#fcf-framework

[lioncitblogger]

EP Application: Your Key to Unlocking Singapore’s Professional Opportunities

Singapore’s Employment Pass (EP) is the golden ticket for foreign professionals seeking to thrive in one of the world’s most dynamic economies. With over 5,000 EP applications processed monthly, this visa isn’t just a work permit—it’s a gateway to career growth, global networking, and a lifestyle that blends cosmopolitan flair with Asian efficiency.

Why the EP Application Matters

The EP isn’t just paperwork—it’s a strategic move. Unlike the S Pass, which caters to mid-skilled roles, the EP targets high-caliber professionals with salaries starting at SGD $5,000/month (higher for older candidates or financial sector roles). But it’s more than a salary threshold: it’s a stamp of approval for your expertise and your employer’s commitment to Singapore’s economic future.

EP Application Eligibility: What Employers and Candidates Need to Know

Core Requirements

Job Offer: A Singapore-based employer must sponsor your application.

Salary: Meet the SGD $5,000 baseline (adjusted for age and sector).

Qualifications: Relevant degrees and work experience are non-negotiable.

Economic Contribution: Your role must align with Singapore’s growth sectors.

The Fair Consideration Framework (FCF)

Employers must advertise roles on MyCareersFuture.sg for 28 days before submitting an EP application. This ensures locals get priority—a critical step to avoid rejection.

EP Application Process: A Step-by-Step Guide

1. Documentation Checklist

Form 8: Duly endorsed by your employer.

Resume & Certificates: Proof of qualifications and experience.

Employer Docs: Company registration and financial statements.

Contract: Clear terms of employment.

2. Submission & Timeline

Your employer or an authorized agency must handle the submission. Processing takes 3–8 weeks, but delays can occur if documents are incomplete or if startups face scrutiny over business viability.

3. Costs

Application Fee: SGD $105.

Issuance Fee: SGD $225 upon approval.

Extras: Medical exams, translations, or agency fees.

EP Application Tips for Success

For Employers

Startups: Prepare robust business plans to demonstrate financial stability.

FCF Compliance: Advertise roles promptly to avoid delays.

For Candidates

Highlight Expertise: Tailor your resume to Singapore’s labor needs.

Salary Negotiation: Ensure your package aligns with EP thresholds.

After Approval: What EP Holders Need to Know

Renewal & Compliance

Validity: First-time EPs last 2 years; renewals extend to 3 years.

Updates: Notify MOM of employment or personal changes.

Tax Status: Stay >183 days/year? You’re taxed as a resident.

Family & Future

Dependants: Spouses/children qualify for Dependant’s Passes; parents for LTVPs.

PR Pathway: EP holders can apply for permanent residency via the PTS Scheme.

EP Application Rejection? Don’t Panic—Act!

If rejected, appeal with new evidence, reapply after addressing gaps, or explore alternatives like the EntrePass. Watershore’s experts can guide you through this.

Your EP Application Journey Starts Here

Navigating Singapore’s immigration landscape isn’t easy—but with the right strategy, it’s achievable. Whether you’re a CEO or a rising star, the EP application is your ticket to a career that spans continents. Ready to take the leap? Let’s streamline your EP application today.

[agacs-pvt-ltd]

Singapor's Recent Developments Regarding S Pass and Employment Pass Eligibility.

The Ministry of Manpower (MOM) is actively revising the criteria for the approval of foreign work passes to facilitate business growth while ensuring fair consideration for local candidates. MOM issues various types of work visas in Singapore, including the Employment Pass (EP), S Pass, and One Pass. This discussion will outline the latest updates regarding the eligibility criteria for each category.

Updates on EP Eligibility Requirements:

Following the most recent budget announcement, companies seeking to apply for new Employment Passes for foreign professionals, managers, and executives must now offer a minimum base salary of S$5,000, effective from September 2022, an increase from the previous requirement of S$4,500.

The adjustments to salary criteria in recent years, coupled with the prevailing business environment, have led to a notable decline in the number of EP holders. Particularly, from June to December 2020, the number of EP holders diminished from 189,700 to 177,100.

For individuals employed in the finance sector holding an EP, the minimum salary requirement will rise to S$5,500, starting from September 1, 2022.

Additionally, the qualifying salary for EP applicants in their 40s will also see an increase, maintaining a level that is approximately double the minimum qualifying wage set for younger applicants.

Updates on S Pass Eligibility Requirements:

The least compensation and capabilities for S Passes will too be raised. The least wage will increment by S$500, from S$2,500 to S$3,000.

ONE Pass (Overseas Networks & Expertise) Requirements:

The Singapore Government has relaxed the visa regulations for high-salaried expatriates and select exceptional talents through a specialized pass designed for top professionals in business, arts and culture, sports, science and technology, as well as academia and research. This pass offers employment flexibility, enabling eligible applicants to simultaneously initiate, manage, and work for multiple companies in Singapore.

The existing work pass holders and abroad candidates can are qualified for ONE pass if they meet either of the compensation criteria i.e. Gain a settled month to month compensation of at slightest S$30,000, or its proportionate in remote cash, inside the final 1 year or will gain a settled month to month compensation of at slightest S$30,000 beneath their future boss based in Singapore

Fair Consideration Framework (FCF):

When assessing applications for EPs and S Passes, Mother will presently too put more accentuation on whether the firm has proceeded to bolster its neighborhood PMET staff, or whether it has segregated against qualified Singaporeans. Any segregation in favor of remote candidates will be endorsed by the mother and companies will have their Singapore work grants diminished and may be subject to indictment.

[fcfjs]

Development of the fcf-framework-core package version 2.1

Catching stuck events

Developing a mechanism to trace events in the event channel object

[irsancrypti]

Koinomo

Koinomo

the creation of the world's most technologically advanced blockchain Fund.

