CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf
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Calculate: Current Ratio Quick Ratio Accounts Receivable Turnover Days' Sales in receivables Inventory Turnover Days' sales in inventory Ratio of Fixed Assets to Long-Term Liabilities Ratio of Liabilities to Stockholders' Equity Asset Turnover Return on Total Assets Return on Stockholders' Equity Eiscal Year Ended Net revenues: Eiscal Year Ended Net earnings including noncontrolling interests Other comprehensive income/(loss), net of tax: Current assets: LIABILITIES AND SHAREHOLDERS' EQUITY/(DEFICIT) Shareholders' deficit: Common stock ( $0.001 par value) authorized, 2,400.0 shares; issued and outstanding, 1,147.9 and 1,180.0 shares, respectively Fiscal Year Ended OPERATING ACTIVITIES: Net earnings including noncontrolling interests Adjustments to reconcile net earnings to net cash provided by operating activities: CASH AND CASH EQUIVALENTS: Beginning of period End of period SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION: Cash paid during the period for: Interest, net of capitalized interest Income taxes.
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THE COCA-COLA COMPANY AND SUISIDIARIES CONSOLIDATED STATEMENTS OF
INCOME Year Feded December 31 , (Un millons extept jer share data) Nit O1'LATNG REVINUES
Cont ef gooula tel Gros5 ProFIT Eelline, terernal and adminitratlye expenses Deher opentint
charges OPRHATTNG INCOME Inierest income Interat ropenie Kyuity iniuise (lons) - net. oshie
incense (loee) - eet laxeme temes from costinsing operations NUIT INCOMIE HROM
CONTINUTNG OPIDATIONS CONsot.1Dk7id NHTINCOste. Lrat Nrt inceme ateributable to
mebentrollinc internta Neac nut income per share tram centimairy operations! Falie nit inceau per
aher from disoumienod eperntions? ILSICNET INCOMR. PIK SHAME Phised met incume per
shars treat continaing eprrations?Diluted set income per thare from dacontimed operations 2
DILUTE NET ENCOME PEE SHARE AVRRAGE SHARES OUTSLANDING - BASIC Dfect of
dillutive securities AVERACE SHARES OUTSTANDING - DILUTED 3 Ter share ancains do aut
wald bie so rumiting Hefer to Notea to Consolidated Jnancial Statements. THE COCA-COLA
COMPAVY AND SUSTDLHS COSSOLJDATU STATEMENTS OI COSTHUIHLNSRVE INCOME
Vear linded December 31 ; (fin millions) CONSOLDATED NIT INCOME. 4.283 & 1,5650&7,36
Onler comprehensite incomel Net forvign curracy trassintion acjustment Niet gan (loss) on
deivatives Ket unrralined gein (osn) ob aveilable-for-ale seraribes Rie change is penaicn and cther
braefit liabilitien teac Comjerbensire incont (oos) attributalile te Boncontroling interets TOTA.
COMPREHENSTVI. INCOMTL (LOSS) ATHRIHTART. TO SHAREOWNEIE OF THE COCA-
COLA COMPANY TIL COCA-COLA COMPANY AND SUBSTDLAMES CONSOUDATED
BALANCE SILEETSASSETS CURRFNT ASFES UAEIITHS AND BQUIT CUXRENT HEIHM
Acoountr proable and acered exprnse: Lakns and note peyntle Curnent maturities of hang term
debe Actrued inturo tavesAcorued income takes Liabilities held for sale THE COCA-COLA
COMPANY SHAREOWNERS FQUTY Common stock, 50.25 par valuer, Autharised - 11,200
shares; Isaned 7,040 and 7,040 shares, respectivaly Cipital marplus fleinvested earnings
Accumulated other comprehensive income (loss) Treatury sock, at cost 2,781 und 2.752 ahares,
respectively FQLTT ATTRIBUTASL.TO SHARBOWNERS OF THE COCA-COLA COSFRANY
BQUTY ATTKIEUTABLE TO NONOONTROLING INTERESTS TOTNL. EQUII TOTAL
LIABHLTIRS AND BQUITY Peder to Note to Consolidated Finuncial Statements. THE COCA
COLA COMPANY AND SUASIDTARUY CONSOLDATBDSTATEARTS OF CASH vLOWS Year
fided December 31, (1in milliones) OPERUING ACTIVITFS Consolidited net income (Income) lass
frum discootinued operations Net ismene freen coetinuing operationtDeprrciateen and amntization
Sock-besed compensation expense Delerted iscome trese Equity (income) loss - net of dividends
Forvich ouftency ajjusteacak sigrificant (epins) lastes oe talis of asuets = bet. Orber oberaties
chates Oxtice ulema Net chanee in egerating asdets and tiablitics Ned ea.
