UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
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ý☒ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended September 30, 2017October 1, 2022
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¨☐ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from _________ to _________
Commission file number 1-05129
Inc.
MOOG Inc.
(Exact Namename of Registrantregistrant as Specifiedspecified in its Charter)
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| New York | | 16-0757636 | |
(State or Other Jurisdictionother jurisdiction of Incorporationincorporation or Organization)organization) | | (I.R.S. Employer Identification No.) |
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| 400 Jamison Road | East Aurora, | New York | 14052-0018 | 14052-0018 |
| (Address of Principal Executive Offices) | | (Zip Code) | |
Registrant’s Telephone Number, Including Area Code:(716) 652-2000
Registrant's telephone number, including area code
Securities registered pursuant to Section 12(b) of the Act:
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Title of Each Classeach class | Trading Symbol(s) | Name of Each Exchangeeach exchange on Which Registeredwhich registered |
Class A Common Stock, $1.00 Par Valuecommon stock | MOG.A | New York Stock Exchange |
Class B Common Stock, $1.00 Par Valuecommon stock | MOG.B | New York Stock Exchange |
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ý☒ No ¨☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨☐ No ý☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Yes ý☒ No ¨☐
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of RegulationsRegulation S-T
(§ (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes ý☒ No ¨☐
Indicate by check mark if disclosure
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company”company,” and "emerging growth company" in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer ý Accelerated filer ¨ Non-accelerated filer ¨ (Do not check if smaller reporting company)Smaller reporting company ¨Emerging growth company ¨ | | | | | | | | | | | |
| Large accelerated filer | ☒ | Accelerated filer | ☐ |
| Non-accelerated filer | ☐ | Smaller reporting company | ☐ |
| | Emerging growth company | ☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for the complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).
Yes ¨☐ No ý☒
The aggregate market value of the common stock outstanding and held by non-affiliates (as defined in Rule 405 under the Securities Act of 1933) of the registrant, based upon the closing sale price of the common stock on the New York Stock Exchange on April 1, 2017,2022, the last business day of the registrant’s most recently completed second fiscal quarter, was approximately $2,212$2,679 million.
The number of shares outstanding of each class of common stock outstanding as of the close of business on November 7, 20172022 was:
Class A 32,356,526; common stock, 28,711,352 shares
Class B 3,404,976.common stock, 3,018,196 shares
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Moog Inc.'s definitive Proxy Statement for the Annual Meeting of Shareholders to be held on February 14, 2018 (“2017 Proxy”filed with the Securities and Exchange Commission within 120 days after the end of the fiscal year to which this report relates (the "2022 Proxy Statement") are incorporated by reference into Part III of this Form 10-K.
Inc.
FORM 10-K INDEX
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PART I
The Registrant, Moog Inc., a New York corporation formed in 1951, is referred to in this report as “Moog” or the "Company" or in the nominative “we” or the possessive “our.”
Unless otherwise noted or the context otherwise requires, all references to years in this report are to fiscal years.
Description of the Business. Moog is a worldwide designer, manufacturer and systems integrator of high performance precision motion and fluid controls and controls systems for a broad range of applications in aerospace and defense and industrial markets. We have three operating segments: Aircraft Controls, Space and Defense Controls and Industrial Systems.
Additional information describing the business and comparative segment revenues, operating profits and related financial information for 2022, 2021 and 2020 are provided in Note 21 - Segments, of Item 8, Financial Statements and Supplementary Data, of this report.
Distribution. Our sales and marketing organization consists of individuals possessing highly specialized technical expertise. This expertise is required in order to effectively evaluate a customer’s precision control requirements and to facilitate communication between the customer and our engineering staff. Our sales staff is the primary contact with customers. Manufacturers’ representatives are used to cover certain domestic aerospace markets. Distributors are used selectively to cover certain industrial and medical markets.
Industry and Competitive Conditions. We experience considerable competition in our aerospace and defense and industrial markets. We believe that the principal points of competition in our markets are product quality, reliability, price, design and engineering capabilities, product development, conformity to customer specifications, timeliness of delivery, effectiveness of the distribution organization and quality of support after the sale. We believe we compete effectively on all of these bases. Competitors in our three operating segments include:
•Aircraft Controls: Curtiss-Wright, Liebherr, Nabtesco, Parker-Hannifin, Raytheon Technologies and Woodward.
•Space and Defense Controls: Aerojet Rocketdyne, Airbus, Altra Industrial Motion Corp, Beyond Gravity, Cobham, Curtiss-Wright, Eaton, Elbit Systems LTD, EOS Defense Systems USA, Inc., Everaxis, General Atomics, General Dynamics, Glenair, Honeywell, John Cockerill Group, Kongsberg, Mottrol, Rafael Advanced Defense Systems, Raytheon Technologies, Schleifring, SEAKR, VACCO, Vincorion, Wittenstein Group and Woodward.
•Industrial Systems: Allied Motion, Baumüller, Atos S.p.A, Bosch Rexroth, Cardinal Health, Eaton, ebm-papst, Eitan Medical LTD, ICU Medical, Inc., MTS Systems, Nidec, Parker-Hannifin, Schleifring, Shinano Kenshi, Wittenstein Group and Woodward.
Government Contracts. All United States ("U.S.") Government contracts are subject to termination by the U.S. Government. In 2022, sales under U.S. Government contracts represented 42% of total sales and were primarily within our Aircraft Controls and Space and Defense Controls segments.
Backlog. Our twelve-month backlog represents confirmed orders we believe will be recognized as revenue within the next twelve months. As noted in Item 6, Selected Financial Data of this report, as of October 1, 2022, our twelve-month backlog was $2.3 billion, an increase of 10% compared to October 2, 2021. See Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations of this report for a discussion on the various business drivers and conditions contributing to the twelve-month backlog change.
Raw Materials. Materials, supplies and components are purchased from numerous suppliers. We believe the loss of any one supplier, although potentially disruptive in the short-term, would not materially affect our operations in the long-term.
Working Capital. See the discussion on operating cycle in Note 1 - Summary of Significant Accounting Policies, of Item 8, Financial Statements and Supplementary Data, of this report.
Seasonality. Our business is generally not seasonal; however, certain products and systems, such as those in the energy market of our Industrial Systems segment, do experience seasonal variations in sales levels.
Patents. We maintain a patent portfolio of issued or pending patents and patent applications worldwide that generally includes the U.S., Europe, China, Japan and India. The portfolio includes patents that relate to electrohydraulic, electromechanical, electronics, hydraulics, components and methods of operation and manufacture as related to motion control and actuation systems. The portfolio also includes patents related to wind turbines, robotics, vibration control and medical devices. We do not consider any one or more of these patents or patent applications to be material in relation to our business as a whole. The patent portfolio related to certain medical devices is significant to our position in this market as several of these products work exclusively together, and provide us future revenue opportunities.
Research Activities. Research and development activity has been, and continues to be, significant for us. Research and development expense was at least $110 million in each of the last three years and represented approximately 4% of sales in 2022.
Human Capital Resources. Moog possesses a unique culture that fuels our business success. Our nearly 14,000 employees across over 20 countries work closely together, driven by a shared sense of purpose and a desire to do the right thing. We value our ground-breaking, challenging work and what we stand for. We value the skill and commitment of our talented workforce above all else. Whether it’s enabling a Mars Rover to land safely or helping to support breakthrough advances in healthcare, together, we solve our customers’ most difficult challenges.
Although we are a successful, global business, our employees feel like they are amongst friends and are comfortable being themselves. We empower them to find innovative ways of accomplishing things, and the scale of our business means that careers can develop in exciting and unexpected directions. For prospective employees looking for inspiring and meaningful work in a warm, respectful, family-like environment, Moog will feel like home.
In order to ensure we live our values and our culture stays unique and strong, our Board of Directors and executive team put significant focus on our human capital resources. These are some of the key aspects of Moog’s human capital strategy:
Employee Recruitment
Moog actively seeks to attract the best talent from a diverse range of sources and industries in order to meet the current and future demands of our business. We have established relationships with trade schools, world-class universities, professional associations, and industry groups to proactively attract talent.
In 2022, we hired 1,792 new regular employees throughout the world.
Diversity, Equity and Inclusion
Moog aspires to be diverse, equitable, and inclusive, where employees are empowered to bring their whole, authentic selves to work every day. We believe being diverse, equitable and inclusive is better for all of our employees, customers and shareholders.
During 2022, we continued to make progress toward our Diversity, Equity and Inclusion ("DE&I") strategy. In support of this strategy, we:
•Grew our DE&I curriculum to continue to help our employees understand the value of inclusivity, the very different experiences people have, and the role we all must play in creating an inclusive and welcoming environment at Moog.
•Honored employees from different backgrounds and helped increase understanding through a variety of monthly celebrations, including, but not limited, to Black History Month, International Women’s Day, and Pride Month.
•Expanded our pilot of Employee Resource Groups ("ERGs") to include Veterans and LGBTQ+. Our ERGs are voluntary, employee-led, corporate-supported groups that are organized primarily around a defined characteristic, special interest, or life experience. We currently have five ERG chapters focused on Employees of Color, Women (2 chapters), Veterans and LGBTQ+.
At Moog, we are continuously striving to ensure the diversity of our organization more fully represents the diversity of the communities in which we operate.
Compensation and Benefits
Moog works to maintain compensation, benefits and rewards programs that enable us to attract, retain, motivate, and reward employees for their contributions to company performance. Our compensation and rewards programs are linked closely to our values of We Are All In This Together, We Try Harder, Competence Is King and Performance And Commitment Should Be Rewarded.
Moog is committed to providing comprehensive benefit options that reflect the differing priorities and needs of our sites globally, governed by an intent to offer plans that will allow our employees and their families to live healthier and more secure lives.
In addition to traditional employee benefits, Moog has a number of innovative initiatives to support the well-being of our employee base, including onsite wellness clinics at a number of locations, online tools that assist employees with their physical and mental health, special events with outside vendors and participants focusing on employee well-being and much more.
Health and Safety
Maintaining a safe and healthy work environment is a key priority and a responsibility for all of our employees. At Moog, we embrace a continuous improvement approach with regard to our global Environment, Health & Safety ("EHS") culture. All Moog businesses strive to operate in a responsible manner that demonstrates our commitment to the health and safety of our employees, customers, suppliers, communities and the environment. Our commitment will not be compromised. We expect our employees, visitors and service providersto follow our EHS standards and practices. We regularly conduct training for all of our employees and work hard to learn lessons from every incident. Additionally, we measure and review our EHS results continuously in each location.
Employee Engagement and Retention
Moog is deeply committed to continuously evolving into an even better place to work. We're built on a strong foundation of mutual trust and the premise that we must engage with employees at different levels to empower our people, enable progress and align efforts.
Moog employs a variety of mechanisms to collect and respond to feedback from our employees. We conduct a regular employee engagement survey. We also leverage focus groups and listening sessions to solicit feedback. In response to employee feedback and in acknowledgment of the changing landscape brought about by the global pandemic, Moog has been piloting a variety of flexible working arrangements, including remote work and hybrid working schedules. We are implementing these changes in a way that allows our employees to collaborate and innovate in the Moog Way that has made us so successful to date.
We see our positive employee engagement coming through in high levels of employee retention. For the last four years, the average of voluntary attrition has been just below 8% of our workforce. That is a competitive attrition figure and a testament to Moog being a great place to work.
Leadership Development and Training
At Moog, we believe that the best leaders are the ones who come from within. These leaders learn with us, grow with us, and reach their potential through challenging job and deliberate learning experiences we provide. Moog's leadership development strategy is to aid in the growth of its leaders at the various stages of leadership. At the foundation of these stages is our Moog Values, Moog Leadership Qualities and our Business Strategy and Processes.
Moog has carefully designed two leadership development programs to improve the effectiveness of our managers. Our Moog Leadership Program is a two-year program designed to expand, develop, support, and sustain high potential leadership throughout the Company. Our Emerging Leadership Program is a nine-month global, cross-group leadership development program. The goal of this program is to accelerate the development of a pool of global, cross-group top talent in order to help meet the demand for important leadership roles throughout our Company. For their specific leadership needs, the operating groups have leadership programs for those emerging leaders as well, the Aircraft Group Leadership Development Program, the Space and Defense Launch Leadership Development Program and the Industrial Group Leadership Pathway. The goal of these programs is to accelerate the development of our talent in order to meet the demands for important leadership roles within the operating groups. Finally, to establish the foundations of leadership, we have our Leading and Coaching People program, which is a two-day course open to all leaders that provides the foundational framework for engaging, empowering, and coaching employees for optimal performance.
In addition to our leadership development programs, Moog has many other valuable development resources available for employees in order to ensure our people have everything they need to succeed both personally and professionally. These resources include a Global Mentoring Program and a Moog Leadership Qualities Library to help give our leaders guidance and support. Moog facilitates these training opportunities and programs through state-of-the-art learning and talent management systems. Our employees are encouraged to take responsibility for their own development and create learning plans that fit their needs and development goals best.
Succession Planning
Each year Moog conducts an extensive talent review across our global enterprise that includes, among other important topics, a review of succession plans for many of our roles. To ensure the long-term continuity of our business, we actively manage the development of talent to fill the roles that are most critical to the on-going success of our Company.
Corporate Social and Environmental Responsibility
Our values, rooted in trust, integrity, and collaboration, lay the foundation for Moog's commitment to grow as a sustainable corporation. As a developer of advanced motion control products, we believe in momentum and our shared responsibility to protect people and the planet now and for generations to come. At Moog, we are committed to:
•Protecting our planet by minimizing our environmental impact.
•Striving to contribute our time, talent, and resources to strengthen the communities where we do business.
•Engaging in ethical practices.
We are committed to a more inclusive, equitable world which is reflected in our corporate culture, work environment, supply chain and community support around the globe.
Currently, we are assessing our environmental, social and governance impact in all of our locations across 25 countries. Among other areas, we are evaluating our direct and indirect greenhouse emissions, how we operate and our effect on stakeholders. This latest available data will help us establish a baseline and set ambitious sustainability goals across the business. See our First Sustainability Report at https://www.moog.com/sustainability.html. The content of the Sustainability Report and the Company's website are not, and should not, be deemed to be incorporated by reference in this Form 10-K or otherwise filed with the Securities and Exchange Commission ("SEC").
We're all in this together. Moog and its employees live this mantra with countless initiatives focused on supporting our sustainability strategy and communities. Some recent examples of Moog’s “responsibility in action” include:
•Environmental Innovation: Bobcat contacted Moog's innovation team to design components for an all-electric compact loader prototype. The concept vehicle is proving that electric solutions can replace traditional hydraulics and diesel power on some construction vehicle models.
•Our Wolverhampton, United Kingdom ("UK") site has transitioned 90% of its electric lighting to LED bulbs; in doing so, the site will save over 13,000 kWh each year.
•Our U.S. and UK organizations piloted a “direct giving program” that allows our employees to contribute funds and volunteer time to local charities that are meaningful to them.
Business Ethics
Moog is fully dedicated to conducting ourselves by the letter and in the spirit of the many laws and standards that apply to our business. Ethics are deeply embedded in our values and business processes. We regularly re-enforce our commitment to ethics and integrity in employee communications, in our everyday actions and in processes and controls. As a part of our on-going efforts to ensure our employees conduct business with the highest levels of ethics and integrity, Moog has compliance training programs in multiple languages. We also maintain two ethics related hotlines, through which individuals can anonymously raise concerns they have about business behavior they do not feel comfortable discussing personally with business operations managers or human resources personnel. The Company's general confidential ethics hotline is administered by internal company counsel designated as Moog's ethics advocate. In addition, we maintain a separate hotline for cases wherein an employee believes that the Company's financial statements are materially misstated as a result of intentional acts or material weaknesses in the systems of internal control. This hotline is administered by the Company's corporate Secretary.
Customers. Our principal customers are Original Equipment Manufacturers ("OEMs"), and end users for whom we provide aftermarket support. Aerospace and defense OEM customers collectively represented 58% of 2022 sales. The majority of these sales are to a small number of large companies. Due to the long-term nature of many of the programs, many of our relationships with aerospace and defense OEM customers are based on long-term agreements. Our industrial OEM sales, which represented 30% of 2022 sales, are to a wide range of global customers and are normally based on lead times of 90 days or less. We also provide aftermarket support, consisting of spare and replacement parts and repair and overhaul services, for all of our products. Our major aftermarket customers are the U.S. Government and commercial airlines. In 2022, aftermarket sales accounted for 12% of total sales.
Significant customers in our three operating segments include:
•Aircraft Controls: Boeing, Lockheed Martin, Airbus, Northrup Grumman, Raytheon Technologies, Japan Aerospace, General Dynamics, Honeywell, Bell Helicopter, Bombardier Aerospace and the U.S. Government.
•Space and Defense Controls: Lockheed Martin, DRS Sustainment Systems, Northrup Grumman, L3 Harris Technologies, Raytheon Technologies, Boeing, Aerojet Rocketdyne, General Dynamics, United Launch Alliance, Honeywell and the U.S. Government.
•Industrial Systems: CAE, Philips Healthcare, TurboChef Technologies, MacArtney, Flight Safety, Husky Energy, Mitsubishi Hitachi Power Systems, Oceaneering, Nutricia and Arburg.
International Operations. Our operations outside the United States are conducted primarily through wholly-owned foreign subsidiaries and are located predominantly in Europe and the Asia-Pacific region. See Note 21 - Segments, of Item 8, Financial Statements and Supplementary Data of this report for information regarding sales by geographic area and Exhibit 21 of Item 15, Exhibits and Financial Statement Schedules of this report for a list of subsidiaries. Our international operations are subject to the usual risks inherent in international trade, including currency fluctuations, local government contracting regulations, local governmental restrictions on foreign investment and repatriation of profits, exchange controls, regulation of the import and distribution of foreign goods, as well as changing economic and social conditions in countries in which our operations are conducted.
Environmental Matters. See the discussion in Note 23 - Commitments and Contingencies, of Item 8, Financial Statements and Supplementary Data, of this report.
Website Access to Information. Our internet address is www.moog.com. The information contained on or connected to our website is not incorporated by reference into this Annual Report on Form 10-K and should not be considered part of this or any other report filed with the SEC. We make our annual reports on Form 10‑K, quarterly reports on Form 10-Q, current reports on Form 8-K and, if applicable, amendments to those reports, available on the investor relations portion of our website. The reports are free of charge and are available as soon as reasonably practicable after they are filed with the SEC. The SEC maintains a website at www.sec.gov that contains reports, proxy statements and other information regarding SEC registrants, including Moog.
Information about our Executive Officers. Other than the changes noted below, the principal occupations of our executive officers for the past five years have been their employment with us in the same positions they currently hold.
On December 1, 2021, Patrick Roche was named Executive Vice President and Chief Operating Officer. Previously, he was Group Vice President and President, Industrial Group, positions he held since 2012.
On December 1, 2021, Stuart Mclachlan was named Vice President and President, Industrial Group. Previously, he was Group Vice President and Chief Business Officer to the Aircraft Group, a position he held since 2019. Prior to that, he was the Group Vice President for Aircraft Control Components.
On January 2, 2020, Jennifer Walter was named Chief Financial Officer. Previously, she was Vice President - Finance, a position she held since January 5, 2018. Prior to that she was Controller and Principal Accounting Officer, a position she held since 2008.
On December 1, 2017, Paul Wilkinson was named Vice President and Chief Human Resources Officer. Previously, he was a Group Vice President and Global Human Resources Director, Aircraft Group.
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| Executive Officers | | Age | | Year First Elected Officer |
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| John R. Scannell | | | | |
| Director; Chairman of the Board; Chief Executive Officer | | 59 | | 2006 |
| Patrick J. Roche | | | | |
| Executive Vice President; Chief Operating Officer | | 59 | | 2012 |
| Jennifer Walter | | | | |
| Vice President; Chief Financial Officer | | 51 | | 2008 |
| Maureen M. Athoe |
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| Vice President | | 64 | | 2015 |
| Stuart Mclachlan | | | | |
| Vice President | | 51 | | 2022 |
| Mark J. Trabert | | | | |
| Vice President | | 63 | | 2015 |
| Paul Wilkinson | | | | |
| Vice President | | 42 | | 2017 |
Disclosure Regarding Forward-Looking Statements
Information included or incorporated by reference in this report that does not consist of historical facts, including statements accompanied by or containing words such as “may,” “will,” “should,” “believes,” “expects,” “expected,” “intends,” “plans,” “projects,” “approximate,” “estimates,” “predicts,” “potential,” “outlook,” “forecast,” “anticipates,” “presume” and “assume,” are forward-looking statements. Such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements are not guarantees of future performance and are subject to several factors, risks and uncertainties, the impact or occurrence of which could cause actual results to differ materially from the expected results described in the forward-looking statements. Certain of these factors, risks and uncertainties are discussed in the sections of this report entitled “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” New factors, risks and uncertainties may emerge from time to time that may affect the forward-looking statements made herein. Given these factors, risks and uncertainties, investors should not place undue reliance on forward-looking statements as predictive of future results. We disclaim any obligation to update the forward-looking statements made in this report.
PART I
The Registrant, Moog Inc., a New York corporation formed in 1951, is referred to in this report, except as “Moog” or in the nominative “we” or the possessive “our.”
Unless otherwise noted or the context otherwise requires, all references to years in this report are to fiscal years.
Description of the Business. Moog is a worldwide designer, manufacturer and systems integrator of high performance precision motion and fluid controls and controls systems for a broad range of applications in aerospace and defense and industrial markets. We have four operating segments: Aircraft Controls, Space and Defense Controls, Industrial Systems and Components.
Additional information describing the business and comparative segment revenues, operating profits and related financial information for 2017, 2016 and 2015 are provided in Note 17 of Item 8, Financial Statements and Supplementary Data of this report.
Distribution. Our sales and marketing organization consists of individuals possessing highly specialized technical expertise. This expertise is required in order to effectively evaluate a customer’s precision control requirements and to facilitate communication between the customer and our engineering staff. Our sales staff is the primary contact with customers. Manufacturers’ representatives are used to cover certain domestic aerospace markets. Distributors are used selectively to cover certain industrial and medical markets.
Industry and Competitive Conditions. We experience considerable competition in our aerospace and defense and industrial markets. We believe that the principal points of competition in our markets are product quality, reliability, price, design and engineering capabilities, product development, conformity to customer specifications, timeliness of delivery, effectiveness of the distribution organization and quality of support after the sale. We believe we compete effectively on all of these bases. Competitors in our four operating segments include:
Aircraft Controls: Curtiss-Wright, Liebherr, Nabtesco, Parker Hannifin, UTC and Woodward.
Space and Defense Controls: Airbus, ATA Engineering, BAE Systems, Bradford Engineering, Chess Dynamics, Cobham, Cohu, Curtiss-Wright, Dotworkz, ESW, FLIR, Flowserve Limitorque, Honeywell, Kongsberg, L3 Technologies, Leonardo DRS, LORD, Marotta, RUAG, Pelco, PVP Advanced EO Systems, RVision, SABCA, Sargent Aerospace & Defense, SEAKR, Silent Sentinel, SwRI, UTC, Vacco, Valcor, Videotec, ValveTech and Woodward.
Industrial Systems: Atos, Allen-Bradley, Bosch Rexroth, Danaher, DEIF Wind Power, E2M Technologies, Eaton, KEB, MTS Systems Corp., Parker Hannifin, Siemens and SSB Wind Systems.
Components: Allied Motion Technologies, Ametek, Cardinal Health, Cobham, General Dynamics Mission Systems, ICU Medical, Kearfott, Kollmorgen, Schleifring, Smiths Medical, Stemmann-Technik, UEA, Woodward and Whippany Actuation Systems.
Government Contracts. All U.S. Government contracts are subject to termination by the U.S. Government. In 2017, sales under U.S. Government contracts represented 31% of total sales and were primarily within our Aircraft Controls, Space and Defense Controls and Components segments.
Backlog. Our twelve-month backlog represents confirmed orders we believe will be recognized as revenue within the next twelve months. As noted in Item 6, Selected Financial Data of this report, as of September 30, 2017, our twelve-month backlog was $1.2 billion, a decline of 1% compared to October 1, 2016. See Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations of this report for a discussion on the various business drivers and conditions contributing to the twelve-month backlog change.
Raw Materials. Materials, supplies and components are purchased from numerous suppliers. We believe the loss of any one supplier, although potentially disruptive in the short-term, would not materially affect our operations in the long-term.
Working Capital. See the discussion on operating cycle in Note 1 of Item 8, Financial Statements and Supplementary Data of this report.
Seasonality. Our business is generally not seasonal; however, certain products and systems, such as those in the energy market of our Industrial Systems segment, do experience seasonal variations in sales levels.
Patents. We maintain a patent portfolio of issued or pending patents and patent applications worldwide that generally includes the U.S., Europe, China, Japan and India. The portfolio includes patents that relate to electrohydraulic, electromechanical, electronics, hydraulics, components and methods of operation and manufacture as related to motion control and actuation systems. The portfolio also includes patents related to wind turbines, robotics, surveillance/security, vibration control and medical devices. We do not consider any one or more of these patents or patent applications to be material in relation to our business as a whole. The patent portfolio related to certain medical devices is significant to our position in this market as several of these products work exclusively together, and provide us future revenue opportunities.
Research Activities. Research and development activity has been, and continues to be, significant for us. Research and development expense was at least $140 million in each of the last three years and represented approximately 6% of sales in 2017.
Employees. On September 30, 2017, we employed 10,675 full-time employees.
Customers. Our principal customers are Original Equipment Manufacturers, or OEMs, and end users for whom we provide aftermarket support. Aerospace and defense OEM customers collectively represented 54% of 2017 sales. The majority of these sales are to a small number of large companies. Due to the long-term nature of many of the programs, many of our relationships with aerospace and defense OEM customers are based on long-term agreements. Our industrial OEM sales, which represented 30% of 2017 sales, are to a wide range of global customers and are normally based on lead times of 90 days or less. We also provide aftermarket support, consisting of spare and replacement parts and repair and overhaul services, for all of our products. Our major aftermarket customers are the U.S. Government and commercial airlines. In 2017, aftermarket sales accounted for 16% of total sales.
Significant customers in our four operating segments include:
Aircraft Controls: Boeing, Airbus, Lockheed Martin, Northrup Grumman, United Technologies, Gulfstream, Japan Aerospace, Honeywell, Embraer and the U.S. Government.
Space and Defense Controls: Lockheed Martin, Raytheon, Aerojet Rocketdyne, Orbital ATK, Boeing, United Launch Alliance, Airbus, General Dynamics, BAE Systems, Thales Alenia Space and the U.S. Government.
Industrial Systems: CAE, FlightSafety, Husky Energy, MHPS, Arburg, Rockwell Automation, Senvion, Nordex, RAAF and Schlumberger.
Components: Northrup Grumman, Philips Healthcare, Lockheed Martin, Raytheon, Turbo Chef Technologies, Becton Dickinson, Nestle, Honeywell, Bausch & Lomb, Boeing and the U.S. Government.
International Operations. Our operations outside the United States are conducted through wholly-owned foreign subsidiaries and are located predominantly in Europe and the Asia-Pacific region. See Note 17 of Item 8, Financial Statements and Supplementary Data of this report for information regarding sales by geographic area and Exhibit 21 of Item 15, Exhibits and Financial Statement Schedules of this report for a list of subsidiaries. Our international operations are subject to the usual risks inherent in international trade, including currency fluctuations, local government contracting regulations, local governmental restrictions on foreign investment and repatriation of profits, exchange controls, regulation of the import and distribution of foreign goods, as well as changing economic and social conditions in countries in which our operations are conducted.
Environmental Matters. See the discussion in Note 18 of Item 8, Financial Statements and Supplementary Data of this report.
Website Access to Information. Our internet address is www.moog.com. We make our annual reports on Form 10‑K, quarterly reports on Form 10-Q, current reports on Form 8-K and, if applicable, amendments to those reports, available on the investor relations portion of our website. The reports are free of charge and are available as soon as reasonably practicable after they are filed with the Securities and Exchange Commission. We have posted our corporate governance guidelines, Board committee charters and code of ethics to the investor relations portion of our website. This information is available in print to any shareholder upon request. All requests for these documents should be made to Moog’s Manager of Investor Relations by calling 716-687-4225.
Executive Officers of the Registrant. Other than the changes noted below, the principal occupations of our executive officers for the past five years have been their employment with us in the same positions they currently hold.
On August 11, 2015, Maureen M. Athoe was named Vice President and President, Space and Defense Group. Previously, she was a Group Vice President, Group General Manager and Site Manager.
On August 11, 2015, R. Eric Burghardt was named Vice President and President, Aircraft Group. Previously, he was a Group Vice President and Financial Director.
On August 11, 2015, Mark J. Trabert was named Vice President and President, Aircraft Group. Previously, he was a Group Vice President and Deputy General Manager.
|
| | | | |
| Executive Officers | | Age | | Year First Elected Officer |
| | | | | |
| John R. Scannell | | | | |
| Chairman of the Board; Chief Executive Officer | | | | |
| Director | | 54 | | 2006 |
| Richard A. Aubrecht | | | | |
| Vice Chairman of the Board; Vice President - Strategy and Technology; | | | | |
| Director | | 73 | | 1980 |
| Donald R. Fishback | | | | |
| Director; Vice President; Chief Financial Officer | | 61 | | 1985 |
| Lawrence J. Ball | | | | |
| Vice President | | 63 | | 2004 |
| Gary A. Szakmary | | | | |
| Vice President | | 66 | | 2011 |
| Patrick J. Roche | | | | |
| Vice President | | 54 | | 2012 |
| Maureen M. Athoe | | | | |
| Vice President | | 59 | | 2015 |
| R. Eric Burghardt | | | | |
| Vice President | | 58 | | 2015 |
| Mark J. Trabert | | | | |
| Vice President | | 58 | | 2015 |
| Jennifer Walter | | | | |
| Controller; Principal Accounting Officer | | 46 | | 2008 |
| Timothy P. Balkin | | | | |
| Treasurer; Assistant Secretary | | 58 | | 2000 |
In addition to the executive officers noted above, Robert J. Olivieri, 67, was elected Secretary in 2014. Mr. Olivieri's principal occupation is partner in the law firm of Hodgson Russ LLP.
Our business, financial condition and results of operations face many risks, many of which are not exclusively within our control. The marketsknown, material risks to our business summarized below should be carefully considered together with all of the other information included in this report, including the financial statements and related notes. Any of the risks discussed below, elsewhere in this report or in our other SEC filings could have a material impact on our business, financial condition or results of operations. Although the risks summarized below are organized by heading, and each risk is summarized separately, many of the risks are interrelated. While we serve are cyclicalbelieve we have identified and sensitivediscussed below the material risks affecting our business, there may be additional risks and uncertainties not currently known to domestic and foreign economic conditions and events, whichus or that we currently consider immaterial that may causematerially adversely affect our operatingbusiness, financial condition or results to fluctuate. The markets we serve are sensitive to fluctuations in general business cycles as well as domestic and foreign economic conditions and events. For example, our defense programs are largely contingent on U.S. Department of Defense funding. In addition, our space programs rely on the same governmental funding as well as investment for commercial and exploration activities. Our aerospace programs are dependent on the highly cyclical commercial airline industry, driven by fuel price increases, demand for travel and economic conditions. Demand for our industrial products is dependent upon several factors, including capital investment, product innovations, economic growth, the price of oil and natural gas, cost-reduction efforts and technology upgrades. Our sales and operating profit have been affected by the continued low rates of recoveryoperations in the economies in which we conduct business. If global economic uncertainties continue or deteriorates, our operations could be negatively impacted through declines in our sales, profitabilityfuture and cash flows due to lower orders, payment delaysmay require significant management time and price pressures for our products.attention.
STRATEGIC RISKS
We operate in highly competitive markets with competitors who may have greater resources than we possess.possess. Many of our products are sold in highly competitive markets. Some of our competitors, especially in our industrial markets and medical markets, are larger, more diversified and have greater financial, marketing, production and research and development resources. Within the aerospace and defense industries, suppliers have consolidated to widen their product offerings and to secure long-term sole-source positions. As a result, theythese competitors may be better able to withstand the effects of periodic economic downturns.downturns, including withstanding the COVID-19 pandemic. In addition, our competitors' wins could increase their market share, which would reduce the total number of viable suppliers. Our sales and operating margins will be negatively impacted if our competitors:
•develop products that are superior to our products,
•develop products of comparable quality and performance that are more competitively priced than our products,
•develop more efficient and effective manufacturing methods of more efficiently and effectively providingfor their products and services, or
•adapt more quickly than we do to new technologiestechnological innovations or evolving customer requirements.
We believe that the principal points of competition in our markets are product quality, reliability, price, design and engineering capabilities, product development,price, innovation, conformity to customercustomers' specifications, timeliness of delivery, effectiveness of the distribution organization and quality of support after the sale. Maintaining or improving our competitive position requires continued investment in manufacturing, engineering, quality standards, marketing, customer service and support and our distribution networks. If we do not maintain sufficient resources to make these investments, are not successful in meeting our quality or delivery standards or are not successful in maintaining our competitive position, we could face pricing pressures or loss in market share, causing our operations and financial performance to suffer.
Our research and development and innovation efforts are substantial and may not be successful, which could reduce our sales and earnings. Our products and technological capabilities have undergone, and in the future may undergo, significant changes. In order to maintain a leadership position in the high-performance, precision controls market in the future, we have incurred, and we expect to continue to incur, expenses associated with research and development and innovation activities during the introduction of new products. Our technology has been developed through customer-funded and internally-funded research and development investments, as well as through business acquisitions. If we fail to predict customers' preferences or fail to provide viable technological solutions, we may experience inefficiencies that could delay or prevent the acceptance of new products or product innovations. Also, incurred research and development expenses may exceed our cost estimates and the new products we develop may not generate sales sufficient to offset our investments. Additionally, our competitors may develop technologies or products that have more competitive advantages than ours and render our technology noncompetitive or obsolete.
If we are unable to adequately enforce and protect our intellectual property or defend against assertions of infringement, our business and our ability to compete could be harmed. Protecting our intellectual property is critical in order to maintain a competitive advantage. We therefore rely on internally developed and acquired patents, trademarks, copyrights, trade secrets, proprietary know-how to establish and protect our technologies and products. However, these measures afford only limited protection, and our patent rights and other intellectual property protections have been in the past, and may be in the future, infringed, misappropriated, misrepresented, copied without authorization, circumvented or invalidated in the U.S. or in foreign countries that do not offer the same level of intellectual property protections. Also, as our patents and other intellectual property protections expire, we may face increased competition. Additionally, we cannot be assured that our existing or planned products do not, or will not, infringe on the intellectual property rights of others or that others will not claim such infringement. When others infringe on our intellectual property rights, the value of our products is diminished, and we may incur substantial litigation costs to enforce our rights. Litigation could also divert management's focus and resources away from operations. If we are unable to adequately enforce and protect our intellectual property or defend against assertions of infringement, we could face reputational harm and our inability to defend against these scenarios could have an adverse effect on our competitive position, our business operations and financial condition.