In this era of globalization, time is of the essence for everyone. Today computerized money has become known as reduced exchange time. Digital money was originally known as a payment system that allows individuals to have the option to make exchanges very quickly, without outsiders, in a transparent, secure and unremarkable manner. With the accumulation and advancement of Crypto biological systems or blockchain, several elective speculation opportunities have developed, and have proven to be more productive and rewarding venture instruments than ordinary monetary returns. Cryptographic money can be imagined as the largest computerized resource for businesses. because it is easy to understand, secure, and allows to reduce steep exchange fees. This is the most extreme thing in the monetary market which has proven to be a disruptive lifter in monetary exchanges around the world. Leveraging blockchain innovation, cryptocurrencies have found a way to set up a responsible framework that is decentralized, straightforward and out of reach.

About

Koinomo is the stage for asset fate of bosses utilizing Smart actions driven by Blockchain Technology. The KOINOMO token offers a reaction to the dangerous financial strategies that are completed under construction related to the current common money. More than this, tokens provide an avenue to regulate the flow of reasonable compensation in the economy.

The KOINOMO token offers a reaction to the cryptic financial procedures that are executed under the current money-related framework. More than this, the emblem provides an avenue for changing fair compensation to disappear in the economy. KOINOMO will focus on developing KMO token social affairs. The expanded assembly of KMOs will ignore the support of resources which in addition can help increase and lead to greater capital inflows into the KOINOMO economy.

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Objective

We aim to have the best and most suitable Funds so you have the best knowledge all over the place. Our affiliates and experience bring the standard of help not get you and your resources before getting together in the money-related business and hence on the planet.

In your fundamentals not a few months, you will see how we do not work like the banking industry and other contributions basically through understanding your business.

Component

Decentralized Bitcoin Wallet: To set records with Koinomo, you just need to create your own bitcoin wallet using 12 arbitrary seed key keys that link your notes to your PC and backed by 8 – 21 secret password keys.

Full Protective Security: Koinomo has taken several steps to ensure a protected environment for financial backing Funds by utilizing Cold stocking wallets to store Digital Assets from authorized financial backers.

KOINOMO month-to-month FUND performance: At the end of each month, Koinomo is obligated to distribute an exercise reserve list showing day-by-day trading practice and benefits/losses for each exchange day.

One tick pulled out: Investors are not tied to any timeframe for their speculation which implies that they can withdraw at any time from the Koinomo FUND to their Koinomo wallet.

No withdrawal fees/No secret fees: Koinomo does not charge any withdrawal fees other than 8:2 benefit share (BTC financial backer) and 9:1 proportion benefit share ($KMO financial backer).

every minute of the day Online Support: Koinomo will provide non-stop Live Chat on Telegram sites and people groups for financial backers if any help is needed in relation to their Investment with Koinomo.

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How Does Koinomo Work?

To become a financial supporter in the KOINOMO Fund, you must first visit KOINOMO.com. Once there you explore the information exchange button otherwise called “Start Investing”.

When you store your assets in the Koinomo wallet. Koinomo oversees financial support assets through various situations, both in long and short methodologies.

54.5% of the portfolio is assigned to an instantaneous procedure through workspace exchanges, where Koinomo will make standard exchanges of various BTC to fiat and BTC to crypto pairs.

Another 45.5% hold BTC deposits, a safe haven in a safe and secure cold wallet.

KOINOMO calculates all benefits in USDT, implying that once your Bitcoins are contributed, our goal is to expand the FIAT Value of your bitcoins regardless of whether the market is negative.

If you store 1 BTC at the current price of $38,000, Koinomo orders increase the amount of FIAT and Bitcoin even in negative markets or cycles by exchanging and contributing. If the bitcoin price drops to $32,000, our asset earns a normal 15% towards the end of the month which gives you a profit of $5,700 and $38,000 goes up to $43,700.

Benefit Distribution Process — All benefits will be shared in a 2:8 proportion where KOINOMO takes 20% and financial backers take 80%. Your note balance will be recalculated and refreshed periodically.

Speculations carried out on the local Koinomo badge for example KMO will have more benefit sharing, namely 9:1. Financial backers share 90% profits and 10% Shares by Koinomo.

When adversity occurs, the value of the misfortune will be conveyed among financial backers relative to their differing levels of interest in the asset. Such misfortunes will then be updated in the record in the same manner as the benefits.

The KOINOMO token or “KMO” token is a free-floating asset based on the Binance Smart Chain (BSC) with its own monetary policy. KMO acts as the native currency of the Koinomo ecosystem.

The biggest advantage of the KMO token is that investors who choose to invest in the Koinomo fund through the KMO token have a larger share of the 9:1 profit share if they choose to invest through the KMO token to invest. This will help grow the Koinomo ecosystem.

Tokonomik

Token Name: Koinomo

Ticker-Token: KMO

Netzwerk: Binance Smart Chain

Total supply: 10,000,000 KMO

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timetable 📷

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Kekuatan First Come First Serve (FCFS)

diploma

The KOINOMO token offers a solution to questionable economic policies implemented in today's global currency system. In addition, tokens provide a way to re-establish a fair distribution of cash flows in the economy.

