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An investmentfonds wikipedia free fund also index tracker is a mutual fund or exchange-traded fund ETF designed to follow certain preset rules so that the fund can track a specified basket johann pfeiffer iforex underlying investments. Index funds may also have rules that screen for social and sustainable criteria. An index fund's rules of construction clearly identify the type of companies suitable for the fund. Additional index funds within these geographic markets may include indexes of companies that include rules based on company characteristics or factors, such as companies that are small, mid-sized, large, small value, large value, small growth, large growth, the level of gross profitability or investment capital, real estate, or indexes based on commodities and fixed-income. Companies are purchased and held within the index fund when they meet the specific index rules or parameters and are sold when they move outside of those rules or parameters. Think of an index fund as an investment utilizing rules-based investing.

22343 ajx investments

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Phone Email Me. Sign Up You have been successfully signed up. This page will refresh momentarily. First Name. Last Name. Confirm Password. Already a User? Forgot Your Login? Scott Humphrey has gained extensive experience in all aspects of real estate over his 30 year career in the industry.

He currently co-manages the Ajax portfolio in Brooklyn and Central Harlem. Humphrey worked as a banker for Chase Community Development Corp. He was the Director of Construction for Housing and Services and oversaw the construction of several nationally recognized projects for people suffering from AIDS, as well as over 1, units of affordable housing in the South Bronx. Scott began managing rent controlled properties early in his career and worked his way up to oversee construction crews building high-tech labs in Cambridge, MA.

Ian Blatt joined Ajax in His responsibilities include financial analysis of developments and acquisitions, as well as working with the team to structure investments through underwriting and research. Additionally, Ian is responsible for investor relations and collaboration with various partners. Prior to joining Ajax, Ian was an analyst at CRC Group, a family office investing in commercial real estate acquisitions and developments. Ian began his career in financial analysis as a summer analyst at SC Fundamental, LLC, a value oriented, long-short hedge fund.

Ian received his Bachelor of Science in Management from Tulane University where he majored in finance. Geoffrey Joined Ajax in and has over 20 years of experience in the private and public development management industry. His responsibilities include the management of development processes and coordination with architects, engineers, contractors, and municipalities.

Peter has more than 30 years of experience in real estate finance, accounting, management and development. He joined Ajax in and oversees all accounting, tax, human resource lease administration and provides operational support for various Ajax entities.

Prior to joining Ajax, Mr. Previously, he was Controller for The Finch Group, where he supervised the accounting and financial reporting for over 10, residential and condominium units and numerous office buildings. Gulla also served as Senior Accountant for Edelstein and Company. Our Businesses. Restructuring Case Studies.

Investment Portfolio. Our Team. Contact Us. Stuart Silberberg Stuart Silberberg has spent his entire year career in the commercial real estate finance and investment industry. Robert Easton Robert Easton has been working in commercial real estate for over 22 years. Warren Horowitz A career entrepreneur, Warren Horowitz has 25 years of self-employed business experience, with a diversified background in real estate that began in Scott Humphrey Scott Humphrey has gained extensive experience in all aspects of real estate over his 30 year career in the industry.

Ian Blatt Ian Blatt joined Ajax in


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Depreciation of property and equipment is computed based on estimated -useful lives by the following methods: Flight equipment Straight-line method Buildings Straight-line method Other ground property and equipment Declining balance method The Company and certain subsidiaries employ principally the following useful lives, based upon the Company's estimated durability of such aircraft: International type equipment Cost of software purchased for internal use is amortized by the straight-line method over 5 years, the estimated useful life of purchased software.

The accrued amounts of estimated bonus payments at balance sheet date are stated as Accrued bonuses to employees. Under the terms of this plan, eligible employees are entitled, upon -mandatory -retirement or earlier voluntary severance, to lump-sum -payments based on their compensation at the time of leaving and years of service with the Company and subsidiaries.

The Company and certain significant domestic subsidiaries have trustee employee pension funds to provide coverage for part of the lump-sum -benefits or annuity payments. Several subsidiaries have tax-qualified pension plans which cover all or part of the lump-sum benefits. Accrued retirement benefits for employees at the balance sheet date are provided mainly at an amount calculated based on the retirement benefit obligation and the fair market value of the pension plan assets as of the balance sheet date, as adjusted for unrecognized net retirement benefit obligation at transition, -unrecognized actuarial gain or loss and unrecognized prior service cost.

The retirement benefit obligation is attributed to each period by the straight-line method over the estimated service years of eligible employees. The net retirement benefit obligation at transition is being amortized principally over a period of 15 years by the straight-line method. Actuarial gains and losses are amortized in the year following the year in which the gain or loss is recognized primarily by the straight-line method over periods which are shorter than the average remaining service years of employees.