Our sales and earnings may be affected if we cannot identify, acquire or integrate strategic acquisitions, or as we conduct divestitures. Acquisitions are an element of our growth strategy as we opportunistically make investments in our businesses. Our historical growth has depended, and our future growth is likely to depend, in part, on our ability to successfully identify, acquire and integrate acquired businesses. We intend to seek additional acquisition opportunities throughout the world, both to expand into new markets and to enhance our position in existing markets. Growth by acquisition involves risk that could adversely affect our financial condition and operating results. We may not know the potential exposure to unanticipated liabilities. Additionally, the expected benefits or synergies might not be fully realized, integrating operations and personnel may be slowed and key employees, suppliers or customers of the acquired business may depart. As a result of our ongoing operational assessment, we may continue to divest assets or businesses if we deem the operations as non-strategic or no longer support the level of customer demand. Also, divestitures could adversely affect our profitability and, under certain circumstances, require us to record impairment charges or losses as a result of a transaction. In pursuing acquisition opportunities, integrating acquired businesses or divesting business operations, management's time and attention may be diverted from our core business, while consuming resources and incurring expenses for these activities.
MARKET CONDITION RISKS
The markets we serve are cyclical and sensitive to domestic and foreign economic conditions and events, which may cause our operating results to fluctuate. The markets we serve are sensitive to fluctuations in general business cycles, global pandemics, domestic and foreign governmental tariffs, trade and monetary policies and economic conditions and events, and are facing varying levels of pressure from the COVID-19 pandemic. The COVID-19 pandemic drastically reduced air traffic as travel restrictions and social distancing measures were implemented to help control the spread of the virus. While U.S. domestic air travel has recovered, international travel utilizing wide-body aircraft will take longer to fully recover. Furthermore, as companies and employees become accustomed to working remotely, business travel and the associated flight hours may not reach the pre-pandemic levels. As such, we believe The Boeing Company, or Boeing, and Airbus may continue to directionally match their wide-body aircraft production rates with the reduced, albeit recovering, air traffic volume, which has lowered their demand for our flight control systems. Other factors influencing our business, including our defense and our space programs, are largely contingent on U.S. Department of Defense investment funding, which can fluctuate. Our industrial product demand depends upon several factors including levels of capital investment, the pace of product innovations and technology upgrades, changing economic conditions and the current and forecasted price of oil and natural gas. If the COVID-19 pandemic and related economic uncertainties deteriorate, our operations could be negatively impacted through declines in our sales, profitability and cash flows as a result of lower orders, payment delays and price pressures for our products.
We depend heavily on government contracts that may not be fully funded or may be terminated, and the failure to receive funding or the termination of one or more of these contracts could reduce our sales and increase our costs. Sales to the U.S. Government and its prime contractors and subcontractors represent a significant portion of our business. In 2017,2022, sales under U.S. Government contracts represented 31%42% of our total sales, primarily within Aircraft Controls and Space and Defense Controls and Components.Controls. Sales to foreign governments represented 5%8% of our total sales. Funding for government programs can be structured into a series of individual contracts and depend on cyclical annual congressional appropriations, whichappropriations. At times when there are subjectperceived threats to change. Additionally, the 2011 Budget Control Act reduced the Department ofnational security, U.S. Defense spending (or sequestration) by approximately $500 billion. The Bipartisan Budget Act of 2013 and the Bipartisan Budget Act of 2015 provided stability and modest growth in the Department of Defensecan increase; at other times, defense spending through 2017. However, future budgets beyond 2017 are uncertain with respect to the overallcan decrease. Future levels of defense spending. As a result of this uncertainty, we expect discretionary government spending levels will face pressure, leadingare uncertain and subject to procurement cost reductions.congressional debate and spending prioritization. Any reduction in future Department of Defense spending levels could adversely impact our sales, operating profit and our cash flow. We have resources applied to specific government contracts and if any of those contracts are rescheduled or terminated, we may incur substantial costs redeploying those resources.
The loss of The Boeing Company or Lockheed Martin as a customer or a significant reduction in sales to either company could adversely impact our operating results. We provide Boeing with controls for both military and commercial applications, as well as controls for space and defense applications, which totaled 11% of our 2022 sales. We provide Lockheed Martin similar products for military, space and defense applications, which totaled 9% of our 2022 sales. Sales to Boeing's commercial airplane group are generally made under long-term supply agreements. Boeing operates in a competitive environment and continues to evaluate the size, scope and cost of their supplier base. Also, Boeing continues to match their commercial production rates to the resized global air traffic volume due to the residual impacts of the COVID-19 pandemic. As a portion of our sales to Boeing and Lockheed Martin is tied to varying levels of government defense spending, a reduction in future Department of Defense spending levels could adversely impact our sales, operating profit and cash flow. Furthermore, a loss of Boeing or Lockheed Martin as a customer could reduce our sales and earnings.
We may not realize the full amounts reflected in our backlog as revenue, which could adversely affect our future revenue and growth prospects. As of October 1, 2022, our total backlog was $5.2 billion, which represents confirmed orders we believe will be recognized as revenue. There is no assurance that our customers will purchase all the orders represented in our backlog. A significant portion of our backlog relates to commercial aircraft programs. We believe Boeing and Airbus will continue to directionally match their wide-body aircraft production rates with the resized international air traffic volume in response to the COVID-19 impacts, which have lowered their demand for our flight control systems and may cause us to never realize the full amounts included in our commercial backlog. Also, given the uncertain nature of our contracts with the U.S. Government and other foreign governments, in part due to governments' abilities to modify, curtail or terminate major programs, we may not realize the full revenue value of the orders included in our backlog. If this occurs, our future revenue and growth prospects may be adversely affected.
OPERATIONAL RISKS
A reduced supply, as well as inflated prices, across various raw materials and third-party provided components and sub-assemblies within our supply chain could have a material impact on our ability to manufacture and ship our products, in addition to adversely impacting our operating profit and balance sheet.Constraints in our supply chain, due both to worldwide demand for electronics and components across several end markets and the continued impacts of the COVID-19 pandemic, has affected our business. We are occasionally experiencing shortages and delays in materials and components necessary in our manufacturing processes, preventing us from completing and shipping our final products on time. As a result of these interruptions and long lead times that we expect to continue, we are selectively purchasing, in advance, certain raw materials and third-party provided components and sub-assemblies that we are concerned might otherwise be delayed. Additionally, the prices for materials and components used in our products has increased, adding additional pressures to our operating margins. We may be unable to raise our prices for our products equal to the rate of inflation, and if our constrained supply chain continues, our operating profit and balance sheet may be negatively impacted.
We face various risks related to health pandemics, such as the COVID-19 pandemic, which have had material adverse consequences on our operations, financial position, cash flows, and those of our customers and suppliers. The spread of the COVID-19 pandemic, and the associated pandemic-related responses, disrupted businesses on a global scale, led to significant volatility in financial markets and affected the aviation and industrial industries. As a result, we experienced, and may continue to experience, lower levels of customer demand for our products, particularly in our commercial aircraft market. To-date, substantially all of our operations and production activities have remained operational. However, the impacts of the pandemic have placed labor and supply chain pressures on our business and we have been impacted by localized lockdowns. While our backlog continues to grow across our end markets as economic activity recovers, ongoing COVID-19 disruptions continue to challenge our business. We will continue to monitor the situation, assessing further possible implications on our operations, labor force, supply chain, liquidity, cash flow and customer orders, and will continue taking actions in an effort to mitigate adverse consequences.
If our subcontractors or suppliers fail to perform their contractual obligations, our prime contract performance and our ability to obtain future business could be materially and adversely impacted. With respect to many of our contracts, we rely on other companies to perform portions of the manufacturing process of our products. While we actively manage our supply chain establishing alternate sources, some business conditions cause us to obtain certain components and sub-assemblies from a single supplier or a limited group of suppliers. There are risks that we may have disputes with our subcontractors regarding the quality and timeliness of work performed by the subcontractor, customer concerns about the subcontractor, our failure to extend existing task orders or issue new task orders under a subcontract or our hiring of personnel of a subcontractor. Failure by our sole-sourced or group of subcontractors to satisfactorily provide on a timely basis the agreed-upon, defect-free supplies, or perform the agreed-upon services, may materially and adversely impact our ability to perform our obligations as the prime contractor. Subcontractor performance deficiencies could result in a customer terminating our contract for default, which could expose us to liability and substantially impair our ability to compete for future orders.
We face, and may continue to face risks related to information systems interruptions, intrusions and or new software implementations, which may adversely affect our business operations. We rely extensively on various information technologies throughout our company supporting nearly every business activity. In doing so, we work with sensitive data types including proprietary business information, intellectual property and confidential employee data. Handling and storage of this data, either onsite or managed by authorized third parties, may be subject to privacy, security, or other regulatory requirements. Business operations face risks, and may continue to face risks, due to information system errors, equipment failures, or ever-evolving cyber-attacks. Unauthorized access or tampering via cybersecurity incidents may result in potential data corruption, exposure of proprietary or confidential information and work stoppages. Our vulnerability to cybersecurity risks may have also increased after adopting a hybrid working policy in response to the COVID-19 pandemic, empowering employees to work productively outside of the office when appropriate. Additionally, we have and expect to incur additional costs to comply with our customers' increased cybersecurity protections and standards, including those of the U.S. Government. We have embarked on multi-year business information system transformation and standardization projects. These endeavors are complex and company-wide, involving new technologies and may introduce risk to our cybersecurity infrastructure. While we are investing significant resources throughout the planning, project managing and deployment processes, unanticipated delays could occur and could adversely affect our financial results. Any of these cybersecurity issues may cause operational stoppages, increased operational costs, fines, penalties and diminished competitive advantages through reputational damages.
We may not be able to prevent, or timely detect, issues with our products and our manufacturing processes which may adversely affect our operations and our earnings.We must continuously improve product development and manufacturing processes and systems to ensure we deliver high-quality, technically advanced products. Due to growth in operations, there is a risk our current manufacturing processes and systems are unable to maintain our high-quality and on-time delivery standards for our customers. If we are unable to maintain these standards, we could experience late deliveries and penalties, recalls, increased warranty costs, order cancellations and litigation.
The failure or misuse of our products may damage our reputation, necessitate a product recall or result in claims against us that exceed our insurance coverage, thereby requiring us to pay significant damages. Defects in the design and manufacture of our products or our subcontractors' products may necessitate a product recall. We include complex system designs and components in our products that could contain errors or defects, particularly when we incorporate new technologies into our products. If any of our products are defective, we could be required to redesign or recall those products, pay substantial damages or warranty claims and face actions by regulatory bodies and government authorities. Such an event could result in significant expenses, delay sales, inflate inventory, cause reputational damage or cause us to withdraw from certain markets. We are also exposed to product liability claims. Many of our products are used in applications where their failure or misuse could result in significant property loss and serious personal injury or death. We carry product liability insurance consistent with industry norms. However, these insurance coverages may not be sufficient to fully cover the payment of any potential claim. A product recall or a product liability claim not covered by insurance could have a material adverse effect on our business, financial condition and results of operations.
FINANCIAL RISKS
We make estimates in accounting for long-termover-time contracts, and changes in these estimates may have significant impacts on our earnings. We have long-termover-time contracts with some of our customers. These contracts arecustomers, predominantly within Aircraft Controlsin our aerospace and Space and Defense Controls. Revenue representing 38% of 2017 sales was accounted for using the percentage of completion, cost-to-cost method of accounting. Under this method, wedefense markets. We recognize revenue as work progresses toward completion as determined by the ratio of cumulativeusing an input method that uses costs incurred to date to estimated total contract costs atmeasure progress toward completion multiplied by the total estimated contract revenue, less cumulative revenue recognized in prior periods.("cost-to-cost"). Changes in these required estimates could have a material adverse effect on sales and profits. Any adjustments are recognized in the period in which the change becomes known using the cumulative catch-up method of accounting. For contracts with anticipated losses at completion, we establish a provision for the entire amount of the estimated remaining loss and charge it against income in the period in which the loss becomes known.known and can be reasonably estimated. Amounts representing performance incentives, penalties, contract claims or impacts of scope change negotiations are considered in estimating revenues, costs and profits when they can be reliably estimated and realization is considered probable. Due to the substantial judgments involved with this process, our actual results could differ materially or could be settled unfavorably from our estimates. See Note 2 - Revenue from Contracts with Customers of Item 8, Financial Statements and Supplementary Data, of this report.
We enter into fixed-price contracts, which could subject us to losses if we have cost overruns. In 2017,2022, fixed-price contracts represented 92%90% of our sales that were accounted for using the percentage of completion, cost-to-cost method of accounting.method. On fixed-price contracts, we agree to perform the scope of work specified in the contract for a predetermined price. Depending on the fixed price negotiated, these contracts may provide us with an opportunity to achieve higher profits based on the relationship between our total contract costs and the contract's fixed price. However, we bear the risk that increased or unexpected costs may reduce our profit or cause us to incur a loss on the contract, which would reduce our net earnings. LossAlthough we closely monitor all programs and continuously seek opportunities, in coordination with our customers and suppliers, to mitigate future material impacts on profitability resulting from higher costs for labor or material, we may be unsuccessful in these efforts and our net earnings may be reduced. Contract loss reserves are most commonly associated with fixed-price contracts that involve the design and development of new and unique controls orinnovative control systems to meet the customer's specifications.
Our indebtedness and restrictive covenants under our credit facilities and indenture governing our senior notes could limit our operational and financial flexibility.We have incurred significant indebtedness and may not realizeincur additional debt as we invest in operations, research and development, capital expenditures and acquisitions. Our ability to make scheduled interest and principal payments could be adversely impacted by changes in the full amounts reflectedavailability, terms and cost of capital, changes in interest rates or changes in our backlog as revenue,credit ratings or our outlook. These changes could increase our cost of debt, limiting our ability to meet operational and capital needs, delaying our reactions to changes in market conditions and pursuing acquisitions, thereby placing us at a competitive disadvantage. In addition, the restrictive covenants under both our credit facilities and the indenture governing our senior notes could limit our operational and financial flexibility, which could also impact our ability to operate our business.
Significant changes in discount rates, rates of return on pension assets, mortality tables and other factors could adversely affect our future revenueearnings and growth prospects. Asequity and increase our pension funding requirements. Pension costs and obligations are determined using actual results as well as actuarial valuations that involve several assumptions. The most critical assumptions are the discount rate, the long-term expected return on assets and mortality tables. Other assumptions include salary increases and retirement age. Some of September 30, 2017, our twelve-month backlog was $1.2 billion, which represents confirmed orders we believe will be recognizedthese assumptions, such as revenue within the next twelve months. There is no assurance that our customers will purchase all the orders represented in our backlog, due in part to the U.S. Government's ability not to exercise contract options or to modify, curtail or terminate major programs. Due to the uncertain naturediscount rate and return on pension assets, are reflective of economic conditions and largely out of our contracts withcontrol. Despite our largest pension plan being essentially fully funded, changes in the U.S. Government, we may never realize revenue from somepension assumptions could adversely affect our earnings, equity and funding requirements.
A write-off of the orders thatall or part of our goodwill or other intangible assets could adversely affect our operating results and net worth. Goodwill and other intangible assets are included in our backlog. Aa substantial portion of our backlog also relates to commercial aircraft programs,assets. At October 1, 2022, goodwill was $805 million and if there are entry into service delays or lower than anticipated deliveries due to production issues, we may never realize the full amounts included in our backlog. If this occurs, our future revenue and growth prospects may be adversely affected.
If our subcontractors or suppliers fail to perform their contractual obligations, our prime contract performance and our ability to obtain future business could be materially and adversely impacted. We rely on subcontracts with other companies to perform a portion of the service we provide to our customers on manyintangible assets were $85 million of our contracts. There is a risk thattotal assets of $3.4 billion. Our goodwill and other intangible assets may increase in the future since our growth strategy includes acquisitions. However, we may have disputes withto write off all or part of our subcontractors, including disputes regarding the qualitygoodwill or other intangible assets if their value becomes impaired. Although this write-off would be a non-cash charge, it could reduce our earnings and timelinessour financial condition significantly. We review whether goodwill or other intangible assets have been impaired annually, or more frequently, if there have been changes in circumstances or conditions.
Unforeseen exposure to additional income tax liabilities may affect our operating results. Our distribution of work performedtaxable income is subject to domestic and, as a result of our significant manufacturing and sales presence in foreign countries, foreign tax jurisdictions. Our effective tax rate and earnings may be affected by the subcontractor, customer concerns about the subcontractor, our failure to extend existing task orders or issue new task orders under a subcontract or our hiring of personnel of a subcontractor. Failure by our subcontractors to satisfactorily provide on a timely basis the agreed-upon supplies, or perform the agreed-upon services, may materially and adversely impact our ability to perform our obligations as the prime contractor. Subcontractor performance deficiencies could result in a customer terminating our contract for default. A default termination could expose us to liability and substantially impair our ability to compete for future contracts and orders. In addition, a delay or failureshifts in our abilitymix of earnings in countries with varying statutory tax rates, changes in the valuation of deferred tax assets and outcomes of any audits performed on previous tax returns. Additionally, any alterations to obtain componentsdomestic and equipment parts fromforeign government tax regulations or interpretations, global minimum taxes or other tax law changes could have significant impacts on our suppliers may adversely affecteffective tax rate and on our ability to perform our obligations to our customers.deferred tax assets and liabilities.
LEGAL AND COMPLIANCE RISKS
Contracting on government programs is subject to significant regulation, including rules related to bidding, billing and accounting kickbacksstandards, and any false claims and anyor non-compliance could subject us to fines, and penalties or possible debarment. Like all government contractors, we We are subject to risks associated with thisgovernment program contracting, including substantial civil and criminal fines and penalties. These fines and penalties could be imposed for failing to follow procurement integrity and bidding rules, employing improper billing practices or otherwise failing to follow cost accounting standards, receiving or paying kickbacks or filing false claims. We have been, and expect to continue to be, subjected to audits and investigations by U.S. and foreign government agencies and authorities. The failure to comply with the terms of our government contracts could harm our business reputation. ItWe also could also result in ourbe subject to withheld progress payments being withheld or our suspension or debarment from future government contracts, which could have a material affecteffect on our operational and financial results.
The loss of The Boeing Company as a customer or a significant reduction in sales to The Boeing Company could adversely impact our operating results. We provide The Boeing Company, or Boeing, with controls for both military and commercial applications, which, in total, were 13% of our 2017 sales. Sales to Boeing's commercial airplane group are generally made under a long-term supply agreement through 2021 for the Boeing 787 and through 2019 for other commercial airplanes. Boeing operates in a competitive environment, and any detrimental impact to Boeing's production could reduce our orders to Boeing. A reduction in sales or the loss of Boeing as a customer could reduce our sales and earnings.
Our new product research and development efforts may not be successful which could reduce our sales and earnings. Technologies related to our products have undergone, and in the future may undergo, significant changes. We have incurred, and we expect to continue to incur, expenses associated with lengthy research and development activities and the introduction of new products in order to succeed in the future. Our technology has been developed through customer-funded and internally-funded research and development, as well as through business acquisitions. If we fail to predict customers' preferences or fail to provide viable technological solutions, we may experience difficulties that could delay or prevent the acceptance of new products or product enhancements. Also, the research and development expenses we incur may exceed our cost estimates and new products we develop may not generate sales sufficient to offset our costs. Additionally, our competitors may develop technologies and products that have more competitive advantages than ours and render our technology uncompetitive or obsolete.
Our inability to adequately enforce and protect our intellectual property or defend against assertions of infringement could prevent or restrict our ability to compete. Protecting our intellectual property is critical in order to maintain a competitive advantage. We therefore rely on internally developed and acquired patents, trademarks and proprietary knowledge and technologies. Our inability to defend against the unauthorized use of these rights and assets could have an adverse effect on our competitive position and on our results of operations and financial condition. Litigation may be necessary to protect our intellectual property rights or defend against claims of infringement. This litigation could result in significant costs and divert management's focus away from operations.
Our business operations may be adversely affected by information systems interruptions, intrusions or new software implementations. We are dependent on various information technologies throughout our company to administer, store and support multiple business activities. Disruptions, equipment failures or cybersecurity attacks, such as unauthorized access, malicious software and other intrusions, may lead to potential data corruption and exposure of proprietary and confidential information. Any intrusion may cause operational stoppages, diminished competitive advantages through reputational damages and increased operational costs. In addition, we are in the early stages of a multi-year business information system transformation and standardization project. This endeavor will occupy additional resources, diverting attention from other operational activities, and may cause our information systems to perform unexpectedly. While we expect to invest significant resources throughout the planning and project management process, unanticipated delays could occur.
Our indebtedness and restrictive covenants under our credit facilities could limit our operational and financial flexibility. We have incurred significant indebtedness, and may incur additional debt for acquisitions, operations, research and development and capital expenditures. Our ability to make interest and scheduled principal payments and meet restrictive covenants could be adversely impacted by changes in the availability, terms and cost of capital, changes in interest rates or changes in our credit ratings or our outlook. These changes could increase our cost of business, limiting our ability to pursue acquisition opportunities, react to market conditions and meet operational and capital needs, thereby placing us at a competitive disadvantage.
Significant changes in discount rates, rates of return on pension assets, mortality tables and other factors could adversely affect our earnings and equity and increase our pension funding requirements. Pension costs and obligations are determined using actual results as well as actuarial valuations that involve several assumptions. The most critical assumptions are the discount rate, the long-term expected return on assets and mortality tables. Other assumptions include salary increases and retirement age. Some of these assumptions, such as the discount rate and return on pension assets, are reflective of economic conditions and largely out of our control. Changes in the pension assumptions could adversely affect our earnings, equity and funding requirements.
A write-off of all or part of our goodwill or other intangible assets could adversely affect our operating results and net worth. Goodwill and other intangible assets are a substantial portion of our assets. At September 30, 2017, goodwill was $774 million and other intangible assets were $109 million of our total assets of $3.1 billion. Our goodwill and other intangible assets may increase in the future since our growth strategy includes acquisitions. However, we may have to write off all or part of our goodwill or other intangible assets if their value becomes impaired. Although this write-off would be a non-cash charge, it could reduce our earnings and our financial condition significantly.
Our sales and earnings may be affected if we cannot identify, acquire or integrate strategic acquisitions, or if we engage in divesting activities. Acquisitions are a key part of our growth strategy. Our historical growth has depended, and our future growth is likely to depend, in part, on our ability to successfully identify, acquire and integrate acquired businesses. We intend to continue to seek additional acquisition opportunities, both to expand into new markets and to enhance our position in existing markets throughout the world. Growth by acquisition involves risk that could adversely affect our financial condition and operating results. We may not know the potential exposure to unanticipated liabilities. Additionally, the expected benefits or synergies might not be fully realized, integrating operations and personnel may be slowed and key employees, suppliers or customers of the acquired business may depart. We may also continue to engage in divesting activities if we deem the operations as non-strategic or underperforming. Divestitures could adversely affect our profitability and, under certain circumstances, require us to record impairment charges or a loss as a result of a transaction. In pursuing acquisition opportunities, integrating acquired businesses, or divesting business operations, management's time and attention may be diverted from our core business, while consuming resources and incurring expenses for these activities.
Our operations in foreign countries expose us to currency, political and currencytrade risks and adverse changes in local legal and regulatory environments.environments could impact our results of operations. We have significant manufacturing and sales operations in foreign countries. In addition, our domestic operations sell to foreign customers. In 2017, 42% of our net sales were to customers outside of the United States. Our financial results may be adversely affected by fluctuations in foreign currencies and by the translation of the financial statements of our foreign subsidiaries from local currencies into U.S. dollars. We expect international operations and export sales to contribute to our earnings for the foreseeable future. Both the sales from international operations and export sales are subject into varying degrees toof risks inherent in doing business outside of the United States. Such risks include the possibility of unfavorable circumstances arising from host country laws, regulations or regulations,customs including, but not limited to privacy laws protecting personal data, changes in tariff and trade barriers and import or export licensing requirements. In addition, any local or global health issue or uncertain political climates, international hostilities, natural disasters, or anyUncertainty also remains with respect to trade policies and treaties between the United States and other terrorist activities could adversely affect customer demand, our operations and our ability tocountries including China, where we both source and deliver products and serviceshave customers. Changes to tariffs or other trade restrictions may result in higher prices for new aircraft, which may negatively impact customer order volume, and restrict our customers.future orders. The potential loss of orders could negatively impact our financial results including lower sales, operating profits and cash flow. For our sales mix by country, see Note 21 - Segments, of Item 8, Financial Statements and Supplementary Data, of this report.
Unforeseen exposure to additional income tax liabilities may affect our operating results. Our distribution
Government regulations could limit our ability to sell our products outside the United States and otherwise adversely affect our business. In 2017, approximately 20% of our sales were subject to compliance with the United States export regulations. Our failure to obtain, or fully adhere to, the limitations contained in the requisite licenses, meet registration standards or comply with other government export regulations would hinder our ability to generate revenues from the sale of our products outside the United States. In addition, the U.S. Government has established, and from time to time revises, sanctions that restrict or prohibit U.S. companies and their subsidiaries from doing business with certain foreign countries, entities and individuals. The absence of comparable restrictions on competitors in other countries may adversely affect our competitive position. In order to sell our products in European Union countries, we must satisfy certain technical requirements. If we are unable to comply with those requirements, with respect to a significant quantity of our products, our sales in Europe would be restricted. Doing business internationally also subjects us to numerous U.S. and foreign laws and regulations, including regulations relating to import-export control, technology transfer restrictions, foreign corrupt practicesanti-bribery, privacy regulations and anti-boycott provisions. From time to time, we have in the past filed, and may in the future file, voluntary disclosure reports with the U.S. Department of State and the Department of Commerce regarding certain violations of U.S. export laws and regulations discovered by us in the course of our business activities, employee training or internal reviews and audits. To date, our voluntary disclosures have not resulted in a fine, penalty, or export privilege denial or restriction that has had a material adverse impact onmaterially impacted our financial condition or ability to export. Our failure, or failure by an authorized agent or representative that is attributable to us, to comply with these laws and regulations could result in administrative, civil or criminal liabilities. In the extreme case, these failures could result in financial penalties, suspension or debarment from government contracts or suspension of our export privileges, which could have a material adverse effect on us. For our sales mix by country, see Note 21 - Segments, of Item 8, Financial Statements and Supplementary Data, of this report..
The failure or misuse of our products may damage our reputation, necessitate a product recall or result in claims against us that exceed our insurance coverage, thereby requiring us to pay significant damages. Defects in the design and manufacture of our products may necessitate a product recall. We include complex system designs and components in our products that could contain errors or defects, particularly when we incorporate new technologies into our products. If any of our products are defective, we could be required to redesign or recall those products, pay substantial damages or warranty claims and face actions by regulatory bodies and government authorities. Such an event could result in significant expenses, disrupt sales, affect our reputation and that of our products and cause us to withdraw from certain markets. We are also exposed to product liability claims. Many of our products are used in applications where their failure or misuse could result in significant property loss and serious personal injury or death. We carry product liability insurance consistent with industry norms. However, these insurance coverages may not be sufficient to fully cover the payment of any potential claim. A product recall or a product liability claim not covered by insurance could have a material adverse effect on our business, financial condition and results of operations.
We are involved in various legal proceedings, the outcome of which may be unfavorable to us. Our business may be adversely impacted by the outcome of legal proceedings and other contingencies that cannot be predicted with certainty. We estimate loss contingencies and establish reserves based on our assessment wherewhen liability is deemed probable and reasonably estimable given the facts and circumstances known to us at a particular point in time. Subsequent developments may affect our assessment and estimates of the loss contingencies recordedrecognized as liabilities.
Future terror attacks, war, natural disasters or other catastrophic events beyond our control could negatively impact our business. Terror attacks, war or other civil disturbances, natural disasters and other catastrophic events could lead to economic instability and decreased demand for commercial products, which could negatively impact our business, financial condition, results of operations and cash flows. From time to time, terrorist attacks worldwide have caused instability in global financial markets and the aviation industry. In 2017, 25% of our net sales were in the commercial aircraft market. Also, our facilities and suppliers are located throughout the world and could be subject to damage from fires, floods, earthquakes or other natural or man-made disasters. Although we carry third party property insurance covering these and other risks, our inability to meet customers' schedules as a result of a catastrophe may result in the loss of customers or significantly increase costs, including penalty claims under customer contracts.
Our operations are subject to environmental laws and complying with those laws may cause us to incur significant costs. Our operations and facilities are subject to numerous stringent environmental laws and regulations. Although we believe that we are in material compliance with these laws and regulations, future changes in these laws, regulations or interpretations of them, or changes in the nature of our operations may require us to make significant capital expenditures to ensure compliance. We have been, and are currently involved in, environmental remediation activities. The cost of these activities may become significant depending on the discovery of additional environmental exposures at sites that we currently own or operate, at sites that we formerly owned or operated, or at sites to which we have sent hazardous substances or wastes for treatment, recycling or disposal.
We may face reputational, regulatory or financial risks from a perceived, or an actual, failure to achieve our sustainability goals. The increased focus on sustainability practices and disclosures is rapidly evolving, as is the criteria to measure our sustainability performance; both of which could result in greater expectations and may cause us to undertake costly initiatives to satisfy the evolving criteria. As we advance our sustainable business model, we are pursuing programs that we believe will improve our environmental practices, social engagement and how we govern ourselves. We periodically publish information about our sustainability goals, standards and frameworks. Achievement of these objectives is subject to risks and uncertainties, many of which are outside of our direct control, and it is possible we may fail, or be perceived to have failed, in the achievement of our sustainability goals. Also, certain customers, associates, shareholders, investors, suppliers, business partners, government agencies and non-governmental organizations may not be satisfied with our sustainability efforts. A failure or perceived failure of our sustainability goals could negatively affect our reputation and our results of operations.
GENERAL RISKS
Future terror attacks, war, natural disasters or other catastrophic events beyond our control could negatively impact our business. Terror attacks, war or other civil disturbances, natural disasters and other catastrophic events could lead to economic instability and decreased demand for commercial products, which could negatively impact our business, financial condition, results of operations and cash flows. From time to time, terrorist attacks worldwide have caused instability in global financial markets and in the aviation industry. Also, our facilities and suppliers are located throughout the world and could be subject to damage from fires, floods, earthquakes or other natural or man-made disasters. Although we carry third party property insurance covering these and other risks, our inability to meet customers' schedules as a result of a catastrophe may result in the loss of customers or significantly increase costs, including penalty claims under customer contracts.
Our performance could suffer if we cannot maintain our culture as well as attract, retain and engage our employees. We believe our culture is our strongest asset and is the foundation of our business. Our culture focuses on trust, respect, collaboration, confidence and empowerment. Our strong culture allows us to recruit and retain top-level talent. Focusing on talent in the organization is one of our three company-wide initiatives, along with lean and innovation. We believe our employees and our experienced leadership group are competitive advantages, as the best people, over time, produce the best results. If we are unable to carry these values forward by not attracting the most talented candidates, by not retaining and engaging our global workforce including our senior management team, or by not investing in their talent and personal development, our operational and financial performances could suffer.
|
| | | | | | | |
| Item 1B. |
| Unresolved Staff Comments. |
None.
On September 30, 2017,October 1, 2022, we occupied 5,068,0005,428,000 square feet of space, distributed by segment as follows:
| | | | | Square Feet | | | Square Feet |
| | | Owned | | Leased | | Total | | | Owned | | Leased | | Total |
| Aircraft Controls | | 1,452,000 |
| | 387,000 |
| | 1,839,000 |
| Aircraft Controls | | 1,476,000 | | | 382,000 | | | 1,858,000 | |
| Space and Defense Controls | | 462,000 |
| | 373,000 |
| | 835,000 |
| Space and Defense Controls | | 927,000 | | | 527,000 | | | 1,454,000 | |
| Industrial Systems | | 737,000 |
| | 521,000 |
| | 1,258,000 |
| Industrial Systems | | 1,383,000 | | | 713,000 | | | 2,096,000 | |
| Components | | 932,000 |
| | 182,000 |
| | 1,114,000 |
| |
| Corporate Headquarters | | 20,000 |
| | 2,000 |
| | 22,000 |
| Corporate Headquarters | | 20,000 | | | — | | | 20,000 | |
| Total | | 3,603,000 |
| | 1,465,000 |
| | 5,068,000 |
| Total | | 3,806,000 | | | 1,622,000 | | | 5,428,000 | |
We have principal manufacturing facilities in the United States and countries throughout the world in the following locations:
•Aircraft Controls - U.S., Philippines, United Kingdom and United Kingdom.Ireland.
•Space and Defense Controls - U.S., Ireland, United Kingdom and Germany.Australia.
•Industrial Systems - U.S., Germany, India, Italy, U.S.,Japan, Czech Republic, United Kingdom, China, Netherlands, Luxembourg, Philippines, Japan, India, Ireland, Brazil and United Kingdom.
Components - U.S., United Kingdom, Costa Rica, Luxembourg, Canada, GermanyLithuania and Lithuania.Philippines.
Our corporate headquarters is located in East Aurora, New York.
We believe that our properties have been adequately maintained, and are generally in good condition. Operating leasescondition and will be able to accommodate our capacity needs to meet current levels of demand. We continuously review our anticipated requirements for facilities and on the basis of that review, may from time to time acquire additional facilities, expand or dispose of existing facilities. Leases for our properties expire at various times from 20182023 through 2036.2093. Upon the expiration of our current leases, we believe that we will be able to either secure renewal terms or enter into leases for alternative locations at market terms.
|
| | | | | | | |
| Item 3. |
| Legal Proceedings. |
From time to time, we are involved in legal proceedings. We are not a party to any pending legal proceedings that management believes will result in a material adverse effect on our financial condition, results of operations or cash flows.
|
| | | | | | | |
| Item 4. |
| Mine Safety Disclosures. |
Not applicable.
PART II
|
| | | | | | | |
| Item 5. | | Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities. |
Our two classes of common shares, Class A common stock and Class B common stock, are traded on the New York Stock Exchange ("NYSE") under the ticker symbols MOG.A and MOG.B. The following chart sets forth, for the periods indicated, the high and low sales prices of the Class A common stock and Class B common stock on the NYSE.
Quarterly Stock Prices
|
| | | | | | | | | | | | | | | | |
| | | Class A | | Class B |
| Fiscal Year Ended | | High | | Low | | High | | Low |
| September 30, 2017 | | | | | | | | |
| 1st Quarter | | $ | 73.05 |
| | $ | 55.35 |
| | $ | 71.81 |
| | $ | 56.44 |
|
| 2nd Quarter | | 69.80 |
| | 60.29 |
| | 68.49 |
| | 63.00 |
|
| 3rd Quarter | | 74.50 |
| | 64.82 |
| | 73.23 |
| | 64.87 |
|
| 4th Quarter | | 85.30 |
| | 70.47 |
| | 83.16 |
| | 72.70 |
|
| | | | | | | | | |
| October 1, 2016 | | | | | | | | |
| 1st Quarter | | $ | 67.92 |
| | $ | 54.93 |
| | $ | 67.46 |
| | $ | 55.35 |
|
| 2nd Quarter | | 59.66 |
| | 38.11 |
| | 59.17 |
| | 38.32 |
|
| 3rd Quarter | | 55.96 |
| | 42.61 |
| | 55.50 |
| | 42.90 |
|
| 4th Quarter | | 61.64 |
| | 50.96 |
| | 61.24 |
| | 51.11 |
|
The number of registered shareholders of record ofour Class A common stock and Class B common stock was 701539 and 309,311, respectively, as of November 7, 2017.