#Koinomo     #kmo     #BinanceSmartChain     #BSCGem     #BSC     #investwithkoinomo

Read more here

Website:     https://koinomo.finance/

Facebook:   https://www.facebook.com/Koinomo/

Instagram:    https://www.instagram.com/koinomo

Telegram:    https://t.me/koinomo

Twitter:   https://twitter.com/koinomotoken

Linkedin:   https://www.linkedin.com/company/koinomo/

Reddit:   http://reddit.com/r/koinomo

Media:    https://medium.com/@koinomo

YouTube:    https://www.youtube.com/channel/UCNEarsppiq4rj669RkaonNA

Username: Irshan Link: https://bitcointalk.org/index.php?action=profile;u=2978991

[ijtsrd]

Resources Allocation Queue Fairness Model of Multi Server Petroleum Products Distribution System

by Israel J. Udoh | Alabi Oluwadamilare I | Abam Ayeni O "Resources Allocation Queue-Fairness Model of Multi-Server Petroleum Products Distribution System"

Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021,

URL: https://www.ijtsrd.com/papers/ijtsrd38497.pdf

Paper Url: https://www.ijtsrd.com/mathemetics/applied-mathamatics/38497/resources-allocation-queuefairness-model-of-multiserver-petroleum-products-distribution-system/israel-j-udoh

openaccessjournalofengineering, engineeringjournal, paperpublicationforengineering

Customer classification and service prioritization policy in a multi server single queuing system is one major scheduling policy employed by most service oriented institutions to provide preferential treatment to customers, as well as control services in the queuing system. Jobs seniority and service requirement differences are two fundamental principles of queue fairness governing such preferential services. In this study, we invoke the RAQFM analytical framework to investigate the dominance of these parameters in determining class discrimination and system unfairness in atypical multi class multi server single queuing architecture under preemptive priority service policy. In a comparative variant, we evaluate and compare the relative fairness as well as class discrimination coefficients of an alternative setup resource dedication system, i.e. dedicating a separate server or set of server s to each class of customers served under a single FCFS queuing policy. Tentatively, the result of the analysis shows that granting preemptive priority service to customers’ classes based on some socio economic or geo political considerations order than the fundamental principles of queue fairness service requirements and job seniority differences maybe not justify. As classes of short jobs from low priority class which have arrived the system early have to wait for eternity for the completion of many classes of long jobs from the high priority classes that arrive behind them thus, to an unfair treatment by the system and a violation of the two fundamental principles of queue fairness. Such policy did not only breed high negative discrimination as well as general system unfairness to classes with lower service requirements and higher inter arrival time but also violate the basic principle of RAQFM. To address such conflict in a multi class multi server system, the study recommended the dedication of separate server s or set of servers to each class of customer associated with a single FCFS queuing policy as a fairer alternative if preferential services must be granted to customers on other criteria than the two fundamental principles of queue fairness. 

[sujayath-blog]

Strategic Snippets for founders / PMs

A mega-thread on strategic concepts that every founder / PM should know.

1. Kernel of a Strategy: A process to create a strategy. It contains three elements: diagnosis, tenets (guiding principles), and action items. You spend half of the time on diagnosis, another 40 percent on the tenets, and 10 percent on coherent actions.

2. BHAG: It is a big, daring, ambitious goal that pushes the company beyond its boundaries defined clearly with no ambiguity. People get it right away. It has a sense of urgency. It has a purpose. When you first hear it, you will feel it's a joke and that you’d never achieve it.

3. Objectives and key results (OKR): A goal-setting framework that helps companies set an objective, which is “what I want to have accomplished,” and the key results, which are “how I’m going to get it done.” OKRs must be specific and include a way to measure achievement.

4. Operating Plan (OP1) is an annual planning document that covers the strategy for the next 12 months, ways of executing the strategy, and the budget required. BHAG answers WHAT, OKR answers HOW, OP1 answers WHY.5. Flywheel: There is no single action, no grand program, no killer innovation, no lucky break, no miracle moment that creates momentum. Rather, the process resembles relentlessly pushing a giant, heavy flywheel, turn upon turn, building momentum until a point of breakthrough.

6. SMaC (Specific, Methodical, and Consistent) Tenets: A set of operating principles that is the first step in turning strategic concepts into an execution plan. SMaC guides you on what not to do in addition to what to do. SMaC tenets don't change more than 20 percent per year.

7. Blitzscaling: An execution framework that prioritizes speed over efficiency and allows a company to go from "Startup" to "Scaleup" at a furious pace that captures the market. For a startup to move very fast, it must take on far more risk than a company going through the normal.

8. FIRE BULLETS, THEN CANNONBALLS: When you see the enemy ship, you take a little bit of gunpowder and keep firing bullets until one bullet hits the ship. Now, you take all the gunpowder and fire a big cannonball along the same line of sight, which sinks the enemy ship.

9. Play-to-win canvas: Use this to explain your strategy to people who don't have time to read our entire OP1. It contains 1. What is your winning aspiration? 2. Where will you play? 3. How will you win? 4. What capabilities must be in place? 5. What systems are required?

10. Aggregator vs Platform: Aggregators such as Google and Facebook help you get things done. Think of them like Cars. While Platforms are Bicycles. Platforms such as Microsoft and Apple are an aid to humans, not their replacement.

11. Growth Loops: User acquisition funnels are now being replaced with a system of loops. Loops are closed systems where the inputs generate output that can be reinvested in the input. Similar to flywheel but for acquisition/growth.

12. Viral Coefficient (K Factor): The number of new customers the average customer generates. The virality should cover the churn of users. In other words, if k-factor > churn, more users come than users leave, and our product is going to have exponential growth.

13. It's AND. Not OR. The ability to embrace both extremes at the same time. Instead of choosing between X OR Y, they figure out a way to have both X AND Y.Profit AND Growth. Great Customer Exp AND Great Margins. Great Control AND Lean Operations. It's possible to do both.

14. Product-Market Fit: PMF is achieved when your users love your product so much they spontaneously tell other people to use it. It's a binary test. You can always feel product-market fit when it is happening. The customers are buying the product just as fast as you can make it

15. Network Effect: The idea of a network effect is that every additional user increases the value of a good or service. The Internet is an example of the network effect. There could be “internalized” versus “externalized” network effects.

16. Moat: Like the moat that surrounds a castle to provide it with a preliminary line of defense, companies need to have moats or the ability to maintain competitive advantages over their competitors in order to protect their long-term profits market share.

