hellotayssir/FinQA_TAT-QA_financial_finetuning_dataset huggingface dataset:
Note 23 Provisions
(1) Other includes environmental, vacant space and legal provisions
AROs reflect management’s best estimates of expected future costs to restore current leased premises to their original condition prior to lease inception. Cash outflows associated with our ARO liabilities are generally expected to occur at the restoration dates of the assets to which they relate, which are long-term in nature. The timing and extent of restoration work that will be ultimately required for these sites is uncertain.
Table:
FOR THE YEAR ENDED DECEMBER 31 | NOTE | AROs | OTHER (1) | TOTAL
January 1, 2019 |  | 199 | 172 | 371
Additions |  | 21 | 24 | 45
Usage |  | (4) | (52) | (56)
Reversals |  | (17) | (1) | (18)
Adoption of IFRS 16 |  | – | (11) | (11)
December 31, 2019 |  | 199 | 132 | 331
Current | 20 | 16 | 17 | 33
Non-current | 25 | 183 | 115 | 298
December 31, 2019 |  | 199 | 132 | 331


Question: How many components of provisions are accounted for?
Answer: 4
Calculation: Additions##Usage##Reversals##Adoption of IFRS 16
Other Income (Loss), Net The components of other income (loss), net, are summarized as follows (in millions):
The total change in net gains (losses) on available-for-sale debt investments was primarily attributable to lower realized losses as a result of market conditions, and the timing of sales of these investments.
The total change in net gains (losses) on marketable equity investments was attributable to market value fluctuations and the timing of recognition of gains and losses.
The change in net gains (losses) on non-marketable equity and other investments was primarily due to lower realized gains, partially offset by higher unrealized gains.
The change in other gains (losses), net was primarily driven by higher donation expense in the prior year.
Table:
 |  | Years Ended |  | 2019 vs. 2018
 | July 27, 2019 | July 28, 2018 | July 29, 2017 | Variance in Dollars
Gains (losses) on investments, net: |  |  |  | 
Available-for-sale debt investments | $(13) | $(242) | $(42) | $229
Marketable equity investments | (3) | 529 | (45) | (532)
Non-marketable equity and other investments | 6 | 11 | (46) | (5)
Net gains (losses) on investments | (10) | 298 | (133) | (308)
Other gains (losses), net | (87) | (133) | (30) | 46
Other income (loss), net | $(97) | $165 | $(163) | $(262)


Question: What was the percentage change in the net other gains (losses) between 2017 and 2018?
Answer: 343.33
Calculation: (-133-(-30))/-30
The Company’s pension plan asset allocation at December 31, 2019 and at December 31, 2018 is as follows:
As of December 31, 2019, investments in funds were composed of commingled and multi-strategy funds invested in diversified portfolios of corporate bonds (37%), government bonds (32%), equity (15%) and other instruments (16%).
As of December 31, 2018, investments in funds were composed approximately for two thirds of commingled funds mainly invested in corporate bonds (55%) and treasury bonds and notes (45%) and for one third of multi-strategy funds invested in broadly diversified portfolios of
corporate and government bonds, equity and derivative instruments.
Table:
 | Percentage of Plan Assets at December | 
Asset Category | 2019 | 2018
Cash and cash equivalents | 1% | 2%
Equity securities | 24% | 27%
Government debt securities | 12% | 3%
Corporate debt securities | 16% | 26%
Investments in funds(a) | 21% | 17%
Real estate | 2% | 3%
Other (mainly insurance assets – contracts and reserves) | 24% | 22%
Total | 100% | 100%


