Gearing: Difference between revisions

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imported>Doug Williamson
m (Add 'excessively' to discussion of 'gearing up'.)
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The consequence of gearing up is normally to increase risk.
The consequence of gearing up is normally to increase risk.


Many financial disasters have been a consequence of gearing up (or leveraging) in this way in earlier periods.
Many financial disasters have been a consequence of gearing up (or leveraging) excessively in this way in earlier periods.




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[http://www.treasurers.org/node/8012 Masterclass: Measuring financial risk, The Treasurer, July 2012]
[http://www.treasurers.org/node/8012 Masterclass: Measuring financial risk, The Treasurer, July 2012]


[[Category:Capital_Structure]]
[[Category:Corporate_finance]]

Revision as of 19:20, 24 July 2014

1.

Financial gearing measures the relative amount of debt in a firm's capital structure.

Gearing ratios can be calculated in several different ways, so consistency of approach is important.

Two essential bases to define are:

i. The use of book or market values.

ii. The use of Debt divided by Equity (D/E) or of Debt divided by Debt plus Equity = D/[D+E].


Historically, use of the D/E version of the measure was more common in the UK.

With respect to the Debt figure, practice varies in including or excluding certain items such as cash, short term borrowings, leases, pensions and other provisions.

Practitioners may also adjust the Equity figure, for example to exclude intangible assets.


2.

Operational gearing relates to the operating costs of a business, and measures the relative proportions of fixed and variable operating costs.


3.

'Gearing up' refers to increasing the levels of financial or operation gearing - or both - within an organisation.

The intention of gearing up is to improve expected net results.

The consequence of gearing up is normally to increase risk.

Many financial disasters have been a consequence of gearing up (or leveraging) excessively in this way in earlier periods.


See also


Other links

Masterclass: Measuring financial risk, The Treasurer, July 2012