17. High-expectation customer (HXC): is the most discerning person within your target demographic. It’s one who will acknowledge and enjoy your product for its greatest benefit. She is also someone who can help spread the word. Your early adopters are not always your HXCs

18. Bullseye framework: To systematically find the most promising channel. The first step is brainstorming every single traction channel. The second step is running cheap traction tests. The third step is to focus solely on the channel that will move the needle for your product.

19. Level 5 Leaders: Display a powerful mixture of personal humility and stubborn will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. They are often quiet, reserved, and even shy.

20. Did he say No?: Usually we pitch what we want, follow up 3-4  times more and then move on if we don’t hear anything positive. Don't move on until we hear the affirmative "NO". Lack of "Yes" is not good enough. We should keep knocking until we hear a strong and clear "NO".

21. Burn Multiple: Calculated as Net Burn / Net New Revenue. How much is the startup burning in order to generate each incremental dollar of revenue? The higher the Burn Multiple, the more the startup is burning to achieve each unit of growth. Burn multiple under 1X is good.

22. Efficiency Score: This is nothing but reverse of burn multiple. It’s a catch-all metric. Any serious problem will eventually impact the Burn Multiple / Efficiency Score by either increasing burn, decreasing net new revenue, or increasing both but at disproportionate rates.

23. Contribution margin (CM): is a product's net sales minus all associated variable costs. The total contribution margin represents the total amount available to pay for fixed expenses and to generate a profit. It can be further divided into CM1, CM2, and CM3.

24. CM1 is sales minus the basic cost of goods sold, discounts and coupons. This is the same as Gross margin.CM2 is CM1 minus logistics, warehouse, CS, payment gateway fees and any other operational variable costs.CM3 is CM2 minus Marketing. EBITDA is CM3 minus indirect costs.

25. Managerial Leverage (aka High Output Management): A manager’s output is the output of all of the people and the teams that report to her. A manager's activity with high leverage will generate a high level of output; an activity with low leverage, a low level of output.

26. Cohort Analysis: Track specific groups of users, known as cohorts, to understand how users engage with your product in the days, weeks and months after you acquire them and, in turn, understand how resilient your growth is.

27. Simon Sinek Circle (aka Golden Circle): There are three parts of the Circle: Why, How, and What.The WHAT represents the products or services a company sells. The HOW is an explanation of why their products/ services are better. The WHY is about what a company believes in.

28. First Who, Then What: Make sure you have the right people on the bus and the right people in the key seats before you figure out where to drive the bus. Always think first about who and then about what. Great vision without great people is irrelevant.

29. Prospecting Pyramid: Arrange your list of leads with high-yield prospects on top and low-yield prospects on the bottom. Start by prospecting from the top of the pyramid.

30. Minimum Viable Product (MVP): Is a proof of concept product that validates your idea before you build a full, mature, stable product. MVP is not just a product with half of the features chopped out but a process that you repeat over and over again till you get it correct.

31. Free cash flow (FCF): measures how much cash is generated after capital expenses such as buildings and equipment have been paid. Operating cash flow is your cash flow from operating revenue minus operating expenses. If you subtract capital spending from this, you get FCF.

32. Cash conversion cycle (CCC): How long it takes your customers to pay you minus how many days it takes you to pay your suppliers. Super-efficient companies have their CCC down to the single digits. At Amazon last year, the CCC was negative 30.6 days.

33. Working Backward: A practice where you start by writing the documents you will need at launch (a Press Release and an FAQ) first and then work backward from there to the product requirements.

34. Free Parking' Business Model: To bootstrap of the “chicken and egg problem”, give away one side of the market for free. Typically it is best to offer the free side to consumers since no one loves “free” more than a consumer. Or offer the service that has lowest marginal cost.

35. Freemium: A variant of the “free parking” model where the company transforms code into the equivalent of marketing spending and “gives away for free” service X to generate qualified leads for interlinked service Y.  Freemium works best if service X has network effects.

36. Cash multiplier (CMX): Revenue generated from customer segments over limited time frames or payback window.CMX = Total Rev / Total Customers.Ex: Your total rev for 60 days is $140. If new customers were 1000, your CMX ( 60-day LTV) would be $1,400 in total.

37. Customer lifetime value (LTV, CLTV, or CLV): The revenue generated from the average customer over the course of an average customer lifespan. LTV is the future cash flows over her entire relationship with the company.

38. High Output Meetings: Is a medium through which managerial work is performed. It is a way to supply information and know-how, to explain the way of doing things, and to help make decisions. We need to make meetings as efficient as possible. Not fight the need for the meetings.

39. Task relevant maturity (TRM): for a team member is a combination of the degree of their achievement orientation and readiness to take responsibility as well as education, training, and experience. All of this for a particular task.

40. UI Complexity Score: UI needs to be as simple and functional as possible. To calculate the complexity score, you add up a point every time you used a new font, font size or colour in the UI. The total score is the complexity score. A single page needs to stay below five point.

41. Conversion rate optimization (CRO): Science behind understanding why your visitors are not ‘converting’ into customers, and then improving your messaging or value proposition to increase this rate of conversions.

42. Blue ocean strategy: Red oceans are all the industries in existence today – the known market space. Cut-throat competition in existing industries turns the ocean bloody red. Blue oceans are all the industries not in existence today – the unknown market space.

43. Productive Paranoia: You assume that conditions can unexpectedly change, violently, and fast. You obsessively ask, What if? By preparing ahead of time, building reserves, preserving a margin of safety, you handle disruptions from a position of strength and flexibility.

44. Inbound marketing: A marketing strategy that attracts customers by creating valuable content and experiences tailored to them. While outbound marketing interrupts your audience, inbound marketing forms connections they are looking for and solves problems they already have.