Question: What was the percentage of investment in corporate bonds as of December 31, 2018?
Answer: 55%
7. Earnings Per Share
The following is a reconciliation of the amounts utilized in the computation of basic and diluted earnings per share for fiscal2 019, 2018 and 2017 (in thousands, except per share amounts):
In each of the fiscal years 2019, 2018 and 2017, share-based awards for approximately 0.1 million shares were not included in the computation of diluted earnings per share as they were antidilutive.
Table:
 | 2019 | 2018 | 2017
Net income | 108,616 | 13,040 | 112,062
Basic weighted average common shares outstanding | 30,271 | 33,003 | 33,612
Dilutive effect of share-based awards and options outstanding  | 803 | 916 | 941
Diluted weighted average shares outstanding | 31,074 | 33,919 | 34,553
Earnings per share: |  |  | 
Basic | 3.59 | 0.40 | 3.33
Diluted | 3.50 | 0.38 | 3.24


Question: How many years did net income exceed $100,000 thousand?
Answer: 2
Calculation: 2019##2017
Balance sheet
(a) Restated following adoption of IFRS 16. See note 1 and note 24 for further details
Goodwill and intangible assets increased to €31.0 billion (2018: €29.5 billion) mainly as a result of acquisitions which contributed €1.2 billion and favourable currency impact of €0.5 billion driven by strengthening of the US Dollar and Pound Sterling.
In current assets, cash and cash equivalents increased by €1.0 billion. The increase is primarily due to strong cash delivery in several countries which will be used to repay short term debt in due course.
Current and non-current financial liabilities increased by €1.5 billion as a result of commercial paper issue and bank borrowings.
The net pension plan deficit was lower than prior year by €0.7 billion as
gains from investment performance exceeded the increase in liabilities.
Table:
 | € million | € million
 | 2019 | 2018
 |  | (Restated)(a)
Goodwill and intangible assets | 31,029 | 29,493
Other non-current assets | 17,347 | 16,140
Current assets | 16,430 | 15,478
Total assets | 64,806 | 61,111
Current liabilities | 20,978 | 20,150
Non-current liabilities | 29,942 | 28,844
Total liabilities | 50,920 | 48,994
Shareholders’ equity | 13,192 | 11,397
Non-controlling interest | 694 | 720
Total equity | 13,886 | 12,117
Total liabilities and equity | 64,806 | 61,111


Question: What caused the increase in Goodwill in 2019?
Answer: mainly as a result of acquisitions which contributed €1.2 billion and favourable currency impact of €0.5 billion driven by strengthening of the US Dollar and Pound Sterling.
Original Equipment Manufacturers (“OEM”) are the end-customers to which we provide direct marketing application engineering support, while Distribution customers refers to the distributors and representatives that we engage to distribute our products around the world.
By market channel, our fourth quarter revenues in Distribution amounted to 28% of our total revenues, flat compared to the previous quarter and decreasing on a year-over-year basis.
Table:
 |  | Three Months Ended | 
 | December 31, 2019 | September 29, 2019 | December 31, 2018
 |  | (Unaudited, in %) | 
OEM | 72% | 72% | 69%
Distribution | 28 | 28 | 31
Total | 100% | 100% | 100%


Question: What is the average net revenues from OEM for the period December 31, 2019 and 2018?
Answer: 70.5
Calculation: (72+69) / 2
ACQUISITIONS National Storage has successfully transacted 35 acquisitions and 4 development sites in FY19 and continues to pursue high-quality acquisitions across Australia and New Zealand. The ability to acquire and integrate strategic accretive acquisitions is one of National Storage’s major competitive advantages and a cornerstone of its growth strategy. This active growth strategy also strengthens and scales the National Storage operating platform which drives efficiencies across the business.
WINE ARK Wine Ark, Australia’s largest wine storage provider is part of the National Storage group and houses over two million bottles of fine wine across 15 centres for clients located in over 30 countries. There are few businesses in Australia with more experience when it comes to storing and managing premium wine. Throughout FY19 Wine Ark continued to strengthen its relationship and involvement in the greater wine trade supporting the Wine Communicators of Australia, Sommeliers Association of Australia, Wine Australia and Commanderie de Bordeaux (Australian Chapter).
Table:
REGION | NUMBER OF CENTRES | TOTAL NLA
Brisbane | 5 | 25,000
Gold Coast | 4 | 6,500
Sunshine Coast | 1 | 6,500
Central Coast (NSW) | 6 | 20,600
Wollongong | 3 | 12,700
Melbourne | 2 | 8,600
Adelaide | 3 | 15,500
Perth | 2 | 10,800
Auckland (NZ) | 3 | 27,000
Hamilton (NZ) | 4 | 21,600
Rotorua (NZ) | 1 | 5,000
Tauranga (NZ) | 1 | 3,200
Total Acquisitions | 35 | 163,000


