Daniel Heinrich - Ball Independent Director
Director
Mr. Daniel J. Heinrich is an Independent Director of the Company. Mr. Heinrich was executive vice president and chief financial officer of The Clorox Company from 2003 to 2011. Previous corporate roles include senior vice president and treasurer at Transamerica Finance Corporation senior vice president, treasurer and controller at Granite Management Company and senior vice president, chief accounting officer and controller at First Nationwide Bank. Mr. Heinrich joined The Clorox Company in 2001 as vice president and controller and served as its executive vice president and chief financial officer from 2003 until 2011. As CFO and the senior financial executive for Clorox, Mr. Heinrich served as a member of its executive and employee benefits committees secretary to the audit and finance committees of the board, and board member for most of the company subsidiaries. He had senior management responsibility for the financial aspects of a large, global organization including its global business services, mergers and acquisitions, accounting, tax and information technology activities. Mr. Heinrich also serves on the boards of ARAMARK and Edgewell Personal Care, where he chairs their audit committees and serves on their finance committees. Additionally, Mr. Heinrich serves on the board of a large, privately held winery in California, where he is a member of its audit and finance committee, and its management development and compensation committee, and participates on various operating and advisory committees including information systems, new product development, agriculture and operationssupply chain. Mr. Heinrich extensive management and board experience clearly qualify him to serve as a director of our Corporationrationration. since 2016.
| Age | 64 |
| Tenure | 8 years |
| Phone | 303 469 3131 |
| Web | https://www.ball.com |
Ball Management Efficiency
The company has Return on Asset of 4.61 % which means that on every $100 spent on assets, it made $4.61 of profit. This is considered to be average in the sector. In the same way, it shows a return on shareholders' equity (ROE) of 24.05 %, implying that it generated $24.05 on every 100 dollars invested. Ball's management efficiency ratios could be used to measure how well Ball manages its routine affairs as well as how well it operates its assets and liabilities.The company has 8.92 B in debt with debt to equity (D/E) ratio of 2.37, meaning that the company heavily relies on borrowing funds for operations. Ball has a current ratio of 0.94, suggesting that it has not enough short term capital to pay financial commitments when the payables are due. Debt can assist Ball until it has trouble settling it off, either with new capital or with free cash flow. So, Ball's shareholders could walk away with nothing if the company can't fulfill its legal obligations to repay debt. However, a more frequent occurrence is when companies like Ball sell additional shares at bargain prices, diluting existing shareholders. Debt, in this case, can be an excellent and much better tool for Ball to invest in growth at high rates of return. When we think about Ball's use of debt, we should always consider it together with cash and equity.
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Management Performance
| Return On Equity | 24.05 | |||
| Return On Asset | 4.61 |
Ball Leadership Team
Elected by the shareholders, the Ball's board of directors comprises two types of representatives: Ball inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Ball. The board's role is to monitor Ball's management team and ensure that shareholders' interests are well served. Ball's inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, Ball's outside directors are responsible for providing unbiased perspectives on the board's policies.