Prior service cost is being amortized as incurred by the straight-line method over periods which are shorter than the average -remaining service years of the employees. Retirement benefit plans The Company and its domestic consolidated subsidiaries have defined benefit plans, i. The Company received approval from the Minister of Health, Labor and Welfare on October 1, for the exemption from future payments of the substituted portion of the pension fund.

The components of retirement benefit expenses are as follows: Yen Millions FY FY Service cost 11, 14, Interest cost 6, 7, Expected return on plan assets 3, 4, Amortization of net retirement benefit obligation at transition 6, 6, Amortization of actuarial loss 3, 5, Amortization of prior service cost 3, 3, Net periodic pension and severance cost 21, 26, Extraordinary gains and losses from the return of the substituted portion of the employee pension fund - 6, Other Total 21, 19, 5.

Leases a Finance leases Finance lease transactions other than those that are -expected to transfer ownership of the assets to the lessee are accounted for as operating leases. Information on finance leases which are not recorded as assets and liabilities is -summarized as follows. Segment information The Company and consolidated subsidiaries conduct operations in air transportation, travel services, hotel operations and other businesses. Businesses other than air transportation, travel services and hotel operations are insignificant to the consolidated results of operations of the -Company and its consolidated subsidiaries and, accordingly, are included in "Other businesses" in the following industry -segment information.

Segment breakdown is based on classifications employed for internal management. Segment operating revenue includes inter-segment transactions. The result of the final half year reflect the inclusion of Air Central Co. Cargo results include results of late-night cargo flights. Non-consolidated financial highlights for the period ended March 31, FY 1 Summary of non-consolidated operating results Yen Millions rounded down FY Year on FY Year on Apr.

Forecast of non-consolidated operating results for the period ending March 31, Yen Millions rounded down Operating revenues 1,, Recurring profit loss 35, Net income loss 8, Annual dividend per share 3. FY and FY Summary of significant accounting policies a Marketable securities and investment securities Held-to-maturity securities are carried at amortized cost.

Investments in subsidiaries and affiliates are stated at cost determined by the moving average method. These are not used for trading purposes. Cost is determined by the moving average method for aircraft spare parts, and first-in, first-out method for miscellaneous supplies. Declining balance method The Company employs principally the following useful lives, based upon the Company's estimated durability of such aircraft: International type equipment The accrued amounts of estimated bonus payments at balance sheet date are stated as accrued bonuses to employees.

The retirement benefit obligation is attributed to each period by the straight-line method over the estimated service years of the eligible employees. Of those companies, 96 are consolidated subsidiaries and 22 are accounted for by the equity method. The Group's operations are classified into four business segments: air transportation, travel services, hotel operations, and other businesses. For each segment, the fields of business and the operational positions of the parent company, subsidiaries, and affiliates are described below: As of March 31, Operational segment No.

Air transportation principally comprises passenger services, cargo and airmail transportation. Incidental operations include airport customer services, telephone reservation and information services and the maintenance of ANA's aircraft, and are provided by International Airport Utility Co.

Airport passenger handling, and maintenance services are also provided to domestic and overseas airlines that are not members of the ANA Group. Other Businesses Group companies provide communications, trading and sales, real estate, building management, ground transportation and distribution, aircraft equipment maintenance, and other services. All Nippon Airways Trading Co. All Nippon Airways Co. Management Policy 1. Keynote While giving top priority to the safe operation of airlines within the ANA Group, we aim to win the confidence of customers and shareholders by raising the quality of our air transportation services and drastically increasing the profits of the Group as a whole.

The Three Year Cost-Reduction Plan aimed to cut approximately Y30 billion in costs across the whole Group in the final year of the plan, ie, FY , however, we managed to achieve our cost reduction goal of Y30 billion within the fiscal year under review, one year earlier than as set out in the plan. Furthermore, we have been evolving our strategies so as to increase profits and improve our financial strength: we have steadily implemented the ANA Group Mid-Term Corporate Plan FYFY , announced in March as a means of achieving our goal of becoming the leading airline-based corporate group in Asia, ready for the even fiercer competition expected after the expansion of Haneda Airport in We are determined to continue to improve our financial condition and realize the ANA Group Corporate Vision by putting into practice the following action plans.

Fleet Strategy The fleet will be continuously renewed in such a way as to minimize risk and the impact of fluctuations in the economy and demand. To optimize supply and demand, separate fleets will be deployed on weekdays and weekends. Human Resource Strategy We are promoting a more efficient personnel cost structure for our entire labor force with the key phrase "Achieving Standards Surpassing Rival Companies," and aiming for a synergetic effect in conjunction with the Fleet Strategy.