Question: What was the total NLA in Brisbane?
Answer: 25,000
PSU plan
The Corporation also offers a Performance Share Unit ("PSU") Plan for the benefit of its executive officers and designated employees. The objectives of the PSU Plan are to retain executive officers and designated employees, to align their interests with those of the shareholders and to sustain positive corporate performance, as measured by an economic value creation formula, a performance measure used by management.
The number of PSUs is based on the dollar value of the award and the average closing stock price of the Corporation for the previous twelve month period ending August 31. The PSUs vest over a three-year less one day period, based on the level of increase in the economic value of the Corporation or the relevant subsidiary for the preceding three-year period ending August 31, meaning that no vesting will occur if there is no increase in the economic value.
The participants are entitled to receive dividend equivalents in the form of additional PSUs but only with respect to vested PSUs. PSUs are redeemable in case of death, permanent disability, normal retirement or termination of employment not for cause, in which cases, the holder of PSUs is entitled to payment of the PSUs in proportion to the time of employment from the date of the grant to the date of termination versus the three-year less one day vesting period.
A trust was created for the purpose of purchasing these shares on the stock market in order to protect against stock price fluctuation and the Corporation instructed the trustee to purchase subordinate voting shares of the Corporation on the stock market. These shares are purchased and are held in trust for the participants until they are fully vested. The trust, considered as a special purpose entity, is consolidated in the Corporation’s financial statements with the value of the acquired subordinate voting shares held in trust under the PSU Plan presented in reduction of share capital.
Under the PSU Plan, the following PSUs were granted by the Corporation and are outstanding at August 31: Years ended August 31, 2019
(1) For the year ended August 31, 2019, the Corporation granted 14,625 (19,025 in 2018) PSUs to Cogeco's executive officers as executive officers of the Corporation.
A compensation expense of $1,400,000 ($2,198,000 in 2018) was recorded for the year ended August 31, 2019 related to this plan.
Table:
Years ended August 31, | 2019 | 2018
Outstanding, beginning of the year | 133,181 | 115,207
Granted (1) | 45,800 | 65,525
Performance-based additional units granted | 200 | 2,639
Distributed | (43,319) | (41,441)
Cancelled | (31,889) | (12,184)
Dividend equivalents | 3,578 | 3,435
Outstanding, end of the year | 107,551 | 133,181


Question: What is the average distributed from 2018 to 2019?
Answer: -42380
Calculation: -(43,319 + 41,441) / 2
Gross Profit
Gross profit in fiscal year 2018 increased to $382.3 million, or 17.7 percent of net sales from $300.8 million, or 16.7 percent of net sales for fiscal year 2017. Excluding the impact of the surcharge revenue, our gross margin in fiscal year 2018 was 21.3 percent compared to 19.3 percent in fiscal year 2017. The results reflect the impact of stronger demand and improved product mix coupled with operating cost improvements compared to fiscal year 2017.
Our surcharge mechanism is structured to recover increases in raw material costs, although in certain cases with a lag effect as discussed above. While the surcharge generally protects the absolute gross profit dollars, it does have a dilutive effect on gross margin as a percent of sales. The following represents a summary of the dilutive impact of the surcharge on gross margin. We present and discuss these financial measures because management believes removing the impact of surcharge provides a more consistent and meaningful basis for comparing results of operations from period to period. See the section “Non-GAAP Financial Measures” below for further discussion of these financial measures.
Table:
 | Fiscal Year | 
($ in millions) | 2018 | 2017
Net sales | $2,157.7 | $1,797.6
Less: surcharge revenue | 365.4 | 239.2
Net sales excluding surcharge revenue | $1,792.3 | $1,558.4
Gross profit | $382.3 | $300.8
Gross margin | 17.7% | 16.7%
Gross margin excluding surcharge revenue | 21.3% | 19.3%