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INCOME Year Feded December 31 , (Un millons extept jer share data) Nit O1'LATNG REVINUES
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CONTINUTNG OPIDATIONS CONsot.1Dk7id NHTINCOste. Lrat Nrt inceme ateributable to
mebentrollinc internta Neac nut income per share tram centimairy operations! Falie nit inceau per
aher from disoumienod eperntions? ILSICNET INCOMR. PIK SHAME Phised met incume per
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dillutive securities AVERACE SHARES OUTSTANDING - DILUTED 3 Ter share ancains do aut
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Onler comprehensite incomel Net forvign curracy trassintion acjustment Niet gan (loss) on
deivatives Ket unrralined gein (osn) ob aveilable-for-ale seraribes Rie change is penaicn and cther
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Acoountr proable and acered exprnse: Lakns and note peyntle Curnent maturities of hang term
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can you help me as kotlin 04.5 Random Number Guessing Game Write your code in a file
named guessingGame.kt in your unit04 folder. Turn in the Github link for a grade. Objectives: -
Grasp kotlin syntax and language features - Utilize Kotlin's input/output for user interaction -
Declare and use variables of different data types (e.g., Int) - Comprehend Kotlin's control
structures (e.g., loops, conditional statements) - Implement random number generation in Kotlin
- Write and call functions for a number guessing game - Handle user input and provide
appropriate feedback - Understand basic algorithmic concepts (e.g., conditional branching,
loops) - Develop problem-solving and task breakdown skills - Enhance debugging and testing
capabilities.
Can someone please answer this one Its related to health informatic.pdf
Can someone please answer this one? Its related to health informatics. Envisioning a Global
Community Historically, health has been described as a community affair (National Commission
on Community Health Services 1966), a perspective that still pervades cultures around the world.
The transformation from a local, agrarian culture to a global, information-driven world
characterizes most industries and services (Toefler 1980). For example, the construction and
maintenance of roads in the United States were primarily the responsibility of townships, the
most basic unit of government. Work to build and repair roads was carried out by local citizens
who collaborated to complete the task. Most transportation was provided by horses and within
the boundaries of a township. The next larger unit was the county, which was made up of
townships with a city center called the county seat, which was physically accessible through a
network of county roads maintained by county employees. The county seat was home to the
county public health department, hospital, sheriff, jail, and courthouse. The county was managed
by commissioners charged with collecting taxes and administering elections. Counties were
generally configured such that a person could ride a horse-drawn buggy to the county seat,
conduct business or attend events there, and then return home by nightfall. This township
structure was logical, functional, and effective, based on horses being the primary mode of
transportation. Fast-forward to modern times, when cars and trucks travel nonstop at high speeds
on four- to six-lane interstate highways. The structures of townships and counties were not the
feasible political units to enable this change. In 1956, the US Congress passed the National
Interstate and Defense Highways Act (Public Law 84-627), placing much of the financial burden
and responsibility for design and overall control of highways on the federal government. States
strongly resisted the federal government's involvement,
stalling the construction process. Only when national defense was added as a rationale for the
interstate highway initiative did the project move along. President Dwight Eisenhower had
encountered the design and utility of such roads in Germany during World War II, when the
German government was building the autobahn to support the movement of military units. The
reason for the opposition to the Highways Act was that it took away power and control over
roads from townships, counties, and states, even though transportation technology and use had
evolved beyond the horse and buggy. The same type of resistance to advances in technology and
standards exists today-not only in the United States but throughout the world. The ability and
availability of IT to enable greater global-or even nationalinformation exchange are offset by the
constraints of traditions, politics, economics, business models, and cultural values that were
established and followed in a different era. The basi.
