires the other firms in the vertical chain‚ then one division of the same company will transfer goods to other divisions. So‚ transaction costs in form of transport‚ cost of negotiation‚ cost of control etc. will be eliminated. The overall average cost of the firm will decrease because if the divisions
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Short-term Liquidity Current ratio: Coke’s current ratio have growth constantly during the period (2014 - 2016). In 2016‚ the current ratio is 1.28 which is higher than the previous year ratio‚ 1.24. It means that Coke has more $1.28 current assets to cover every dollar of its short-term debt. In this year‚ the current asset in the total assets increases 1.84%. The factor that contributes to the increase of Coke’s current asset is the significant increase of the Cash and cash equivalent account which
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company’s solvency is their debt- to-asset ratio. “This ratio indicates the proportion of total assets that are financed by debt.” (text) If this ratio is high it indicates a greater financing risk. In 2007 WestJet’s debt-to-asset ratio was 68.2%‚ it decreased in 2008 to 66.9%. This means they are financing more of the assets with equity in 2008 compared to 2007. When we compare this ratio to Air Canada we see a telling story. In 2007 Air Canada’s debt-to-asset ratio was 77.8%‚ but in 2008 it rose to 91
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manufacturing facilities located throughout the United States‚ Canada‚ Mexico and Europe. The company’s financial ratios for 2004‚ 2005‚ and 2006 were analyzed and indicates that the company is not without problems. The current ratio for the company has been on a steady decline over the last three years. From the standpoint of a creditor‚ the reduction of the company’s current ratio is not good as the company’s short term liabilities is outgrowing its current assets. However‚ when you look at the
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Johnson & Johnson: Planning Vertical Integration Team Synergy April 4‚ 2011 In a competitive market to which Johnson and Johnson operates‚ the smallest of errors can lead to consequences which can cut revenue. When large mistakes occur‚ millions of dollars are lost‚ and even worse‚ there is a loss of customer confidence. Johnson and Johnson has had numerous recalls in their consumer healthcare division recently‚ which rocked the organization’s once sound image‚ and diminished its profits. These
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