45. Ramen profitable: A startup makes just enough to pay the teams' expenses. Traditional profitability means a big bet is finally paying off, whereas the main importance of ramen profitability is that it buys you time.

46. Category Management: The process of managing categories as independent business units, in a way that enables maximum consumer appeal while maximizing profits. Category Management aims to provide customers with what they want, where they want it, and when they want it.

[itsfinancethings]

Moody's  has today downgraded the long-term senior unsecured rating of Rolls-Royce plc (Rolls-Royce or the company) to Baa2 from Baa1. The outlook is stable. Today's rating action reflects:

• Further increases in Trent 1000 related costs to GBP2.4 billion and delays until 2021 in rectifying problems relating to the Trent 1000 TEN engine

• Potential for material reputational risks as a result of continued customer disruption

• Risks associated with execution of Trent 1000 fix and future growth in cash flows

• High Moody's-adjusted leverage and low free cash flow generation

Concurrently, Moody's has downgraded the rating on the company's senior unsecured Euro Medium Term Notes (EMTN) programme to (P)Baa2 from (P)Baa1, and downgraded the notes issued under the EMTN programme to Baa2 from Baa1.

  Rolls-Royce Holdings 730.40 732.20 717.80 -10.60 -1.43% 1.37M 07:20:00  

RATINGS RATIONALE

The company's Baa2 senior unsecured rating reflects: 1) the company's strong business profile supported by an order backlog of more than 4x 2018 underlying revenue; (2) high barriers to entry given the critical technological content of the company's engines; (3) the positive outlook for aerospace and defense and for some niche segments in the company's power systems division; (4) the strong to date performance of the company's other new engine programmes which represent the majority of future orders and installed engine base (5) commitment to a conservative financial profile and (6) strong liquidity.

The rating also reflects: 1) high Moody's-adjusted leverage of 5.3x as at June 2019, which Moody's expects to remain above 4x at December 2019; 2) high and increasing costs of rectifying problems on the Trent 1000 engine programme, with ongoing execution risks; 3) limited free cash flow (FCF) generation, and expectations that future growth in FCF will be bolstered in the near term by unsustainable working capital gains; 4) concentration risks with reliance on a small number of commercial aerospace engines for widebody aircraft; 5) risks in delivering the company's transformation and cost saving plans; 6) risks in achieving growth in aftermarket profits, which depend on future engine maintenance costs.

On 7th November 2019 Rolls-Royce announced that as a result of issues with the TEN variant of its Trent 1000 engine, the company's specifically disclosed estimates for remediation costs associated with the Trent 1000 programme will increase to GBP2.4 billion from GBP1.6 billion. The company also announced that its remaining blade component redesign would not be completed before the first half of 2021, compared to early 2020 as previously reported, and that the redesigned blade will have lower durability than previously expected. The company will record a provision of circa GBP1.4 billion in its 2019 accounts for the additional GBP800 million remediation costs and a further GBP600 million for losses on Trent 1000 long term maintenance contracts as a result of expected lower component durability for the TEN engine variant. The company also reported that it was investing in further resources to resolve the issue and reduce aircraft on ground, also increasing its stock of spare engines by around GBP200 million.

Moody's considers that the company's guidance for Trent 1000 remediation contains a greater degree of caution than in the past, but that execution risks remain. These could lead to loss of market share on the Boeing 787, further remediation delays or costs, lower aftermarket profitability, and longer-term damage to the company's reputation. Moody's has taken the decision to downgrade the ratings as a result of these ongoing risks, higher cash costs of remediation, and continued challenges in improving currently weak leverage and cash flow metrics. At the same time Moody's notes the solid performance of the Trent XWB and Trent 7000 engines which will represent the majority of the future engine fleet.

Governance considerations that Moody's includes in its credit assessment of Rolls-Royce includes: (1) the company is listed on the London Stock Exchange and was fully compliant with the UK 2016 Corporate Governance Code. The company has reviewed the new Code issued in 2018 and taken steps to address governance issues identified from that review; and (2) Rolls-Royce's complex business model and financial reporting is a significant challenge in understanding financial performance, particularly in relation to profitability on long-term aftermarket contracts, quality of cash flows, and adjustments to normalised profits.

LIQUIDITY

Rolls-Royce continues to maintain strong levels of liquidity. As at 30 June 2019 the company's total liquidity amounted to GBP6.7 billion, comprising cash on balance sheet of GBP4.2 billion and GBP2.5 billion undrawn bank facilities available until 2024. Short term borrowings and lease liabilities as at 30 June 2019 amounted to GBP464 million which Moody's expects to be met from balance sheet cash. Whilst cash balances are bolstered by receipts in advance from customers, notably on aftermarket contracts, Moody's expect levels of deferred revenues to increase in the next 12 -18 months and therefore will not absorb cash.

OUTLOOK

The stable outlook reflects Moody's expectations that the company will delever towards 4x (on a Moody's-adjusted basis) over the next 12-18 months. It also assumes that the company continues to grow free cash flow on a sustainable basis, (excluding working capital gains, but including movements in long term service agreement deferred revenue). The outlook assumes that the Trent 1000 engine issues are resolved within the framework guided by the company, without any additional disruption that would materially affect future cash flows, market shares or reputation. It is also assumed that aftermarket margins are sustained when recent engine programmes commence their first shop visits. Furthermore the outlook assumes that the company maintains a conservative financial policy and strong liquidity.

[sunshineweb]

How to Screen for Stock Ideas

While I am not a big fan of using readymade screeners to generate stock ideas – because you tend to substitute thinking with a lot of data – simple screeners still help me in doing the initial groundwork.

Also, while there are a few paid (and expensive) screeners available in the market – like Ace Equity, Capital Line – I find a few free screeners to be very effective when it comes to the value I can derive from using them.