Question: What was the gross profit in 2017 as a percentage of net sales?
Answer: 16.7 percent
BIG W’s Store‐controllable VOC and VOC NPS improved on the prior year with higher customer scores translating into sales, with an increase in F19 of 4.2% on a normalised basis to $3.8 billion. Comparable sales increased by 5.3% in F19 and 7.2% in Q4 (Easter‐adjusted) with growth in all customer universes.
BIG W’s growth continues to be driven by an increase in customer transactions (F19: 4.0%) and customers increasingly putting more items in their baskets with comparable items per basket growth of 4.4%. Together this drove comparable item growth of 8.6%. Excluding reusable bags, comparable items increased by 5.2%.
With BIG W’s turnaround gaining momentum, and to build a sustainable network for the future, a store and DC network review was announced in April. BIG W intends to close approximately 30 stores over the next three years and two distribution centres at the end of their leases. The review of the store network is ongoing, with three stores recently announced to be closed in F20.
BIG W has remained price competitive, improved ranges and built a convenient online and in‐store experience in F19.
Normalised Online sales increased by 128% in F19 with Pick up consistently delivering strong sales growth. Apparel, which has been more challenging, improved steadily through H2 due to a focus on range, stock flow and in‐store execution.
Normalised gross profit declined 49 bps for F19 reflecting continued challenges in stockloss as well as slow sell‐through of seasonal apparel in H1. Category mix improved in H2 with improved apparel sell‐through.
Normalised CODB declined 132 bps resulting from store efficiencies and sales growth fractionalising fixed costs.
The LBIT of $85 million before significant items excludes a $371 million charge identified as part of the network review.
Funds employed declined primarily due to significant items provisions. Inventory quality has improved as a result of solid sales and improved apparel sell‐through in H2.
In F20, BIG W will focus on creating a sustainable business that is simpler to operate, and continue providing customers with low prices and more convenient, connected solutions in‐store and online.
Table:
 | F19 | F18 |  | CHANGE
$ MILLION | 53 WEEKS | 52 WEEKS | CHANGE | NORMALISED
Sales | 3,797 | 3,566 | 6.5% | 4.2%
LBITDA before |  |  |  | 
significant items | (5) | (30) | (82.2)% | (88.7)%
Depreciation and amortisation | (80) | (80) | 0.7% | 0.7%
LBIT before significant items | (85) | (110) | (22.2)% | (24.0)%
Significant items | (371) | – | n.m. | n.m.
LBIT after significant items | (456) | (110) | 315.5% | 313.7%
Gross margin (%) | 31.1 | 31.7 | (59) bps | (49) bps
Cost of doing business (%) | 33.4 | 34.8 | (142) bps | (132) bps
LBIT 2 to sales (%) | (2.3) | (3.1) | 83 bps | 84 bps
Sales per square metre ($)$) | 3,629 | 3,369 | 7.7% | 5.4%
Funds employed | 204 | 502 | (59.4)% | 
ROFE (%) | (23.0) | (23.3) | 24 bps | 77 bps