Furthermore, in cooperation with members of the Star Alliance, the world's largest airline network 16 airlines as of April 1, , we reduced costs such as telecommunications and jet fuel by utilizing our collective bargaining power. Having completed our move to Haneda Airport Terminal 2 on December 1, , and our fully fledged move to Central Japan International Airport on February 17 of this year, we are further enhancing our services to improve customer convenience, comfort and functionality: the "smart e-service," enabling check-in and receipt of boarding pass via cell phone; the Super Seat Premium service, offering more comfortable and relaxing air travel, as well as "total transportation" solutions covering land transport along with air.

Thus we are working to further differentiate our services from those of other airlines. By utilizing domestic aircraft based at Central Japan International Airport for international, mainly Asian, services, we aim to enhance productivity by decreasing fixed costs. In accordance with prospects for growth in demand, we will rationalise our fleet by having Boeing series aircraft serve North American destinations to increase operating income. In addition to our Tokyo-Sapporo route, we will introduce Boeing freighters domestically and expand our mid-night cargo operation.

Internationally, we will strengthen cargo operations mainly on our China routes and aim to achieve a total of Y billion in revenue for domestic and international operations by FY We will aim to improve earnings in our other businesses including hotels, trading and real estate. Interest-bearing loans will be reduced by reallocating existing financial resources, and capital increased through the sale of assets.

Corporate Governance: Fundamental Approach and Activities 1 Fundamental Approach to Corporate Governance ANA believes that corporate governance is important to ensure transparency and accountability toward stakeholders and for the enhancement of corporate value. Business management organization and other Corporate Governance systems in charge of the company's decision-making, implementation and supervision of management Management System ANA's management system comprises 16 board directors, four auditors, and 31 corporate executive officers including those who are both directors and corporate executive officers.

For important administrative issues, discussions are held and decisions are made by the Group Management Strategy Committee, with the President and CEO serving as chairman and 12 board members, who are senior vice presidents of the Company, serving as committee members.

As a matter of law, certain issues must be considered by the board of directors, which makes the final decision on such matters. During this period, we held 15 Board of Director meetings including extraordinary meetings headed by the chairman in which all directors participated, including two outside directors and four auditors, two of whom are outside auditors. Internal Control System and Risk Management System We define the goals of the Internal Control System, which is to strengthen management control, as "stable and efficient business operation", "duties of accountability", and "observance of laws, regulations and internal regulations" and regard at the same time "risk management", "compliance" and "internal audit" as means to achieving the aforementioned goals.

They work to promote risk management in each department, systematically enforcing risk measures and promptly working to solve any crises that arise in cooperation with the Committee and Secretariat. Furthermore, we have workshops specializing in each type of riskair security, information security, and so on.

When a crisis such as SARS or a major earthquake occurs, we establish an extraordinary workshop and cross-departmental actions are taken. Internal Control System ANA has positioned its Internal Control System as a key part of its corporate governance infrastructure and taken the following steps to strengthen and promote it. In the area of individual risk measures, we made telecommunications equipment earthquake-proof and prepared emergency supplies based on the Business Continuation Plan drawn up to deal with large earthquakes in the Kanto area, where our business resources are concentrated, and a possible Tokai metropolitan Earthquake.

We plan to create a safety confirmation system and enhance all relevant facilities by the next term. In the meantime, in the area of personal information protection, as a measure for Japan's Personal Information Protection Law, fully in force since April , we drew up the "ANA Privacy Policy" and made it available to the public.

We also revised regulations, including those governing the protection of personal information, educated employees, and established our operational structure. We will continue to promote companywide use of risk management and establish risk and crisis management systems for the entire Group. Classes were taught at all tiers of the company and e-learning introduced in an effort to disseminate knowledge. Furthermore, we frequently updated our website to increase interest in compliance.

In addition, workplace monitoring was held led by the Compliance Leaders; we tried to weed out and solve problems. As a result, we saw progress in the uptake of compliance according to our survey. We examined the CSR activities at our company and set up a system in preparation for a full-fledged approach starting next term. During this term, we held internal audits of more than 60 departments and Group companies, designating the accounting area, the approach to personal information protection, and assessing the effects of various measures as the main items for audit.

Parent company Not applicable. Overview of the Fiscal Year On a consolidated basis, operating revenues for the fiscal year under review rose 6. Operating income was up Net income increased 8. On a non-consolidated basis, operating revenues for the fiscal year under review rose Net income increased 1. The following is a summary of operating results by business segment.

Revenues for each business segment include intra-group sales. Air Transportation During the fiscal year, demand on domestic routes was sluggish. On international routes, however, demand recovered from the adverse influence of SARS severe acute respiratory syndrome in the previous year, and tourism and business demand were both favorable.