We did not pay cash dividends on our Class A common stock or Class B common stock in 2016 or 2017 and have no current plans to do so.
2022.
The following table summarizes our purchases of our common stock for the quarter ended September 30, 2017.October 1, 2022.
Issuer Purchases of Equity Securities
| | | | | | | | | | | | | | | | | | | | | | | |
| Period | (a) Total
Number of
Shares
Purchased
(1)(2) | | (b) Average
Price Paid
Per Share | | (c) Total Number
of Shares
Purchased as
Part of Publicly
Announced Plans
or Programs (3) | | (d) Maximum
Number
(or Approx.
Dollar Value) of
Shares that May
Yet Be Purchased
Under Plans or
Programs (3) |
| July 3, 2022 - July 30, 2022 | 78,684 | | | $ | 79.04 | | | — | | | 2,467,857 | |
| July 31, 2022 - September 3, 2022 | 67,597 | | | 80.55 | | | 35,510 | | | 2,432,347 | |
| September 4, 2022 - October 1, 2022 | 164,746 | | | 73.01 | | | 162,417 | | | 2,269,930 | |
| Total | 311,027 | | | $ | 76.17 | | | 197,927 | | | 2,269,930 | |
(1)Reflects purchases by the Moog Inc. Stock Employee Compensation Trust Agreement ("SECT") of shares of Class B common stock from the Moog Inc. Retirement Savings Plan ("RSP") and the Employee Stock Purchase Plan ("ESPP") as follows: 6,285 shares at $79.20 per share during July; 30,372 shares at $87.71 per share during August and 2,227 shares at $82.52 per share during September.
(2)In connection with the exercise of equity-based compensation awards, we accept delivery of shares to pay for the exercise price and withhold shares for tax withholding obligations. In July, we accepted delivery of 1,379 Class A shares at $80.22 and 6 Class B shares at $78.00; In August, we accepted delivery of 843 Class A shares at $87.41 per share and 193 Class B shares at $88.61; In September, we accepted delivery of 102 Class A shares at $71.42 per share. In connection with the issuance of shares to the ESPP, we purchased 71,007 Class B shares at $79.00 per share from the SECT in July. In connection with the issuance of equity-based awards, we purchased 7 Class B shares at $79.00 per share in July and 679 Class B shares at $79.16 in August from the SECT.
(3)The Board of Directors has authorized a share repurchase program that permits the purchase of up to 3 million common shares of Class A or Class B common stock in open market or privately negotiated transactions at the discretion of management. In August, we purchased 35,510 Class A shares at an average price of $74.25 and in September, we purchased 162,417 Class A shares at an average price of $72.88.
|
| | | | | | | | | | | | |
| Period | (a) Total
Number of
Shares
Purchased (1)(2) | | (b) Average
Price Paid
Per Share | | (c) Total number
of Shares
Purchased as
Part of Publicly
Announced Plans
or Programs (3) | | (d) Maximum
Number (or Approx.
Dollar Value) of
Shares that May
Yet Be Purchased
Under Plans or
Programs (3) |
| July 2, 2017 - July 31, 2017 | 39,789 |
| | $ | 72.56 |
| | — |
| | 3,349,819 |
|
| August 1, 2017 - August 31, 2017 | 65,834 |
| | 75.12 |
| | — |
| | 3,349,819 |
|
| September 1, 2017 - September 30, 2017 | 19,510 |
| | 83.04 |
| | — |
| | 3,349,819 |
|
| Total | 125,133 |
| | $ | 75.54 |
| | — |
| | 3,349,819 |
|
| |
(1) | Reflects purchases by the Moog Inc. Stock Employee Compensation Trust Agreement ("SECT") of shares of Class B common stock from the Moog Inc. Retirement Savings Plan ("RSP") as follows: 27,858 shares at $72.58 per share during July; 39,697 shares at $74.87 per share during August; and 18,397 shares at $83.16 per share during September. |
| |
(2) | In connection with the exercise of equity-based compensation awards, we accept delivery of shares to pay for the exercise price and withhold shares for tax withholding obligations. In July, we accepted delivery of 11,931 shares at $72.51 per share, in August, we accepted delivery of 26,137 shares at $75.51 per share and in September, we accepted delivery of 1,113 shares at $81.07 per share, in connection with the exercise of equity-based awards. |
| |
(3) | The Board of Directors has authorized a share repurchase program. This program has been amended from time to time to authorize additional repurchases up to an aggregate 13 million common shares. The program permits the purchase of shares of Class A or Class B common stock in open market or privately negotiated transactions at the discretion of management. |
Performance Graph
The following graph and tables show the performance of the Company's Class A common stock compared to the NYSE Composite-Total Return Index and the S&P Aerospace & Defense Index for a $100 investment made on September 30, 2012,2017, including reinvestment of any dividends.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | 9/17 | | 9/18 | | 9/19 | | 9/20 | | 9/21 | | 9/22 |
| Moog Inc. - Class A Common Stock | | | | $ | 100.00 | | | $ | 103.69 | | | $ | 99.01 | | | $ | 78.28 | | | $ | 95.11 | | | $ | 88.93 | |
| NYSE Composite - Total Return Index | | | | 100.00 | | | 109.81 | | | 112.03 | | | 112.19 | | | 145.72 | | | 124.47 | |
| S&P Aerospace & Defense Index | | | | 100.00 | | | 123.71 | | | 131.76 | | | 94.50 | | | 122.46 | | | 115.54 | |
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | 9/12 | | 9/13 | | 9/14 | | 9/15 | | 9/16 | | 9/17 |
| Moog Inc. - Class A Common Stock | | $ | 100.00 |
| | $ | 154.92 |
| | $ | 180.62 |
| | $ | 142.78 |
| | $ | 157.22 |
| | $ | 220.31 |
|
| NYSE Composite - Total Return Index | | 100.00 |
| | 119.62 |
| | 136.26 |
| | 127.85 |
| | 143.64 |
| | 167.69 |
|
| S&P Aerospace & Defense Index | | 100.00 |
| | 145.05 |
| | 171.42 |
| | 177.86 |
| | 209.64 |
| | 300.91 |
|
|
| | | | | | | |
| Item 6. |
| Selected Financial Data. |
For a more detailed discussion of 20152020 through 2017,2022, refer to Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations of this report and Item 8, Financial Statements and Supplementary Data of this report. | | | | | | | | | | | | | | | | | |
| (dollars in thousands, except per share data) | 2022 | 2021 | 2020 | 2019 | 2018 |
| RESULTS FROM OPERATIONS | | | | | |
| Net sales | $ | 3,035,783 | | $ | 2,851,993 | | $ | 2,884,554 | | $ | 2,904,663 | | $ | 2,709,468 | |
| Net earnings | 155,177 | | 157,220 | | 9,205 | | 174,548 | | 95,240 | |
| Net earnings per share | | | | | |
| Basic | $ | 4.85 | | $ | 4.90 | | $ | 0.28 | | $ | 5.01 | | $ | 2.67 | |
| Diluted | $ | 4.83 | | $ | 4.87 | | $ | 0.28 | | $ | 4.96 | | $ | 2.64 | |
| | | | | |
| Weighted-average shares outstanding | | | | | |
| Basic | 31,977,482 | | 32,112,589 | | 33,257,684 | | 34,854,614 | | 35,661,638 | |
| Diluted | 32,117,028 | | 32,297,956 | | 33,437,801 | | 35,178,968 | | 36,052,307 | |
| OTHER FINANCIAL DATA | | | | | |
| Cash and cash equivalents | $ | 103,895 | | $ | 99,599 | | $ | 84,583 | | $ | 89,702 | | $ | 125,584 | |
| | | | | |
| | | | | |
| | | | | |
| | | | | |
| | | | | |
| | | | |
| | | | | |
| Acquisitions of businesses, net of cash acquired | 11,832 | | 77,600 | | 54,265 | | — | | 48,382 | |
| | | | | |
| Research and development | 109,527 | | 125,528 | | 110,865 | | 126,453 | | 129,838 | |
| Share repurchase programs | 35,626 | | 29,446 | | 215,776 | | 23,358 | | 27 | |
| Total backlog | 5,200,000 | | 4,800,000 | | 2,600,000 | | 2,200,000 | | n/a |
| Twelve-month backlog | 2,300,000 | | 2,100,000 | | 1,700,000 | | 1,500,000 | | 1,500,000 | |
| | | | | |
| | | | | |
| | | | | |
| | | | | |
| Net debt to capitalization | 33 | % | 36 | % | 40 | % | 36 | % | 38 | % |
|
| | | | | | | | | | | | | | | |
| (dollars in thousands, except per share data) | 2017(1)(3) | 2016(1)(2)(3) | 2015(1) | 2014(1) | 2013(2)(3) |
| RESULTS FROM OPERATIONS | | | |
|
|
| Net sales | $ | 2,497,524 |
| $ | 2,411,937 |
| $ | 2,525,532 |
| $ | 2,648,385 |
| $ | 2,610,311 |
|
| Net earnings (4) | 141,280 |
| 126,745 |
| 131,883 |
| 158,198 |
| 120,497 |
|
| Net earnings per share (4) | | | |
|
|
| Basic | $ | 3.94 |
| $ | 3.49 |
| $ | 3.39 |
| $ | 3.57 |
| $ | 2.66 |
|
| Diluted | $ | 3.90 |
| $ | 3.47 |
| $ | 3.35 |
| $ | 3.52 |
| $ | 2.63 |
|
| Weighted-average shares outstanding | | | |
|
|
| Basic | 35,852,448 |
| 36,277,445 |
| 38,945,880 |
| 44,362,412 |
| 45,335,336 |
|
| Diluted | 36,230,043 |
| 36,529,344 |
| 39,334,520 |
| 44,952,437 |
| 45,823,720 |
|
| FINANCIAL POSITION |
| |
|
|
|
| Cash and cash equivalents | $ | 368,073 |
| $ | 325,128 |
| $ | 309,853 |
| $ | 231,292 |
| $ | 157,090 |
|
| Working capital | 997,005 |
| 938,295 |
| 931,297 |
| 849,417 |
| 833,631 |
|
| Total assets | 3,090,592 |
| 3,004,974 |
| 3,036,573 |
| 3,140,287 |
| 3,150,505 |
|
| Indebtedness - total | 957,037 |
| 1,006,393 |
| 1,069,643 |
| 872,094 |
| 706,082 |
|
| Shareholders’ equity | 1,214,304 |
| 988,411 |
| 994,532 |
| 1,347,415 |
| 1,535,765 |
|
| Shareholders’ equity per common share outstanding | $ | 33.94 |
| $ | 27.56 |
| $ | 27.09 |
| $ | 32.51 |
| $ | 33.86 |
|
| SUPPLEMENTAL FINANCIAL DATA | |
|
|
|
| Capital expenditures | $ | 75,798 |
| $ | 67,208 |
| $ | 80,693 |
| $ | 78,771 |
| $ | 93,174 |
|
| Depreciation and amortization | 90,167 |
| 98,732 |
| 103,609 |
| 109,259 |
| 108,073 |
|
| Research and development | 144,646 |
| 147,336 |
| 132,271 |
| 139,462 |
| 134,652 |
|
| Twelve-month backlog (5) | 1,211,797 |
| 1,224,878 |
| 1,273,495 |
| 1,339,959 |
| 1,296,371 |
|
| RATIOS |
| |
|
|
|
| Net return on sales | 5.7 | % | 5.3 | % | 5.2 | % | 6.0 | % | 4.6 | % |
| Return on shareholders’ equity | 13.3 | % | 12.6 | % | 11.3 | % | 10.4 | % | 8.6 | % |
| Current ratio | 2.6 |
| 2.6 |
| 2.5 |
| 2.2 |
| 2.2 |
|
| Net debt to capitalization (6) | 32.7 | % | 40.8 | % | 43.3 | % | 32.2 | % | 26.3 | % |
Amounts in
•All periods include the table above have been revised in accordance with the retrospective applicationeffects of Accounting Standards Update (ASU) 2015-03 and 2015-17 for all years presented.our share repurchase programs. See Note 1 of the Consolidated Financial Statements atof Shareholders' Equity, Consolidated Statements of Cash Flow and Note 17 - Shareholders' Equity, of Item 8, Financial Statements and Supplementary Data, of this report.
| |
(1) | Includes the effects of our share repurchase program. See the Consolidated Statements of Shareholders' Equity and Consolidated Statements of Cash Flow at Item 8, Financial Statements and Supplementary Data of this report. |
| |
(2) | Includes goodwill impairment charge. See Note 6 of the Consolidated Financial Statements at Item 8, Financial Statements and Supplementary Data of this report. |
| |
(3) | Includes the effects of acquisitions and divestitures. See Note 2 of the Consolidated Financial Statements at Item 8, Financial Statements and Supplementary Data of this report. In 2013, we acquired two businesses, one in our Space and Defense Controls segment and one in our Components segment. |
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(4) | Represents net earnings attributable to common shareholders and net earnings per share attributable to common shareholders. |
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(5) | Twelve-month backlog is defined as confirmed orders we believe will be recognized as revenue within the next twelve months. |
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(6) | Net debt is total debt less cash and cash equivalents. Capitalization is the sum of net debt and shareholders’ equity. |
•All periods include the effects of acquisitions and divestitures. See Note 3 - Acquisitions, Divestitures and Equity Method Investments, of Item 8, Financial Statements and Supplementary Data, of this report.
•2020-2022 includes long-lived asset impairment charges. See the Consolidated Statements of Earnings, Note 1 - Summary of Significant Accounting Policies, of Item 8, Financial Statements and Supplementary Data, of this report.
•2020 includes the effect of a pension settlement in our qualified U.S. defined benefit pension plan. See the Consolidated Statements of Earnings, Note 1 - Summary of Significant Accounting Policies and Note 14 - Employee Benefit Plans, of Item 8, Financial Statements and Supplementary Data, of this report.
•Net earnings and net earnings per share represents amounts attributable to common shareholders.
•Twelve-month backlog is defined as confirmed orders we believe will be recognized as revenue within the next twelve months.
•Net debt to capitalization is computed as net debt (total debt less cash and cash equivalents) divided by capitalization (the sum of net debt and shareholders’ equity).
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| Item 7. |
| Management's Discussion and Analysis of Financial Condition and Results of Operations. |
The following discussion and analysis of our financial condition and results of operations should be read together with our consolidated financial statements and the related notes appearing elsewhere in this report.
This discussion and analysis contains forward-looking statements that involve risks, uncertainties and assumptions. Our actual results may differ materially from those anticipated in these forward-looking statements as a result of many factors, including but not limited to those under the heading “Risk Factors” in Item 1A of this report.
OVERVIEW
We are a worldwide designer, manufacturer and systems integrator of high performance precision motion and fluid controls and control systems for a broad range of applications in aerospace and defense and industrial markets.
Within the aerospace and defense market, our products and systems include:
•Defense market - primary and secondary flight controls for military aircraft, turreted weapon systems, stabilization and automatic ammunition loading controls for armored combat vehicles, tactical and strategic missile steering controls and gun aiming controls.
•Commercial aircraft market - primary and secondary flight controls for commercial aircraft.
Commercial space•Space market - satellite positioning controls and thrust vector controls, foras well as integrated space launch vehicles.vehicles and hypersonic applications.
In the industrial market, our products are used in a wide range of applications including:
•Industrial automation market - components and systems for injection and blow molding machinery, heavy industry applications for steel and aluminum production, metal forming heavy industry,presses, flight simulation motion control systems and material and automotive structural and fatigue testing and pilot training simulators.systems.
Energy•Medical market - power generation, oilcomponents and gas exploration and wind energy.
Medical market -systems for enteral clinical nutrition and infusion therapy pumps, CT scan medical equipment, ultrasonic sensors and surgical handpieces and CT scanners.sleep apnea equipment.
•Energy market - control and safety components for steam and gas power generation turbines and oil and gas exploration components and systems.
We operate under fourthree segments, Aircraft Controls, Space and Defense Controls and Industrial Systems and Components.Systems. Our principal manufacturing facilities are located in the United States, Philippines, United Kingdom, Germany, Italy, Costa Rica, China, Netherlands, Luxembourg, Japan, Czech Republic, Canada, India China, Japan, Italy, Netherlands, Canada, Ireland and Luxembourg.Lithuania.
We have long-term contracts with someUnder ASC 606, 64% of our customers. These contracts are predominantly within Aircraft Controls and Space and Defense Controls and represent 38%, 34% and 33% of our sales in 2017, 2016 and 2015, respectively. We recognize revenue on these contractswas recognized over time for the year ended October 1, 2022, using the percentage of completion, cost-to-cost method of accounting as work progresses toward completion.accounting. The remainder of our sales are recognized when the risks and rewards of ownership and title to the product are transferred to the customer, principally as units are delivered or as service obligations are satisfied. Thisover-time method of revenue recognition is predominantly used withinin Aircraft Controls and Space and Defense Controls. We use this method for U.S. Government contracts and repair and overhaul arrangements as we are creating or enhancing assets that the customer controls. In addition, many of our large commercial contracts qualify for over-time accounting as our performance does not create an asset with an alternative use and we have an enforceable right to payment for performance completed to date.
For the year ended October 1, 2022, 36% of revenue was recognized at the point in time control transferred to the customer. This method of revenue recognition is used most frequently in Industrial SystemsSystems. We use this method for commercial contracts in which the asset being created has an alternative use. We determine the point in time control transfers to the customer by weighing the five indicators provided by ASC 606. When control has transferred to the customer, profit is generated as cost of sales is recorded and Components segments, as well as with aftermarket activity.revenue is recognized.
We concentrate on providing our customers with products designed and manufactured to the highest quality standards. Our technical experts work collaboratively around the world, delivering capabilities for mission-critical solutions. These core operational principles are necessary as our products are applied in demanding applications, "When Performance Really Matters®Matters®." WeBy capitalizing on these core foundational strengths, we believe we have achieved a leadership position in the high performance, precision controls market, by capitalizing on our core foundational strengths, which are our technical experts working collaboratively around the world and the capabilities we deliver for mission-critical solutions. Thesemarket. Additionally, these strengths yield a broad control product portfolio, across a diverse base of customers and end markets.
By focusing on customer intimacy and commitment to solving theirour customers' most demanding technical problems, we have been able to innovateexpand our control product franchise from one market to another,multiple markets; organically growing from a high-performance components suppliermanufacturer to a high-performance systems supplier.designer, manufacturer and systems integrator. In addition, we continue achieving substantialexpanding our content positions on theour current platforms, on which we currently participate, seeking to be the dominantmarket-leading supplier in the current niche markets we serve. We also look for innovation in all aspects of our business, employing new technologies to improve productivity and to develop innovative business models.operational performance.
Our fundamental long-term strategies to achieve our goals center around talent, lean and innovation and include:
•a strong leadership team that has positioned the companyCompany for growth,
•utilizing our global capabilities and strong engineering heritage to innovate,
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• | maintaining our technological excellence by solving our customers’ most demanding technical problems in applications "When Performance Really Matters®,"
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•maintaining our technological excellence by solving our customers’ most demanding technical problems in applications "When Performance Really Matters®,"
•continuing to invest in talent development to strengthen employee performance, and
and •maximizing customer value by implementing lean enterprise principles.
These activitiesfundamentals will help us achieve our financial objective of increasing shareholder value with sustainable competitive advantages across our segments. In doing so, we expect to maintain a balanced, diversified portfolio in terms of markets served, product applications, customer basebases and geographic presence.
We focus on improving shareholder value through strategic revenue growth, both acquiredorganic and organic,acquired, through improving operating efficiencies and manufacturing initiatives and through utilizing low cost manufacturing facilities without compromising quality. Additionally,Historically, we takehave taken a balanced approach to capital deployment which may include strategic acquisitions or further share buyback activity, in order to maximize shareholder returns over the long-term.long term. These activities have included strategic acquisitions, share buybacks and dividend payments. Today, we believe we can create long term value for our shareholders by continuing to invest in our business through both capital expenditures, as well as investments in new market opportunities. We will also continue exploring opportunities to make strategic acquisitions and return capital to shareholders.
We face numerous challengesCOVID-19 impacts on our business
Substantially all of our operations and production activities have, to-date, remained operational. However, the residual effects of the COVID-19 pandemic, including constraints and inflated prices within our supply chain, and localized lockdowns in China, impacted our business. While our backlog continues to improving shareholder value. These include, but are not limitedgrow across our end markets, ongoing COVID-19 disruptions continue to adjustingchallenge our business. As economic activity continues to dynamic global economic conditions that are influenced by governmental, industrialrecover, we will continue to monitor the situation, assessing further possible implications on our operations, supply chain, liquidity, cash flow and commercial factors, pricing pressures from customers, strong competition, foreign currency fluctuations and increases in employee benefit costs. We may also engage in restructuring and divesting activities, including reducing overhead, consolidating facilities and exiting some product lines if we deem the operations as non-strategic or underperforming.
Financial Highlights
Net sales for fiscal 2017 increased 4% to $2.5 billion.
Total operating profit increased 5% to $250 million.
Effective tax rate at 22.7%.
Net earnings attributable to Moog increased 11% to $141 million.
Diluted earnings per share increased 12% to $3.90.
Strong cash from operating activities at $218 million.customer orders.
Acquisitions, Divestitures and DivestituresEquity Method Investments
All of our acquisitions are accounted for under the purchase method and, accordingly, the operating results for the acquired companies are included in the consolidated statementsConsolidated Statements of earningsEarnings from the respective dates of acquisition. Under purchase accounting, we record assets and liabilities at fair value and such amounts are reflected in the respective captions on the consolidated balance sheets.Consolidated Balance Sheets. The purchase price described for each acquisition below is net of any cash acquired, includes debt issued or assumed and the fair value of contingent consideration.
In 2017,
Acquisitions
On February 21, 2022, we acquired Rotary Transfer Systems,TEAM Accessories Limited ("TEAM") based in Dublin, Ireland for a manufacturerpurchase price, net of electromechanical systems, locatedacquired cash, of $15 million, consisting of $12 million in Germanycash and France for $43contingent consideration with an initial fair value of $3 million. TEAM specializes in Maintenance, Report and Overhaul ("MRO") of engine and airframe components. This acquisitionoperation is included in our ComponentsAircraft Controls segment. The purchase price allocation is subject to adjustments as we obtain additional information for our estimates during the measurement period.
On December 18, 2020, we acquired Genesys Aerosystems Group, Inc. ("Genesys"), headquartered in Mineral Wells, Texas for a purchase price of $78 million, net of acquired cash. Genesys designs and manufactures a full suite of electronic flight instrument systems and autopilot solutions. This operation is included in our Aircraft Controls segment.
Divestitures
On September 30, 2022, we sold a sonar business based in the United Kingdom previously included in our Industrial Systems segment. We alsoreceived net proceeds of $12 million and recorded a loss of $15 million, net of transaction costs. The loss is subject to adjustments associated with amounts currently held in escrow.
On September 20, 2022, we sold non-core businessesassets of a security business based in Northbrook, Illinois previously included in our Space and Defense Controls segment. We recorded losses in other expensereceived net proceeds of $13$10 million and considerationrecorded a loss of $7$4 million, relatednet of transaction costs. The loss is subject to adjustments associated with amounts currently held in escrow.
On December 3, 2021, we sold the sales.assets of our Navigation Aids ("NAVAIDS") business based in Salt Lake City, Utah previously included in our Aircraft Controls segment. We received net proceeds of $36 million and recorded a gain of $16 million, net of transaction costs. The gain is subject to adjustments associated with amounts currently held in escrow.
In 2016,the fourth quarter of 2021, we acquiredsold a 70% ownership in Linear Moldnon-core business of our Industrial Systems segment. We received net proceeds of $11 million and Engineering,recorded a Livonia, Michigan-based company specializing in metal additive manufacturing that provides engineering, manufacturing and production consulting services to customers acrossloss of $2 million.
In the first quarter of 2021, we sold a wide rangenon-core business of industries, including aerospace, defense, energy and industrial for $23 million. In 2017, we acquired the remaining 30% redeemable noncontrolling interestour Aircraft Controls segment for $2 million in net consideration and recorded a minimal loss.
Equity Method Investments
On August 31, 2022, we contributed $1 million to Suffolk Technologies Fund 1, L.P., a limited partnership that invests in startups to transform the construction, real estate and property maintenance industries in the U.S. As we are a limited partner in this investment, we are accounting for it using the equity method. We have a remaining on-call capital commitment of up to $7 million. This acquisitionoperation is included in our Industrial Systems segment.
On June 3, 2022, we increased our investment in NOVI LLC ("NOVI") by $1 million and now hold a 42.5% ownership interest. NOVI specializes in applying machine learning algorithms to space situational awareness. We are accounting for this investment using the equity method. This operation is included in our Space and Defense Controls segment.
For further information, refer to Note 3 - Acquisitions, Divestitures and Equity Method Investments, of Item 8, Financial Statements and Supplementary Data, of this report
CRITICAL ACCOUNTING POLICIES AND ESTIMATES
Our financial statements and accompanying notes are prepared in accordance with U.S. generally accepted accounting principles. The preparation of these consolidated financial statements requires us to make estimates, assumptions and judgments that affect the amounts reported. These estimates, assumptions and judgments are affected by our application of accounting policies, which are discussed in Note 1 - Summary of Significant Accounting Policies, of Item 8, Financial Statements and Supplementary Data, of this report. We believe the accounting policies discussed below are the most critical in understanding and evaluating our financial results. These critical accounting policies have been reviewed with the Audit Committee of our Board of Directors.
Revenue Recognition on Long-TermOver-Time Contracts
Revenue representing 38% of 2017 sales was accounted for using the percentage of completion, cost-to-cost method of accounting. This method of revenue recognition is predominantly used within the Aircraft Controls and Space and Defense Controls segments due to the contractual nature of the business activities, with the exception of their respective aftermarket activities. The contractual arrangements are either firm fixed-price or cost-plus contracts and are with the U.S. Government or its prime subcontractors, foreign governments or commercial aircraft manufacturers, including Boeing and Airbus. The nature of the contractual arrangements includes customers’ requirements for delivery of hardware as well as funded nonrecurring development work in anticipation of follow-on production orders.
We recognize revenue onfrom contracts in the current periodwith customers using the percentagefive-step model prescribed in ASC 606. For contracts that qualify for over time treatment, we recognize revenue as control of completion,the promised goods or services is being transferred to the customer. Revenue recognized over time for the year ended October 1, 2022 was 64% of total revenue. The cost-to-cost method of accounting as work progresses toward completion as determined by the ratio of cumulative costs incurred to date to estimated total contract costs at completion, multiplied by the total estimated contract revenue, less cumulative revenue recognized in prior periods. We believe this is an appropriate measure of progress toward satisfaction of performance obligations as this measure most accurately depicts the progress of our work and transfer of control to our customers. Changes in estimates affecting sales, costs and profits are recognized in the period in which the change becomes known using the cumulative catch-up method of accounting, resulting in the cumulative effect of changes reflected in the period. Estimatesaccounting. Revenue and cost estimates for substantially all over-time contract performance obligations are reviewed and updated quarterly for substantially all contracts. A significant change in an estimate on one or more contracts could have a material effect on our resultsquarterly. For further information, refer to Note 2 - Revenue from Contracts with Customers and Note 21 - Segments, of operations.
Occasionally, it is appropriate to combine our segment contracts. Contracts are combined in those limited circumstances when they are negotiated as a package in the same economic environment with an overall profit margin objectiveItem 8, Financial Statements and constitute, in essence, an agreement to do a single project. In such cases, we recognize revenue and costs over the performance periodSupplementary Data, of the combined contracts as if they were one. Contracts are segmented in limited circumstances if the customer has the right to accept separate elements of the contract and the total amount of the proposals on the separate components approximate the amount of the proposal on the entire project. For segmented contracts, we recognize revenue and costs as if they were separate contracts over the performance periods of the individual elements or phases.this report.
Contract costs include only allocable, allowable and reasonable costs which are included in cost of sales when incurred. For applicable U.S. Government contracts, contract costs are determined in accordance with the Federal Acquisition Regulations and the related Cost Accounting Standards. The nature of these costs includes development engineering costs and product manufacturing costs such as direct material, direct labor, other direct costs and indirect overhead costs. Contract profit is recorded as a result of the revenue recognized less costs incurred in any reporting period. Amounts representing performance incentives, penalties, contract claims or change orders are considered in estimating revenues, costs and profits when they can be reliably estimated and realization is considered probable. Revenue recognized on contracts for unresolved claims or unapproved contract change orders was not material in 2017, 2016 or 2015.
Contract and Contract-Related Loss Reserves
At September 30, 2017,October 1, 2022, we had contract reserves of $47 million. Contract reserves are comprised of contract loss reserves, recall reserves, and contract-related reserves. Contract loss reserves of $43 million. Forare recorded for open contracts withwhere it is anticipated losses at completion, a provision for the entire amount of the estimated remaining loss is charged againstthat contract costs will be greater than contract income in the period in which the loss becomes known. Contract lossesand are determined considering all direct and indirect contract costs, exclusive of any selling, general or administrative cost allocations that are treated as period expenses. Loss reserves are more common on firm fixed-price contracts that involve, to varying degrees,In accordance with ASC 606, we calculate contract losses at the design and development of new and unique controls or control systems to meetcontract level, versus the customers’ specifications. Contract-related lossperformance obligation level. Recall reserves are recorded for thewhen additional work is needed on completed products in order for them to meet contract specifications.
Contract-related reserves are recorded for other reasons, such as delivery issues outside of the ordinary scope of the contract. For all three types of reserves, a provision for the entire amount of the loss is charged against income in the period in which the loss becomes known and can be reasonably estimated by management. For further information, refer to Note 2 - Revenue from Contracts with Customers, of Item 8, Financial Statements and Supplementary Data, of this report.
Reserves for Inventory Valuation
At September 30, 2017,October 1, 2022, we had net inventories of $489$588 million, or 30%33% of current assets. Reserves for inventory were $109$141 million, or 18%19% of gross inventories. Inventories are stated at the lower-of-cost-or-marketlower of cost or net realizable value with cost determined primarily on the first-in, first-out method of valuation.
We record valuation reserves to provide for slow-moving or obsolete inventory by principally using a formula-based method that increases the valuation reserve as the inventory ages. We also take specific circumstances into consideration. We consider overall inventory levels in relation to firm customer backlog in addition to forecasted demand including aftermarket sales. Changes in these and other factors, such as low demand and technological obsolescence, could cause us to increase our reserves for inventory valuation, which would negatively impact our gross margin. As we record provisions within cost of sales to increase inventory valuation reserves, we establish a new, lower cost basis for the inventory.
Reviews for Impairment of Goodwill
At September 30, 2017,October 1, 2022, we had $774$805 million of goodwill, or 25%23% of total assets. We test goodwill for impairment for each of our reporting units at least annually, during our fourth quarter, and whenever events occur or circumstances change, such as changes in the business climate, poor indicators of operating performance or the sale or disposition of a significant portion of a reporting unit. We also test goodwill for impairment when there is a change in reporting units.
We identify our reporting units by assessing whether the components of our operating segments constitute businesses for which discrete financial information is available and segment management regularly reviews the operating results of those components. We aggregate certain components based upon an evaluation of the facts and circumstances, including the nature of products and services and the extent of shared assets and resources. As a result, we have fivefour reporting units.
Companies may perform a qualitative assessment as the initial step in the annual goodwill impairment testing process for all or selected reporting units. Companies are also allowed to bypass the qualitative analysis and perform a quantitative analysis if desired. Economic uncertainties and the length of time from the calculation of a baseline fair value are factors that we consider in determining whether to perform a quantitative test.
When we evaluate the potential for goodwill impairment using a qualitative assessment, we consider factors including, but not limited to, macroeconomic conditions, industry conditions, the competitive environment, changes in the market for our products and services, regulatory and political developments, entity specific factors such as strategy and changes in key personnel and overall financial performance. If, after completing this assessment, it is determined that it is more likely than not that the fair value of a reporting unit is less than its carrying value, we proceed to a quantitative two-step impairment test.
Quantitative testing first requires a comparison of the fair value of each reporting unit to its carrying value. We principally use the discounted cash flow method to estimate the fair value of our reporting units. The discounted cash flow method incorporates various assumptions, the most significant being projected revenue growth rates, operating margins and cash flows, the terminal growth rate and the discount rate. Management projects revenue growth rates, operating margins and cash flows based on each reporting unit's current business, expected developments and operational strategies typically over a five-year period. If the carrying value of the reporting unit exceeds its fair value, goodwill is considered impaired and any loss must be measured.
In measuring the impairment loss, the implied fair value of goodwill is determined by assigning a fair value to all of the reporting unit's assets and liabilities, including any unrecognized intangible assets, as if the reporting unit had been acquired in a business combination at fair value. If the carrying amount of the reporting unit's goodwill exceeds the implied fair value of that goodwill, an impairment loss would be recognized in an amount equal to that excess.
The determination of our assumptions is subjective and requires significant estimates.estimation. Changes in these estimates and assumptions could materially affect the results of our reviews for impairment of goodwill.
For our annual test of goodwill for impairment in 2017,2022, we performed a quantitative assessment for each of our fivefour reporting units.
Annual Test
We determinedevaluated the fair valuepotential for goodwill impairment by considering macroeconomic conditions, industry and market conditions, cost factors, both current and future expected financial performance, and relevant entity-specific events for each of the reporting units. We also considered our overall market performance discretely as well as in relation to our peers. The results of our reporting units using discounted cash flows. We projected sales, operating margins and working capital requirements. We applied a 3% terminal value growth rate, whichquantitative assessment indicated that is supported by our historical growth rate, near-term projections and long-term expected market growth. We then discounted our projected cash flows using weighted-average costs of capitalmore likely than not that ranged from 10.0% to 11.0% for our various reporting units. These discount rates reflect management’s assumptions of marketplace participants’ cost of capital. Based on our tests, the fair value of each of the reporting unit exceededunits exceed its carrying amount. Therefore, we concluded thatvalue; and therefore, goodwill was not impaired.
The fair value
We evaluate the reasonableness of the resulting fair values of our reporting units by comparing the aggregate fair value to our market capitalization and assessing the reasonableness of any resulting premium.
Reviews for Impairment of Long-Lived Assets
Long-lived assets held for use, which primarily includes finite-lived intangible assets, and property, plant and equipment and right-of-use assets, are evaluated for impairment whenever events or circumstances indicate that the undiscounted net cash flows to be generated by their use over their expected useful lives and eventual disposition are less than their carrying value. The long-term nature of these assets requires the estimation of their cash inflows and outflows several years into the future and only takes into consideration technological advances known at the time of the impairment test. During 2017, there were no events or circumstances that indicated that the carrying valueFor further information, refer to Note 6 - Property, Plant and Equipment and Note 8 - Goodwill and Intangible Assets, of the Company's long-lived assets held for use were not recoverable.Item 8, Financial Statements and Supplementary Data, of this report.