Question: What is the nominal difference between sales per square metre for F19 and F18?
Answer: 260
Calculation: 3,629 - 3,369
Sources and Uses of Cash
Historically, our primary source of cash has been provided by operations. Other sources of cash in the past three fiscal years include proceeds from our Euro Term Loan used to finance our acquisition of Rofin, proceeds received from the sale of our stock through our employee stock purchase plan as well as borrowings under our revolving credit facility (‘‘Revolving Credit Facility’’). Our historical uses of cash have primarily been for acquisitions of businesses and technologies, the repurchase of our common stock, capital expenditures and debt issuance costs. Supplemental information pertaining to our historical sources and uses of cash is presented as follows and should be read in conjunction with our Consolidated Statements of Cash Flows and notes thereto (in thousands):
Net cash provided by operating activities decreased by $54.7 million in fiscal 2019 compared to fiscal 2018. The decrease in cash provided by operating activities in fiscal 2019 was primarily due to lower net income and lower cash flows from income taxes payable and deferred taxes, partially offset by higher cash flows from accounts receivable, inventories, deferred revenue and accrued payroll. We believe that our existing cash, cash equivalents and short term investments combined with cash to be provided by operating activities and amounts available under our Revolving Credit Facility will be adequate to cover our working capital needs and planned capital expenditures for at least the next 12 months to the extent such items are known or are reasonably determinable based on current business and market conditions. However, we may elect to finance certain of our capital expenditure requirements through other sources of capital. We continue to follow our strategy to further strengthen our financial position by using available cash flow to fund operations.
Table:
 | Fiscal | 
 | 2019 | 2018
Net cash provided by operating activities | $181,401 | $236,111
Purchases of property and equipment | (83,283) | (90,757)
Acquisition of businesses, net of cash acquired | (18,881) | (45,448)
Proceeds from sale of discontinued operation (the Hull Business) | — | 25,000
Proceeds from sales of other entities | — | 6,250
Borrowings, net of repayments | 263 | (173,252)
Issuance of shares under employee stock plans | 11,811 | 10,574
Repurchase of common stock | (77,410) | (100,000)
Net settlement of restricted common stock | (15,179) | (36,320)


Question: What was the Net cash provided by operating activities in 2019?
Answer: $181,401
15. Trade and other payables
Trade and other payables mainly consist of amounts owed to suppliers that have been invoiced or are accrued and contract liabilities relating to consideration received from customers in advance. They also include taxes and social security amounts due in relation to the Group’s role as an employer. Derivative financial instruments with a negative market value are reported within this note.
Accounting policies
Trade payables are not interest-bearing and are stated at their nominal value.
Notes: 1 Previously described as deferred income in the year ended 31 March 2018
2 Items are measured at fair value and the valuation basis is level 2 classification, which comprises items where fair value is determined from inputs other than quoted prices that are observable for the asset or liability, either directly or indirectly
3 Includes €823 million (2018: €nil) payable in relation to the irrevocable and non-discretionary share buyback programme announced in January 2019.
The carrying amounts of trade and other payables approximate their fair value.
Materially all of the €1,716 million recorded as current contract liabilities at 1 April 2018 was recognised as revenue during the year.
Other payables included within non-current liabilities include €288 million (2018: €271 million) in respect of the re-insurance of a third party annuity policy related to the Vodafone and CWW Sections of the Vodafone UK Group Pension Scheme.
The fair values of the derivative financial instruments are calculated by discounting the future cash flows to net present values using appropriate market interest rates and foreign currency rates prevailing at 31 March.
Table:
 | 2019 | 2018
 | €m | €m
Included within non-current liabilities: |  | 
Other payables | 327 | 314
Accruals | 113 | 159
Contract liabilities1 | 574 | 237
Derivative financial instruments2 | 1,924 | 2,133
 | 2,938 | 2,843
Included within current liabilities: |  | 
Trade payables | 6,541 | 6,185
Amounts owed to associates and joint ventures | 26 | 27
Other taxes and social security payable | 1,218 | 1,177
Other payables3 | 1,410 | 1,346
Accruals | 6,120 | 5,579
Contract liabilities1 | 1,818 | 1,678
Derivative financial instruments2 | 520 | 250
 | 17,653 | 16,242