This airport incorporates a wide range of advanced facilities targeting not only safety but also universal access and shorter connection times. In the future, it is expected to contribute to raising aviation demand overall, including the creation of new demand. The rise in crude oil prices has led directly to higher jet fuel prices, putting pressure on profitability and becoming a serious adverse influence on air transportation operations.

The ANA Group has limited its exposure to price fluctuation risks through hedging transactions that cover nearly all of its jet fuel requirements. However, the influence of rising crude oil prices has gradually become conspicuous, and it does not appear that jet fuel market prices will return to historical levels.

As a result, we have had to raise passenger fares on domestic and international routes. On February 1, , we instituted a jet fuel surcharge on international routes. We also, we revised the amount of the jet fuel surcharge for international cargo twice in - July and October. In this setting, the entire group worked to implement the Three Year Cost-Reduction Plan, which targets fundamental cost structure reforms over the three-year period from April to March The initial target for March , a cost reduction of an annual Y As a result, air transportation operating revenues were up 6.

Domestic Passenger Transportation On domestic routes, we worked to further stabilize our revenue structure. We strived to achieve a recovery in unit price through the active use of the PROS Passenger Revenue Optimization System , which appropriately allocates seats in line with demand trends to maximize revenues.

At the same time, we strived to raise yields and profitability, despite a decline in available seats stemming from aircraft downsizing, through the fully fledged utilization of a fleet assignment model FAM , which is a system that facilitates the use of aircraft suited to demand. In this environment, we enhanced service on routes from which we expect strong demand. We also took steps to enhance our network, such as expanding regional operations using small turbo-prop aircraft Bombardier Qs operated by Air Nippon Network and operating 14 round-trips per day on the Osaka Itami Kochi route.

In conjunction with the opening of the second terminal at Haneda Airport on December 1, , we launched the Smart e-Service, which enables customers who have made advance purchase of tickets, such as through the Internet, to check in from anywhere using a personal computer or cellular phone. Moreover, we began the new Super Seat Premium service, which offers enhanced levels of comfort and amenity. At the same time, through Air Central name changed from Central Japan Airline Service , which was made a consolidated wholly-ownedsubsidiary in November , we expanded the routes connecting the new airport with domestic local airports and increased the convenience of connections between domestic and international flights at Centrair.

In addition, on a trial basis, we endeavored to significantly reduce connection times and increase convenience and competitiveness by aligning the schedules of our CentrairFukuoka and CentrairSapporo flights with those of the airport trains operated by Nagoya Railroad Co. Moreover, in August , to secure cost competitiveness in excess of that of competitors and to enhance our strategic position in the field of small aircraft, we established a new airline, Air Next Co.

We worked in the year under review to promote the adoption of "Electronic Money Edy" and to expand the number of establishments at which it can be used. As a result, despite the number of passengers on domestic routes in the year under review falling 0. Domestic Cargo and Mail Services In domestic cargo services, we recorded solid results bolstered by a recovery in economic sentiment in the first half of the fiscal year and to new demand created by the operation of late-night, scheduled cargo flights on the HanedaSaga route starting in July.

In the second half of the fiscal year, the volume of shipments from cargo owners declined, and an unprecedented number of typhoons hit the Japanese archipelago, doing significant damage to vegetable-producing regions. The overall market for air cargo, especially fresh products, was sluggish, and throughout the second half of the fiscal year cargo volumes were down from a year earlier.

Nonetheless, thanks to the favorable conditions of the first half of the year, cargo revenues and volumes both recorded increases for the full fiscal year. In mail services, we revised our flight schedule and were recertified for transporting mail, and the enhancement of Japan Post's parcel program created new demand.

As a result, the volume of mail carried rose significantly from the same period of the previous year, but mail revenues declined due to lower unit prices. Compared to the previous fiscal year, the volume of cargo carried rose 1. The volume of mail carried during the year was 87 thousand tons, up International Passenger Transportation We achieved a significant increase in international passenger services revenues.

This increase was attributable to solid demand on European and U. We also worked to expand revenues by using data accumulated since our introduction of the PROS system three years ago in order to further enhance its application. In this setting, we strengthened our pipeline to the Changjiang river delta, where growth in tourism, business, and cargo demand is high. From the summer schedule, we operated four flights a week on the NaritaHangzhou route, and three flights a week on the KansaiHangzhou route, resulting in daily service between Japan and Hangzhou.

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AJX HOMES,LLC is one of San Diego's real estate investment companies that can hep you whether you are selling or buying your home. Find company research, competitor information, contact details & financial data for Ajx Investments, LLC of San Diego, CA. Get the latest business insights from. BBB accredited since 10/18/ Real ECA Investing in San Diego, CA. See BBB rating, reviews, complaints, request a quote & more.