Pension Assumptions
We maintain various defined benefit pension plans covering employees at certain locations. PensionIn 2022, pension expense for all defined benefit plans for 2017 was $43$30 million. For further information, refer to Note 14 - Employee Benefit Plans, of Item 8, Financial Statements and Supplementary Data, of this report. Pension obligations and the related costs are determined using actuarial valuations that involve several assumptions. The most critical assumptions are the discount rate, mortality rates and the long-term expected return on assets.assets and mortality rates. Other assumptions include salary increases and retirement age.
Beginning with the 2017 fiscal year, we have elected toWe use the spot rate approach to estimate the service and interest cost components of the net periodic benefit cost for most of our plans. Under this approach the service cost is determined by applying the discount rates along the yield curve to the specific service cost cash flows to determine the present value. The interest cost component is computed by using each assumed discount rate along the curve. Prior to 2017, we estimated these components using a single weighted-average discount rate derived from the yield curve used to measure the benefit obligation at the beginning of the period. This change provides a more precise measurement of service and interest costs and favorably impacted expense by $7 million. The discount rates used in determining expense for the U.S. Employees’ Retirement Plan, our largest plan, in 20172022 were a 4.0%3.3% for service cost discount rate and a 3.2%2.7% for interest cost, discount rate, compared to a single discount rate of 4.5%3.1% and 2.6%, respectively, in 2016. The change2021. A 50 basis point decrease in the discount rates increasedwould decrease our annual pension expense $9 million for fiscal year 2017, or a net impact of $2 million after considering the impact of the refined approach.by $1 million. The discount rates are used to state expected future cash flows at present value. Using a higher discount rate typically decreases the present value of pension obligations and decreases pension expense. We use the Aon Hewitt AA Above Median yield curve to determine the discount rate for our U.S. defined benefit plans at year end. We believe that the Aon Hewitt AA Above Median Discount Yield Curveyield curve best mirrors the yields of bonds that would be selected by management if actions were taken to settle our obligation.
Mortality rates are used to estimate the life expectancy of plan participants during which they are expected to receive benefit payments. We use a modified version of the mortality table and projection scale published by the Society of Actuaries, (SOA), which reflects improvements consistent with the Social Security Administration, as a basis for our mortality assumptions for our U.S. plans. We believe the use of this modified table and projection scale best reflects our demographics and anticipated plan outcomes.
The long-term expected return on assets assumption reflects the average rate of return expected on funds invested or to be invested to provide for the benefits included in the projected benefit obligation. In determining the long-term expected return on assets assumption, we consider our current and target asset allocations. We consider the relative weighting of plan assets, the historical performance of total plan assets and individual asset classes and economic and other indicators of future performance. Asset management objectives include maintaining an adequate level of diversification to reduce interest rate and market risk and to provide adequate liquidity to meet immediate and future benefit payment requirements. In determining the 20172022 expense for our largest plan, we used a 7.50%5.0% return on assets assumption, compared to 7.75%which was the same for 2016.2021. A 25 basis point decrease in the long-term expected return on assets assumption would increase our annual pension expense by $2$1 million.
Income Taxes
Our annual tax rate is based on our earnings before tax by jurisdiction, applicable statutory tax rates, the impacts of permanent differences, tax incentives and tax planning opportunities in the various jurisdictions in which we operate. Significant judgment is required in determining our annual tax rate and in evaluating our tax positions.
An estimated annual effective tax rate is applied to our quarterly ordinary operating results. For certain significant, unusual or infrequent events, we recognize the tax impact. The financial impacts ofimpact in the divestitures of the European space business and related tax consequences were recorded as discrete items during the first and third quarters of 2017.quarter in which it occurs.
We record reserves against tax benefits when it’s more likely than not that we will not sustain a position if the appropriate taxing jurisdiction had full information and examined our position. We adjust these reserves when facts and circumstances change, such as when progress is made by taxing authorities in their review of our position. There is a considerable amount of judgementjudgment in making these assessments. During 2017, we had two situations that had aThere were no significant impact on our results, including the timing of recognizing tax benefits. The largest benefit related to the European space businesses that we either sold during Q1 or held for sale as of the end of Q1. The other benefit was derived from our conversion of our additive manufacturing business from a corporation to an LLC.reserves taken in 2022.
Valuation allowances associated with deferred tax assets is another area that requires judgment. We record a valuation allowance to reduce deferred tax assets to the amount of future tax benefit that we believe is more likely than not to be realized. We consider recent earnings projections, allowable tax carryforward periods, tax planning strategies and historical earnings performance to determine the amount of the valuation allowance. Changes in these factors could cause us to adjust our valuation allowance, which would impact our income tax expense when we determine that these factors have changed.
At September 30, 2017,October 1, 2022, we had gross deferred tax assets of $281$151 million and deferred tax asset valuation allowances of $5$9 million. The deferred tax assets principally relate to benefit accruals, inventory obsolescence, tax benefit carryforwards, contract reserves and contract loss reserves.lease liabilities. The deferred tax assets include $10$11 million related to tax benefit carryforwards associated with net operating losses and tax credits, for which $5$9 million of deferred tax asset valuation allowances are recorded. For further information, refer to Note 15 - Income Taxes, of Item 8, Financial Statements and Supplementary Data, of this report.
CONSOLIDATED RESULTS OF OPERATIONS AND OUTLOOK
The following is a discussion of our results of operations in 2022 compared to 2021. A discussion of our 2021 results of operations compared to 2020 results can be found within Part II, Item 7. Management's Discussion and Analysis within our 2021 Annual Report on Form 10-K, filed with the Securities and Exchange Commission on November 15, 2021. | | | | | | | | | 2017 vs. 2016 | 2016 vs. 2015 | | | | | 2022 vs. 2021 | 2021 vs. 2020 |
| (dollars and shares in millions, except per share data) | 2017 | | 2016 | | 2015 | $ Variance | % Variance | $ Variance | % Variance | (dollars and shares in millions, except per share data) | 2022 | | 2021 | | 2020 | $ Variance | % Variance | $ Variance | % Variance |
| Net sales | $ | 2,498 |
| | $ | 2,412 |
| | $ | 2,526 |
| | $ | 86 |
| | 4 | % | | $ | (114 | ) | | (4 | %) | Net sales | $ | 3,036 | | | $ | 2,852 | | | $ | 2,885 | | | $ | 184 | | | 6 | % | | $ | (33) | | | (1 | %) |
| Gross margin | 29.3 | % | | 29.5 | % | | 29.2 | % | |
| |
|
| |
| |
| Gross margin | 27.0 | % | | 27.2 | % | | 25.8 | % | |
| Research and development expenses | $ | 145 |
| | $ | 147 |
| | $ | 132 |
| | $ | (3 | ) | | (2 | %) | | $ | 15 |
| | 11 | % | Research and development expenses | $ | 110 | | | $ | 126 | | | $ | 111 | | | $ | (16) | | | (13 | %) | | $ | 15 | | | 13 | % |
| Selling, general and administrative expenses as a percentage of sales | 14.3 | % | | 14.1 | % | | 14.7 | % | |
| |
|
| |
| |
|
| Selling, general and administrative expenses as a percentage of sales | 14.8 | % | | 14.4 | % | | 13.8 | % | |
| Interest expense | $ | 35 |
| | $ | 35 |
| | $ | 29 |
| | $ | — |
| | — | % | | $ | 6 |
| | 19 | % | Interest expense | $ | 37 | | | $ | 34 | | | $ | 39 | | | $ | 3 | | | 8 | % | | $ | (5) | | | (13 | %) |
| Asset impairment | | Asset impairment | $ | 18 | | | $ | 2 | | | $ | 38 | | | $ | 17 | | | n/a | | $ | (36) | | | (96 | %) |
| Restructuring expense | $ | — |
| | $ | 15 |
| | $ | 15 |
| | $ | (15 | ) | | (100 | %) | | $ | — |
| | — | % | Restructuring expense | $ | 10 | | | $ | — | | | $ | 11 | | | $ | 10 | | | n/a | | $ | (11) | | | (100 | %) |
| Goodwill impairment | $ | — |
| | $ | 5 |
| | $ | — |
| | $ | (5 | ) | | (100 | %) | | $ | 5 |
| | n/a |
| |
| Loss on sale of businesses | | Loss on sale of businesses | $ | 3 | | | $ | 2 | | | $ | — | | | $ | 2 | | | 118 | % | | $ | 2 | | | n/a |
| Gain on sale of building | | Gain on sale of building | $ | (9) | | | $ | — | | | $ | — | | | $ | (9) | | | n/a | | $ | — | | | n/a |
| Pension settlement | | Pension settlement | $ | — | | | $ | — | | | $ | 121 | | | $ | — | | | — | % | | $ | (121) | | | (100 | %) |
| Other | $ | 14 |
| | $ | (3 | ) | | $ | 5 |
| | $ | 18 |
| | n/a |
| | $ | (8 | ) | | (172 | %) | Other | $ | 1 | | | $ | (3) | | | $ | 21 | | | $ | 4 | | | (146 | %) | | $ | (23) | | | (112 | %) |
| Effective tax rate | 22.7 | % | | 28.5 | % | | 28.3 | % | |
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|
| |
| |
|
| Effective tax rate | 23.6 | % | | 22.8 | % | | (69.9) | % | |
| Net earnings attributable to Moog and noncontrolling interest | $ | 140 |
| | $ | 124 |
| | $ | 132 |
| | $ | 17 |
| | 14 | % | | $ | (8 | ) | | (6 | %) | |
| Net earnings | | Net earnings | $ | 155 | | | $ | 157 | | | $ | 9 | | | $ | (2) | | | (1 | %) | | $ | 148 | | | n/a |
| Diluted average common shares outstanding | 36 |
| | 37 |
| | 39 |
| | — |
| | (1 | %) | | (3 | ) | | (7 | %) | Diluted average common shares outstanding | 32 | | | 32 | | | 33 | | | — | | | (1 | %) | | (1) | | | (3 | %) |
| Diluted earnings per share attributable to Moog | $ | 3.90 |
| | $ | 3.47 |
| | $ | 3.35 |
| | $ | 0.43 |
| | 12 | % | | $ | 0.12 |
| | 4 | % | |
| Diluted earnings per share | | Diluted earnings per share | $ | 4.83 | | | $ | 4.87 | | | $ | 0.28 | | | $ | (0.04) | | | (1 | %) | | $ | 4.59 | | | n/a |
| Total backlog | | Total backlog | $ | 5,200 | | | $ | 4,800 | | | $ | 2,600 | | | $ | 400 | | | 9 | % | | $ | 2,200 | | | 88 | % |
| Twelve-month backlog | | Twelve-month backlog | $ | 2,300 | | | $ | 2,100 | | | $ | 1,700 | | | $ | 200 | | | 10 | % | | $ | 400 | | | 24 | % |
Net sales increased in 20172022 compared to 2016 increased2021 across all of our segments, particularly in Aircraft Controls, Componentsour commercial aircraft programs and Spaceour defense programs. Also in 2022, weaker foreign currencies, primarily the Euro, the British Pound and Defense Controls, while net sales decreased in Industrial Systems. Weaker foreign currenciesthe Japanese Yen relative to the U.S. dollar, in particular the British pound, causedDollar, decreased sales to decline $19$44 million in 2017 compared to 2016. Conversely, net sales decreased in each of our segments in 2016 compared to 2015. Weaker foreign currencies, in particular the British pound and the Euro relative to the U.S. dollar, contributed $26 million of the sales decline in 2016.2021.
Gross margin decreased slightly in 20172022 compared to 2016. Negative2021. The additional costs associated with our constrained supply chain and $4 million of inventory write-down charges together offset the incremental margin from higher sales mixvolumes across all three segments.
Research and development expenses decreased in 2022 compared to 2021. Aircraft Controls drivenreduced research and development spend by lower foreign military$11 million primarily due to the redeployment of engineering activity to funded development programs. Industrial Systems also reduced research and development spend by $3 million.
Selling, general and administrative expense as a percentage of sales increased in 2022 compared to 2021. Across all of our segments, we had higher expenses to support customer interactions as we emerged from COVID-19 lockdowns, as well as lower military aftermarketincreased investments in operations.
Interest expense increased in 2022 compared to 2021 due to higher interest rates on our outstanding debt throughout the year.
In 2022, we incurred charges for asset impairments and restructuring in all of our segments as we continued our business resizing and portfolio shaping activities, primarily in the second quarter of 2022. The benefits associated with these activities have averaged, and are expected to average, $4 million per quarter. Also, the first quarter of 2022 included a $16 million gain from the sale of our NAVAIDS business, and the fourth quarter of 2022 included a $9 million gain on the sale of a building. However, these gains were offset by losses associated with two business sales reduced gross margin. Partly offsetting the decline were favorable sales mixes in Industrial Systems and in Space and Defense Controls. In addition, reduced costs fromControls in the restructuring actions takenfourth quarter of 2022, totaling $19 million.
Other in 20162021 included a $6 million pension curtailment gain associated with the termination of a foreign pension plan, which did not repeat in 2022.
The effective tax rate in 2022 increased profitability $5 million.
Gross margin increased in 2016modestly compared to 2015.the tax rate in 2021. The restructuring benefits from actions takeneffective tax rate in 2015 contributed $9 million2022 included the benefit of reduced costs. We also benefited fromfavorable adjustments for tax credits associated with last year's tax return. The effective tax rate in 2021 included charges associated with the absencerevaluation of deferred tax liabilities in the $7 million correction of an out-of-period accounting adjustment in our Space and Defense Controls segment in 2015. However, the improvements were partlyU.K., mostly offset by an adverse sales mixadjustments to the previous year's provision in both Components andthe U.S.
The twelve-month backlog at October 1, 2022 increased as compared with the twelve-month backlog at October 2, 2021. The twelve-month backlog increased in Industrial Systems due to lower energyrecovering demand for our flight simulation products and industrial market sales.
Research and development expenses in 2017 decreased compared to 2016. Within Aircraft Controls, research and development expenses decreased $13 million, as development activities declined on the Embraer E-2 and the Airbus A350 programs. The reduced spend in Aircraft Controls was mostly offset by increases in research and development expenses in Components and Space and Defense Controls. Research and development expenses in 2016from orders for our new construction products. Also, backlog increased compared to 2015. Within Aircraft Controls, research and development expenses increased $16 million as we had higher activity on our major commercial OEM programs.
Selling, general and administrative expenses as a percentage of sales increased in 2017 compared to 2016. Withinwithin Space and Defense Controls and Components, we had higher selling activities. Partly offsetting the increases were $7 million of reduced costs from the restructuring actions taken in 2016. Selling, general and administrative expenses as a percentage of sales decreased in 2016 compared to 2015. Most of the declines were due to a focus on expense reduction.
Interest expense in 2017driven by our RIwP turret program. Backlog was comparable to interest expense in 2016. In 2017, higher interest rates increased interest expense $4 million; however, lower levels of debt decreased interest expense $4 million. Interest expense in 2016 increased $3 million due to higher interest rates associated with our revolving credit facility. Additionally, interest expense increased $3 million due to higher levels of debt attributable to the funding of our share repurchase program.
In 2015 and 2016, we incurred restructuring expenses in response to business conditions. In 2015, we incurred $15 million of restructuring expenses, primarily in Space and Defense Controls, Industrial Systems and Aircraft Controls. Through 2016, the total savings were $20 million, or 95% of our original projected benefits prior to amending our workforce planning. More than half of these savings are in selling, general and administrative expenses. In the second and fourth quarters of 2016, we incurred $15 million of restructuring expenses, primarily inunchanged within Aircraft Controls, as higher commercial OEM and Industrial Systems. Through the fourth quarter of 2017, the total savingsaftermarket orders were $17 million, in line with our expected return, with approximately 40% in cost of sales and 60% in selling, general and administrative expenses.
In 2016, we recorded a $5 million goodwill impairment charge in Space and Defense Controls related to our recent additive manufacturing acquisition.
Other expense in 2017 includes $13 million of losses associated with the sale of non-core businesses in Space and Defense Controls. Other expense in 2016 includes $2 million of royalty income. Other expense in 2015 includes a $2 million asset impairment write-down in Industrial Systems, $2 million of foreign exchange currency loss and a $1 million loss on the sales of two small operations in our Components segment.
Our effective tax rates in 2017, 2016 and 2015 are lower than the U.S. statutory tax rate. In 2017, our effective tax rate includes the benefits associated with divesting non-core businesses in Space and Defense Controls and the recognition and timing of U.S. tax incentives. In 2016, our effective tax rate included the beneficial timing of the enactment of the U.S. research and development tax credit. In 2015, our effective tax rate benefited from earnings being taxed in foreign jurisdictions with lower statutory tax rates.
Average common shares outstanding decreased over the past three years due to our share buyback program. Since the Board of Directors amended the program in January 2014, we have repurchased 10 million shares. Under the current Board of Directors authorization, we have three million shares available for repurchase.
Other comprehensive income in 2017 includes $69 million of income from retirement liability adjustments and $27 million of positive foreign currency translation adjustments. Other comprehensive loss in 2016 included $54 million of losses from retirement liability adjustments and $38 million of foreign currency translation losses. Other comprehensive loss in 2015 included $82 million of foreign currency translation losses and $51 million of losses from retirement liability adjustments. In 2017 compared to 2016, the retirement liability gain was primarily due to changes in discount rates and return on assets. Also in 2017 compared to 2016, the change in foreign currency translation adjustments was primarily driven by positive impacts of the British pound and the Euro. In 2016 compared to 2015, the change in foreign currency translation adjustments was driven by positive impacts of the Euro and Canadian dollar. These positive impacts were partially offset by a decline in the British pound against the U.S. dollar.declines across various military programs.
SEGMENT RESULTS OF OPERATIONS AND OUTLOOK
Operating profit, as presented below, is net sales less cost of sales and other operating expenses, excluding interest expense, equity-based compensation expense, non-service pension expense and other corporate expenses. Cost of sales and other operating expenses are directly identifiable to the respective segment or allocated on the basis of sales, manpower or profit. Operating profit is reconciled to earnings before income taxes in Note 1721 - Segments, of Item 8, Financial Statements and Supplementary Data, of this report.
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| | | | | | | | 2017 vs. 2016 | | 2016 vs. 2015 |
| (dollars in millions) | 2017 | | 2016 | | 2015 | | $ Variance | | % Variance | | $ Variance | | % Variance |
| Net sales - military aircraft | $ | 522 |
| | $ | 512 |
| | $ | 546 |
| | $ | 10 |
| | 2 | % | | $ | (34 | ) | | (6 | %) |
| Net sales - commercial aircraft | 603 |
| | 551 |
| | 540 |
| | 51 |
| | 9 | % | | 11 |
| | 2 | % |
| $ | 1,125 |
| | $ | 1,064 |
| | $ | 1,087 |
| | $ | 61 |
| | 6 | % | | $ | (23 | ) | | (2 | %) |
| Operating profit | $ | 114 |
| | $ | 99 |
| | $ | 100 |
| | $ | 16 |
| | 16 | % | | $ | (1 | ) | | (1 | %) |
| Operating margin | 10.1 | % | | 9.3 | % | | 9.2 | % | |
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| Backlog | $ | 571 |
| | $ | 632 |
| | $ | 678 |
| | $ | (61 | ) | | (10 | %) | | $ | (46 | ) | | (7 | %) |
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| | | | | | | 2022 vs. 2021 | | 2021 vs. 2020 | |
| (dollars in millions) | 2022 | | 2021 | | 2020 | | $ Variance | | % Variance | | $ Variance | | % Variance | |
| Net sales - military aircraft | $ | 745 | | | $ | 782 | | | $ | 721 | | | $ | (37) | | | (5 | %) | | $ | 61 | | | 8 | % | | |
| Net sales - commercial aircraft | 511 | | | 379 | | | 485 | | | 132 | | | 35 | % | | (105) | | | (22 | %) | | |
| $ | 1,256 | | | $ | 1,161 | | | $ | 1,206 | | | $ | 95 | | | 8 | % | | $ | (45) | | | (4 | %) | | |
| Operating profit | $ | 124 | | | $ | 97 | | | $ | 35 | | | $ | 27 | | | 28 | % | | $ | 62 | | | 179 | % | | |
| Operating margin | 9.8 | % | | 8.3 | % | | 2.9 | % | | | | | | | | | | |
Aircraft Controls' net sales growth was primarily driven by commercial programsincreased in 20172022 compared to 2016. In 2016 compared to 2015, Aircraft Controls' lower net sales was2021, driven primarily by military program declines, partially offset by commercial program growth. Additionallyrecoveries from the COVID-19 pandemic in 2016 compared to 2015, the British pound relative to the U.S. dollar decreased sales $10 million.
In 2017 compared to 2016,our commercial OEM and aftermarket aircraft programs.
In 2022 compared to 2021, sales increased $46$70 million in our commercial OEM programs. We benefited from higher sales volumes across our main programs, increasing sales $26 million for our business jets programs, $21 million for our Boeing programs and $5$16 million respectively. OEMfor our Airbus programs. Additionally, in 2022 compared to 2021, sales for the Airbusincreased $62 million in our commercial aftermarket programs. Higher spares volumes and repair demand, reflecting recovering flight-hour levels, increased sales a combined $30 million across our 787 and A350 programs. Also, sales increased $40an additional $18 million on our 787 aftermarket program due to the program's production ramp up. The increaseone-time, retrofit sales.
Partially offsetting these sales increases in commercial aftermarket2022 compared to 2021, was a $34 million sales was due to higher repair activity on legacy Boeing programs. In addition,decrease in our military OEM sales increased $26 million in 2017 compared to 2016. While classified military OEM development jobs increased $23 millionprograms. The timing of orders and higher production volumedelayed material receipts on the F-35 program increaseddecreased sales $29 million, lower volumes for foreign military programs decreased sales $19 million and the sales associated with our divested NAVAIDS business decreased sales $17 million. Partially offsetting these reductions were $16 million lower foreign militaryof higher sales across our helicopter programs, $5 million of Genesys sales and $4 million of increased activity on funded development programs. Additionally in 2022 compared to 2021, sales decreased $19 million. Also,$2 million for our military aftermarket sales decreased $16 million in 2017, due to lowerprograms. Lower orders for the F-18 program and supply chain constraints affecting other legacy aircraft programs was mostly offset by higher spares and repair activity for the B1-B and C-5 programs.
In 2016 compared to 2015, military OEM sales decreased $24 million and military aftermarket sales decreased $10 million. OEM sales on the V-22 program decreased $15 million and sales on the FA-18 program decreased $12 million due to lower sales volumes. These declines were partially offset by $5 million of increased sales for the F-35 program. The decline in military aftermarket sales in 2016 is largely due to work on the C-5 refurbishment program winding down, partially offset by increased activity on the F-35 aftermarket program. In 2016 compared to 2015, commercial OEM sales increased $16 million while commercial aftermarket sales decreased $5 million. Commercial OEM sales to Airbus increased $28 million driven by the A350 program, and sales for the Boeing 787 program increased $9 million. These increases were partially offset by lower sales on various business jet and other commercialF-15 programs. The commercial aftermarket sales decline was driven by lower levels of Boeing 787 initial provisioning and business jet aftermarket sales.
Operating margins in 2016 and 2015 were affected by restructuring activities. In 2015, we incurred $3 million of restructuring expenses, of which we realized $5 million of benefits in 2016. Also, in 2016, we incurred $7 million of restructuring expenses. During the successive quarters through the fourth quarter of 2017, our total savings were $7 million, and were in line with our expectations.
Operating margin increased in 20172022 compared to 2016. Research2021. Included in this increase was the $16 million gain associated with the divestiture of our NAVAIDS business. This gain was offset by $15 million of impairment and development expenses decreased $13 million due to lower development activities on the Embraer E-2 and the Airbus A350 programs. Operating margin also benefited $7 million due to the absence of last year's restructuring expense and an incremental $4 million of associated restructuring benefits. Partly offsettingexpenses, in our second quarter of 2022, as we resized our business and continued our portfolio shaping activities. The benefits from these benefitsactions have averaged, and are expected to average, $3 million per quarter. Excluding both the gain and charges, adjusted operating margin in 2022 was $1010.1%. The adjusted margin increase as compared to 2021 was driven by a favorable sales mix in commercial aftermarket, $11 million of higher additions to contract loss reserves in 2017 compared to 2016.
Operating margin increased marginally in 2016 compared to 2015. In 2016, improvements in the costs on our major commercial OEM programs and operational cost containment activities contributed to higher margin. However, offsetting the margin expansion was an increase of $16 million inreduced research and development expenses, as we hadspend and incremental margin from higher activity across allcommercial sales volumes.
The twelve-month backlog for Aircraft Controls at September 30, 2017 declined compared to October 1, 2016. Half of the decline is in military aircraft, driven primarily due to order timing on the F-35 program. The remaining reduction is due to declining production rates on legacy commercial programs. Twelve-month backlog for Aircraft Controls at October 1, 2016 declined compared to October 3, 2015. Almost half of the decline was due to the weaker British pound relative to the U.S. dollar. In addition, changes in commercial OEM order patterns, as well as work completed on military programs, reduced the level of twelve-month backlog.
Space and Defense Controls
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| | | | | | | | 2017 vs. 2016 | 2016 vs. 2015 |
| (dollars in millions) | 2017 | | 2016 | | 2015 | | $ Variance | | % Variance | | $ Variance | | % Variance |
| Net sales | $ | 394 |
| | $ | 366 |
| | $ | 381 |
| | $ | 28 |
| | 8 | % | | $ | (15 | ) | | (4 | %) |
| Operating profit | $ | 38 |
| | $ | 41 |
| | $ | 33 |
| | $ | (4 | ) | | (9 | %) | | $ | 8 |
| | 25 | % |
| Operating margin | 9.5 | % | | 11.3 | % | | 8.7 | % | |
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| Backlog | $ | 282 |
| | $ | 277 |
| | $ | 250 |
| | $ | 5 |
| | 2 | % | | $ | 27 |
| | 11 | % |
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| | | | | | | | 2022 vs. 2021 | 2021 vs. 2020 | | | |
| (dollars in millions) | 2022 | | 2021 | | 2020 | | $ Variance | | % Variance | | $ Variance | | % Variance | | | |
| Net sales | $ | 872 | | | $ | 799 | | | $ | 770 | | | $ | 73 | | | 9 | % | | $ | 29 | | | 4 | % | | | |
| Operating profit | $ | 87 | | | $ | 88 | | | $ | 102 | | | $ | (1) | | | (2 | %) | | $ | (13) | | | (13 | %) | | | |
| Operating margin | 10.0 | % | | 11.1 | % | | 13.2 | % | | | | | | | | | | | |
Space and Defense Controls' net sales increased in 20172022 compared to 20162021, driven by continued growth within both our defense and space markets.
In 2022 compared to 2021, sales increased $68 million in our defense market. SpaceThe main driver was the production ramp on our RIwP turret program, which increased sales $69 million. Also, sales for our defense components programs increased $11 million; however, this was offset by $6 million of lower international defense vehicle sales due to continued supply chain constraints and Defense Controls' netby $5 million of lower naval system sales decreaseddue to the wind-down of development projects.
Additionally in 20162022 compared to 2015 as2021, sales declined in both our space and our defense markets.
Sales in our defense market increased $28$5 million in 2017 compared to 2016, driven by higher sales of controls for domestic and European defense vehicles, as well as higher naval sales. Additionally in our space market in 2017, higher orders formarket. Higher activity on our integrated space vehicle and advanced mission programs, and on our satellite avionics programs increased sales $24 million and controls$13 million, respectively. These increases were mostly offset by contracts continuingthe wind-down of hypersonic development activity and by lower legacy launch vehicle sales.
Operating margin decreased in 2022 compared to wind down on launch vehicles2021. Throughout 2022, we incurred $4 million of restructuring and lost salesinventory write-down charges as we continued our portfolio refinement activities and resized our business. We also incurred a $4 million loss associated with the divestituresdivestiture of a security business. In the last quarter of 2021, we incurred $3 million of similar portfolio refinement charges. Excluding these charges in both years, the adjusted operating margins were 10.9% in 2022 and 11.4% in 2021. The resulting decline in adjusted operating margin was due to additional costs associated with our constrained supply chain and due to the COVID-19 related direct labor inefficiencies we experienced in the first half of 2017.2022.
Sales
Industrial Systems | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | 2022 vs. 2021 | | 2021 vs. 2020 | |
| (dollars in millions) | 2022 | | 2021 | | 2020 | | $ Variance | | % Variance | | $ Variance | | % Variance | |
| Net sales | $ | 907 | | | $ | 892 | | | $ | 909 | | | $ | 15 | | | 2 | % | | $ | (17) | | | (2 | %) | |
| Operating profit | $ | 72 | | | $ | 86 | | | $ | 80 | | | $ | (14) | | | (16 | %) | | $ | 6 | | | 7 | % | |
| Operating margin | 8.0 | % | | 9.6 | % | | 8.8 | % | | | | | | | | | |
Industrial Systems' net sales increased in 2022 compared to 2021 despite the adverse impacts of foreign currencies. Weaker foreign currencies, primarily the Euro and the Japanese Yen relative to the U.S. Dollar, decreased sales $33 million in 2022 when compared to 2021. Excluding the impact of foreign currencies, sales increased in all of our space market decreasedmarkets except for medical.
In 2022 compared to 2021 net sales increased $10 million in 2016 compared to 2015.our simulation and test market driven mostly by increased demand for flight training simulators. Sales declined $19also increased $8 million due primarily to satellitein our industrial automation market driven by higher demand for factory automation equipment, particularly in Europe, and launch vehicle contracts winding down. However, this decline wassales increased $5 million in our energy market. These increases were partially offset by $9$8 million of additional sales from our additive manufacturing acquisition. Sales in our defense market decreased $5 million. Within defense, sales decreased $11 million due to the unfavorable timing of orders on products for European defense vehicles and due to lower sales volumes on missile systems. Partially offsetting these declines was $6 million of higher sales for products on U.S. defense vehicles.medical devices due both to supply chain constraints and as the post COVID-19 demand surge winds-down for our medical pumps and sets.
Operating margin decreased in 20172022 compared to 2016 due primarily to $132021. Throughout 2022, we incurred $8 million of restructuring, inventory write-downs and asset impairment charges. These charges were a result of our continued portfolio refinement activities as we resized our business, and from assets associated with selling non-core businesses. Also,Russian actions in Ukraine. In our fourth quarter of 2022, we also incurred a $15 million loss associated with the divestiture of a sonar business, which was partially offset by a $9 million gain on the sale of a building. In the last quarter of 2021, we incurred $4 million of similar portfolio refinement charges. Excluding these charges in both years, the adjusted operating margins were 9.5% in 2022 and 10.1% in 2021. The resulting decline in adjusted operating margin was affecteddue to additional costs and inflated pressures associated with our constrained supply chain.
SEGMENT OUTLOOK | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | 2023 vs. 2022 |
| (dollars in millions) | 2023 | | 2022 | | $ Variance | | % Variance |
| Net sales: | | | | | | | |
| Aircraft Controls | $ | 1,330 | | | $ | 1,256 | | | $ | 74 | | | 6 | % |
| Space and Defense Controls | 930 | | | 872 | | | 58 | | | 7 | % |
| Industrial Systems | 915 | | | 907 | | | 8 | | | 1 | % |
| $ | 3,175 | | | $ | 3,036 | | | $ | 139 | | | 5 | % |
| Operating profit: | | | | | | | |
| Aircraft Controls | $ | 137 | | | $ | 124 | | | $ | 13 | | | 11 | % |
| Space and Defense Controls | 115 | | | 87 | | | 28 | | | 32 | % |
| Industrial Systems | 96 | | | 72 | | | 24 | | | 33 | % |
| $ | 348 | | | $ | 283 | | | $ | 65 | | | 23 | % |
| Operating margin: | | | | | | | |
| Aircraft Controls | 10.3 | % | | 9.8 | % | |
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| Space and Defense Controls | 12.4 | % | | 10.0 | % | |
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| Industrial Systems | 10.5 | % | | 8.0 | % | |
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| 11.0 | % | | 9.3 | % | |
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| Net earnings | $ | 182 | | | $ | 155 | | | | | |
| Diluted earnings per share | $5.50 - $5.90 | | $ | 4.83 | | | | | |
2023 Outlook – We expect higher sales in 2023, driven by $5 million of higher researchcontinued market recoveries in commercial OEM and development expensesindustrial programs and by a $4 million charge on a satellite programinvestments in new products across our segments. However, expected weaker foreign currencies and the lost sales associated with our divestitures in 2022 will moderate our sales growth. We expect operating margin will increase due to operational improvements within all segments, combined with the absence of charges related to an engineering issue. Partly offsettingrestructuring, impairments and losses associated with the sales of businesses in 2022. Excluding these charges, we also expect adjusted operating margin pressures waswill increase. Net earnings in 2023 are expected to benefit from the incremental operating margin, which we expect to be partially offset by higher interest expenses due to the expected higher interest rates on our outstanding debt balances. We expect diluted earnings per share will range between $5.50 and $5.90, with a midpoint of $5.70.
2023 Outlook for Aircraft Controls – In 2023, we anticipate sales increases across all of our commercial OEM programs as the commercial aircraft market recoveries continue and as our customers match the increasing demand with increased orders. We also anticipate a slight sales increase across our military programs as higher activity on funded development programs, the F-35 program and foreign military sales are mostly offset by lower legacy programs. We expect operating margin in 2023 will increase slightly as improved factory utilization from the higher sales volume is partially offset by the absence of 2022's favorable sales mix in our defense markets.commercial aftermarket.
Operating margins in 2015 were affected by restructuring activities. In 2015, we incurred $6 million of restructuring expenses, and we realized $6 million of cost savings in 2016. More than half of the total restructuring expense in 2015 relates to the termination of a selling and marketing contractual relationship, and did not carry the same ratio of benefits as our previous restructuring activities.
Operating margin increased in 2016 compared to 2015. The absences of the $8 million out-of-period adjustment in 2015 and the $6 million restructuring expense in 2015 contributed to the increase in operating profit. Additionally, improved sales mix, primarily in our satellite business, and cost containment activities contributed incremental operating profit. Partially offsetting the margin improvement was a $5 million goodwill impairment charge related to our recent additive manufacturing acquisition and $2 million more of additions to contract loss reserves in 2016 compared to 2015.
Twelve-month backlog2023 Outlook for Space and Defense Controls at September 30, 2017 increased slightly compared to October 1, 2016 as order growth– In 2023, we anticipate sales increases in satellite avionics, as well asour space programs from the continued higher activity for integrated space vehicles programs and for our launch vehicles, was mostly offsetvehicle programs. Excluding the impact of lost sales associated with our security business divestiture, we expect sales increases across our defense programs, primarily driven by the continued production ramp of our RIwP program and by defense controls programs completing. Thecomponents programs. We expect operating margin will increase in 2023 resulting from the incremental margin from higher level of twelve-month backlog for Space and Defense Controls at October 1, 2016 compared to October 3, 2015 was due to higher orders for defense controls and naval programs.