In this post, I explain the few steps you can use while running once such free screener – Screener.in – to do basic analysis on companies and screen for high quality ideas. Let’s start right away.

Step 1: Visit Screener.in, create a free account, then login into your account, and start creating your first screen. You may start with these key numbers (or may add more screening criteria from those available) –

5-year sales growth > 10%

5-year profit growth> 10%

Average return on equity over 5 years > 20%

Average return on capital employed over 5 years > 20%

Debt to equity < 0.5x

Market Capitalization > Rs 1000 crore

Price to Earning < 25x

Here is how the sample search query looks like on Screener –

And here is the output of this query –

Note: The above images are for representation purpose only

Step 2: From the list of companies you get, exclude those outside your circle of competence – businesses you “know” you don’t understand (like I would exclude commodity businesses like metals and mining, pharma, banking, and oil & gas businesses).

Step 3: Use Safal Niveshak’s Stock Analysis Excel that uses data from Screener.in to study the last 8-10 years’ financial performance of the remaining companies in your list. Look for trends in –

Sales and profit growth – Check for rising and stable growth

Proft margin – Stable / rising margin. Be wary of margin that is falling

Return on equity and return on capital – Stable or rising. Be wary of falling ROE/ROCE

D/E – Nil or small debt is fine.

FCF change – Free cash flow tells you if the company is generating cash or burning it. Look for businesses that have generated positive FCF over the past few years

Step 4: While you may use Screener.in to study the past 5/10 years’ performance of companies that you get from the steps mentioned above, a far better way is to pick up the annual reports of the resultant companies and then read them one by one.

After having used readymade screens for the past few years, I have realized that you should not use numbers prepared by others when you are doing deeper research, but rather generate them yourself through annual reports. This way you get into the habit of reading annual reports and also get to learn what numbers you need to focus on.

Ultimately, as you would realize, just a few numbers/facts/variables will help you understand what drives a given business.

I have seen analysts and investors trying to get perfect in their analysis by accumulating as many data points as possible. But then, my experience suggests that trying to increase your confidence by gathering information that is supposedly unknown to most others really only makes you more comfortable with your investment decisions, not better at them, and is generally an unproductive use of your limited time.

Thus, I would suggest that after you arrive at your list of companies using any or a combination of methods suggested above, use a “Less is More Checklist” while reading the annual reports of the companies in your list.

Step 5: Use the “Less is More” checklist. Rather than obsessing with the bewildering fusion of news and noise, concentrate on a few key elements in stock selection, i.e., what are the 5-10 most important things you should know about any business you are about to invest in?

Of course, if I knew the exact answer I would have retired long ago!

Even if I could know all the facts about an investment, I would not necessarily profit. This is not to say that fundamental analysis is not useful. It certainly is. But information generally follows the well-known 80/20 rule: the first 80% of the available information is gathered in the first 20% of the time spent. So, if I were to list down a few questions that, I believe, would help me do an 80% analysis of a business, they would be the following. Note that these are just the questions you must focus on answering in your pursuit of identifying a few good and great businesses for your portfolio and avoiding the gruesome ones.

Here’s the checklist –

Is the business simple to understand and run? (Complex businesses often face complexities difficult for their managers to get over)

Has the company grown its sales and EPS consistently over the past 5-10 years? (Consistency is more important than speed of growth)

Will the company be around and profitably better in 10 years? (Suggests continuity in demand for the company’s products/services)

Does the company have a sustainable competitive moat? (Pricing power, gross margins, lead over competitors, entry barriers for new players)

How good is the management given the hand it has been dealt? (Capital allocation, return on equity, corporate governance, performance against competition)

Does the company require consistent capex and working capital expenditure to grow its business? (Companies that must spend continuously on such areas are like running on treadmills, which is not a good situation to have)

Does the company generate more cash than it consumes? (Cash generators have a higher probability of surviving and prospering during bad economic situations)

As I mentioned above, these questions would help you answer whether the business you are looking into is great, good or gruesome as Warren Buffett has defined each one of them to be.

Before I conclude, here is a broad framework I use for selecting stocks – which includes the screening process mentioned above – that has mostly worked well for me over time –

Click here to download a larger image Ultimately, successful investing is all about doing your own research carefully and buying good businesses.

If you know a company well and you’ve done your homework, you can take advantage of situations when Mr. Market offers them on a platter, which he occasionally does.

The post How to Screen for Stock Ideas appeared first on Safal Niveshak.

How to Screen for Stock Ideas published first on https://mbploans.tumblr.com/

[myobaccounting-blog]

Foreigner Hiring in Singapore had become more difficult. Here’s why

Singapore has constricted its hiring guidelines to consider locals fairly for higher-quality jobs.

Singapore saw the major drop in the number of foreigners with work visas in 2017. The deterioration of 32,000 was 10 times more than 2016’s decline of 2,500.

Singapore’s ambitious economic growth targets have been hindered by an attenuation pool of its only natural resource – its people. The island state’s declining total fertility rate – currently at a seven-year low of 1.16 – has been mentioned as the main reason to bring in foreign talent and increment the local resident workforce.

Though, the political and social effects of a relatively open immigration policy from more than 10 years ago have been emphasized of late as the government continues to adjust its policies in order to solidity talent shortage in high-growth sectors and employment opportunities for its citizens.

Work visa approvals have been exaggerated since the launch of the Fair Consideration Framework (FCF) in 2014, a list of hiring requirements to confirm that the local labor force has access to more job opportunities.

According to India’s business magazines and channels, NDTV, local IT industry body, NASSCOM has seen the number of Indian professionals in Singapore’s tech sector shrink to under 10,000 with work visas not being renewed upon expiry. As a result, India’s technology companies are finding very difficult to maintain their employee base, let alone increase hiring in Singapore.  