Complete the method count which should be a wrapper method that call.pdf
Complete the method count which should be a wrapper method that calls a nested recursive
function that visits all the nodes in the tree. class BinaryTree:
def count(self, item: any) int:.
calculate calculate calculate calculate 1. The jo.pdf
calculate
calculate
calculate
calculate 1. The joint probability mass function (pmf) of X(x=10,11,12) and Y(y=5,6) is given
by a. Find the marginal pmf for X and Y; that is find fX(x) and f(y). (You can just write them in
the table.) b. Are X and Y independent? Support your answer. c. (4 points) Compute P(XY60)..
Compare la bomba de sodiopotasio con la prote�na en forma de barril.pdf
Compare la bomba de sodio/potasio con la protena en forma de barril (LDL) que transporta el
colesterol a travs del torrente sanguneo. La bomba est _________ por dentro; LDL es ________
en el exterior. A. hidroflico, hidroflico B. hidrofbico, hidroflico C. hidroflico, hidrofbico D.
hidrofbico, hidrofbico.
Companies U and L are identical in every respect except that U is un.pdf
Companies U and L are identical in every respect except that U is unlevered while L has $10
million of 5% bonds outstanding. Assume: (1) All of the MM assumptions are met. (2) Both
firms are subject to a 25% federal-plus-state corporate tax rate. (3) EBIT is $2 million. (4) The
unlevered cost of equity is 10%. a. What value would MM now estimate for each firm? (Hint:
Use Proposition I.) b. What is rs for Firm U? For Firm L? c. Find SL, and then show that SL + D
= VL results in the same value as obtained in part a. d. What is the WACC for Firm U? For Firm
L?.
Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf
Cadena de valor y clasificacin de costes, empresa informtica. Dell Computer incurre en los
siguientes costos:
a. Costos de servicios pblicos para la planta que ensambla la lnea de productos de computadoras
Latitude
b. Costos de distribucin para enviar la lnea de productos Latitude a una cadena minorista
C. Pago a David Newbury Designs por el diseo de la computadora porttil XPS 2 en 1
d. Salario de un informtico que trabaja en la prxima generacin de servidores
mi. Costo de la visita de los empleados de Dell a un cliente importante para demostrar la
capacidad de Dell para interconectarse con otras computadoras
F. Compra de productos de la competencia para probarlos frente a posibles productos de Dell
gramo. Pago a una revista de negocios por publicar anuncios de Dell
H. Costo de los cartuchos comprados a un proveedor externo para usar con las impresoras Dell
Requerido:
Clasifique cada uno de los elementos de costo (ah) en una de las funciones comerciales de la
cadena de valor.
Comment about this post.Motivators to help employees at the workpl.pdf
Comment about this post.
Motivators to help employees at the workplace come in many different forms. Ranging from
personal acknowledgement/recognition, financial compensation, PTO opportunities, and/or
career advancement; all in which is beneficial to the employee(s) who are doing so.
The type of qualities that employees may look for in a leader, the first thing that comes to mind
is to be communicative. Hands down, being able to talk to you immediate Supervisor or Leader
goes a long way when it comes to being a productive leader. Support potential ideas coming
from the employees, understanding of their situations when they arrive, compassion their
individual performances, as well as be an outlet for knowledge in advancement not only with the
job but in life as well. Bad Leaders can have a core of characteristics that can be very detrimental
to the process of the overall job when it comes to the employees as well. Self-centered, non-
communicative, lacking understanding of the situations or predicaments that may arise in the
employee's life.
Good Managers, including the employees in the process of success, listen and incorporate ideas
that can have a huge impact on the overall mission accomplishment process of the company.
Voicing the goals and intent of the mission that the company is trying to achieve. Refocusing the
direction of the employees when things seem to be falling apart are all good qualities of the good
Manager. Bad Managers are just the exact opposite, with a little bit more sauce as well, only
focusing on themselves being the reason for success, one-way communication lanes,
empowering himself through daily activities at work introducing negative work environments.