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| | | | | | | | 2017 vs. 2016 | | 2016 vs. 2015 |
| (dollars in millions) | 2017 | | 2016 | | 2015 | | $ Variance | | % Variance | | $ Variance | | % Variance |
| Net sales | $ | 477 |
| | $ | 515 |
| | $ | 522 |
| | $ | (38 | ) | | (7 | %) | | $ | (7 | ) | | (1 | %) |
| Operating profit | $ | 46 |
| | $ | 49 |
| | $ | 45 |
| | $ | (2 | ) | | (5 | %) | | $ | 4 |
| | 8 | % |
| Operating margin | 9.7 | % | | 9.4 | % | | 8.6 | % | |
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| Backlog | $ | 164 |
| | $ | 145 |
| | $ | 178 |
| | $ | 18 |
| | 13 | % | | $ | (32 | ) | | (18 | %) |
Industrial Systems' net sales decreased bothvolume, in 2017 compared to 2016 and in 2016 compared to 2015. Weaker foreign currencies relativeaddition to the U.S. dollar, in particular the British pound, causedabsences of charges from portfolio refinements, our business sale and our incremental costs associated with our constrained supply chain.
2023 Outlook for Industrial Systems – In 2023, we anticipate sales to decline $5 million in 2017 compared to 2016. Similarly,increases across our markets, excluding an expected negative impact from continued weaker foreign currencies relative to the U.S. dollarDollar, and excluding the lost sales associated with our sonar business divestiture. The underlying organic sales growth is expected primarily in 2016 compared to 2015 caused sales to decline $11 million, caused mostlyour flight simulation products, driven by the Euro and the Brazilian real.
Sales in our industrial automation market decreased $27 million in 2017 compared to 2016 across our broad range of industrial markets. Also, sales decreased $14 million in our energy market. Within our wind energy products, sales decreased due to lost sales to a key customer in Brazil who was acquired and by lower sales from additional wind customers. Sales increased $4 million in our simulation and test market due to higher product deliveries.
Excluding the currency effects on sales in 2016 compared to 2015, sales increased $9 million in our simulation and test market due to higher sales to flight simulation customers. Also in our energy market, sales increased $6 million due to stronger wind product sales in China. Partially offsetting the increases were declines across our industrial automation products due to economic weakness in our markets resulting in lowercontinued demand for our metal forming, steel productionflight training simulators, and aftermarket products and services.
Operating margins in 2016 and 2015 were affected by restructuring activities. In 2015, we incurred $5 million of restructuring expenses, and realized $7 million in cost savings in 2016. In 2016, we incurred $5 million of restructuring expenses. During the successive quarters through the fourth quarter of 2017, our total savings were $6 million, and were in line with our expectations.
Operating margin increased marginally in 2017 compared to 2016. In 2017, the absence of the prior year's restructuring expense and incremental benefits were offset by lower sales volumes across our major markets.
Operating margin increased in 2016 compared to 2015 due to the realized restructuring benefits from the 2015 restructuring actions, additional cost containment activities and $4 million of lower research and development expenses. Partially offsetting the margin improvement was a negative sales mix due in part to lower industrial automation sales.
The increased level of twelve-month backlog in Industrial Systems at September 30, 2017 compared to October 1, 2016 is in part due to higher orders for non-renewable energy customers, as well as higher test and simulation orders. The lower level of twelve-month backlog in Industrial Systems at October 1, 2016 compared to October 3, 2015 was due to canceled wind energy orders with a key customer who was acquired, as well as the completion of simulation orders.
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| | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | 2017 vs. 2016 | | 2016 vs. 2015 |
| (dollars in millions) | 2017 | | 2016 | | 2015 | | $ Variance | | % Variance | | $ Variance | | % Variance |
| Net sales | $ | 501 |
| | $ | 467 |
| | $ | 536 |
| | $ | 34 |
| | 7 | % | | $ | (69 | ) | | (13 | %) |
| Operating profit | $ | 52 |
| | $ | 50 |
| | $ | 67 |
| | $ | 3 |
| | 5 | % | | $ | (17 | ) | | (26 | %) |
| Operating margin | 10.5 | % | | 10.7 | % | | 12.5 | % | |
|
| |
| |
| |
|
|
| Backlog | $ | 195 |
| | $ | 170 |
| | $ | 168 |
| | $ | 25 |
| | 15 | % | | $ | 2 |
| | 1 | % |
Components' net sales increased across all of our markets in 2017 compared to 2016. The recent acquisition of Rotary Transfer Systems increased sales $12 million. Conversely, in 2016 compared to 2015, net sales decreased across all of our Components' markets.
Sales in our medical market increased $14 milliondevice products. We expect operating margin will increase in 2017 compared to 2016 due primarily to2023 resulting from the higher sales volumes on our sets and pumps. Additionally, sales in our industrial market increased $14 million due primarily to the Rotary Transfer Systems acquisition as well as increased demand for cooling equipment. Also, sales increased $5 million in our aerospace and defense market, primarily related to higher shipments on the Guardian program as well as various space components programs.
Sales in our industrial market decreased $41 million in 2016 compared to 2015. Approximately two-thirds of the decline was in our energy market where the macro-economic conditions centered around the significant decline in the price of crude oil resulted in lower demand for our marine products. The remaining decline in our industrial market was due to unfavorable order timing. Within our aerospace and defense market, sales declined $20 million due primarily to lower demand for aftermarket products. Sales also declined $8 million in our medical market, as lower sales for our sleep apnea products were partially offset by higher sales for medical pump products.
Operating margin decreased marginally in 2017 compared to 2016. In 2017, we had $5 million of higher research and development investments. In addition, selling general and administrative expenses increased $4 million in part due to higher selling expenses in support of our medical business. Mostly offsetting these declines was an improved sales mix in our defense and medical markets.
Operating margin decreased in 2016 compared to 2015. The decreases are due, in part, to lower demand for our marine energy products resulting from the significant decline in the price of crude oil, as well as lower sales in our military markets. We also incurred $2 million of higher research and development expenses in 2016.
The twelve-month backlog at September 30, 2017 increased compared to the twelve-month backlog at October 1, 2016 due to higher orders for multiple aerospace and defense products, as well as the Rotary Transfer Systems acquisition in industrial products. The twelve-month backlog at October 1, 2016 is comparable to the level at October 3, 2015 as higher industrial orders were mostly offset by completed aerospace and defense orders.
Effective October 1, 2017, we changed our segment reporting structure to three reporting segments. Our former Components segment has been separated and merged into Space and Defense Controls and Industrial Systems. We expect this will result in one less reporting unit in 2018. The following table reflects the 2018 outlook and 2017 actuals, whose amounts have been reclassified to conform with the 2018 presentation.
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| | | | | | | | | | | | | | |
| | | | | | 2018 vs. 2017 |
| (dollars in millions) | 2018 | | 2017 | | $ Variance | | % Variance |
| Net sales: | | | | | | | |
| Aircraft Controls | $ | 1,175 |
| | $ | 1,125 |
| | $ | 50 |
| | 4 | % |
| Space and Defense Controls | 547 |
| | 529 |
| | 18 |
| | 3 | % |
| Industrial Systems | 894 |
| | 843 |
| | 51 |
| | 6 | % |
| | $ | 2,617 |
| | $ | 2,498 |
| | $ | 119 |
| | 5 | % |
| Operating profit: | | | | | | | |
| Aircraft Controls | $ | 125 |
| | $ | 114 |
| | $ | 11 |
| | 9 | % |
| Space and Defense Controls | 63 |
| | 49 |
| | 14 |
| | 30 | % |
| Industrial Systems | 100 |
| | 88 |
| | 13 |
| | 14 | % |
| | $ | 288 |
| | $ | 250 |
| | $ | 38 |
| | 15 | % |
| Operating margin: | | | | | | | |
| Aircraft Controls | 10.6 | % | | 10.1 | % | |
|
| |
|
|
| Space and Defense Controls | 11.5 | % | | 9.2 | % | |
|
| |
|
|
| Industrial Systems | 11.2 | % | | 10.4 | % | |
|
| |
|
|
| | 11.0 | % | | 10.0 | % | |
|
| |
|
|
2018 Outlook – We expect the increase in 2018 sales to be primarily driven by higher military OEM sales for the F-35 program in Aircraft Controls. We also expect sales increases across our major markets both in Industrial as well as Space and Defense Controls. We expect 2018 operating margin will increase due to the absence of 2017's losses associated with divesting non-core businesses, as well as incremental margincharges from higher sales. However, we expect that a higher effective tax rateour portfolio refinements, impairments and business sale.
2018 Outlook for Aircraft Controls – We expect 2018 sales in Aircraft Controls will increase primarily due to the continued ramp ups of the F-35 program and the Airbus A350 program. Partially offsetting the increases is an expected sales decline of legacy commercial OEM programs. We expect 2018 operating margin will increase compared to 2017. We expect that research and development costs will decrease $6 million and that we will continue to realize the benefits of cost saving activities. However, we expect a negative sales mix, as sales on our mature commercial programs are replaced with sales growth on newer commercial programs.
2018 Outlook for Space and Defense Controls – We expect 2018 sales in Space and Defense Controls will increase due to sales growth from launch vehicles and satellite programs. Also within our defense market, we expect higher missile systems and security sales will offset a decline in defense controls sales. We expect 2018 operating margin will increase, as the losses associated with divesting non-core businesses do not repeat.
2018 Outlook for Industrial Systems – We expect 2018 sales in Industrial Systems to increase across all of our major markets. We expect 2018 operating margin will increase as we benefit from incremental margin on higher sales volumes.
FINANCIAL CONDITION AND LIQUIDITY |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | 2017 vs. 2016 | | 2016 vs. 2015 |
| (dollars in millions) | 2017 | | 2016 | | 2015 | | $ Variance | | % Variance | | $ Variance | | % Variance |
| Net cash provided (used) by: |
| |
| |
| |
| |
| |
| |
|
| Operating activities | $ | 218 |
| | $ | 216 |
| | $ | 335 |
| | $ | 2 |
| | 1 | % | | $ | (119 | ) | | (35 | %) |
| Investing activities | (110 | ) | | (77 | ) | | (68 | ) | | (33 | ) | | 42 | % | | (9 | ) | | 14 | % |
| Financing activities | (76 | ) | | (120 | ) | | (166 | ) | | 44 |
| | (37 | %) | | 46 |
| | (28 | %) |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | 2022 vs. 2021 | | 2021 vs. 2020 | |
| (dollars in millions) | 2022 | | 2021 | | 2020 | | $ Variance | | % Variance | | $ Variance | | % Variance | | | |
| Net cash provided (used) by: | | | | | | | | | | | | | | | | |
| Operating activities | $ | 247 | | | $ | 293 | | | $ | 279 | | | $ | (46) | | | (16 | %) | | $ | 14 | | | 5 | % | | | |
| Investing activities | (83) | | | (191) | | | (146) | | | 108 | | | (56 | %) | | (45) | | | 31 | % | | | |
| Financing activities | (135) | | | (87) | | | (143) | | | (48) | | | 55 | % | | 56 | | | (39 | %) | | | |
Our available borrowing capacity and our cash flow from operations provide us with the financial resources needed to run our operations, reinvest in our business and make strategic acquisitions.
At September 30, 2017,October 1, 2022, our cash balance was $368balances were $119 million andwhich was primarily held outside of the U.S. Cash flow from our U.S. operations, together with borrowings on our credit facility, fund on-going activities, debt service requirements and future growth investments. We reinvest the cash generated from foreign operations locally and such international balances are not available to pay down debt in the U.S. unless we decide to repatriate such amounts. During 2016, we repatriated $91 million of earnings from various foreign subsidiaries and used the funds to pay down our U.S. revolving credit facility. If we determine further repatriation of foreign funds is necessary, we would then be required to pay U.S. income taxes on those funds.
Operating activities
Net cash provided by operating activities decreased in 20172022 compared to 2021. In 2022, accounts receivable generated $13 million less cash than the previous year, driven in part by the 787 program, where we maintained steady production levels that were higher than the rate at which Boeing took deliveries. This was comparable to 2016, as net earnings increased $17 million, but wasmostly offset by lower cash provided by working capital accounts. Unfavorable timing of receivables and increasesa $100 million benefit from our Receivables Purchase Agreement ("RPA") program. Also in inventory within Aircraft Controls, Space and Defense Controls and2022, supply chain constraints, particularly in Industrial Systems, used $65contributed to inventory using $48 million more of cash compared to a year ago. Also, customer advances used $10 million more of cash due to milestones met primarily in Space and Defense Controls.cash. Partially offsetting the decline was $48 millionincreased uses of cash provided bywas a $23 million benefit from accounts payable, due to favorable timing and $18of payments.
We expect cash from operations in 2023 to be $280 million, of cash provided by accrued expenses.
Net cash provided by operating activities decreased in 2016an increase compared to 2015. Unfavorable timing of payments and collections across all of our segments used $89 million more of2022, driven primarily due to improved cash compared to a year ago. Additionally, we contributed an additional $19 million in pension contributions in 2016.generation from net working capital.
Investing activities
Net cash used by investing activities in 2017 includes $762022 included $139 million forof capital expenditures, as we increased investments in facilities to support growth and $41provide next generation manufacturing capabilities. Also 2022 included $12 million for the acquisition of Rotary Transfer Systems.TEAM Accessories. These cash outflows were partially offset by $71 million of proceeds from the sales of two businesses and a building in 2022.
Net cash used by investing activities in 20162021 included $67$78 million for our acquisition of Genesys and $129 million for capital expenditures and $11 million for the 70% ownership for the Linear Mold and Engineering acquisition.
Net cash used by investing activities in 2015 included $81 million for capital expenditures. In 2015, investment activities provided $7 million of cash as we liquidated retirement plan investments in order to purchase our stock, and $3 million of proceeds from the sale of two medical operations in our Components segment.
We expect our 2018 capital expenditures in 2023 to be approximately $95$150 million, dueas we continue to invest in facilities investments supporting the increased production of the F-35 program, as well as engine propulsion testing.and infrastructure to support future growth and operational improvements.
Financing activities
Net cash used by financing activities in 2017 included net payments on our credit facility.
Net cash used by financing activities in 20162022 included $39$68 million to fund our stock repurchase program. We repurchased approximately 850,000 shares, averaging $46 per share, and usedof net payments on our credit facility for funding.facilities. Additionally, financing activities included $33 million of share repurchases and $33 million of cash dividends.
Net cash used by financing activities in 20152021 included $344$32 million to fundof cash dividends, $30 million for share repurchases and $28 million of net payments on our stock repurchase program. Additionally, net cash used by financing activities in 2015 included the net proceedscredit facilities.
CAPITAL STRUCTURE AND RESOURCES
We maintain bank credit facilities to fund our short and long-term capital requirements, including acquisitions. From time to time, we also sell debt and equity securities to fund acquisitions or take advantage of favorable market conditions.
Our U.S. revolving credit facility, which matures on June 28, 2021. The U.S. revolving credit facilityOctober 15, 2024, has a capacity of $1.1 billion and also provides an expansion option, which permits us to request an increase of up to $200$400 million to the credit facility upon satisfaction of certain conditions. The U.S. revolving credit facility had an outstanding balance of $540$321 million at September 30, 2017.October 1, 2022. The weighted-average interest rate on primarily allthe majority of the outstanding credit facility borrowings is 2.62%was 4.16% and is principally based on LIBOR plus the applicable margin, which was 1.38%1.5% at September 30, 2017.October 1, 2022. The credit facility is secured by substantially all of our U.S. assets. See Note 24 - Subsequent Events, for information related to the amended and restated U.S. revolving credit facility.
The U.S. revolving credit facility contains various covenants. The covenantminimum for minimumthe interest coverage ratio, defined as the ratio of EBITDA to interest expense for the most recent four quarters, is 3.0. The covenantmaximum for the maximum leverage ratio, defined as the ratio of net debt including letters of credit, to EBITDA for the most recent four quarters, is 3.5.4.0. We are in compliance with all covenants. EBITDA is defined in the loan agreement as (i) the sum of net income, interest expense, income taxes, depreciation expense, amortization expense, other non-cash items reducing consolidated net income and non-cash equity-based compensation expenses minus (ii) other non-cash items increasing consolidated net income.
We are generally not required to obtain the consent of lenders of the U.S. revolving credit facility before raising significant additional debt financing; however, certain limitations and conditions may apply that would require obtaining consent.consent to be obtained. In recent years, we have demonstrated our ability to secure consents to access debt markets. We have also been successful in accessing equity markets from time to time. We believe that we will be able to obtain additional debt or equity financing as needed.
At September 30, 2017, we had $548 million of unused capacity, including $535 million from the U.S.The SECT has a revolving credit facility after considering standby letterswith a borrowing capacity of credit.$35 million, maturing on July 26, 2024. Interest was 5.16% as of October 1, 2022 and is based on LIBOR plus a margin of 2.13%. As of October 1, 2022, there were $20 million of outstanding borrowings.
We have $300$500 million aggregate principal amount of 5.25%4.25% senior notes due December 1, 202215, 2027 with interest paid semiannually on June 115 and December 115 of each year.year, which commenced on June 15, 2020. The senior notes are unsecured obligations, guaranteed on a senior unsecured basis by certain subsidiaries and contain normal incurrence-based covenants and limitations such as the ability to incur additional indebtedness, pay dividends, make other restricted payments and investments, create liens and certain corporate acts such as mergers and consolidations. We are in compliance with all covenants. The effective interestaggregate net proceeds were used to repay indebtedness under our U.S. bank facility, thereby increasing the unused portion of our U.S. revolving credit facility.
On November 4, 2021, we amended and restated our Receivables Purchase Agreement, which matures on November 4, 2024, allowing the Receivables Subsidiary to sell receivables to the Purchasers in amounts up to a $100 million limit so long as certain conditions are satisfied. The receivables are sold to the Purchasers in consideration for the Purchasers making payments of cash. As of October 1, 2022, the amount sold to the Purchasers and derecognized was $100 million. Each Purchaser’s share of capital accrues yield at a variable rate for these notes after considering the amortizationplus an applicable margin, which totaled 4.04% as of deferred debt issuance costs is 5.73%.October 1, 2022.
We have aPreviously, we securitized certain trade receivables securitization facilitythat were accounted for as secured borrowings (the "Securitization Program"), which. The Securitization Program was extended on October 23, 201729, 2021 and now maturesmatured on October 23, 2019. The Securitization Program will now effectively increase ourDecember 29, 2021, providing up to $80 million of borrowing capacity by up to $130 million and will lowerlowered our cost to borrow funds as compared to the U.S. revolving credit facility. Under the Securitization Program, we sellsold certain trade receivables and related rights to an affiliate, which in turn sellssold an undivided variable percentage ownership interest in the trade receivables to a financial institution, while maintaining a subordinated interest in a portion of the pool of trade receivables. We had an outstanding balance of $120 million at September 30, 2017. The Securitization Program hashad a minimum borrowing requirement equal to the lesser of either 80% of our borrowing capacity or 100% of our borrowing base, which was $96 million at September 30, 2017.a subset of the trade receivables sold under this agreement. Interest on the secured borrowings under the Securitization Program was 2.11% at September 30, 2017 and is based on 30-day LIBOR plus an applicable margin.
At October 1, 2022, we had $788 million of unused capacity, including $762 million from the U.S. revolving credit facility after considering standby letters of credit and other limitations. Our leverage ratio covenant limits our unused borrowing capacity to $664 million as of October 1, 2022.
Net debt to capitalization was 33% at September 30, 2017October 1, 2022 and 41%36% at October 1, 2016.2, 2021. The decrease in net debt to capitalization is primarily due to our net earnings, which has increased the total capitalization.
We declared and positivepaid cash flow.dividends of $1.03 per share on our Class A and Class B common stock in 2022.
We believe that our cash on hand, cash flows from operations and available borrowings under short and long-term arrangements will continue to be sufficient to meet our operating needs.
The Board of Directors authorized a share repurchase program beginning in January 2014 that includesauthorizes repurchases for both Class A and Class B common shares,stock, and allows us to buy up to an aggregate 13aggregate 3 million common shares. Under this program, since inception we have purchased approximately 9.7 million730,000 shares for $650 million$55 million.
Today we believe we can create long term value for our shareholders by continuing to invest in our business through both capital expenditures as of September 30, 2017.
well as investments in new market opportunities. We will also continue exploring opportunities to make strategic acquisitions and return capital to shareholders.
Off Balance Sheet Arrangements
We do not have any material off balance sheet arrangements that have or are reasonably likely to have a material future effect on our financial condition, results of operations or cash flows.
Contractual Obligations and Commercial Commitments
Our significantFor further information on our contractual obligations and commercial commitments at September 30, 2017 are as follows: of October 1, 2022, see the notes referenced below, of Item 8, Financial Statements and Supplementary Data, of this report. |
| | | | | | | | | | | | | | | | | | | | |
| (dollars in millions) | | Payments due by period |
| Contractual Obligations | | Total | | 2018 | | 2019-
2020 | | 2021-
2022 | | After
2022 |
| Long-term debt | | $ | 960 |
| | $ | — |
| | $ | 120 |
| | $ | 540 |
| | $ | 300 |
|
| Interest on long-term debt | | 81 |
| | 16 |
| | 32 |
| | 32 |
| | 1 |
|
| Operating leases | | 124 |
| | 22 |
| | 35 |
| | 23 |
| | 44 |
|
| Purchase obligations | | 756 |
| | 598 |
| | 135 |
| | 5 |
| | 18 |
|
| Total contractual obligations | | $ | 1,921 |
| | $ | 636 |
| | $ | 322 |
| | $ | 600 |
| | $ | 363 |
|
In addition to the obligations in the table above, we have $1
Debt Obligations and Interest Payments - See Note 9 - Indebtedness, for details of our debt and timing of expected future principal and interest payments. Our current and long-term interest obligation on fixed-rate debt is $21 million recorded for unrecognized tax benefits in current liabilities, which includes related accrued interest. We are unable to determine if and when any of those amounts will be settled, nor can we estimate any potential changes to the unrecognized tax benefits.
The table above excludes interest on variable-rate debt from our U.S. revolving credit facility and Securitization Program, as we are unable to determine the rate and average balance outstanding for the periods presented in the above table.$89 million, respectively. Interest on variable-rate long-term debt, assuming the rate and outstanding balances do not change from those at September 30, 2017,October 1, 2022, would be approximately $18$17 million annually.
Total contractual
Employee Benefit Plans - See Note 14 - Employee Benefit Plans, for details on our obligations exclude pension obligations.and timing of expected future payments under these plans. In 2017,2023, we have no minimum funding requirements. However, we anticipate making contributions to defined benefit pension plans of $72$12 million, of which approximately $64$5 million areis for oura non-qualified U.S. plans.plan. We are unable to determine minimum funding requirements beyond 2018.
2022. We have made no discretionary incremental contributions to our defined benefit plans in excess of minimum funding requirements in 2017 and expectrequirements. We do not plan to continue to do the same in 2018. Thesemake additional contributions for the foreseeable future.
Income Taxes - We are being made in an effortunable to migrate toward fully funded statusdetermine if and reducewhen any unrecognized tax benefits, which are not material, will be settled, nor can we estimate any potential changes to the volatility to our consolidated financial statements.unrecognized tax benefits. See Note 15 - Income Taxes, for additional details of tax obligations.
Commitments - Our current and long-term obligations for non-cancelable purchase commitments are $936 million and $178 million, respectively. See Note 23 - Commitments and Contingencies, for additional details.
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| | | | | | | | | | | | | | | | | | | | |
| (dollars in millions) | | Commitments expiring by period |
| Other Commercial Commitments | | Total | | 2018 | | 2019-
2020 | | 2021-
2022 | | After
2022 |
| Standby letters of credit | | $ | 25 |
| | $ | 17 |
| | $ | 4 |
| | $ | 4 |
| | $ | — |
|
ECONOMIC CONDITIONS AND MARKET TRENDS
We operate within the aerospace and defense and industrial markets. Our businesses are facing varying levels of supply chain and production level pressures from the residual impacts of the COVID-19 pandemic.
Our aerospace and defense marketsbusinesses represented 70% of our 2022 sales. Within the defense market, our programs are directly affected by market conditions and program funding levels, whilewhich have remained relatively stable. Our commercial aircraft market, which represented 18% of our 2022 sales, is still recovering from the initial, dramatic, reductions in air travel at the onset of the COVID-19 pandemic. While domestic travel has recovered, global international travel remains below pre-pandemic levels.
Within our industrial markets, which represented 30% of our 2022 sales, our programs benefited from increased order demand within industrial automation, simulation and test and energy markets. However, as customer demand increases across these markets, we are influenced by general capital investment trends and economic conditions. now experiencing supply chain pressures.
A common factor throughout our markets is the continuing demand for technologically advanced products.
Aerospace and Defense
Approximately two-thirds of our 2017 sales were generated in aerospace and defense markets. Within aerospace and defense, we serve three end markets: defense, commercial aircraft and space.
The defense market is dependent on military spending for development and production programs. We have a growing development program order book for future generation aircraft and hypersonic missiles, and we strive to embed our technologies within these high-performance military programs of the future. Aircraft production programs are typically long-term in nature, offering predictability as topredictable capacity needs and future revenues. We maintain positions on numerous high priority programs, including the Lockheed Martin F-35 Joint Strike Fighter, FA-18E/F Super HornetLightning II and V-22 Osprey. The large installed base of our products leads to attractive aftermarket sales and service opportunities. The tactical and strategic missile, missile defense and defense controls markets are dependent on many of the same market conditions as military aircraft, including overall military spending and program funding levels. OurAt times when there are perceived threats to national security, and surveillance product line is dependent on government funding at federal and local levels, as well as private sector demand.
Reductions in the U.S. Department of Defense's mandatory and discretionary budgeted spending, which became effective on March 1, 2013, resulting from the Budget Control Act of 2011, has had ramifications for the domestic aerospace and defense market. As originally passed, the Budget Control Act provided that, in addition to an initial significant reduction in future domestic defense spending further automatic cuts tocan increase; at other times, defense spending authorization (which is generally referred to as sequestration) of approximately $500 billion through the Federal Government's 2021 fiscal year would be triggered by the failure of Congress to produce a deficit reduction bill. The sequestration spending cuts were intended to be uniform by category for programs, projects and activities within accounts. The Bipartisan Budget Act of 2013 and the Bipartisan Budget Act of 2015 provided stability and modest growth in Department of Defense spending through 2017. However, future budgets beyond 2017 are uncertain with respect to the overallcan decrease. Future levels of defense spending. Currently, we expect approximately $730 million of U.S. defense salesspending are uncertain, subject to presidential and congressional approval, and could increase in 2018.the near-term given the current global tensions.
The commercial OEM aircraft market is dependenthas depended on a number of factors, including both the last decade's increasing global demand for air travel which generally follows underlying economic growth. As such,and increasing fuel prices. Both factors contributed to the commercial aircraft market has historically exhibited cyclical swings which tend to track the overall economy. In recent years, the development ofdemand for new, more fuel-efficient commercialaircraft with lower operating costs that led to large production backlogs for Boeing and Airbus. While domestic air transportstravel has helped drive increasedrecovered from the impact of the COVID-19 pandemic, international travel utilizing wide-body aircraft will take longer to fully recover. Furthermore, as companies and employees become accustomed to working remotely, business travel and the associated flight hours may not fully reach the pre-pandemic levels. As such, we believe Boeing and Airbus will continue to directionally match their wide-body aircraft production rates with the reduced, albeit recovering, air traffic volume, which has lowered their demand infor our flight control systems. We believe the commercial aircraft market, as airlines replace older, less fuel-efficient aircraft with newer models in an effortOEM market's recovery is heavily dependent on the return to reduce operating costs. pre-COVID-19 global international air traffic activity levels, and therefore will face pressures for a prolonged period of time.
The commercial aftermarket is driven by usage and the age of the existing aircraft fleet and the age of the installed fleet, and is impacted by fleet re-sizing programs for passenger and cargo aircraft. Changes in aircraft, utilization rates affectwhich drives the need for maintenance and spare parts impacting aftermarket sales. Boeing and Airbusrepairs. While there were initial dramatic reductions in flight hours at the onset of the COVID-19 pandemic, we have historically adjusted productionseen a recovery in line with air traffic volume. Demandthe demand volume for our maintenance services and spare parts.
The space market is comprised of four customer markets: the civil market, the U.S. Department of Defense market, the commercial aircraft productsspace market and the new space market. The civil market, namely NASA, is in large part dependentdriven by investment for commercial and exploration activities, including NASA's return to the moon. The U.S. Department of Defense market is driven by governmental-authorized levels of defense spending, including funding for hypersonic defense technologies. Levels of U.S. defense spending could increase as there is growing emphasis on new aircraft production, which is increasingspace as Boeing and Airbus work to fulfill large backlogsthe next frontier of unfilled orders.
potential future conflicts. The commercial space market is comprised of large satellite customers, which traditionally sell to communications companies. Trends for this market, as well as for commercial launch vehicles, follow demand for increased capacity. This, in turn tends to track with underlying demand for increased consumption of telecommunication services, satellite replacementreplacements and global navigation needs. The new space market is also partially dependent ondriven by investments to increase the governmental-authorized levelsspeed and access to space through smaller satellites at reduced cost.
Industrial
Approximately one-third of our 2017 sales were generated in industrial markets. Within industrial, we serve threetwo end markets: industrial automation, energy and medical. The industrial market consists of industrial automation products, simulation and test products and energy generation and exploration products. The medical market consists of medical devices and medical components products.
The industrial automation market we serve with our industrial automation products is influenced by several factors including capital investment levels, the pace of product innovation, economic growth,conditions, cost-reduction efforts, technology upgrades and technology upgrades. We experiencethe subsequent effects of the COVID-19 pandemic. As our industrial market continues to recover, ongoing supply chain constraints continue to impact our operations, as will potential future economic recessions.
Our simulation and test products operate in markets that were largely affected by the same factors and investment challenges stemming from the need to react toCOVID-19 pandemic. However, we have seen stronger order demand for flight simulation systems as the demands of our customers, who areairline training market recovers.
Our energy generation and exploration products operate in large part sensitive to international and domestic economic conditions.
The energya market we servethat is affectedinfluenced by changing oil and natural gas prices, global urbanization and the resulting change in supply and demand for global energy and the political climate and corresponding public support for investments in renewable energy generation capacity.energy. Historically, drivers for global growth include investments in power generation infrastructure including renewable energy, and exploration in search of new oil and gas resources. However,Recently, we have seen oil prices rise above pre-pandemic levels due, in part, to global disruptions; but future energy crises could increase the significant decline in the price of crude oil has reduced investment in exploration activities. This reduced investment has directly affected our energy business. Currently, we expect approximately $34 million of oil exploration-related sales in 2018, down from approximately $100 million in 2014.market’s uncertainty.
The medical market we serve, in general, is influenced by economic conditions, regulatory environments, hospital and outpatient clinic spending on equipment, population demographics, medical advances, patient demands and the need for precision control components and systems. AdvancesWhen the COVID-19 pandemic altered the way hospitals provided care by asking non-critical patients to recuperate at home, our medical devices products saw an increase in medical technology and medical treatmentsorders. This surge in demand has waned, as our customers have had the effect of extending average life spans, in turn resulting in greater need for medical services. These same technology and treatment advances also drive increased demand from the general population as a means to improve quality of life. Access to medical insurance, whether through government funded health care plans or private insurance, also affects the demand for medical services.resized their inventory levels.
Foreign Currencies
We are affected by the movement of foreign currencies compared to the U.S. dollar, particularly in Aircraft Controls and Industrial Systems. About one-quarterone-fifth of our 20172022 sales were denominated in foreign currencies. During 2017,2022, average foreign currency rates generally weakened against the U.S. dollar compared to 2016.2021. The translation of the results of our foreign subsidiaries into U.S. dollars decreased sales by $19$44 million compared to one year ago. During 2016,2021, average foreign currency rates generally weakenedstrengthened against the U.S. dollar compared to 2015.2020. The translation of the results of our foreign subsidiaries into U.S. dollars decreased 2016increased 2021 sales by $26$34 million compared to 2015.2020.
RECENT ACCOUNTING PRONOUNCEMENTS
See Note 1 - Summary of the Consolidated Financial StatementsSignificant Accounting Policies, included in Item 8, Financial Statements and Supplementary Data, of this report for further information regarding Financial Accounting Standards Board issued Accounting Standards Updates ("ASU").
|
| | | | | | | |
| Item 7A. | | Quantitative and Qualitative Disclosures about Market Risk. |
In the normal course of business, we are exposed to interest rate risk from our long-term debt and foreign exchange rate risk related to our foreign operations and foreign currency transactions. To manage these risks, we may enter into derivative instruments such as interest rate swaps and foreign currency contracts. We do not hold or issue financial instruments for trading purposes. In 2017,2022, our derivative instruments consisted of interest rate swaps designated as cash flow hedges and foreign currency contracts.
At September 30, 2017,October 1, 2022, we had $660$341 million of borrowings subject to variable interest rates. At September 30, 2017,October 1, 2022, we had interest rate swaps with notional amounts totaling $150 million. The interest rate swaps effectively convert this amount of variable-rate debt to fixed-rate debt at 2.62%, including the applicable margin of 1.38% as of September 30, 2017. The interest will revert back to variable rates based on LIBOR plus the applicable margin upon the maturity of theno outstanding interest rate swaps. These interest rate swaps mature at various times through June 23, 2020. During 2017,2022, our average borrowings subject to variable interest rates after adjusting for interest rate swaps, were $521$366 million and, therefore, if interest rates had been one percentage point higher during 2017,2022, our interest expense would have been $5$4 million higher.
We also enter into forward contracts to reduce fluctuations in foreign currency cash flows related to third party purchases and revenue, intercompany product shipments and to reduce exposure on intercompany balances that are denominated in foreign currencies. We have foreign currency contracts with notional amounts of $154$138 million outstanding at September 30, 2017October 1, 2022 that mature at various times through August 30, 2019.March 1, 2024. These include notional amounts of $94$108 million outstanding where the U.S. dollar is one side of the trade. The net fair value of all of our foreign currency contracts involving the U.S. dollar was a $1$3 million net liability at September 30, 2017.October 1, 2022. A hypothetical 10 percent10% increase in the value of the U.S. dollar against all currencies would decrease the fair value of our foreign currency contracts at September 30, 2017October 1, 2022 by approximately $5$9 million, while a hypothetical 10 percent10% decrease in the value of the U.S. dollar against all currencies would increase the fair value of our foreign currency contracts at September 30, 2017October 1, 2022 by approximately $6$11 million. It is important to note that gains and losses indicated in the sensitivity analysis would often be offset by gains and losses on the underlying receivables and payables.
Although the majority of our sales, expenses and cash flows are transacted in U.S. dollars, we have exposure to changes in foreign currency exchange rates such as the Euro and British pound and Japanese yen.pound. If average annual foreign exchange rates collectively weakened or strengthened against the U.S. dollar by 10%, our net earnings in 20172022 would have decreased or increased by $8$7 million from foreign currency translation. This sensitivity analysis assumed that each exchange rate would change in the same direction relative to the U.S. dollar and excludes the potential effects that changes in foreign currency exchange rates may have on actual transactions.
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| | | | | | | |
| Item 8. | | Financial Statements and Supplementary Data. |
Inc.