Since 1st July 2018, companies willing to hire foreign employees on Employment Visas for positions where the monthly salary is below S$15,000 must advertise the positions at the National Jobs Bank portal for at least 14 days. This relates to all companies with 10 or more full-time employees.  However, the talent shortage in technology sectors such as data analytics, programming, Artificial Intelligence, Networking, and cyber-security is binding growth plans of companies affected. They have no other choice than outsource or set up overseas teams while maintaining headquarters in Singapore or forego the opportunity to grow.

While Singapore companies continue to try and offer fair employment for its country fellow citizens, it is not completely restricting foreigner hire but rather trying to manage this with a more judicious approach based on industry and demand of requirements.

Try our free demo and please don’t hesitate to reach us on www.onestopaccounting.com

For inquiries please feel free to write to us on sales@onestopaccounting.com

Or Please don’t hesitate to call us on +65 – 6746 2613 / +65 – 6227 1797 (9 Lines)

[fcfjs]

Блогу "FCF - Full Stack JavaScript Framework " сегодня исполнилось 2 года!

[onestopuserbasicaccountsoftware]

Foreigner Hiring in Singapore had become more difficult. Here’s why

Singapore has constricted its hiring guidelines to consider locals fairly for higher-quality jobs.

Singapore saw the major drop in the number of foreigners with work visas in 2017. The deterioration of 32,000 was 10 times more than 2016’s decline of 2,500.

Singapore’s ambitious economic growth targets have been hindered by an attenuation pool of its only natural resource – its people. The island state’s declining total fertility rate – currently at a seven-year low of 1.16 – has been mentioned as the main reason to bring in foreign talent and increment the local resident workforce.

Though, the political and social effects of a relatively open immigration policy from more than 10 years ago have been emphasized of late as the government continues to adjust its policies in order to solidity talent shortage in high-growth sectors and employment opportunities for its citizens.

Work visa approvals have been exaggerated since the launch of the Fair Consideration Framework (FCF) in 2014, a list of hiring requirements to confirm that the local labor force has access to more job opportunities.

According to India’s business magazines and channels, NDTV, local IT industry body, NASSCOM has seen the number of Indian professionals in Singapore’s tech sector shrink to under 10,000 with work visas not being renewed upon expiry. As a result, India’s technology companies are finding very difficult to maintain their employee base, let alone increase hiring in Singapore.  

Since 1st July 2018, companies willing to hire foreign employees on Employment Visas for positions where the monthly salary is below S$15,000 must advertise the positions at the National Jobs Bank portal for at least 14 days. This relates to all companies with 10 or more full-time employees.  However, the talent shortage in technology sectors such as data analytics, programming, Artificial Intelligence, Networking, and cyber-security is binding growth plans of companies affected. They have no other choice than outsource or set up overseas teams while maintaining headquarters in Singapore or forego the opportunity to grow.

While Singapore companies continue to try and offer fair employment for its country fellow citizens, it is not completely restricting foreigner hire but rather trying to manage this with a more judicious approach based on industry and demand of requirements.

Try our free demo and please don’t hesitate to reach us on www.onestopaccounting.com

For inquiries please feel free to write to us on sales@onestopaccounting.com

Or Please don’t hesitate to call us on +65 – 6746 2613 / +65 – 6227 1797 (9 Lines)

[amnonjakony]

About 350 firms are on watchlist for unfair hiring policies: Manpower Minister

About 350 firms are on watchlist for unfair hiring policies: Manpower Minister

SINGAPORE: About 350 companies are on the Fair Consideration Framework (FCF) watchlist for discriminatory hiring practices, said Manpower Minister Josephine Teo in Parliament on Monday (Aug 6).

These firms tend to be from the administrative and support services, construction, education, infocomm and professional services sectors. Occupations involved range from architects and engineers, business…

[sherlynmatney93-blog]

How you can Opt For A BMX Bike

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[rems30-blog]

The first task is to come up with an idea that will enable us to generate more ideas in many ways. In fact, building up an idea is very difficult task because you have to examine it thoroughly if it really fits with technopreneurship synthesis. Finally, we've come up a new idea about Queuing System App. and permit our minds to wander within the framework of the subjects idea or problem until we could focus on a single subject which will be our main topic.

So for this week, we reconsolidated our data and to further solidity our hypothesis as well as our problem statement. The problem that was considered and the basis of the formulated solution must first be verified by legit ways. By legit, we mean to say, concrete confirmation. This is to give us the confidence to push forward the solution we are going to work on.

To provide a solution to a problem we introduced the Queuing System App., we designed this device to decrease customer wait times. By using Queuing System App customer services at the reception area will become more efficient and the confusion brought by the customers long line will be minimized.

Queue represents a certain number of customers waiting for service (of course the queue may be empty). Typically the customer being served is considered not to be in the queue. Sometimes the customers form a queue literally (people waiting in a line for a bank teller). Sometimes the queue is an abstraction (planes waiting for a runway to land). There are two important properties of a queue: Maximum Size and Queuing Discipline.

Maximum Queue Size (also called System capacity) is the maximum number of customers that may wait in the queue (plus the one(s) being served). Queue is always limited, but some theoretical models assume an unlimited queue length. If the queue length is limited, some customers are forced to renounce without being served.

Queuing Discipline represents the way the queue is organized (rules of inserting and removing customers to/from the queue). There are these ways:

1) FIFO (First In First Out) also called FCFS (First Come First Serve) - orderly queue.

2) LIFO (Last In First Out) also called LCFS (Last Come First Serve) - stack.

3) SIRO (Serve In Random Order).

4) Priority Queue, that may be viewed as a number of queues for various priorities.

5) Many other more complex queuing methods that typically change the customers position in the queue according to the time spent already in the queue, expected service duration, and/or priority. These methods are typical for computer multi-access systems.