With either a Leader or Manager, choosing the right approach could be key to your success nd
the success of the company. Initiative, just the mere fact to just do the right thing at the
workplace when no one is looking is a huge benefit, not only for the employees but for the entire
Company as well. There are too many occasions where just doing the right thing just pays off in
the long run. Mindset plays a huge part as well, coming to work is a daunting task already but at
least having the right mindset when on the clock just adds to the overall atmosphere within the
workplace. Daft defines mindset as, a collection of beliefs, thoughts, mental attitudes,
assumptions, and dispositions that determined a persons interpretations and responses to outside
events and situations..
Comment about this post.Some of the best motivators for employee.pdf
Comment about this post.
Some of the best motivators for employees are providing employee with rewards for their
performance, employee recognition, company being inclusive, and great working environment
Some benefits that attract, motivate, and retain employees are health benefits, pay rate, flexible
schedule, the ability to work from home, tuition reimbursement, paid time off and vacation days.
I believe that the list above would motivate, attract, and retain employees to work in any job
despite the job that being their career path.
The qualities that a good leader has from an employees perspective are their trust worthy, they
have open communication with their employees, leaders ensure their employees are growing in
their profession by providing professional development courses, they set an example for their
employees to follow, leaders give constructive feedback to their employees based on their
performance, leaders are open to receive constructive feedback from their employees, their open
to change, and they set achievable goals for themselves and their employees. Some qualities of a
bad leader are theyre not open to receive constructive feedback, their do not have a vision or
ambition for their employees, theyre not great at communicating, and they micromanage their
employees.
The kind of qualities that a good manager has from an employee perspective is their able to show
empathy to their employee, they set goals and expectation that everyone is able to understand,
they have great communication skills, they keep up to date with the change in society, they
provide inspiration to their employees, and they align organizational purpose with team goals.
The qualities of a bad manager are they micromanager, they prevent their employees from
growing by not allowing their employees to tackle difficult situation, they do not make their goal
clear to their employees, they depend on their ego to lead them, and they show favoritism within
the workplace. The qualities of a good manager will always outweigh the quality of bad
manager. Employees prefer a good manager over a bad manager because it provides employees
the ability to work in a peaceful environment..
Co-evolutionary troubles at the Renault Nissan alliance Widely hai.pdf
Co-evolutionary troubles at the Renault Nissan alliance
Widely hailed as one of the great successes in the automo[1]tive industry, the Renault Nissan
alliance sold more vehicles worldwide than any other car maker in the first six months of 2018,
with an estimated 5.5 million sales. This is a far cry from the alliances origins in 1999 when the
auto industry was in a period of rapid consolidation and both Nissan and Renault were
struggling. Renault was just recovering from a failed merger with Volvo, and a new CEO, Carlos
Ghosn, had been appointed to streamline the company. He was highly e
ective in doing so, earning him the nickname le cost killer, but Renault lacked access to the fast-
growing Asian market. Nissan on the other hand was in financial trouble, with $20bn in debt and
limited exposure to the European market. The aim of the alliance was for both companies to
main[1]tain their own brand identities and running of their own businesses, while achieving
substantial cost savings in sharing engineering, purchasing, research and production. For
instance, both com panies now share common platforms for cars that allow them to use similar
components for production (see figure) just four car platforms account for 75 per cent of all
group production. When the Alliance started, Renault invested in Nissan to prevent its collapse
and acquired 43 per cent of voting shares. Ghosn then carried out sweeping changes at Nissan
over four years, firing over 20,000 people, closing five production plants, changing the corporate
culture to a performance-based one, raising margins to an unheard of 9 per cent, and reducing
supplier power that was harming profitability. Ghosns aim has been to focus on profitability and
strengthening collaboration. However despite deepening this very successful alli[1]ance, Ghosn
was arrested in November 2018 over alleged under-reporting of his earnings and misusing
company assets, and is in a Tokyo jail. The Nissan board fired him shortly thereafter. This has
exposed fractures in the Renault Nissan alliance, raising concerns about its future. The voting
structure and shareholdings of the Alliance are shown in the figure. Nissan has a 15 per cent
stake in Renault but no voting rights due to French laws preventing reciprocal control. The
French government has increased its stake in Renault to 15 per cent and this has doubled their
votes, due to European rules. However, Renault shares have fallen in 11.4 Strategic alliances 353
evolution. The amount of committed resources changes at each stage, but issues of trust and co-
evolution recur throughout: Courtship. First there is the initial process of courting potential
partners, where the main resource commitment is managerial time. This courtship process should
not be rushed, as the willingness of both partners is required. Similar criteria apply to alliances at
this stage as to acquisitions. Each partner has to see a strategic fit, according to the rationales in
Section 11.3.2. Equ.