Consolidated Statements of Earnings
| | | | | | | | | | | Fiscal Years Ended |
| | | Fiscal Years Ended | |
| (dollars in thousands, except per share data) | | September 30, 2017 | | October 1, 2016 | | October 3, 2015 | |
| (dollars in thousands, except share and per share data) | | (dollars in thousands, except share and per share data) | | October 1, 2022 | | October 2, 2021 | | October 3, 2020 |
| Net sales | | $ | 2,497,524 |
| | $ | 2,411,937 |
| | $ | 2,525,532 |
| Net sales | | $ | 3,035,783 | | | $ | 2,851,993 | | | $ | 2,884,554 | |
| Cost of sales | | 1,766,002 |
| | 1,700,354 |
| | 1,788,828 |
| Cost of sales | | 2,211,384 | | | 2,076,270 | | | 2,118,150 | |
| Inventory write-down | | Inventory write-down | | 3,598 | | | — | | | 22,708 | |
| Gross profit | | 731,522 |
| | 711,583 |
| | 736,704 |
| Gross profit | | 820,801 | | | 775,723 | | | 743,696 | |
| Research and development | | 144,646 |
| | 147,336 |
| | 132,271 |
| Research and development | | 109,527 | | | 125,528 | | | 110,865 | |
| Selling, general and administrative | | 356,141 |
| | 339,961 |
| | 371,498 |
| Selling, general and administrative | | 448,531 | | | 412,028 | | | 397,947 | |
| Interest | | 34,551 |
| | 34,605 |
| | 28,967 |
| Interest | | 36,757 | | | 33,892 | | | 38,897 | |
| Asset impairment | | Asset impairment | | 18,053 | | | 1,500 | | | 37,839 | |
| Restructuring | | — |
| | 15,393 |
| | 15,449 |
| Restructuring | | 9,509 | | | — | | | 10,700 | |
| Goodwill impairment | | — |
| | 4,800 |
| | — |
| |
| Loss on sale of businesses | | Loss on sale of businesses | | 3,346 | | | 1,536 | | | — | |
| Gain on sale of building | | Gain on sale of building | | (9,075) | | | — | | | — | |
| Pension settlement | | Pension settlement | | — | | | — | | | 121,324 | |
| Other | | 14,473 |
| | (3,372 | ) | | 4,685 |
| Other | | 1,174 | | | (2,535) | | | 20,707 | |
| Earnings before income taxes | | 181,711 |
| | 172,860 |
| | 183,834 |
| Earnings before income taxes | | 202,979 | | | 203,774 | | | 5,417 | |
| Income taxes | | 41,301 |
| | 49,227 |
| | 51,951 |
| |
| Net earnings attributable to Moog and noncontrolling interest | | $ | 140,410 |
| | $ | 123,633 |
| | $ | 131,883 |
| |
| Income taxes (benefit) | | Income taxes (benefit) | | 47,802 | | | 46,554 | | | (3,788) | |
| Net earnings | | Net earnings | | $ | 155,177 | | | $ | 157,220 | | | $ | 9,205 | |
| | | | | | | | | |
| Net earnings (loss) attributable to noncontrolling interest | | (870 | ) | | (3,112 | ) | | — |
| |
| | | | | | | | |
| Net earnings attributable to Moog | | $ | 141,280 |
| | $ | 126,745 |
| | $ | 131,883 |
| |
| | | | | | | | |
| Net earnings per share attributable to Moog | | | | | | | |
| Net earnings per share | | Net earnings per share | |
| Basic | | $ | 3.94 |
| | $ | 3.49 |
| | $ | 3.39 |
| Basic | | $ | 4.85 | | | $ | 4.90 | | | $ | 0.28 | |
| Diluted | | $ | 3.90 |
| | $ | 3.47 |
| | $ | 3.35 |
| Diluted | | $ | 4.83 | | | $ | 4.87 | | | $ | 0.28 | |
| | | | | | | | | |
| Average common shares outstanding | | | | | | | Average common shares outstanding | |
| Basic | | 35,852,448 |
| | 36,277,445 |
| | 38,945,880 |
| Basic | | 31,977,482 | | | 32,112,589 | | | 33,257,684 | |
| Diluted | | 36,230,043 |
| | 36,529,344 |
| | 39,334,520 |
| Diluted | | 32,117,028 | | | 32,297,956 | | | 33,437,801 | |
See accompanying Notes to Consolidated Financial Statements.
Inc.Consolidated Statements of Comprehensive Income (Loss)
|
| | | | | | | | | | | | |
| | | Fiscal Years Ended |
| (dollars in thousands) | | September 30,
2017 | | October 1,
2016 | | October 3,
2015 |
| Net earnings attributable to Moog and noncontrolling interest | | $ | 140,410 |
| | $ | 123,633 |
| | $ | 131,883 |
|
| Other comprehensive income (loss), net of tax: | | | | | | |
| Foreign currency translation adjustment | | 27,460 |
| | (37,838 | ) | | (82,042 | ) |
| Retirement liability adjustment | | 69,229 |
| | (54,184 | ) | | (51,926 | ) |
| Change in accumulated income (loss) on derivatives | | 2,881 |
| | (1,304 | ) | | (929 | ) |
| Other comprehensive income (loss), net of tax | | 99,570 |
| | (93,326 | ) | | (134,897 | ) |
| Comprehensive income (loss) | | 239,980 |
| | 30,307 |
| | (3,014 | ) |
| Comprehensive income (loss) attributable to noncontrolling interest | | (870 | ) | | (3,112 | ) | | — |
|
| Comprehensive income (loss) attributable to Moog | | $ | 240,850 |
| | $ | 33,419 |
| | $ | (3,014 | ) |
| | | | | | | | | | | | | | | | | | | | |
| | Fiscal Years Ended |
| (dollars in thousands) | | October 1,
2022 | | October 2,
2021 | | October 3,
2020 |
| Net earnings | | $ | 155,177 | | | $ | 157,220 | | | $ | 9,205 | |
| Other comprehensive income (loss) ("OCI"), net of tax: | | | | | | |
| Foreign currency translation adjustment | | (89,035) | | | 10,005 | | | 26,405 | |
| Retirement liability adjustment | | 27,979 | | | 30,443 | | | 102,081 | |
| Change in accumulated loss (income) on derivatives | | (2,426) | | | (2,555) | | | 1,538 | |
| Other comprehensive income (loss), net of tax | | (63,482) | | | 37,893 | | | 130,024 | |
| | | | | | |
| Comprehensive income | | $ | 91,695 | | | $ | 195,113 | | | $ | 139,229 | |
| | | | | | |
| | | | | | |
See accompanying Notes to Consolidated Financial Statements.
Inc.
Consolidated Balance Sheets
| | | (dollars in thousands, except per share data) | | September 30, 2017 | | October 1, 2016 | (dollars in thousands, except per share data) | | October 1, 2022 | | October 2, 2021 |
| ASSETS | | | | | ASSETS | |
| Current assets | | | | | Current assets | |
| Cash and cash equivalents | | $ | 368,073 |
| | $ | 325,128 |
| Cash and cash equivalents | | $ | 103,895 | | | $ | 99,599 | |
| Receivables | | 727,740 |
| | 688,388 |
| |
| Inventories | | 489,127 |
| | 479,040 |
| |
| Restricted cash | | Restricted cash | | 15,338 | | | 1,315 | |
| Receivables, net | | Receivables, net | | 990,262 | | | 945,929 | |
| Inventories, net | | Inventories, net | | 588,466 | | | 613,095 | |
| Prepaid expenses and other current assets | | 41,499 |
| | 34,688 |
| Prepaid expenses and other current assets | | 60,349 | | | 58,842 | |
| Total current assets | | 1,626,439 |
| | 1,527,244 |
| Total current assets | | 1,758,310 | | | 1,718,780 | |
| Property, plant and equipment, net | | 522,991 |
| | 522,369 |
| Property, plant and equipment, net | | 668,908 | | | 645,778 | |
| Operating lease right-of-use assets | | Operating lease right-of-use assets | | 69,072 | | | 60,355 | |
| Goodwill | | 774,268 |
| | 740,162 |
| Goodwill | | 805,320 | | | 851,605 | |
| Intangible assets, net | | 108,818 |
| | 113,560 |
| Intangible assets, net | | 85,410 | | | 106,095 | |
| Deferred income taxes | | 26,558 |
| | 75,800 |
| Deferred income taxes | | 8,630 | | | 17,769 | |
| Other assets | | 31,518 |
| | 25,839 |
| Other assets | | 36,191 | | | 32,787 | |
| Total assets | | $ | 3,090,592 |
| | $ | 3,004,974 |
| Total assets | | $ | 3,431,841 | | | $ | 3,433,169 | |
| LIABILITIES AND SHAREHOLDERS’ EQUITY | | | | | LIABILITIES AND SHAREHOLDERS’ EQUITY | |
| Current liabilities | | | | | Current liabilities | |
| Short-term borrowings | | $ | 89 |
| | $ | 1,379 |
| |
| | Current installments of long-term debt | | 295 |
| | 167 |
| Current installments of long-term debt | | $ | 916 | | | $ | 80,365 | |
| Accounts payable | | 170,878 |
| | 144,450 |
| Accounts payable | | 232,104 | | | 200,602 | |
| Accrued compensation | | 148,406 |
| | 126,319 |
| Accrued compensation | | 93,141 | | | 112,703 | |
| Customer advances | | 159,274 |
| | 167,514 |
| |
| Contract loss reserves | | 43,214 |
| | 32,543 |
| |
| Other accrued liabilities | | 107,278 |
| | 116,577 |
| |
| Contract advances | | Contract advances | | 296,899 | | | 263,686 | |
| | Accrued liabilities and other | | Accrued liabilities and other | | 215,376 | | | 212,005 | |
| Total current liabilities | | 629,434 |
| | 588,949 |
| Total current liabilities | | 838,436 | | | 869,361 | |
| Long-term debt, excluding current installments | | 956,653 |
| | 1,004,847 |
| Long-term debt, excluding current installments | | 836,872 | | | 823,355 | |
| Long-term pension and retirement obligations | | 271,272 |
| | 401,747 |
| Long-term pension and retirement obligations | | 140,602 | | | 162,728 | |
| Deferred income taxes | | 13,320 |
| | 11,026 |
| Deferred income taxes | | 63,527 | | | 64,642 | |
| Other long-term liabilities | | 5,609 |
| | 4,343 |
| Other long-term liabilities | | 115,591 | | | 112,939 | |
| Total liabilities | | 1,876,288 |
| | 2,010,912 |
| Total liabilities | | 1,995,028 | | | 2,033,025 | |
| Commitments and contingencies (Note 18) | | — |
| | — |
| |
| Redeemable noncontrolling interest | | — |
| | 5,651 |
| |
| | Shareholders’ equity | | | | | Shareholders’ equity | | |
| Common stock - par value $1.00 | | | | | Common stock - par value $1.00 | |
| Class A - Authorized 100,000,000 shares | | 43,704 |
| | 43,667 |
| Class A - Authorized 100,000,000 shares | | 43,807 | | | 43,803 | |
| Issued 43,704,286 and outstanding 32,346,135 shares at September 30, 2017 | | | | | |
| Issued 43,666,801 and outstanding 32,131,566 shares at October 1, 2016 | | | | | |
| Issued 43,806,835 and outstanding 28,767,243 shares at October 1, 2022 | | Issued 43,806,835 and outstanding 28,767,243 shares at October 1, 2022 | |
| Issued 43,803,236 and outstanding 29,220,367 shares at October 2, 2021 | | Issued 43,803,236 and outstanding 29,220,367 shares at October 2, 2021 | |
| Class B - Authorized 20,000,000 shares. Convertible to Class A on a one-for-one basis | | 7,576 |
| | 7,613 |
| Class B - Authorized 20,000,000 shares. Convertible to Class A on a one-for-one basis | | 7,473 | | | 7,477 | |
| Issued 7,575,427 and outstanding 3,436,747 shares at September 30, 2017 | | | | | |
| Issued 7,612,912 and outstanding 3,734,067 shares at October 1, 2016 | | | | | |
| Issued 7,472,878 and outstanding 3,014,475 shares at October 1, 2022 | | Issued 7,472,878 and outstanding 3,014,475 shares at October 1, 2022 | |
| Issued 7,476,477 and outstanding 2,870,372 shares at October 2, 2021 | | Issued 7,476,477 and outstanding 2,870,372 shares at October 2, 2021 | |
| Additional paid-in capital | | 492,246 |
| | 465,762 |
| Additional paid-in capital | | 516,123 | | | 509,622 | |
| Retained earnings | | 1,847,819 |
| | 1,706,539 |
| Retained earnings | | 2,360,055 | | | 2,237,848 | |
| Treasury shares | | (739,157 | ) | | (741,700 | ) | Treasury shares | | (1,047,012) | | | (1,007,506) | |
| Stock Employee Compensation Trust | | (89,919 | ) | | (49,463 | ) | Stock Employee Compensation Trust | | (73,602) | | | (79,776) | |
| Supplemental Retirement Plan Trust | | (12,474 | ) | | (8,946 | ) | Supplemental Retirement Plan Trust | | (58,989) | | | (63,764) | |
| Accumulated other comprehensive loss | | (335,491 | ) | | (435,061 | ) | Accumulated other comprehensive loss | | (311,042) | | | (247,560) | |
| Total Moog shareholders’ equity | | 1,214,304 |
| | 988,411 |
| |
| | Total shareholders’ equity | | Total shareholders’ equity | | 1,436,813 | | | 1,400,144 | |
| Total liabilities and shareholders’ equity | | $ | 3,090,592 |
| | $ | 3,004,974 |
| Total liabilities and shareholders’ equity | | $ | 3,431,841 | | | $ | 3,433,169 | |
See accompanying Notes to Consolidated Financial Statements.
Inc.
Consolidated Statements of Shareholders’ Equity
| | | | | | | | | | | | | | | | | | | | | | |
| | | Fiscal Years Ended | | |
| (dollars in thousands) | | October 1, 2022 | | October 2, 2021 | | October 3, 2020 | | |
| COMMON STOCK | | | | | | | | |
| Beginning and end of year | | $ | 51,280 | | | $ | 51,280 | | | $ | 51,280 | | | |
| ADDITIONAL PAID-IN CAPITAL | | | | | | | | |
| Beginning of year | | 509,622 | | | 472,645 | | | 510,546 | | | |
| Issuance of treasury shares | | 11,570 | | | 7,478 | | | 142 | | | |
| Equity-based compensation expense | | 7,460 | | | 6,859 | | | 5,661 | | | |
| | | | | | | | |
| Adjustment to market - SECT and SERP | | (12,529) | | | 22,640 | | | (43,704) | | | |
| End of year | | 516,123 | | | 509,622 | | | 472,645 | | | |
| RETAINED EARNINGS | | | | | | | | |
| Beginning of year | | 2,237,848 | | | 2,112,734 | | | 2,128,739 | | | |
| Net earnings | | 155,177 | | | 157,220 | | | 9,205 | | | |
Dividends (1) | | (32,970) | | | (32,106) | | | (25,210) | | | |
| | | | | | | | |
| End of year | | 2,360,055 | | | 2,237,848 | | | 2,112,734 | | | |
| TREASURY SHARES AT COST | | | | | | | | |
| Beginning of year | | (1,007,506) | | | (990,783) | | | (769,569) | | | |
| | | | | | | | |
| Class A and B shares issued related to compensation | | 11,326 | | | 14,139 | | | 11,887 | | | |
| Class A and B shares purchased | | (50,832) | | | (30,862) | | | (233,101) | | | |
| End of year | | (1,047,012) | | | (1,007,506) | | | (990,783) | | | |
| STOCK EMPLOYEE COMPENSATION TRUST ("SECT") | | | | | | | | |
| Beginning of year | | (79,776) | | | (64,242) | | | (111,492) | | | |
| Issuance of shares | | 13,250 | | | 679 | | | 28,768 | | | |
| Purchase of shares | | (14,830) | | | (4,239) | | | (6,774) | | | |
| Adjustment to market | | 7,754 | | | (11,974) | | | 25,256 | | | |
| End of year | | (73,602) | | | (79,776) | | | (64,242) | | | |
| SUPPLEMENTAL RETIREMENT PLAN ("SERP") TRUST | | | | | | | | |
| Beginning of year | | (63,764) | | | (53,098) | | | (71,546) | | | |
| | | | | | | | |
| | | | | | | | |
| Adjustment to market | | 4,775 | | | (10,666) | | | 18,448 | | | |
| End of year | | (58,989) | | | (63,764) | | | (53,098) | | | |
| ACCUMULATED OTHER COMPREHENSIVE LOSS | | | | | | | | |
| Beginning of year | | (247,560) | | | (285,453) | | | (415,477) | | | |
| Other comprehensive income (loss) | | (63,482) | | | 37,893 | | | 130,024 | | | |
| | | | | | | | |
| End of year | | (311,042) | | | (247,560) | | | (285,453) | | | |
| TOTAL SHAREHOLDERS’ EQUITY | | $ | 1,436,813 | | | $ | 1,400,144 | | | $ | 1,243,083 | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| | | | | | | | |
See accompanying Notes to Consolidated Financial Statements.(1) Cash dividends were $1.03, $1.00 and $0.75 per share for the fiscal years ended October 1, 2022, October 2, 2021, and October 3, 2020, respectively.
|
| | | | | | | | | | | | |
| | | Fiscal Years Ended |
| (dollars in thousands) | | September 30, 2017 | | October 1, 2016 | | October 3, 2015 |
| COMMON STOCK | | | | | | |
| Beginning and end of period | | $ | 51,280 |
| | $ | 51,280 |
| | $ | 51,280 |
|
| ADDITIONAL PAID-IN CAPITAL | | | | | | |
| Beginning of year | | 465,762 |
| | 456,512 |
| | 463,965 |
|
| Issuance of treasury shares | | (7,390 | ) | | (429 | ) | | (4,529 | ) |
| Equity-based compensation expense | | 4,582 |
| | 3,271 |
| | 5,074 |
|
| Redemption of noncontrolling interest | | 3,125 |
| | — |
| | — |
|
| Adjustment to market - SECT, SERP and other | | 26,167 |
| | 6,408 |
| | (7,998 | ) |
| End of year | | 492,246 |
| | 465,762 |
| | 456,512 |
|
| RETAINED EARNINGS | | | | | | |
| Beginning of year | | 1,706,539 |
| | 1,579,794 |
| | 1,447,911 |
|
| Net earnings attributable to Moog | | 141,280 |
| | 126,745 |
| | 131,883 |
|
| End of year | | 1,847,819 |
| | 1,706,539 |
| | 1,579,794 |
|
| TREASURY SHARES AT COST | | | | | | |
| Beginning of year | | (741,700 | ) | | (701,771 | ) | | (360,445 | ) |
| Class A and B shares issued related to equity awards | | 11,186 |
| | 5,003 |
| | 15,965 |
|
| Class A and B shares purchased | | (8,643 | ) | | (44,932 | ) | | (357,291 | ) |
| End of year | | (739,157 | ) | | (741,700 | ) | | (701,771 | ) |
| STOCK EMPLOYEE COMPENSATION TRUST (SECT) | | | | | | |
| Beginning of year | | (49,463 | ) | | (44,211 | ) | | (48,458 | ) |
| Issuance of shares | | 867 |
| | 28,048 |
| | 7,395 |
|
| Purchase of shares | | (18,685 | ) | | (28,799 | ) | | (15,151 | ) |
| Adjustment to market | | (22,638 | ) | | (4,501 | ) | | 12,003 |
|
| End of year | | (89,919 | ) | | (49,463 | ) | | (44,211 | ) |
| SUPPLEMENTAL RETIREMENT PLAN (SERP) TRUST | | | | | | |
| Beginning of year | | (8,946 | ) | | (5,337 | ) | | — |
|
| Purchase of shares | | — |
| | (2,300 | ) | | (7,328 | ) |
| Adjustment to market | | (3,528 | ) | | (1,309 | ) | | 1,991 |
|
| End of year | | (12,474 | ) | | (8,946 | ) | | (5,337 | ) |
| ACCUMULATED OTHER COMPREHENSIVE LOSS | | | | | | |
| Beginning of year | | (435,061 | ) | | (341,735 | ) | | (206,838 | ) |
| Other comprehensive income (loss) | | 99,570 |
| | (93,326 | ) | | (134,897 | ) |
| End of year | | (335,491 | ) | | (435,061 | ) | | (341,735 | ) |
| TOTAL MOOG SHAREHOLDERS’ EQUITY | | $ | 1,214,304 |
| | $ | 988,411 |
| | $ | 994,532 |
|
| REDEEMABLE NONCONTROLLING INTEREST | | | | | | |
| Beginning of year | | $ | 5,651 |
| | $ | — |
| | $ | — |
|
| Redeemable noncontrolling interest of acquired entity | | — |
| | 8,763 |
| | — |
|
| Net loss attributable to redeemable noncontrolling interest | | (870 | ) | | (3,112 | ) | | — |
|
| Acquisition of noncontrolling interest | | (4,781 | ) | | — |
| | — |
|
| End of year | | $ | — |
| | $ | 5,651 |
| | $ | — |
|
(Continued on next page)
Inc.Consolidated Statements of Shareholders’ Equity, ContinuedShares
| | | | | Fiscal Years Ended | | | Fiscal Years Ended |
| (share data) | | September 30, 2017 | | October 1, 2016 | | October 3, 2015 | (share data) | | October 1, 2022 | | October 2, 2021 | | October 3, 2020 |
| COMMON STOCK - CLASS A | | | | | | | COMMON STOCK - CLASS A | |
| Beginning of year | | 43,666,801 |
| | 43,638,618 |
| | 43,627,531 |
| Beginning of year | | 43,803,236 | | | 43,799,229 | | | 43,794,935 | |
| Conversion of Class B to Class A | | 37,485 |
| | 28,183 |
| | 11,087 |
| Conversion of Class B to Class A | | 3,599 | | | 4,007 | | | 4,294 | |
| End of year | | 43,704,286 |
| | 43,666,801 |
| | 43,638,618 |
| End of year | | 43,806,835 | | | 43,803,236 | | | 43,799,229 | |
| COMMON STOCK - CLASS B | | | | | | | COMMON STOCK - CLASS B | | |
| Beginning of year | | 7,612,912 |
| | 7,641,095 |
| | 7,652,182 |
| Beginning of year | | 7,476,477 | | | 7,480,484 | | | 7,484,778 | |
| Conversion of Class B to Class A | | (37,485 | ) | | (28,183 | ) | | (11,087 | ) | Conversion of Class B to Class A | | (3,599) | | | (4,007) | | | (4,294) | |
| End of year | | 7,575,427 |
| | 7,612,912 |
| | 7,641,095 |
| End of year | | 7,472,878 | | | 7,476,477 | | | 7,480,484 | |
| TREASURY SHARES - CLASS A COMMON STOCK | | | | | | | TREASURY SHARES - CLASS A COMMON STOCK | | |
| Beginning of year | | (11,110,087 | ) | | (10,318,431 | ) | | (5,806,702 | ) | Beginning of year | | (14,157,721) | | | (13,959,998) | | | (11,101,512) | |
| Class A shares issued related to equity awards | | 284,048 |
| | 152,099 |
| | 543,923 |
| |
| | Class A shares issued related to compensation | | Class A shares issued related to compensation | | 45,201 | | | 39,227 | | | 31,943 | |
| Class A shares purchased | | (106,964 | ) | | (943,755 | ) | | (5,055,652 | ) | Class A shares purchased | | (501,924) | | | (236,950) | | | (2,890,429) | |
| End of year | | (10,933,003 | ) | | (11,110,087 | ) | | (10,318,431 | ) | End of year | | (14,614,444) | | | (14,157,721) | | | (13,959,998) | |
| TREASURY SHARES - CLASS B COMMON STOCK | | | | | | | TREASURY SHARES - CLASS B COMMON STOCK | | |
| Beginning of year | | (3,323,926 | ) | | (3,323,926 | ) | | (3,319,038 | ) | Beginning of year | | (3,179,055) | | | (3,344,877) | | | (3,345,489) | |
| Class B shares issued related to equity awards | | 7,380 |
| | — |
| | — |
| |
| Class B shares issued related to compensation | | Class B shares issued related to compensation | | 333,200 | | | 346,585 | | | 215,040 | |
| Class B shares purchased | | (17,381 | ) | | — |
| | (4,888 | ) | Class B shares purchased | | (174,436) | | | (180,763) | | | (214,428) | |
| End of year | | (3,333,927 | ) | | (3,323,926 | ) | | (3,323,926 | ) | End of year | | (3,020,291) | | | (3,179,055) | | | (3,344,877) | |
| SECT SHARES - CLASS A COMMON STOCK | | | | | | | |
| Beginning of year | | (425,148 | ) | | — |
| | — |
| |
| Purchase of shares | | — |
| | (425,148 | ) | | — |
| |
| End of year | | (425,148 | ) | | (425,148 | ) | | — |
| |
| SECT SHARES - CLASS B COMMON STOCK | | | | | | | |
| SECT - CLASS A COMMON STOCK | | SECT - CLASS A COMMON STOCK | | |
| | Beginning and end of period | | Beginning and end of period | | (425,148) | | | (425,148) | | | (425,148) | |
| SECT - CLASS B COMMON STOCK | | SECT - CLASS B COMMON STOCK | | |
| Beginning of year | | (404,919 | ) | | (828,381 | ) | | (710,841 | ) | Beginning of year | | (600,880) | | | (557,543) | | | (886,300) | |
| Issuance of shares | | 15,000 |
| | 487,678 |
| | 101,000 |
| Issuance of shares | | 165,592 | | | 8,683 | | | 408,641 | |
| Purchase of shares | | (264,834 | ) | | (64,216 | ) | | (218,540 | ) | Purchase of shares | | (176,654) | | | (52,020) | | | (79,884) | |
| End of year | | (654,753 | ) | | (404,919 | ) | | (828,381 | ) | End of year | | (611,942) | | | (600,880) | | | (557,543) | |
| SERP TRUST SHARES - CLASS B COMMON STOCK | | | | | | | |
| Beginning of year | | (150,000 | ) | | (100,000 | ) | | — |
| |
| Purchase of shares | | — |
| | (50,000 | ) | | (100,000 | ) | |
| End of year | | (150,000 | ) | | (150,000 | ) | | (100,000 | ) | |
| SERP - CLASS B COMMON STOCK | | SERP - CLASS B COMMON STOCK | | |
| | Beginning and end of year | | Beginning and end of year | | (826,170) | | | (826,170) | | | (826,170) | |
See accompanying Notes to Consolidated Financial Statements.
Inc.
Consolidated Statements of Cash Flows | | | | | | | | | | | | | | | | | | | | |
| | | Fiscal Years Ended |
| (dollars in thousands) | | October 1, 2022 | | October 2, 2021 | | October 3, 2020 |
| CASH FLOWS FROM OPERATING ACTIVITIES | | | | | | |
| Net earnings | | $ | 155,177 | | | $ | 157,220 | | | $ | 9,205 | |
| Adjustments to reconcile net earnings to net cash provided by operating activities: | | | | | | |
| Depreciation | | 75,238 | | | 76,671 | | | 74,243 | |
| Amortization | | 13,151 | | | 13,488 | | | 12,729 | |
| Deferred income taxes | | 11,739 | | | 8,162 | | | (40,845) | |
| Equity-based compensation expense | | 8,882 | | | 7,461 | | | 5,661 | |
| Loss on sale of businesses | | 3,346 | | | 1,536 | | | — | |
| Asset impairment and Inventory write-down | | 21,651 | | | 1,500 | | | 60,547 | |
| Pension settlement | | — | | | — | | | 121,324 | |
| Other | | (2,257) | | | (791) | | | 9,636 | |
| Changes in assets and liabilities providing (using) cash: | | | | | | |
| Receivables | | (86,867) | | | (73,459) | | | 111,525 | |
| Inventories | | (28,677) | | | 19,576 | | | (99,015) | |
| Accounts payable | | 43,349 | | | 20,520 | | | (84,065) | |
| Contract advances | | 42,097 | | | 59,298 | | | 65,680 | |
| Accrued expenses | | (4,445) | | | 2,290 | | | (3,516) | |
| Accrued income taxes | | 3,070 | | | 4,653 | | | (17,964) | |
| Net pension and post retirement liabilities | | 18,093 | | | 12,503 | | | 33,305 | |
| Other assets and liabilities | | (26,745) | | | (17,402) | | | 20,727 | |
| Net cash provided by operating activities | | 246,802 | | | 293,226 | | | 279,177 | |
| CASH FLOWS FROM INVESTING ACTIVITIES | | | | | | |
| Acquisitions of businesses, net of cash acquired | | (11,832) | | | (77,600) | | | (54,265) | |
| Purchase of property, plant and equipment | | (139,431) | | | (128,734) | | | (88,284) | |
| Net proceeds from businesses and buildings sold | | 70,612 | | | 14,675 | | | 971 | |
| Other investing transactions | | (2,668) | | | 502 | | | (4,615) | |
| Net cash used by investing activities | | (83,319) | | | (191,157) | | | (146,193) | |
| CASH FLOWS FROM FINANCING ACTIVITIES | | | | | | |
| | | | | | |
| Proceeds from revolving lines of credit | | 840,475 | | | 799,950 | | | 1,151,550 | |
| Payments on revolving lines of credit | | (827,801) | | | (838,936) | | | (1,187,159) | |
| Proceeds from long-term debt | | — | | | 78,700 | | | 15,128 | |
| Payments on long-term debt | | (80,364) | | | (68,080) | | | (74,470) | |
| Proceeds from senior notes, net of issuance costs | | — | | | — | | | 491,769 | |
| Payments on senior notes | | — | | | — | | | (300,000) | |
| | | | | | |
| Payments on finance lease obligations | | (2,524) | | | (2,156) | | | (1,167) | |
| Payment of dividends | | (32,970) | | | (32,106) | | | (25,210) | |
| Proceeds from sale of treasury stock | | 18,414 | | | 10,866 | | | 7,014 | |
| Purchase of outstanding shares for treasury | | (48,558) | | | (31,673) | | | (232,290) | |
| Proceeds from sale of stock held by SECT | | 13,250 | | | 679 | | | 24,721 | |
| Purchase of stock held by SECT | | (14,830) | | | (4,239) | | | (6,774) | |
| | | | | | |
| | | | | | |
| | | | | | |
| Other financing transactions | | — | | | — | | | (5,878) | |
| Net cash used by financing activities | | (134,908) | | | (86,995) | | | (142,766) | |
| Effect of exchange rate changes on cash | | (10,256) | | | 768 | | | 2,306 | |
| Increase (decrease) in cash, cash equivalents and restricted cash | | 18,319 | | | 15,842 | | | (7,476) | |
| Cash, cash equivalents and restricted cash at beginning of year | | 100,914 | | | 85,072 | | | 92,548 | |
| Cash, cash equivalents and restricted cash at end of year | | $ | 119,233 | | | $ | 100,914 | | | $ | 85,072 | |
|
| | | | | | | | | | | | |
| | | Fiscal Years Ended |
| (dollars in thousands) | | September 30, 2017 | | October 1, 2016 | | October 3, 2015 |
| CASH FLOWS FROM OPERATING ACTIVITIES | | | | | | |
| Net earnings attributable to Moog and noncontrolling interest | | $ | 140,410 |
| | $ | 123,633 |
| | $ | 131,883 |
|
| Adjustments to reconcile net earnings to net cash provided (used) by operating activities: | | | | | | |
| Depreciation | | 71,363 |
| | 77,407 |
| | 78,610 |
|
| Amortization | | 18,804 |
| | 21,325 |
| | 24,999 |
|
| Deferred income taxes | | 10,758 |
| | 4,248 |
| | 12,991 |
|
| Equity-based compensation expense | | 4,582 |
| | 3,271 |
| | 5,074 |
|
| Other | | 17,898 |
| | 13,440 |
| | 7,826 |
|
| Changes in assets and liabilities providing (using) cash: | | | | | | |
| Receivables | | (44,558 | ) | | 1,672 |
| | 60,616 |
|
| Inventories | | (5,999 | ) | | 12,644 |
| | 3,821 |
|
| Accounts payable | | 25,740 |
| | (21,821 | ) | | 8,107 |
|
| Customer advances | | (7,054 | ) | | 2,903 |
| | 24,112 |
|
| Accrued expenses | | 16,901 |
| | (727 | ) | | (6,525 | ) |
| Accrued income taxes | | (4,686 | ) | | 4,481 |
| | (9,986 | ) |
| Net pension and post retirement liabilities | | (29,029 | ) | | (29,708 | ) | | (15,048 | ) |
| Other assets and liabilities | | 2,650 |
| | 3,086 |
| | 8,066 |
|
| Net cash provided by operating activities | | 217,780 |
| | 215,854 |
| | 334,546 |
|
| CASH FLOWS FROM INVESTING ACTIVITIES | | | | | | |
| Acquisitions of businesses, net of cash acquired | | (40,545 | ) | | (11,016 | ) | | — |
|
| Purchase of property, plant and equipment | | (75,798 | ) | | (67,208 | ) | | (80,693 | ) |
| Other investing transactions | | 6,733 |
| | 1,256 |
| | 13,095 |
|
| Net cash (used) by investing activities | | (109,610 | ) | | (76,968 | ) | | (67,598 | ) |
| CASH FLOWS FROM FINANCING ACTIVITIES | | | | | | |
| Net short-term repayments | | (1,280 | ) | | — |
| | (3,570 | ) |
| Proceeds from revolving lines of credit | | 255,622 |
| | 324,670 |
| | 428,130 |
|
| Payments on revolving lines of credit | | (305,512 | ) | | (409,670 | ) | | (518,130 | ) |
| Proceeds from long-term debt | | — |
| | 20,000 |
| | — |
|
| Payments on long-term debt | | (168 | ) | | (10,098 | ) | | (5,259 | ) |
| Proceeds from senior notes, net of issuance costs | | — |
| | — |
| | 294,430 |
|
| Proceeds from sale of treasury stock | | 3,797 |
| | 4,574 |
| | 11,436 |
|
| Purchase of outstanding shares for treasury | | (8,643 | ) | | (44,933 | ) | | (363,848 | ) |
| Proceeds from sale of stock held by SECT | | 867 |
| | 28,048 |
| | 7,395 |
|
| Purchase of stock held by SECT | | (18,685 | ) | | (28,799 | ) | | (15,151 | ) |
| Purchase of stock held by SERP Trust | | — |
| | (2,300 | ) | | (7,328 | ) |
| Excess tax benefits from equity-based payment arrangements | | — |
| | 598 |
| | 5,996 |
|
| Other financing transactions | | (1,656 | ) | | (1,950 | ) | | (100 | ) |
| Net cash (used) by financing activities | | (75,658 | ) | | (119,860 | ) | | (165,999 | ) |
| Effect of exchange rate changes on cash | | 10,433 |
| | (3,751 | ) | | (22,388 | ) |
| Increase in cash and cash equivalents | | 42,945 |
| | 15,275 |
| | 78,561 |
|
| Cash and cash equivalents at beginning of year | | 325,128 |
| | 309,853 |
| | 231,292 |
|
| Cash and cash equivalents at end of year | | $ | 368,073 |
| | $ | 325,128 |
| | $ | 309,853 |
|
| SUPPLEMENTAL CASH FLOW INFORMATION | | | | | | |
| Interest paid | | $ | 33,801 |
| | $ | 34,150 |
| | $ | 23,718 |
|
| Income taxes paid, net of refunds | | 44,205 |
| | 41,517 |
| | 39,890 |
|
| Unsecured notes issued for acquisitions | | — |
| | 1,280 |
| | — |
|
| | | | | | | | | | | | | | | | | | | | |
Consolidated Statements of Cash Flows, continued |
| | Fiscal Years Ended |
| | October 1, 2022 | | October 2, 2021 | | October 3, 2020 |
| SUPPLEMENTAL CASH FLOW INFORMATION | | | | | | |
| Interest paid | | $ | 34,765 | | | $ | 35,220 | | | $ | 38,420 | |
| Income taxes paid, net of refunds | | 24,047 | | | 44,043 | | | 59,053 | |
| Treasury shares issued as compensation | | 4,482 | | | 10,751 | | | 9,063 | |
| | | | | | |
| Equipment and property acquired through lease financing | | 36,897 | | | 14,894 | | | 24,904 | |
| | | | | | |
See accompanying Notes to Consolidated Financial Statements.
|
| | | | | | | | | | | | | |
Notes to Consolidated Financial Statements (dollars in thousands, except per share data)
|
Note 1 - Summary of Significant Accounting Policies
Consolidation: The consolidated financial statements include the accounts of Moog Inc. and all of our U.S. and foreign subsidiaries. All intercompany balances and transactions have been eliminated in consolidation.