Question: How much is the 2019 other payables included within current liabilities excluding the amount payable in relation to the share buyback?
Answer: 587
Calculation: 1,410-823
AMERICAN TOWER CORPORATION AND SUBSIDIARIES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Tabular amounts in millions, unless otherwise disclosed)
23. SELECTED QUARTERLY FINANCIAL DATA (UNAUDITED)
Selected quarterly financial data for the years ended December 31, 2019 and 2018 is as follows (in millions, except per share data):
(1) Represents Operating expenses, exclusive of Depreciation, amortization and accretion, Selling, general, administrative and development expense, and Other operating expenses.
Table:
 |  | Three Months Ended |  |  | 
 | March 31, | June 30, | September 30, | December 31, | Year Ended December 31,
2018: |  |  |  |  | 
Operating revenues | $1,741.8 | $1,780.9 | $1,785.5 | $2,131.9 | $7,440.1
Costs of operations (1) | 519.9 | 560.3 | 556.7 | 540.9 | 2,177.8
Operating income | 402.9 | 546.0 | 567.2 | 388.9 | 1,905.0
Net income | 280.3 | 314.4 | 377.3 | 292.7 | 1,264.7
Net income attributable to American Tower Corporation stockholders | 285.2 | 306.7 | 366.9 | 277.6 | 1,236.4
Dividends on preferred stock | (9.4) | — | — | — | (9.4)
Net income attributable to American Tower Corporation common stockholders | 275.8 | 306.7 | 366.9 | 277.6 | 1,227.0
Basic net income per share attributable to American Tower Corporation common stockholders | 0.63 | 0.69 | 0.83 | 0.63 | 2.79
Diluted net income per share attributable to American Tower Corporation common stockholders | 0.63 | 0.69 | 0.83 | 0.62 | 2.77


Question: What was the percentage change in operating revenues between Three Months Ended  September and December?
Answer: 19.4
Calculation: ($2,131.9-$1,785.5)/$1,785.5
Adjusted EBITDA Non-GAAP Reconciliation
(UNAUDITED)
($ in millions)
(1) Refer to Non-GAAP Integration and Transformation Costs and Special Items table for details of the integration and transformation costs and special items included above.
Table:
 |  |  | Pro Forma (1)
 | 2019 | 2018 | 2017
Net income (loss) | $(5,269) | (1,733) | 1,508
Income tax expense | 503 | 170 | (770)
Total other expense, net | 2,040 | 2,133 | 2,147
Depreciation and amortization expense | 4,829 | 5,120 | 5,125
Share-based compensation expenses | 162 | 186 | 238
Goodwill impairment | 6,506 | 2,726 | 0
Adjusted EBITDA | 8,771 | 8,602 | 8,248
Exclude: transaction related expenses | 0 | 0 | 192
Exclude: integration and transformation costs(1) | 234 | 378 | 164
Exclude: special items(1) | 65 | 60 | 82
Adjusted EBITDA excluding integration and transformation costs and special items | $9,070 | 9,040 | 8,686
Total revenue | $22,401 | 23,443 | 24,128
Adjusted EBITDA Margin | 39.2% | 36.7% | 34.2%
Adjusted EBITDA Margin, excluding integration and transformation costs and special items | 40.5% | 38.6% | 36.0%


Question: What is the total revenue for 2019?
Answer: $22,401
NOTE 7 — PROPERTY AND EQUIPMENT
The components of property and equipment were as follows:
During fiscal years 2019, 2018, and 2017, depreciation expense was $9.7 billion, $7.7 billion, and $6.1 billion, respectively. We have committed $4.0 billion for the construction of new buildings, building improvements, and leasehold improvements as of June 30, 2019.
Table:
(In millions) |  | 
June 30, | 2019 | 2018
Land | $ 1,540 | $ 1,254
Buildings and improvements | 26,288 | 20,604
Leasehold improvements | 5,316 | 4,735
Computer equipment and software | 33,823 | 27,633
Furniture and equipment | 4,840 | 4,457
Total, at cost | 71,807 | 58,683
Accumulated depreciation | (35,330) | (29,223)
Total, net | $  36,477 | $  29,460


Question: What does note 7 describe?
Answer: Property and equipment