Clasifique los siguientes rasgos como espec�ficos de c�lulas o virus.pdf
Clasifique los siguientes rasgos como especficos de clulas o virus, o compartidos por ambos.
nico para las clulas:
Compartido por celdas:
y virus Exclusivo de los virus:
Banco de respuestas:
puede responder activamente a los estmulos ambientales
contienen material gentico protegido por una capa de protena
puede llevar a cabo procesos biolgicos de forma autnoma
contienen material gentico capaz de sufrir una evolucin por seleccin natural
contienen orgnulos que estn unidos por membranas.
C2-1 (State of California�Fund Identification) The following list in.pdf
C2-1 (State of CaliforniaFund Identification) The following list includes 13 funds of the state of
California. Based on the description from the states Comprehensive Annual Financial Report,
indicate which type of fund each one is and why it is that fund.
The Cigarette and Tobacco Tax Fund accounts for a surtax on cigarette and tobacco products that
is used for various health programs.
The Technology Services Revolving Fund accounts for charges for technology services
performed for various state, federal, and local entities by the California Technology Agency.
The Economic Recovery Bond Sinking Fund accounts for General Fund transfers, proceeds from
sale of surplus property, and the 0.25% sales and use tax revenue collected for the payment of
principal, interest, and other related costs of the Economic Recovery Bonds.
The Electric Power Fund accounts for the acquisition and resale of electric power to retail end-
use customers.
The Higher Education Construction Fund accounts for bond proceeds used to construct facilities
for state colleges and universities.
The Environmental and Natural Resources Fund accounts for fees, bond proceeds, and other
revenues that are restricted for maintaining the states natural resources and improving the
environmental quality of its land, air, and water.
The Hospital Construction Fund accounts for bond proceeds that are used to construct hospitals.
The Prison Industries Fund accounts for charges for goods produced by inmates in state prisons
that are sold to state departments and other governmental entities.
The Receipting and Disbursing Fund accounts for the collection and disbursement of revenues
and receipts on behalf of local governments. This fund also accounts for receipts from numerous
state funds, typically for the purpose of writing a single warrant when the warrant is funded by
multiple funding sources.
The Service Revolving Fund accounts for charges for printing and procurement services
rendered by the Department of General Services for state departments and other public entities.
The State Lottery Fund accounts for the sale of California State Lottery tickets and the Lotterys
payments for education.
The State Teachers Retirement Fund accounts for the employee, employer, and primary
government contributions of the cost-sharing multiple-employer retirement plan that provides
pension benefits to teachers and certain other employees of the California public school system.
The Water Resources Fund accounts for charges to local water districts and the sale of excess
power to public utilities.
(Based on a recent Comprehensive Annual Financial Report of the State of California.).
Clara est� demandando a David por una disputa de propiedad. Clara y .pdf
Clara est demandando a David por una disputa de propiedad. Clara y David son de diferentes
estados, por lo que no est claro qu estado tiene jurisdiccin sobre este caso. Cual de los siguientes
es verdadero?
La jurisdiccin recae en el estado de residencia de Clara, ya que ella es la demandante.
La jurisdiccin puede recaer en cualquier estado que tenga jurisdiccin sobre la materia o personal,
probablemente dependiendo del estado que Clara sienta que le dar un resultado ms favorable
para su caso.
La jurisdiccin depende nicamente de dnde se encuentra la propiedad, el foco de la disputa.
La jurisdiccin recae en el estado de residencia de David, ya que es l quien est siendo citado a
juicio.