Fiscal Year: Our fiscal year ends on the Saturday that is closest to September 30. The consolidated financial statements include 52 weeks for the yearsyear ended September 30, 2017 and October 1, 20162022, 52 weeks for the year ended October 2, 2021 and 53 weeks for the year endedOctober 3, 2015.2020.
Operating Cycle: Consistent with industry practice, aerospace and defense related inventories, unbilled recoverable costs and profits on long-termover-time contract receivables, customer advances, warranties and contract loss reserves include amounts relating to contracts having long production and procurement cycles, portions of which are not expected to be realized or settled within one year.
Foreign Currency Translation: Assets and liabilities of subsidiaries that prepare financial statements in currencies other than the U.S. dollar are translated using rates of exchange as of the balance sheet date and the statements of earnings are translated at the average rates of exchange for each reporting period.
Use of Estimates: The preparation of financial statements in conformity with U.S. generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting periods. Actual results could differ from those estimates and assumptions.
Revenue Recognition: We recognize revenue from contracts with customers using either the percentage of completion method for contracts or as units are delivered or services are performed.
Percentage of completion method for contracts: Revenue representing 38%, 34% and 33% of 2017, 2016 and 2015 sales, respectively, was accounted for using the percentage of completion, cost-to-cost method of accounting. This method of revenue recognition is predominantly used within the Aircraft Controls and Space and Defense Controls segments due to the contractual nature of the business activities, with the exception of their respective aftermarket activities. The contractual arrangements are either firm fixed-price or cost-plus contracts and are primarily with the U.S. Government or its prime subcontractors, foreign governments or commercial aircraft manufacturers, including Boeing and Airbus. The nature of the contractual arrangements includes customers’ requirements for delivery of hardware as well as funded nonrecurring development work in anticipation of follow-on production orders.
Revenue on contracts using the percentage of completion,an over-time, cost-to-cost method of accounting is recognized as work progresses toward completion as determined byor at the ratio of cumulative costs incurred to date to estimated total contract costs at completion, multiplied by the total estimated contract revenue, less cumulative revenue recognizedpoint in prior periods. Changes in estimates affecting sales, costs and profits are recognized in the period in which the change becomes known using the cumulative catch-up method of accounting, resulting in the cumulative effect of changes reflected in the period. Estimates are reviewed and updated quarterly for substantially all contracts. A significant change in an estimate on one or more contracts could have a material effect on our results of operations.
Occasionally, it is appropriate to combine or segment contracts. Contracts are combined in those limited circumstances when they are negotiated as a package in the same economic environment with an overall profit margin objective and constitute, in essence, an agreement to do a single project. In such cases, revenue and costs are recognized over the performance period of the combined contracts as if they were one. Contracts are segmented in limited circumstances if the customer had the right to accept separate elements of the contract and the total amount of the proposals on the separate components approximated the amount of the proposal on the entire project. For segmented contracts, revenue and costs are recognized as if they were separate contracts over the performance periods of the individual elements or phases.
Contract costs include only allocable, allowable and reasonable costs, as determined in accordance with the Federal Acquisition Regulations and the related Cost Accounting Standards for applicable U.S. Government contracts, and are included in cost of sales when incurred. The nature of these costs includes development engineering costs and product manufacturing costs including direct material, direct labor, other direct costs and indirect overhead costs. Contract profit is recorded as a result of the revenue recognized less costs incurred in any reporting period. Amounts representing performance incentives, penalties, contract claims or change orders are considered in estimating revenues, costs and profits when they can be reliably estimated and realization is considered probable. Revenue recognized on contracts for unresolved claims or unapproved contract change orders was not material for 2017, 2016 or 2015.
For contracts with anticipated losses at completion, a provision for the entire amount of the estimated remaining loss is charged against income in the period in which the loss becomes known. Contract losses are determined considering all direct and indirect contract costs, exclusive of any selling, general or administrative cost allocationstime that are treated as period expenses. Loss reserves are more common on firm fixed-price contracts that involve, to varying degrees, the design and development of new and unique controls or control systems to meet the customers’ specifications.
As units are delivered or services are performed: Revenue representing 62%, 66% and 67% of 2017, 2016 and 2015 sales, respectively, were recognized as units were delivered or as service obligations were satisfied. Revenue is recognized when the risks and rewards of ownership and title to the product are transferredtransfers to the customer. When engineering or similar services are performed, revenue is recognized upon completion of the obligation including any delivery of engineering drawings or technical data. This method ofFor additional discussion on revenue recognition, is predominantly used within the Industrial Systems and Components segments, as well assee Note 2 - Revenue from Contracts with aftermarket activity. Profits are recorded as costs are relieved from inventory and charged to cost of sales and as revenue is recognized. Inventory costs include all product manufacturing costs such as direct material, direct labor, other direct costs and indirect overhead cost allocations.Customers.
Shipping and Handling Costs: Shipping and handling costs are included in cost of sales.
Research and Development: Research and development costs are expensed as incurred and include salaries, benefits, consulting, material costs depreciation and depreciation.amortization.
Bid and Proposal Costs: Bid and proposal costs are expensed as incurred and classified as selling, general and administrative expenses.
Equity-Based Compensation: Our stock-basedequity-based compensation plans allow for various types of stock-basedequity-based incentive awards. The types and mix of stock-basedthese incentive awards are evaluated on an on-going basis and may vary based on our overall strategy regarding compensation. Equity-based compensation expense is based on share-based payment awards that are ultimately expected to vest over the requisite servicesservice periods and are based on the fair value of the award measured on the grant date. Vesting requirements vary for directors, officers and key employees. In general, awards granted to officers and key employees principally vest over three years, in equal annual installments for time-based awards and in three years cliff vest for performance-based awards. We have elected to account for forfeitures when the forfeiture of the underlying awards occur. Equity-based compensation expense is included in selling, general and administrative expenses.
Earnings Per Share: Basic and diluted weighted-average shares outstanding are as follows: |
| | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Basic weighted-average shares outstanding | | 35,852,448 |
| | 36,277,445 |
| | 38,945,880 |
|
| Dilutive effect of equity-based awards | | 377,595 |
| | 251,899 |
| | 388,640 |
|
| Diluted weighted-average shares outstanding | | 36,230,043 |
| | 36,529,344 |
| | 39,334,520 |
|
Cash and Cash Equivalents: All highly liquid investments with an original maturity of three months or less are considered cash equivalents.
Restricted Cash: Restricted cash principally represents funds held for capital expenditures and to satisfy supplemental retirement obligations.
Allowance for Doubtful Accounts:Credit Losses: The allowance for doubtful accountscredit losses is based on our assessment of the collectibility of customer accounts. The allowance is determined by considering factors such as historical experience, credit quality, age of the accounts receivable, balances and current economic conditions and reasonable forecasted financial information that may affect a customer’s ability to pay.
Inventories: Inventories are stated at the lower-of-cost-or-marketlower of cost or net realizable value with cost determined primarily on the first-in, first-out (FIFO) method of valuation.
Property, Plant and Equipment: Property, plant and equipment are stated at cost. Plant and equipment are depreciated principally using the straight-line method over the estimated useful lives of the assets, generally ranging from 15 to 40 years for buildings and improvements, 5 to 15 years for machinery and equipment and 3 to 710 years for computer equipment and software. Leasehold improvements are amortized on a straight-line basis over the term of the lease or the estimated useful life of the asset, whichever is shorter.
Goodwill:We test goodwill for impairment at the reporting unit level on an annual basis or more frequently if an event occurs or circumstances change that indicate that the fair value of a reporting unit is likely to be below its carrying amount. We also test goodwill for impairment when there is a change in reporting units.
We may elect to perform a qualitative assessment that considers economic, industry and company-specific factors for all or selected reporting units. If, after completing this assessment, it is determined that it is more likely than not that the fair value of a reporting unit is less than its carrying value, we proceed to a quantitative test. We may also elect to perform a quantitative test instead of a qualitative testassessment for any or all of our reporting units. We performed a qualitative test for all reporting units in 2021 and 2020.
Quantitative testing requires a comparison of the fair value of each reporting unit to its carrying value. We typically use the discounted cash flow method to estimate the fair value of our reporting units. The discounted cash flow method incorporates various assumptions, the most significant being projected revenue growth rates, operating margins and cash flows, the terminal growth rate and the weighted-average cost of capital. If the carrying value of the reporting unit exceeds its fair value, goodwill is considered impaired and any loss must be measured. To determine the amount of the impairment loss, the implied fair value of goodwill is determined by assigning a fair value to all of the reporting unit's assets and liabilities, including any unrecognized intangible assets, as if the reporting unit had been acquired in a business combination at fair value. If the carrying amount of the reporting unit goodwill exceeds the implied fair value of that goodwill, an impairment loss would be recognized in an amount equal to that excess. We performed a quantitative test for all reporting units in 2022.
We recorded a $4,800 goodwill impairment charge in 2016 in the additive manufacturing reporting unit within our Space and Defense Controls segment. There were no goodwill impairment charges recorded in 20172022, 2021 or 2015.2020.
Acquired Intangible Assets: Acquired identifiable intangible assets are recorded at cost and are amortized over their estimated useful lives.
Impairment of Long-Lived Assets: Long-lived assets, including acquired identifiable intangible assets, are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of those assets may not be recoverable. We use undiscounted cash flows to determine whether impairment exists and measure any impairment loss using discounted cash flows.
In 2017,2022, we recorded $1,378 of impairment charges on long-lived assets in our SpaceAircraft Controls and Defense ControlsIndustrial Systems segment. These charges relate to a write down on the value ofproperty, plant and equipment that no longer meets production requirements and is held for sale. These charges are included as other expenseexperienced a significant decline in value due to the consolidated statementslower than expected recovery of earnings.
our commercial aircraft business. In 2016,addition, we recorded $4,913 of impairment charges in our Aircraft Controls segment. These charges primarily related toon intangible assets as a result of restructuring actions taken forassociated with a product line we are no longer pursuing. These charges are included in restructuringasset impairment in the consolidated statementsConsolidated Statements of earnings.Earnings.
In 2015,2021, we recorded $2,432 of impairment charges on long-lived assets in our Industrial SystemsSpace and Defense Controls segment. These charges relate to property, plant and equipment and intangibles assets that experienced a decline in value. These charges are included in asset impairment in the Consolidated Statements of Earnings.
In 2020, we recorded impairment charges on long-lived assets primarily relatedin our Aircraft Controls and Industrial Systems segments. These charges relate to property, plant and equipment, right-of-use-assets and intangible assets from a wind energy product line andthat experienced significant decline in value due to economic impacts of the COVID-19 pandemic. These charges are included as other expense. We also recorded an additional $472in asset impairment charge related to intangible assets on the product line we decided to exit in 2014, included as restructuring in the consolidated statementsConsolidated Statements of earnings.Earnings.
See Note 4 - Receivables, Note 5 - Inventories, Note 6 - Property, Plant and Equipment, Note 7 - Leases, Note 8 - Goodwill and Intangible Assets and Note 12 - Fair Value for additional disclosures relating to impairment charges recorded.
Product Warranties: In the ordinary course of business, we warrant our products against defect in design, materials and workmanship typically over periods ranging from twelve to sixty months. We determine warranty reserves needed by product line based on historical experience and current facts and circumstances. Activity in the warranty accrual is summarized as follows: |
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Warranty accrual at beginning of year | | $ | 21,363 |
| | $ | 18,660 |
| | $ | 19,953 |
|
| Additions from acquisitions | | 448 |
| | — |
| | — |
|
| Warranties issued during current year | | 17,021 |
| | 13,272 |
| | 9,666 |
|
| Adjustments to pre-existing warranties | | (509 | ) | | (1,463 | ) | | (2,416 | ) |
| Reductions for settling warranties | | (12,747 | ) | | (8,486 | ) | | (7,448 | ) |
| Foreign currency translation | | 272 |
| | (620 | ) | | (1,095 | ) |
| Warranty accrual at end of year | | $ | 25,848 |
| | $ | 21,363 |
| | $ | 18,660 |
|
Financial Instruments: Our financial instruments consist primarily of cash and cash equivalents, restricted cash, receivables, notes payable, accounts payable, long-term debt, interest rate swaps and foreign currency contracts. The carrying values for our financial instruments approximate fair value with the exception at times of long-term debt. We do not hold or issue financial instruments for trading purposes.
We carry derivative instruments on the consolidated balance sheetsConsolidated Balance Sheets at fair value, determined by reference to quoted market prices. The accounting for changes in the fair value of a derivative instrument depends on whether it has been designated and qualifies as part of a hedging relationship and, if so, the reason for holding it. Our use of derivative instruments is generally limited to cash flow hedges of certain interest rate risks and minimizing foreign currency exposure on foreign currency transactions, which are typically designated in hedging relationships, and intercompany balances, which are not designated as hedging instruments. Cash flows resulting from forward contracts are accounted for as hedges of identifiable transactions or events and classified in the same category as the cash flows from the items being hedged.
Reclassifications:Certain prior year amounts have been reclassified to conform to current year's presentation. Referpresentation, which management does not consider to the following table for a summary of ASUs we adopted during 2017 and the related financial statement impact. The Consolidated Balance Sheets and Indebtedness, Employee Benefit Plans, Income Taxes and Segment footnotes have been restated to reflect these changes.be material.
Recent Accounting Pronouncements:
Recent Accounting Pronouncements Adopted
|
| | | | |
Standard | | Description | | Financial Statement Effect or Other Significant Matters |
ASU no. 2015-03
Presentation of Debt Issuance Costs
(And All Related ASUs)
| | This standard requires that debt issuance costs related to a recognized debt liability be presented in the balance sheet as a direct deduction from the carrying amount of that debt liability, consistent with debt discounts. The provisions of this standard and all subsequently issued guidance are effective for fiscal years beginning after December 15, 2015 and interim periods within those fiscal years. Early adoption is permitted and retrospective application is required. | | We adopted this standard on a retrospective basis, resulting in the reclassification of $5,457 of debt issuance costs as of October 1, 2016 previously reported as Other Assets in our balance sheet to Long Term Debt, excluding current installments. |
Date adopted:
Q1 2017
|
ASU no. 2015-07
Disclosures for Investments in Certain Entities that Calculate Net Asset Value per Share
| | This standard eliminates the requirement to classify investments valued using the net asset value per share practical expedient and instead requires these investments to be disclosed separately. The provisions of this standard are effective for fiscal years beginning after December 15, 2015 and all interim periods within those fiscal years. Early adoption is permitted and retrospective application is required.
| | We adopted this standard on a retrospective basis, resulting in the reclassification of $302,713 of investments measured at fair value using the net asset value per share approach and previously reported in the fair value hierarchy as of October 1, 2016 to be reported separately from the fair value hierarchy. |
Date adopted:
Q1 2017
|
ASU no. 2015-17
Balance Sheet Classification of Deferred Taxes
| | The standard amends existing guidance to require presentation of deferred tax assets and liabilities as noncurrent within the balance sheet. The provisions of the standard are effective for fiscal years beginning after December 15, 2016 and interim periods within those fiscal years. Early adoption is permitted and may be applied either prospectively or retrospectively.
| | We adopted this standard on a retrospective basis, resulting in the reclassification of a net $92,620 of previously reported current deferred income tax assets and liabilities as of October 1, 2016 to the appropriate long term deferred income tax classification based upon the net tax position within each of our relevant taxing jurisdictions. |
Date early adopted:
Q1 2017
|
ASU no. 2016-09
Improvements to Employee Share-Based Payment Accounting
| | This standard simplifies several aspects of the accounting for share-based payment transactions, including income tax consequences, statement of cash flows classifications, share repurchases relating to tax withholdings and forfeiture accounting. The provisions of this standard are effective for fiscal years beginning after December 15, 2016 and interim periods within those fiscal years.
| | We adopted this standard on a prospective basis and as a result prior periods have not been adjusted. Going forward, recognized excess tax benefits previously reported as part of additional paid-in capital in our balance sheet will be included as part of income tax expense in our income statement. Additionally, cash flow relating to these excess tax benefits previously reported as a financing activity will be included as an operating activity. |
Date early adopted:
Q1 2017
|
ASU no. 2016-18
Statement of Cash Flows Restricted Cash
| | This standard amends existing guidance to require that the Statement of Cash Flows explain the change during the period in cash, cash equivalents and restricted cash. Amounts described as restricted cash are now included, along with cash and cash equivalents, when reconciling beginning-of-period and end-of-period amounts shown on the Statement of Cash Flows. The provisions of the standard are effective for fiscal years beginning after December 15, 2017 and interim periods within those fiscal years. Early adoption is permitted, but requires retrospective application in the fiscal year adopted. | | We adopted this standard on a retrospective basis, resulting in restricted cash of $37,366 as of April 1, 2017 being included, along with cash and cash equivalents, when reconciling beginning-of-period and end-of-period amounts shown on the Statement of Cash Flows. There were no changes required to prior periods. Restricted cash as of September 30, 2017 was not material. |
Date early adopted:
Q2 2017 |
There have been no accounting pronouncements adopted for the year ended October 1, 2022.
Recent Accounting Pronouncements Not Yet Adopted
|
| | | | |
Standard | | Description | | Financial Statement Effect or Other Significant Matters |
ASU no. 2014-09
Revenue from Contracts with Customers
(And All Related ASUs)
| | The standard requires revenue recognition to depict the transfer of goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. The standard also requires additional disclosures about the nature, amount, timing and uncertainty of revenue and cash flows arising from customer contracts, including significant judgments and assets recognized from costs incurred to obtain or fulfill a contract. The provisions of the standard, as well as all subsequently issued clarifications to the standard, are effective for fiscal years beginning after December 15, 2017 and interim periods within those fiscal years. The standard can be adopted using either a full retrospective or modified retrospective approach. | | We expect to adopt the standard using the modified retrospective method, under which prior years' results are not restated, but supplemental information will be provided in our disclosures that will present fiscal 2019 results before adoption of the standard. In addition, a cumulative adjustment may be necessary to Shareholder's Equity at the beginning of fiscal 2019. We are assessing the impact of the standard on our financial statements and related disclosures, internal controls and financial policies and information technology systems. We have not yet quantified the impact on our financial statements and related disclosures.
|
Planned date of adoption:
Q1 2019
|
ASU no. 2016-01
Recognition and Measurement of Financial Assets and Financial Liabilities
| | The standard requires most equity investments to be measured at fair value, with subsequent changes in fair value recognized in net income. The amendment also impacts the measurement of financial liabilities under the fair value option as well as certain presentation and disclosure requirements for financial instruments. The provisions of the standard are effective for fiscal years beginning after December 15, 2017 and interim periods within those fiscal years. Early adoption is permitted for some, but not all, provisions. The amendment requires certain provisions to be applied prospectively and others to be applied by means of a cumulative-effect adjustment. | | We are currently evaluating the effect on our financial statements and related disclosures.
|
Planned date of adoption:
Q1 2019
|
ASU no. 2016-02
Leases
(And All Related ASUs)
| | The standard requires most lease arrangements to be recognized in the balance sheet as lease assets and lease liabilities. The standard also requires additional disclosures about the leasing arrangements. The provisions of the standard are effective for fiscal years beginning after December 15, 2018 and interim periods within those years. Early adoption is permitted. | | We are currently evaluating the effect on our financial statements and related disclosures. |
Planned date of adoption:
Q1 2020
|
ASU no. 2017-07
Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost
| | The standard amends existing guidance on the presentation of net periodic benefit cost in the income statement and what qualifies for capitalization on the balance sheet. The provisions of the standard are effective for fiscal years beginning after December 15, 2017 and interim periods within those fiscal years. Early adoption is permitted as of the beginning of an annual period. The amendment requires income statement presentation provisions to be applied retrospectively and capitalization in assets provisions to be applied prospectively. | | We are currently evaluating the effect on our financial statements and related disclosures.
|
Planned date of adoption:
Q1 2019
|
ASU no. 2017-12
Targeted Improvements to Accounting for Hedging Activities
| | The standard expands the hedging strategies eligible for hedge accounting, while simplifying presentation and disclosure by eliminating separate measurement and reporting of hedge ineffectiveness. The provisions of the standard are effective for fiscal years beginning after December 15, 2018 and interim periods within those fiscal years. Early adoption is permitted. | | We are currently evaluating the effect on our financial statements and related disclosures.
|
Planned date of adoption:
Q1 2020
|
We consider the applicability and impact of all ASUs.Accounting Standard Updates ("ASU"). ASUs not listed above were assessed and determined to be either not applicable, or had or are expected to have minimalan immaterial impact on our financial statements and related disclosures.
Note 2 - AcquisitionsRevenue from Contracts with Customers
We recognize revenue from contracts with customers using the five-step model prescribed in ASC 606. The first step is identifying the contract. The identification of a contract with a customer requires an assessment of each party’s rights and Divestituresobligations regarding the products or services to be transferred, including an evaluation of termination clauses and presently enforceable rights and obligations. Each party’s rights and obligations and the associated terms and conditions are typically determined in purchase orders. For sales that are governed by master supply agreements under which provisions define specific program requirements, purchase orders are issued under these agreements to reflect presently enforceable rights and obligations for the units of products and services being purchased.
In 2017,
Contracts are sometimes modified to account for changes in contract specifications and requirements. When this occurs, we sold non-core businessesassess the modification as prescribed in ASC 606 and determine whether the existing contract needs to be modified (and revenue cumulatively caught up), whether the existing contract needs to be terminated and a new contract needs to be created, or whether the existing contract remains and a new contract needs to be created. This is determined based on the rights and obligations within the modification as well as the associated transaction price.
The next step is identifying the performance obligations. A performance obligation is a promise to transfer goods or services to a customer that is distinct in the context of the contract, as defined by ASC 606. We identify a performance obligation for each promise in a contract to transfer a distinct good or service to the customer. As part of our assessment, we consider all goods and/or services promised in the contract, regardless of whether they are explicitly stated or implied by customary business practices. The products and services in our contracts are typically not distinct from one another due to their complexity and reliance on each other or, in many cases, we provide a significant integration service. Accordingly, many of our contracts are accounted for as one performance obligation. In limited cases, our contracts have more than one distinct performance obligation, which occurs when we perform activities that are not highly complex or interrelated or involve different product life cycles. Warranties are provided on certain contracts, but do not typically provide for services beyond standard assurances and are therefore not distinct performance obligations under ASC 606.
The third step is determining the transaction price, which represents the amount of consideration we expect to be entitled to receive from a customer in exchange for providing the goods or services. There are times when this consideration is variable, for example a volume discount, and must be estimated. Sales, use, value-added, and excise taxes are excluded from the transaction price, where applicable.
The fourth step is allocating the transaction price. The transaction price must be allocated to the performance obligations identified in the contract based on relative stand-alone selling prices when available, or an estimate for each distinct good or service in the contract when standalone prices are not available. Our contracts with customers generally require payment under normal commercial terms after delivery. Payment terms are typically within 30 to 60 days of delivery. The timing of satisfaction of our performance obligations does not significantly vary from the typical timing of payment.
The final step is the recognition of revenue. We recognize revenue as the performance obligations are satisfied. ASC 606 provides guidance to help determine if we are satisfying the performance obligation at a point in time or over time. In determining when performance obligations are satisfied, we consider factors such as contract terms, payment terms and whether there is an alternative use of the product or service. In essence, we recognize revenue when or as control of the promised goods or services transfer to the customer.
Revenue is recognized either over time using the cost-to-cost method, or point in time method. The over-time method of revenue recognition is predominantly used in Aircraft Controls and Space and Defense Controls segment.Controls. We use this method for U.S. Government contracts and repair and overhaul arrangements as we are creating or enhancing assets that the customer controls as the assets are being created or enhanced. In addition, many of our large commercial contracts qualify for over-time accounting as our performance does not create an asset with an alternative use and we have an enforceable right to payment for performance completed to date. Our over-time contracts are primarily firm fixed price.
Revenue recognized at the point in time control is transferred to the customer is used most frequently in Industrial Systems. We use this method for commercial contracts in which the asset being created has an alternative use. We determine the point in time control transfers to the customer by weighing the five indicators provided by ASC 606 - the entity has a present right to payment; the customer has legal title; the customer has physical possession; the customer has the significant risks and rewards of ownership; and the customer has accepted the asset. When control has transferred to the customer, profit is generated as cost of sales is recorded and as revenue is recognized. Inventory costs include all product manufacturing costs such as direct material, direct labor, other direct costs and indirect overhead cost allocations. Shipping and handling costs are considered costs to fulfill a contract and not considered performance obligations. They are included in cost of sales as incurred.
Revenue is recognized on contracts using the cost-to-cost method of accounting as work progresses toward completion as determined by the ratio of cumulative costs incurred to date to estimated total contract costs at completion, multiplied by the total estimated contract revenue, less cumulative revenue recognized in prior periods. We believe that cumulative costs incurred to date as a percentage of estimated total contract costs at completion is an appropriate measure of progress toward satisfaction of performance obligations as this measure most accurately depicts the progress of our work and transfer of control to our customers. Changes in estimates affecting sales, costs and profits are recognized in the period in which the change becomes known using the cumulative catch-up method of accounting, resulting in the cumulative effect of changes reflected in the period. Estimates are reviewed and updated quarterly for substantially all contracts. In 2022, we recognized lower revenues of $3,518 for adjustments made to performance obligations satisfied (or partially satisfied) in previous periods. In 2021, we recognized revenues of $11,167 for adjustments made to performance obligations satisfied (or partially satisfied) in previous periods. In 2020, we recognized revenues of $15,785 for adjustments made to performance obligations satisfied (or partially satisfied) in previous periods.
Contract costs include only allocable, allowable and reasonable costs which are included in cost of sales when incurred. For applicable U.S. Government contracts, contract costs are determined in accordance with the Federal Acquisition Regulations and the related Cost Accounting Standards. The nature of these costs includes development engineering costs and product manufacturing costs such as direct material, direct labor, other direct costs and indirect overhead costs. Contract profit is recorded as a result of the revenue recognized less costs incurred in any reporting period. Variable consideration and contract modifications, such as performance incentives, penalties, contract claims or change orders are considered in estimating revenues, costs and profits when they can be reliably estimated and realization is considered probable. As of October 1, 2022, revenue recognized on contracts for unresolved claims or unapproved contract change orders was not material.
As of October 1, 2022, we had contract reserves of $46,547. For contracts with anticipated losses at completion, a provision for the entire amount of the estimated remaining loss is charged against income in the period in which the loss becomes known. Contract losses are determined considering all direct and indirect contract costs, exclusive of any selling, general or administrative cost allocations that are treated as period expenses. Loss reserves are more common on firm fixed-price contracts that involve, to varying degrees, the design and development of new and unique controls or control systems to meet the customers’ specifications. In accordance with ASC 606, we calculate contract losses at the contract level, versus the performance obligation level. Recall reserves are recorded when additional work is needed on completed products for them to meet contract specifications. Contract-related loss reserves are recorded for the additional work needed on completed and delivered products in order for them to meet contract specifications.
Contract Assets and Liabilities
Unbilled receivables (contract assets) primarily represent revenues recognized for performance obligations that have been satisfied but for which amounts have not been billed. These are included as Receivables on the Consolidated Balance Sheets. Contract advances (contract liabilities) relate to payments received from customers in advance of the satisfaction of performance obligations for a contract. We do not consider contract advances to be significant financing components as the intent of these payments in advance are for reasons other expensethan providing a significant financing benefit and are customary in our industry.
Total contract assets and contract liabilities are as follows:
| | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 |
| Unbilled receivables | | $ | 614,760 | | | $ | 546,764 | |
| Contract advances | | 296,899 | | | 263,686 | |
| Net contract assets | | $ | 317,861 | | | $ | 283,078 | |
The increase in contract assets reflects the net impact of $13,191additional unbilled revenues recorded in excess of revenue recognized during the period. The increase in contract liabilities reflects the net impact of additional deferred revenues recorded in excess of revenue recognized during the period. As of October 1, 2022, we recognized $180,789 of revenue that was included in the contract liability balance at the beginning of the period.
Remaining Performance Obligations
As of October 1, 2022, the aggregate amount of the transaction price allocated to the performance obligations that are unsatisfied (or partially unsatisfied) was $5,200,000. We expect to recognize approximately 44% of that amount as sales over the next twelve months and considerationthe balance thereafter.
Disaggregation of $7,105Revenue
See Note 21 - Segments, for disclosures related to the sales.disaggregation of revenue.
Note 3 - Acquisitions, Divestitures and Equity Method Investments
Acquisitions
On April 2, 2017,February 21, 2022, we acquired Rotary Transfer Systems, a manufacturer of electromechanical systems, locatedTEAM Accessories Limited ("TEAM") based in Germany and FranceDublin, Ireland for a purchase price, net of acquired cash, of $42,593,$14,885, consisting of $40,545$11,832 in cash and $2,048contingent consideration with an initial fair value of $3,053. TEAM specializes in assumed pension obligations.Maintenance, Repair and Overhaul ("MRO") of engine and airframe components. This operation is included in our ComponentsAircraft Controls segment. The purchase price allocation is subject to adjustments as we obtain additional information for our estimates during the measurement period.
In 2016,
On December 18, 2020, we acquired a 70% ownershipGenesys Aerosystems Group, Inc. ("Genesys"), headquartered in Linear Mold and Engineering,Mineral Wells, Texas for a Livonia, Michigan-based company specializing in metal additive manufacturing that provides engineering, manufacturing and production consulting services to customers across a wide range of industries, including aerospace, defense, energy and industrial. The purchase price of $77,600, net of acquired cash, was $22,765 consistingcash. Genesys designs and manufactures a full suite of $11,016electronic flight instrument systems and autopilot solutions. This operation is included in cash, issuanceour Aircraft Controls segment.
Divestitures
On September 30, 2022, we sold a sonar business based in the United Kingdom previously included in our Industrial Systems segment. We received net proceeds of $12,401 and recorded a loss of $15,379, net of transaction costs. The loss is subject to adjustments associated with amounts currently held in escrow.
On September 20, 2022, we sold assets of a $1,280 unsecured notesecurity business based in Northbrook, Illinois previously included in our Space and assumptionDefense Controls segment. We received net proceeds of $10,469$9,823 and recorded a loss of debt.$4,112, net of transaction costs. The loss is subject to adjustments associated with amounts currently held in escrow.
On December 3, 2021, we sold the assets of our Navigation Aids ("NAVAIDS") business based in Salt Lake City, Utah previously included in our Aircraft Controls segment. We received net proceeds of $35,550 and recorded a gain of $16,146, net of transaction costs. The gain is subject to adjustments associated with amounts currently held in escrow.
In the fourth quarter of 2021, we sold a non-core business of our Industrial Systems segment. We received net proceeds of $11,285 and recorded a loss of $1,536.
In the first quarter of 2021, we sold a non-core business in our Aircraft Controls segment for $2,081 in net consideration and recorded a loss of $683.
Equity Method Investments
On August 31, 2022, we contributed $1,024 to Suffolk Technologies Fund 1, L.P., a limited partnership that invests in startups to transform the construction, real estate and property maintenance industries in the U.S. As we are a limited partner in this investment, we are accounting for it using the equity method. We have a remaining on-call capital commitment of up to $6,976. This acquisitionoperation is included in our Industrial Systems segment.
On June 3, 2022, we increased our investment in NOVI LLC ("NOVI") by $571 and now hold a 42.5% ownership interest. NOVI specializes is applying machine learning algorithms to space situational awareness. We are accounting for this investment using the equity method. This operation is included in our Space and Defense Controls segment.
Note 4 - Receivables
Receivables consist of: | | | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 | |
| Accounts receivable | | $ | 363,137 | | | $ | 395,674 | | |
| | | | | |
| | | | | |
| Unbilled receivables | | 614,760 | | | 546,764 | | |
| | | | | |
| Other | | 16,973 | | | 7,842 | | |
| Less allowance for credit losses | | (4,608) | | | (4,351) | | |
| Receivables, net | | $ | 990,262 | | | $ | 945,929 | | |
Net receivables disclosed above reflects a non-cash write-down of $642 recorded for the year ended October 1, 2022 associated with Russian activities in Ukraine.
On January 25, 2017, we acquiredNovember 4, 2021, Moog Receivables LLC (the "Receivables Subsidiary"), a wholly owned bankruptcy remote special purpose subsidiary of Moog Inc. (the "Company"), as seller, the remaining 30% redeemable noncontrolling interestCompany, as master servicer, Wells Fargo Bank, N.A., as administrative agent (the "Agent") and certain purchasers (collectively, the "Purchasers") entered into an Amended and Restated Receivables Purchase Agreement (the "RPA"). The RPA matures on November 4, 2024 and is subject to customary termination events related to transactions of this type.
Under the RPA, the Receivables Subsidiary may sell receivables to the Purchasers in amounts up to a $100,000 limit. The receivables will be sold to the Purchasers in consideration for $1,656 inthe Purchasers making payments of cash, which is reflectedreferred to as "capital" for purposes of the RPA, to the Receivables Subsidiary in additional paid-in capital.accordance with the terms of the RPA. The Receivables Subsidiary may sell receivables to the Purchasers so long as certain conditions are satisfied, including that, at any date of determination, the aggregate capital paid to the Receivables Subsidiary does not exceed a "capital coverage amount", equal to an adjusted net receivables pool balance minus a required reserve. Each Purchaser's share of capital accrues yield at a variable rate plus an applicable margin.