Waste of time to wait in long lines... We present the Queuing System App for Virtual Waiting Line, Queue Management.

Do your customers get frustrated by waiting in long lines? Are you overwhelmed by complaints as a result of long lines? Want to increase your revenue while increasing customer satisfaction? Unfortunately congestion, long queues and long waiting times have become part of our lives but now with Queue Mobile customers are free from standing in line. Queue Mobiles innovative technology combines the power and affordability of the internet and speed of SMS Queuing System messaging to create a virtual waiting line.

During the initial interviews conducted, the people were randomly selected to be asked about the usual and common problems faced in their household, community, managing customer service and transaction handling for banks, hospitals, payment centers, schools, other business and government office, etc. Clustering their answers, we were able to come up Queuing System, to solve the problems regarding to, tired of long queues.

To come up with an accurate result the respondents were selected carefully. The team was able to specify the target population.

So the same as last week we conducted an interviewed 10 random people. We explained our product and explain the Queuing System App and the advantages of our product. As others rejected us, only 8 accept to conduct an interview. 7 out of 8 were given follow-up questions, as part of interview. We have gathered the data we needed for the time being and we ask for their contact information so we can follow them up. We follow them up through Facebook account since our vacant time cant coincide with each other to meet up.

7 respondents said that long queues are a problem which is needed to be solved. They said that it would be good to have that kind of app. They said would be very helpful and convenient for them.

We are hoping that we can get more idea that can help us to improve our product. We are still finalizing our proposal specs and features. The group planned to conduct another interview to a different place to confirm if our solution can satisfy their needs and if it is necessary for them to use it.

[enough-finance]

Well thought out investment strategy The author has created a well thought out and logical value investment strategy. He did a great job supporting the strategy with lots of verifiable information and resources. I think most experienced investors could successfully employ his methods with acceptable results if they were to strictly follow his filters, as long as the author will disclose all of them in the future. I only have two criticisms. First, he spends too much time talking about his personal journey. This is understandable though. He is in sales and I'm sure the book is part marketing for his services. But this criticism doesn't diminish the quality of the investment strategy or his description of the strategy, which is excellent and easy to follow. But I think the people reading this book will probably be more advanced investors and will want to spend more time on the strategy versus the author's personal journey. My second criticism is on his description of "Filter 1: Competitive Advantage". I couldn't find in the text which ratios the author uses to filter for competitive advantage, which means the reader will not be able to recreate the strategy for themselves. I'm guessing high net profit margins and high consistent returns on equity may be the filters for competitive advantage, but unfortunately he doesn't disclose these stats. Maybe when his website is up and running the full set of filter stats will be disclosed. All in all it was a good read. Go to Amazon

Good investment advice, but....... The advice Wiley gives for stock selection is excellent even though his SYSTEM is not, in my opinion. Plus the promised online information is NOT there and when I emailed him I was put in touch with a broker, whom I did not call back. Go to Amazon

Interesting and informative It is refreshing to read a book with a focus on free cash flow yield and debt service risk. Many items discussed in the book are relevant to today’s investor given the scale of financial engineering to improve earnings per share (issue debt, buy back stock). The refresh of Porter’s 5 forces took me back to my university days and is a good reminder of why some companies and industries are far superior to others. Go to Amazon

Great Investment Strategy Overall, I believe that Luke Wiley's 52-Week Low Formula was written very well. I truthfully believe that the book is suitable for both an expert in the market, and an amateur with little to zero previous financial knowledge. Wiley uses "filters" that a company must pass before investing in them and gives exact buying/selling dates or prices for investments. The strategy is simply a list of guidelines that are designed to take all emotion out of the market for investors. I was able to learn a great deal from this book, and it is truly a great read. Go to Amazon

Logical, well thought out approach In The 52 Week Low Formula, Luke Wiley provides a thorough, logical framework for identifying companies with a sustainable competitive advantage that are trading at attractive prices. By applying his framework, value investors can systematically reduce the Russell 3000 to 25 companies worthy of investment. Just as important, Wiley’s framework helps investors avoid the behavioral traps we are all subject to. As a result, this book would be an important addition to the library of new and experienced investors alike. Go to Amazon

Good read This is an excellent read for the studious investor. The importance of planning and strategy when it comes to investing is highlighted. Go to Amazon

Five Stars fantastic book and strategy Go to Amazon

Pretty wordy regarding competitive advantage The book is OK in my view. Much too wordy regarding competitive advantage. Gives no ratios to support his theory. The one thing that disappointed me was that he talks a lot about 52 week low but gives no screening advice or lists screens one can use to find 52 low companies. The free screeners I am familiar with do not have a screens for 52 week lows, FCF yield, roic, waco, long term debt to FCF. Without a good screener, I believe, one is out to lunch and cannot fully utilize this book. For the price of this book, the author should have included screening information. Mr. Wiley, most likely, has access to comprehensive screeners, but the average investor does not. Therefore, I would say the book is OK but not worth the money I paid. Go to Amazon

Wiley Delivers Well-Written Blueprint for Stock Market Investing I have recommended the book to multiple associates and friends who have ... The information contained in this book can easily change your life I found the book to be a great road map to understanding how to research companies Read Before Investing Solid investment research translated into pragmatic stock selection A disciplined approach to value investing Simple fundamental analysis that I can replicate Caveat emptor.... Five Stars

[fcfjs]

Added a new example of working with templates in the framework

After a long time, a second example of working with templates in the FCF framework was added to the site. During this period, the framework has developed significantly and the documentation and examples do not yet cover all its capabilities, but over time, I think everything will be done.

An example is available here: https://fcf-framework.mywire.org/examples/fcf-example-moving-containers

Example description: https://fcf-framework.mywire.org/stepbystep/applications/moving-containers