Marcar pregunta para ms tarde Adelyn tiene una disputa financiera con su acreedor. Ella quiere
declararse en bancarrota porque no puede cumplir con los requisitos para pagar su deuda. Qu
tribunal es ms probable que se ocupe de esta situacin?
Tribunal Fiscal de EE. UU.
Tribunal de Quiebras de EE. UU.
Tribunal Estatal de Reclamos Menores
Marcar pregunta para ms tarde Un productor/director de televisin recibe el siguiente guin
diseado para celebrar el Da Nacional de la Dona. Mientras lo lee, le trae a la mente algunos
principios de jurisprudencia que aprendi en su clase de derecho comercial en la universidad.
Aydala: Qu escuela de pensamiento legal se ilustra en este dilogo? DA DE DONUT EN LA
OFICINA Parte 1 (La escena es un comedor o sala de descanso. Hay al menos tres mesas
redondas visibles y tal vez una mquina expendedora, un microondas o un refrigerador en el
fondo. De las tres mesas, nadie est sentado en el mesa central cuando comienza la escena.)
Karen: (Ella entra con dos cajas grandes de donas y las coloca en la mesa central.) Allied
Chemical acaba de dejarlas para agradecernos por nuestro trabajo en el proyecto "Expressly
Hair". Divertirse. (Ella no est entusiasmada. No muestra absolutamente ningn inters en las donas
y se va rpidamente. Todos los dems, excepto Alison, se ponen de pie de inmediato. Alison
todava muestra inters en las golosinas pero no se mueve hacia ellas. Joyce inmediatamente se
coloca entre las donas y Bob. .) Bob: Es un festival de donas! Joyce: (Ella se mueve para
bloquearlo y frenarlo, como si lo estuviera controlando en el baloncesto.) Solo espera un
segundo! Primero tenemos que establecer las reglas. Bob: Reglas, en un festival de donas? Joyce:
S, reglas. La ltima vez que trajeron donas como estas, Winfred se rompi la nariz y, una vez ms,
Alison no recibi ninguna. No somos animales. Si no disminuimos la velocidad, alguien volver a
comerse el cartn sin querer. Bob: Oh, no. Aqu vamos. Dnde est el PowerPoint? Joyce: Hay
pautas en el manual del empleado que se han desarrollado durante muchos aos que detallan
exactamente qu se debe hacer con este tipo de obsequios para empleados. (Abre una carpeta
gruesa). Casi cualquier escenario que pueda imaginar se ha detallado en la seccin 34 (b),
incluidos los pasteles de las empresas qumicas. Se ha.
Childhood participation in sports, cultural groups, and youth groups.pdf
Childhood participation in sports, cultural groups, and youth groups appears to be related to
improved self-esteem for adolescents (McGee, Williams, Howden-Chapman, Martin, &
Kawachi, 2006). In a representative study, a sample of n = 100 adolescents with a history of
group participation is given a stan- dardized self-esteem questionnaire. For the general
population of adolescents, scores on this questionnaire form a normal distribution with a mean of
= 50 and a standard deviation of = 15. The sample group participation adolescents had an
average of M = 53.8..
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- 1. Calculate: Current Ratio Quick Ratio Accounts Receivable Turnover Days' Sales in receivables Inventory Turnover Days' sales in inventory Ratio of Fixed Assets to Long-Term Liabilities Ratio of Liabilities to Stockholders' Equity Asset Turnover Return on Total Assets Return on Stockholders' Equity Eiscal Year Ended Net revenues: Eiscal Year Ended Net earnings including noncontrolling interests Other comprehensive income/(loss), net of tax: Current assets: LIABILITIES AND SHAREHOLDERS' EQUITY/(DEFICIT) Shareholders' deficit: Common stock ( $0.001 par value) authorized, 2,400.0 shares; issued and outstanding, 1,147.9 and 1,180.0 shares, respectively Fiscal Year Ended OPERATING ACTIVITIES: Net earnings including noncontrolling interests Adjustments to reconcile net earnings to net cash provided by operating activities: CASH AND CASH EQUIVALENTS: Beginning of period End of period SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION: Cash paid during the period for: Interest, net of capitalized interest Income taxes