| Charles Baker, Vice President, General Counsel, Corporate Secretary | ||
| Hanno Fiedler, Director, Member of Audit Committee, Member of Nominating/Corporate Governance Committee and Chairman of the Supervisory Board of Ball Packaging Europe GmbH | ||
| David Kaufman, Senior Vice President and President of Ball Aerospace and Technologies Corp | ||
| Daniel Heinrich, Independent Director | ||
| Ann Scott, Director - Investor Relations | ||
| Jeffrey Knobel, Vice President Treasurer | ||
| Scott Morrison, Chief Financial Officer, Executive Vice President | ||
| George Smart, Independent Director | ||
| Robert Strain, Senior Vice President; President of Ball Aerospace & Technologies Corp | ||
| Cynthia Niekamp, Independent Director | ||
| Lisa Pauley, Executive Vice President of Human Resources and Administration | ||
| Daniel Fisher, Senior Vice President, Chief Operating Officer - Global Beverage Packaging | ||
| Stacey Panayiotou, Chief Human Resource Officer, Senior Vice President | ||
| Michael Cave, Independent Director | ||
| Ronald Lewis, Senior Vice President, Chief Operating Officer - Global Beverage Packaging | ||
| Nate Carey, Vice President Controller | ||
| Manette Snow, Vice President - Diversity and Inclusion | ||
| David Hoover, Director | ||
| Cathy Ross, Independent Director | ||
| Dune Ives, Independent Director | ||
| Michael Feldser, COO of Global Metal Food and Household Products Packaging and Sr. VP | ||
| Theodore Solso, Lead Independent Director | ||
| Betty Sapp, Independent Director | ||
| John Hayes, Chairman of the Board, President, Chief Executive Officer | ||
| James Peterson, Vice President - Marketing and Corporate Affairs | ||
| Stuart Taylor, Lead Independent Director | ||
| Todd Penegor, Independent Director | ||
| Leroy Williams, Vice President - Information Technology and Services | ||
| Georgia Nelson, Independent Director | ||
| Erik Bouts, Senior Vice President COO, Global Metal Beverage Packaging | ||
| Shawn Barker, Vice President Controller | ||
| Robert Alspaugh, Independent Director | ||
| John Bryant, Independent Director | ||
| Pedro Mariani, Independent Director |
Ball Stock Performance Indicators
The ability to make a profit is the ultimate goal of any investor. But to identify the right stock is not an easy task. Is Ball a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.
| Return On Equity | 24.05 | |||
| Return On Asset | 4.61 | |||
| Profit Margin | 6.10 % | |||
| Operating Margin | 15.51 % | |||
| Current Valuation | 37.15 B | |||
| Shares Outstanding | 323.89 M | |||
| Shares Owned By Insiders | 0.63 % | |||
| Shares Owned By Institutions | 87.61 % | |||
| Number Of Shares Shorted | 11.81 M | |||
| Price To Earning | 28.62 X |
Pair Trading with Ball
One of the main advantages of trading using pair correlations is that every trade hedges away some risk. Because there are two separate transactions required, even if Ball position performs unexpectedly, the other equity can make up some of the losses. Pair trading also minimizes risk from directional movements in the market. For example, if an entire industry or sector drops because of unexpected headlines, the short position in Ball will appreciate offsetting losses from the drop in the long position's value.The ability to find closely correlated positions to International Flavors could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace International Flavors when you sell it. If you don't do this, your portfolio allocation will be skewed against your target asset allocation. So, investors can't just sell and buy back International Flavors - that would be a violation of the tax code under the "wash sale" rule, and this is why you need to find a similar enough asset and use the proceeds from selling International Flavors Fragrances to buy it.
The correlation of International Flavors is a statistical measure of how it moves in relation to other instruments. This measure is expressed in what is known as the correlation coefficient, which ranges between -1 and +1. A perfect positive correlation (i.e., a correlation coefficient of +1) implies that as International Flavors moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if International Flavors moves in either direction, the perfectly negatively correlated security will move in the opposite direction. If the correlation is 0, the equities are not correlated; they are entirely random. A correlation greater than 0.8 is generally described as strong, whereas a correlation less than 0.5 is generally considered weak.
Correlation analysis and pair trading evaluation for International Flavors can also be used as hedging techniques within a particular sector or industry or even over random equities to generate a better risk-adjusted return on your portfolios.Check out Trending Equities to better understand how to build diversified portfolios. Also, note that the market value of any company could be tightly coupled with the direction of predictive economic indicators such as signals in bureau of economic analysis. You can also try the Financial Widgets module to easily integrated Macroaxis content with over 30 different plug-and-play financial widgets.
Other Consideration for investing in Ball Stock
If you are still planning to invest in Ball check if it may still be traded through OTC markets such as Pink Sheets or OTC Bulletin Board. You may also purchase it directly from the company, but this is not always possible and may require contacting the company directly. Please note that delisted stocks are often considered to be more risky investments, as they are no longer subject to the same regulatory and reporting requirements as listed stocks. Therefore, it is essential to carefully research the Ball's history and understand the potential risks before investing.
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