The parties intend that the conveyance of receivables to the Agent, for the ratable benefit of the Purchasers will constitute a purchase and sale of receivables and not a pledge for security. The Receivables Subsidiary has guaranteed to each Purchaser and Agent the prompt payment of sold receivables, and to secure the prompt payment and performance of such guaranteed obligations, the Receivables Subsidiary has granted a security interest to the Agent, for the benefit of the Purchasers, in all assets of the Receivables Subsidiary. The assets of the Receivables Subsidiary are not available to pay our creditors or any affiliate thereof. In our capacity as master servicer under the RPA, we are responsible for administering and collecting receivables and have made customary representations, warranties, covenants and indemnities. We also provided a performance guarantee for the benefit of the Purchaser.
|
| | | | | | | | |
| | September 30,
2017 | | October 1,
2016 |
| Accounts receivable | | $ | 286,773 |
| | $ | 306,469 |
|
| Long-term contract receivables: | | | | |
| Amounts billed | | 148,087 |
| | 130,429 |
|
| Unbilled recoverable costs and accrued profits | | 282,154 |
| | 245,376 |
|
| Total long-term contract receivables | | 430,241 |
| | 375,805 |
|
| Other | | 15,077 |
| | 10,652 |
|
| Total receivables | | 732,091 |
| | 692,926 |
|
| Less allowance for doubtful accounts | | (4,351 | ) | | (4,538 | ) |
| Receivables | | $ | 727,740 |
| | $ | 688,388 |
|
Under our tradeThe amount sold to the Purchasers was $100,000 at October 1, 2022, which was derecognized from the Consolidated Balance Sheets. As collateral against sold receivables, securitization facility (the "Securitization Program"),the Receivables Subsidiary maintains a certain level of unsold receivables, which was $657,658 at October 1, 2022.
Previously we securitizesecuritized certain trade receivables in transactions that arewere accounted for as secured borrowings.borrowings (the "Securitization Program"). We maintainmaintained a subordinated interest in a portion of the pool of trade receivables that arewere securitized. The retained interest, which is included in receivablesReceivables in the consolidated balance sheets,Consolidated Balance Sheets, is recorded at fair value, which approximates the total amount of the designated pool of accounts receivable. SeeRefer to Note 7,9 - Indebtedness, for additional disclosures related to the Securitization Program.
Long-termOver-time contract receivables are primarily associated with prime contractors and subcontractors in connection with U.S. Government contracts, as well as commercial aircraft and satellite manufacturers. Amounts billed under long-termfor over-time contracts to the U.S. Government were $2,966 at September 30, 2017 and $2,535$18,750 at October 1, 2016.2022 and $11,330 at October 2, 2021. Unbilled recoverable costs and accrued profits under long-termover-time contracts to be billed to the U.S. Government were $16,720 at September 30, 2017 and $12,195$38,020 at October 1, 2016.2022 and $32,245 at October 2, 2021. Unbilled recoverable costs and accrued profits principally represent revenues recognized on contracts that were not billable on the balance sheet date. These amounts will be billed in accordance with contract terms, generally as certain milestones are reached or upon shipment. Approximately 96% of unbilledUnbilled amounts are expected to be collected withinbeyond one year.year are not material. In situations where billings exceed revenues recognized, the excess is included in customercontract advances.
There are no material amounts of claims or unapproved change orders included in the consolidated balance sheets.Consolidated Balance Sheets. There are no material balances billed but not paid by customers under retainage provisions.
Concentrations of credit risk on receivables are limited to those from significant customers who are believed to be financially sound. Receivables from Boeing were $142,876 at September 30, 2017 and $169,199$235,405 at October 1, 2016.2022 and $209,653 at October 2, 2021 and receivables from Lockheed Martin were $99,707 at October 1, 2022 and $88,744 at October 2, 2021. We perform periodic credit evaluations of our customers’ financial condition and generally do not require collateral.
Note 45 - Inventories
Inventories, net of reserves, consist of: | | | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 | |
| Raw materials and purchased parts | | $ | 219,893 | | | $ | 231,406 | | |
| Work in progress | | 305,328 | | | 315,762 | | |
| Finished goods | | 63,245 | | | 65,927 | | |
| Inventories, net | | $ | 588,466 | | | $ | 613,095 | | |
|
| | | | | | | | |
| | | September 30,
2017 | | October 1,
2016 |
| Raw materials and purchased parts | | $ | 189,517 |
| | $ | 174,331 |
|
| Work in progress | | 229,202 |
| | 235,258 |
|
| Finished goods | | 70,408 |
| | 69,451 |
|
| Inventories | | $ | 489,127 |
| | $ | 479,040 |
|
There areare no materialmaterial inventoried costs relating to long-termover-time contracts where revenue is accounted for using the percentage of completion, cost-to-cost method of accountingaccounting as of September 30, 2017October 1, 2022 and October 1, 2016.2, 2021.
In 2022, we have recorded impairment charges on inventory of $1,907 associated with Russian actions in the Ukraine. See Note 13 - Restructuring for additional disclosures relating to inventory write-downs.
Note 56 - Property, Plant and Equipment
Property, plant and equipment consists of: | | | | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 | | |
| Land | | $ | 32,164 | | | $ | 35,762 | | | |
| Buildings and improvements | | 496,632 | | | 506,450 | | | |
| Machinery and equipment | | 791,980 | | | 791,984 | | | |
| Computer equipment and software | | 201,960 | | | 179,066 | | | |
| Property, plant and equipment, at cost | | 1,522,736 | | | 1,513,262 | | | |
| Less accumulated depreciation and amortization | | (853,828) | | | (867,484) | | | |
| Property, plant and equipment, net | | $ | 668,908 | | | $ | 645,778 | | | |
In 2022, we recorded $15,048 of impairment charges for owned assets, based on expected cash flows over the remaining life of the assets associated with a slower than expected recovery of our commercial aircraft business. In 2021, we recorded $356 of impairment charges for owned assets, based on expected cash flows over the remaining life of the assets in relation to a decline in the related business. In 2020, we recorded $25,419 of impairment charges for owned and finance lease ROU assets, based on expected cash flows over the remaining life of the assets in relation to the impact of the COVID-19 pandemic.
Note 7 - Leases
We lease certain manufacturing facilities, office space and machinery and equipment globally. At inception we evaluate whether a contractual arrangement contains a lease. Specifically, we consider whether we control the underlying asset and have the right to obtain substantially all the economic benefits or outputs from the asset. If the contractual arrangement contains a lease, we then determine the classification of the lease, operating or finance, using the classification criteria described in ASC 842. We then determine the term of the lease based on terms and conditions of the contractual arrangement, including whether the options to extend or terminate the lease are reasonably certain to be exercised. We have elected to not separate lease components from non-lease components, such as common area maintenance charges and instead, account for the lease and non-lease components as a single component.
Our lease right-of-use ("ROU") assets represent our right to use an underlying asset for the lease term and our lease liabilities represent our obligation to make lease payments. Operating lease ROU assets are included in Operating lease right-of-use assets and operating lease liabilities are included in Accrued liabilities and other and Other long-term liabilities on the Consolidated Balance Sheets. Finance lease ROU assets are included in Property, plant and equipment and finance lease liabilities are included in Accrued liabilities and other and Other long-term liabilities on the Consolidated Balance Sheets. Operating lease cost is included in Cost of sales and Selling, general and administrative on the Consolidated Statements of Earnings. Finance lease cost is included in Cost of sales, Selling, general and administrative and Interest on the Consolidated Statements of Earnings.
The ROU assets and lease liabilities for both operating and finance leases are recognized as of the commencement date at the net present value of the fixed minimum lease payments over the term of the lease, using the discount rate described below. Variable lease payments are recorded in the period in which the obligation for the payment is incurred. Variable lease payments based on an index or rate are initially measured using the index or rate as of the commencement date of the lease and included in the fixed minimum lease payments. For short-term leases that have a term of 12 months or less as of the commencement date, we do not recognize a ROU asset or lease liability on our balance sheet; we recognize expense as the lease payments are made over the lease term.
The discount rate used to calculate the present value of our leases is the rate implicit in the lease. If the information necessary to determine the rate implicit in the lease is not available, we use our incremental borrowing rate for collateralized debt, which is determined using our credit rating and other information available as of the lease commencement date.
|
| | | | | | | | |
| | | September 30,
2017 | | October 1,
2016 |
| Land | | $ | 29,191 |
| | $ | 28,932 |
|
| Buildings and improvements | | 421,879 |
| | 408,107 |
|
| Machinery and equipment | | 709,382 |
| | 684,995 |
|
| Computer equipment and software | | 133,699 |
| | 126,144 |
|
| Property, plant and equipment, at cost | | 1,294,151 |
| | 1,248,178 |
|
| Less accumulated depreciation and amortization | | (771,160 | ) | | (725,809 | ) |
| Property, plant and equipment, net | | $ | 522,991 |
| | $ | 522,369 |
|
| | | | | | | | | | | | | | | | | |
| 2022 | | 2021 | | 2020 |
| Operating lease cost | $ | 28,670 | | | $ | 30,353 | | | $ | 27,493 | |
| | | | | |
| Finance lease cost: | | | | | |
| Amortization of right-of-use assets | $ | 2,884 | | | $ | 2,282 | | | $ | 1,175 | |
| Interest on lease liabilities | 1,057 | | | 736 | | | 367 | |
| Total finance lease cost | $ | 3,941 | | | $ | 3,018 | | | $ | 1,542 | |
Supplemental cash flow information related to leases was as follows: | | | | | | | | | | | | | | | | | |
| 2022 | | 2021 | | 2020 |
| Cash paid for amounts included in the measurement of lease liabilities: | | | | | |
| Operating cash flow for operating leases | $ | 28,914 | | | $ | 29,926 | | | $ | 24,218 | |
| Operating cash flow for finance leases | 1,057 | | | 736 | | | 367 | |
| Financing cash flow for finance leases | 2,524 | | | 2,156 | | | 1,167 | |
| Assets obtained in exchange for lease obligations: | | | | | |
| Operating leases | 24,659 | | | 9,426 | | | 13,738 | |
| Finance leases | 12,238 | | | 5,558 | | | 11,166 | |
Supplemental balance sheet information related to leases was as follows: | | | | | | | | | | | |
| October 1, 2022 | | October 2, 2021 |
| Operating Leases | | | |
| Operating lease right-of-use assets | $ | 69,072 | | | $ | 60,355 | |
| | | |
| Accrued liabilities and other | $ | 13,002 | | | $ | 14,176 | |
| Other long-term liabilities | 66,167 | | | 57,277 | |
| Total operating lease liabilities | $ | 79,169 | | | $ | 71,453 | |
| | | |
| Finance Leases | | | |
| Property, plant, and equipment, at cost | $ | 30,614 | | | $ | 19,861 | |
| Accumulated depreciation | (5,606) | | | (3,375) | |
| Property, plant, and equipment, net | $ | 25,008 | | | $ | 16,486 | |
| | | |
| Accrued liabilities and other | $ | 3,244 | | | $ | 2,014 | |
| Other long-term liabilities | 23,529 | | | 15,904 | |
| Total finance lease liabilities | $ | 26,773 | | | $ | 17,918 | |
| | | |
| Weighted average remaining lease term in years | | | |
| Operating leases | 7.7 | | 7.4 |
| Finance leases | 16.7 | | 15.5 |
| | | |
| Weighted average discount rate | | | |
| Operating leases | 5.0 | % | | 4.7 | % |
| Finance leases | 4.8 | % | | 5.0 | % |
Maturities of lease liabilities were as follows: | | | | | | | | | | | | | | |
| | | October 1, 2022 |
| | Operating Leases | | Finance Leases |
| 2023 | | $ | 16,684 | | | $ | 4,401 | |
| 2024 | | 14,109 | | | 4,366 | |
| 2025 | | 11,799 | | | 4,193 | |
| 2026 | | 10,917 | | | 3,929 | |
| 2027 | | 9,771 | | | 3,187 | |
| Thereafter | | 35,430 | | | 26,279 | |
| Total lease payments | | 98,710 | | | 46,355 | |
| Less: imputed interest | | (19,541) | | | (19,582) | |
| Total | | $ | 79,169 | | | $ | 26,773 | |
On September 30, 2022, we sold a building located in Murray, Utah and concurrently entered into a lease agreement for the building with an initial term of two years, which also includes the option to extend the terms of the lease for up to two consecutive terms of six months each. The transaction resulted in a net gain of $9,075 which is included in the Consolidated Statements of Earnings.
The operating lease ROU assets and finance leased cost in the disclosures above as of October 2, 2021 reflect write downs of $3,696 and $1,112, respectively, based on expected cash flows over the remaining life of the assets in relation to impairment charges associated with the COVID-19 pandemic.
Note 68 - Goodwill and Intangible Assets
The changes in the carrying amount of goodwill are as follows: |
| | | | | | | | | | | | | | | |
| | Aircraft
Controls | Space and
Defense
Controls | Industrial
Systems | Components | Total |
| Balance at September 27, 2014 | $ | 192,852 |
| $ | 159,607 |
| $ | 118,009 |
| $ | 287,384 |
| $ | 757,852 |
|
| Divestiture | — |
| — |
| — |
| (1,715 | ) | (1,715 | ) |
| Foreign currency translation | (4,327 | ) | (1,394 | ) | (7,166 | ) | (6,038 | ) | (18,925 | ) |
| Balance at October 3, 2015 | 188,525 |
| 158,213 |
| 110,843 |
| 279,631 |
| 737,212 |
|
| Acquisition | — |
| 21,076 |
| — |
| — |
| 21,076 |
|
| Impairment | — |
| (4,800 | ) | — |
| — |
| (4,800 | ) |
| Foreign currency translation | (8,831 | ) | 25 |
| (4,525 | ) | 5 |
| (13,326 | ) |
| Balance at October 1, 2016 | 179,694 |
| 174,514 |
| 106,318 |
| 279,636 |
| 740,162 |
|
| Acquisition | — |
| — |
| — |
| 26,566 |
| 26,566 |
|
| Divestitures | — |
| (1,804 | ) | — |
| — |
| (1,804 | ) |
| Foreign currency translation | 1,681 |
| 246 |
| 2,430 |
| 4,987 |
| 9,344 |
|
| Balance at September 30, 2017 | $ | 181,375 |
| $ | 172,956 |
| $ | 108,748 |
| $ | 311,189 |
| $ | 774,268 |
|
| | | | | | | | | | | | | | |
| Aircraft
Controls | Space and
Defense
Controls | Industrial
Systems | Total |
| Balance September 28, 2019 | $ | 176,939 | | $ | 261,684 | | $ | 345,617 | | $ | 784,240 | |
| Acquisition | — | | — | | 25,237 | | 25,237 | |
| | | | |
| | | | |
| | | | |
| Divestiture | — | | — | | (635) | | (635) | |
| Foreign currency translation | 2,582 | | 42 | | 10,390 | | 13,014 | |
| Balance at October 3, 2020 | 179,521 | | 261,726 | | 380,609 | | 821,856 | |
| Acquisition | 29,123 | | — | | — | | 29,123 | |
| | | | |
| | | | |
| | | | |
| Divestitures | (312) | | — | | (3,092) | | (3,404) | |
| Foreign currency translation | 2,447 | | 41 | | 1,542 | | 4,030 | |
| Balance at October 2, 2021 | 210,779 | | 261,767 | | 379,059 | | 851,605 | |
| Acquisition | 5,344 | | — | | — | | 5,344 | |
| | | | |
| | | | |
| | | | |
| Divestitures | (6,961) | | (2,205) | | (4,137) | | (13,303) | |
| Foreign currency translation | (9,643) | | (155) | | (28,528) | | (38,326) | |
| Balance at October 1, 2022 | $ | 199,519 | | $ | 259,407 | | $ | 346,394 | | $ | 805,320 | |
Goodwill in our Space and Defense Controls segment is net of a $4,800 accumulated impairment loss at September 30, 2017.
October 1, 2022. Goodwill in our Medical Devices reporting unit, included in our ComponentsIndustrial Systems segment, is net of a $38,200 accumulated impairment loss at September 30, 2017.October 1, 2022.
The components of intangible assets are as follows: | | | | | | | | | | | | | | | | | |
| | October 1, 2022 | October 2, 2021 |
| | Weighted-
Average
Life (years) | Gross Carrying
Amount | Accumulated
Amortization | Gross Carrying
Amount | Accumulated
Amortization |
| Customer-related | 11 | $ | 135,899 | | $ | (88,179) | | $ | 163,215 | | $ | (108,844) | |
| Technology-related | 9 | 69,856 | | (52,951) | | 82,716 | | (58,119) | |
| Program-related | 23 | 35,305 | | (18,817) | | 40,211 | | (19,707) | |
| Marketing-related | 8 | 21,925 | | (17,833) | | 28,590 | | (22,212) | |
| Other | 10 | 1,693 | | (1,488) | | 1,963 | | (1,718) | |
| Intangible assets | 12 | $ | 264,678 | | $ | (179,268) | | $ | 316,695 | | $ | (210,600) | |
|
| | | | | | | | | | | | | |
| | September 30, 2017 | October 1, 2016 |
| | Weighted-
Average
Life (years) | Gross Carrying
Amount | Accumulated
Amortization | Gross Carrying
Amount | Accumulated
Amortization |
| Customer-related | 11 | $ | 175,872 |
| $ | (128,019 | ) | $ | 165,445 |
| $ | (117,434 | ) |
| Technology-related | 9 | 71,924 |
| (55,069 | ) | 70,277 |
| (52,060 | ) |
| Program-related | 19 | 66,458 |
| (30,675 | ) | 64,774 |
| (26,018 | ) |
| Marketing-related | 9 | 26,552 |
| (19,251 | ) | 25,031 |
| (17,649 | ) |
| Other | 10 | 4,379 |
| (3,353 | ) | 4,269 |
| (3,075 | ) |
| Intangible assets | 12 | $ | 345,185 |
| $ | (236,367 | ) | $ | 329,796 |
| $ | (216,236 | ) |
Substantially allAll acquired intangible assets other than goodwill are being amortized. Customer-related intangible assets primarily consist of customer relationships. Technology-related intangible assets primarily consist of technology, patents, intellectual property and software. Program-related intangible assets consist of long-term programs represented by current contracts and probable follow on work. Marketing-related intangible assets primarily consist of trademarks, trade names and non-compete agreements.
In 2022, we recorded $2,125 in impairment charges on long-lived assets in our Industrial Systems segment. These charges relate to intangibles assets associated with a product line we are no longer pursuing. In 2021, we recorded $1,144 in impairment charges on long-lived assets in our Space and Defense Controls segment, relating to intangibles assets that experienced a decline in value. In 2020, we recorded a $8,723 write down of intangible assets in our Aircraft Controls and Industrial Systems segments based on expected cash flows over the remaining life of the assets in relation to the impairment charges associated with the COVID-19 pandemic. These charges are included in asset impairment in the Consolidated Statements of Earnings.
Amortization of acquired intangible assets was $18,518 in 2017, $21,058 in 2016 and $24,708 in 2015. is as follows: | | | | | | | | | | | |
| 2022 | 2021 | 2020 |
| Acquired intangible asset amortization | $ | 13,106 | | $ | 13,454 | | $ | 12,524 | |
Based on acquired intangible assets recorded at September 30, 2017,October 1, 2022, amortization is estimated to be approximately $18,300 in 2018, $17,200 in 2019, $14,900 in 2020, $9,400 in 2021 and $7,100 in 2022.approximately: | | | | | | | | | | | | | | | | | |
| 2023 | 2024 | 2025 | 2026 | 2027 |
| Estimated future amortization of acquired intangible assets | $ | 11,300 | | $ | 10,500 | | $ | 9,400 | | $ | 9,200 | | $ | 8,300 | |
Note 79 - Indebtedness
Short-term borrowings consist of: |
| | | | | | | | |
| | | September 30, 2017 | | October 1,
2016 |
| Lines of credit | | $ | 89 |
| | $ | 99 |
|
| Other short-term debt | | — |
| | 1,280 |
|
| Short-term borrowings | | $ | 89 |
| | $ | 1,379 |
|
We maintain short-term line of credit facilities with banks throughout the world that are principally demand lines subject to revision by the banks. Interest on outstanding lines of credit is 0.92% at September 30, 2017.
Long-term debt consists of: |
| | | | | | | | |
| | | September 30,
2017 | | October 1,
2016 |
| U.S. revolving credit facility | | $ | 540,110 |
| | $ | 590,000 |
|
| Senior notes | | 300,000 |
| | 300,000 |
|
| Securitization program | | 120,000 |
| | 120,000 |
|
| Obligations under capital leases | | 306 |
| | 471 |
|
| Senior debt | | 960,416 |
| | 1,010,471 |
|
| Less deferred debt issuance cost | | (3,468 | ) | | (5,457 | ) |
| Less current installments | | (295 | ) | | (167 | ) |
| Long-term debt | | $ | 956,653 |
| | $ | 1,004,847 |
|
| | | | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 | | |
| U.S. revolving credit facility | | $ | 321,300 | | | $ | 321,886 | | | |
| SECT revolving credit facility | | 20,000 | | | 7,000 | | | |
| Senior notes 4.25% | | 500,000 | | | 500,000 | | | |
| | | | | | |
| Securitization program | | — | | | 80,000 | | | |
| Other long-term debt | | 916 | | | 1,280 | | | |
| | | | | | |
| Senior debt | | 842,216 | | | 910,166 | | | |
| Less deferred debt issuance cost | | (4,428) | | | (6,446) | | | |
| Less current installments | | (916) | | | (80,365) | | | |
| Long-term debt | | $ | 836,872 | | | $ | 823,355 | | | |
Our U.S. revolving credit facility, which matures on June 28, 2021. Our U.S. revolving credit facilityOctober 15, 2024, has a capacity of $1,100,000 and provides an expansion option, which permits us to request an increase of up to $200,000$400,000 to the credit facility upon satisfaction of certain conditions. The credit facility is secured by substantially all of our U.S. assets. The loan agreement contains various covenants which, among others, specify interest coverage and maximum leverage and capital expenditures.leverage. We are in compliance with all covenants. The weighted-average interest rate on primarily allthe majority of the outstanding credit facility borrowings is 2.62%4.16% and is principally based on LIBOR plus the applicable margin, which was 1.38%1.50% at September 30, 2017.October 1, 2022. See Note 24 - Subsequent Events, for information related to the amended and restated U.S. revolving credit facility.
The SECT has a revolving credit facility with a borrowing capacity of $35,000, maturing on July 26, 2024. Interest is based on LIBOR plus an applicable margin of 2.13%. A commitment fee is also charged based on a percentage of the unused amounts available and is not material.
At September 30, 2017,October 1, 2022, we had $300,000$500,000 aggregate principal amount of 5.25%4.25% senior notes due December 1, 202215, 2027 with interest paid semiannually on June 115 and December 115 of each year.year, which commenced on June 15, 2020. The senior notes are unsecured obligations, guaranteed on a senior unsecured basis by certain subsidiaries and contain normal incurrence-based covenants and limitations such as the ability to incur additional indebtedness, pay dividends, make other restricted payments and investments, create liens and certain corporate acts such as mergers and consolidations. We are in compliance with all covenants. The aggregate net proceeds of $491,769 were used to repay indebtedness under our U.S. revolving credit facility, thereby increasing the unused portion of our U.S. revolving credit facility. The effective interest rate for these notes after considering the amortization of deferred debt issuance costs is 5.73%4.60%.
The Securitization Program, was extended on October 23, 2017 and now matures on October 23, 2019. The Securitization Program will now effectively increaseincreasing our borrowing capacity by up to $130,000.$80,000, was extended on October 29, 2021 and matured on December 29, 2021. Under the Securitization Program, we sellsold certain trade receivables and related rights to an affiliate, which in turn sellssold an undivided variable percentage ownership interest in the trade receivables to a financial institution, while maintaining a subordinated interest in a portion of the pool of trade receivables. Interest for the Securitization Program is 2.11% at September 30, 2017 and iswas based on 30-day LIBOR plus an applicable margin. A commitment fee iswas also charged based on a percentage of the unused amounts available and iswas not material. The agreement governing the Securitization Program containscontained restrictions and covenants which includeincluded limitations on the making of certain restricted payments, creation of certain liens, and certain corporate acts such as mergers, consolidations and sale of substantially all assets. The Securitization Program hashad a minimum borrowing requirement equal to the lesser of either 80% of our borrowing capacity or 100% of our borrowing base, which iswas a subset of the trade receivables sold under this agreement. AsSee Note 4 - Receivables, for information related to the amended and restated RPA, which replaced the Securitization Program.
Maturities of long-term debt are $295 in 2018, $11 in 2019, $120,000 in 2020, $540,110 in 2021, $0 in 2022 and $300,000 thereafter.are: | | | | | | | | | | | | | | | | | | | | |
| 2023 | 2024 | 2025 | 2026 | 2027 | Thereafter |
| Long-term debt maturities | $ | 916 | | $ | 20,000 | | $ | 321,300 | | $ | — | | $ | — | | $ | 500,000 | |
At September 30, 2017,October 1, 2022, we had pledged assets with a net book value of $1,569,527$1,485,188 as security for long-term debt.
At September 30, 2017,October 1, 2022, we had $547,746$787,530 of unused short and long-term borrowing capacity, including $535,182$762,313 from the U.S. revolving credit facility.
Commitment fees are charged on some of these arrangements and on the U.S. revolving credit facility based on a percentage of the unused amounts available and are not material.
Note 10 - Other Accrued Liabilities
Other accrued liabilities consists of:
| | | | | | | | | | | | | | |
| | October 1, 2022 | | October 2, 2021 |
| Employee benefits | | $ | 56,136 | | | $ | 54,146 | |
| Contract reserves | | 46,547 | | | 58,857 | |
| Warranty accrual | | 23,072 | | | 26,602 | |
| Accrued income taxes | | 17,776 | | | 12,908 | |
| Other | | 71,845 | | | 59,492 | |
| Other accrued liabilities | | $ | 215,376 | | | $ | 212,005 | |
Activity in the warranty accrual is summarized as follows: | | | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 | | |
| Warranty accrual at beginning of period | | $ | 26,602 | | | $ | 27,707 | | | $ | 28,061 | | | |
| Additions from acquisitions | | — | | | 990 | | | 767 | | | |
| Warranties issued during current period | | 9,227 | | | 13,937 | | | 14,820 | | | |
| Adjustments to pre-existing warranties | | (764) | | | (519) | | | (1,779) | | | |
| Reductions for settling warranties | | (10,366) | | | (15,630) | | | (14,656) | | | |
| Divestiture adjustment | | (618) | | | — | | | — | | | |
| Foreign currency translation | | (1,009) | | | 117 | | | 494 | | | |
| Warranty accrual at end of period | | $ | 23,072 | | | $ | 26,602 | | | $ | 27,707 | | | |
Note 811 - Derivative Financial Instruments
We principally use derivative financial instruments to manage interest rate risk associated with long-term debt and foreign exchange risk related to foreign operations and foreign currency transactions.transactions and interest rate risk associated with long-term debt. We enter into derivative financial instruments with a number of major financial institutions to minimize counterparty credit risk.
Derivatives designated as hedging instruments
We use foreign currency contracts as cash flow hedges to effectively fix the exchange rates on future payments and revenue. To mitigate exposure in movements between various currencies, including the Philippine peso and the British pound, we had outstanding foreign currency contracts with notional amounts of $31,740 at October 1, 2022. These contracts mature at various times through March 1, 2024.
We use forward currency contracts to hedge our net investment in certain foreign subsidiaries. As of October 1, 2022, we had no outstanding net investment hedges.
Interest rate swaps are used to adjust the proportion of total debt that is subject to variable and fixed interest rates. The interest rate swaps are designated as hedges of the amount of future cash flows related to interest payments on variable-rate debt that, in combination with the interest payments on the debt, convert a portion of the variable-rate debt to fixed-rate debt. At September 30, 2017,October 1, 2022, we had no outstanding interest rate swaps.
Foreign currency contracts, net investment hedges and interest rate swaps with notional amounts totaling $150,000. The interest rate swaps effectively convert this amount of variable-rate debt to fixed-rate debt at 2.62%, including the applicable margin of 1.38% as of September 30, 2017. The interest will revert back to variable rates based on LIBOR plus the applicable margin upon the maturity of the interest rate swaps. These interest rate swaps mature at various times through June 23, 2020.
We use foreign currency contracts as cash flow hedges to effectively fix the exchange rates on future payments and revenue. To mitigate exposure in movements between various currencies, including the Philippine peso and the British pound, we had outstanding foreign currency contracts with notional amounts of $48,955 at September 30, 2017. These contracts mature at various times through August 30, 2019.
These interest rate swaps and foreign currency contracts are recorded onin the consolidated balance sheetConsolidated Balance Sheets at fair value and the related gains or losses are deferred in shareholders’ equityShareholders’ Equity as a component of Accumulated Other Comprehensive Income (Loss) (AOCIL)("AOCIL"). These deferred gains and losses are reclassified into the consolidated statementsConsolidated Statements of earningsEarnings, as necessary, during the periods in which the related payments or receipts affect earnings. However, to the extent the foreign currency contracts and interest rate swaps and foreign currency contracts are not perfectly effective in offsetting the change in the value of the payments and revenue being hedged, the ineffective portion of these contracts is recognized in earnings immediately. Ineffectiveness was not material in 2017, 20162022, 2021 or 2015.2020.
Derivatives not designated as hedging instruments
We also have foreign currency exposure on balances, primarily intercompany, that are denominated in a foreign currency and are adjusted to current values using period-end exchange rates. The resulting gains or losses are recorded in the consolidated statementsConsolidated Statements of earnings.Earnings. To minimize foreign currency exposure, we have foreign currency contracts with notional amounts of $104,796$106,219 at September 30, 2017.October 1, 2022. The foreign currency contracts are recorded in the consolidated balance sheetsConsolidated Balance Sheets at fair value and resulting gains or losses are recorded in the consolidated statementsConsolidated Statements of earnings.Earnings. We recorded a net loss of $566 in 2017the following gains and a net loss of $6,089 in 2016losses on the foreign currency contracts. These lossescontracts which are included in other income or expense and generally offset the gains andor losses from the foreign currency adjustments on the intercompany balances that are also included in other income or expense.expense:
| | | | | | | | | | | | | | | | | | | | |
| Statements of Earnings location | 2022 | | 2021 | | 2020 |
| Net gain (loss) | | | | | | |
| Foreign currency contracts | Other | $ | (10,396) | | | $ | 648 | | | $ | 1,306 | |
Summary of derivatives
The fair value and classification of derivatives is summarized as follows: | | | | | | | | | | | | | | | | | |
| Balance Sheets location | | October 1, 2022 | | October 2, 2021 |
| Derivatives designated as hedging instruments: | | | | | |
| Foreign currency contracts | Other current assets | | $ | 562 | | | $ | 325 | |
| Foreign currency contracts | Other assets | | 165 | | | 104 | |
| | | | | |
| | | | | |
| | Total asset derivatives | | $ | 727 | | | $ | 429 | |
| Foreign currency contracts | Accrued liabilities and other | | $ | 3,877 | | | $ | 1,235 | |
| Foreign currency contracts | Other long-term liabilities | | 751 | | | 537 | |
| | | | | |
| | | | | |
| | Total liability derivatives | | $ | 4,628 | | | $ | 1,772 | |
| Derivatives not designated as hedging instruments: | | | | | |
| Foreign currency contracts | Other current assets | | $ | 679 | | | $ | 226 | |
| Foreign currency contracts | Accrued liabilities and other | | $ | 738 | | | $ | 480 | |
|
| | | | | | | | | |
| | | | September 30, 2017 | | October 1, 2016 |
| Derivatives designated as hedging instruments: | | | | | |
| Foreign currency contracts | Other current assets | | $ | 551 |
| | $ | 379 |
|
| Foreign currency contracts | Other assets | | 50 |
| | 56 |
|
| Interest rate swaps | Other current assets | | 552 |
| | 52 |
|
| Interest rate swaps | Other assets | | 314 |
| | 69 |
|
| | Total asset derivatives | | $ | 1,467 |
| | $ | 556 |
|
| Foreign currency contracts | Other accrued liabilities | | $ | 1,434 |
| | $ | 4,080 |
|
| Foreign currency contracts | Other long-term liabilities | | 244 |
| | 448 |
|
| Interest rate swaps | Other accrued liabilities | | 10 |
| | 201 |
|
| Interest rate swaps | Other long-term liabilities | | 15 |
| | — |
|
| | Total liability derivatives | | $ | 1,703 |
| | $ | 4,729 |
|
| Derivatives not designated as hedging instruments: | | | | | |
| Foreign currency contracts | Other current assets | | $ | 95 |
| | $ | 422 |
|
| Foreign currency contracts | Other accrued liabilities | | $ | 383 |
| | $ | 76 |
|
Note 912 - Fair Value
Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Depending on the nature of the asset or liability, various techniques and assumptions can be used to estimate fair value. The definition of the fair value hierarchy is as follows:
Level 1 – Quoted prices in active markets for identical assets and liabilities.
Level 2 – Observable inputs other than quoted prices in active markets for similar assets and liabilities.
Level 3 – Inputs for which significant valuation assumptions are unobservable in a market and therefore value is based on the best available data, some of which is internally developed and considers risk premiums that a market participant would require.
Our derivatives are valued using various pricing models or discounted cash flow analyses that incorporate observable market data, such as interest rate yield curves and currency rates, and are classified as Level 2 within the valuation hierarchy.
The following table presents the fair values and classification of our financial assets and liabilities measured on a recurring basis, all of which are classified as Level 2:2, except for the acquisition contingent consideration, which is classified as Level 3: | | | | | | | | | | | | | | | | | |
| Balance Sheets location | | October 1, 2022 | | October 2, 2021 |
| Foreign currency contracts | Other current assets | | $ | 1,241 | | | $ | 551 | |
| Foreign currency contracts | Other assets | | 165 | | | 104 | |
| | | | | |
| | | | | |
| Total assets | | $ | 1,406 | | | $ | 655 | |
| Foreign currency contracts | Accrued liabilities and other | | $ | 4,615 | | | $ | 1,715 | |
| Foreign currency contracts | Other long-term liabilities | | 751 | | | 537 | |
| | | | | |
| | | | | |
| | | | | |
| Acquisition contingent consideration | Other long-term liabilities | | 3,272 | | | — | |
| Total liabilities | | $ | 8,638 | | | $ | 2,252 | |
|
| | | | | | | | | |
| | Classification | | September 30, 2017 | | October 1, 2016 |
| Foreign currency contracts | Other current assets | | $ | 646 |
| | $ | 801 |
|
| Foreign currency contracts | Other assets | | 50 |
| | 56 |
|
| Interest rate swaps | Other current assets | | 552 |
| | 52 |
|
| Interest rate swaps | Other assets | | 314 |
| | 69 |
|
| | Total assets | | $ | 1,562 |
| | $ | 978 |
|
| Foreign currency contracts | Other accrued liabilities | | $ | 1,817 |
| | $ | 4,156 |
|
| Foreign currency contracts | Other long-term liabilities | | 244 |
| | 448 |
|
| Interest rate swaps | Other accrued liabilities | | 10 |
| | 201 |
|
| Interest rate swaps | Other long-term liabilities | | 15 |
| | — |
|
| | Total liabilities | | $ | 2,086 |
| | $ | 4,805 |
|
| | | | | | | | | | | | | | |
| | October 1, 2022 | | October 2, 2021 |
| Balance at beginning of period | | $ | — | | | $ | — | |
| Additions from acquisition | | 3,053 | | | — | |
| Increase in discounted future cash flows recorded as interest expense | | 219 | | | — | |
| | | | |
| | | | |
| Balance at end of period | | $ | 3,272 | | | $ | — | |
Our only financial instrument for which the carrying value differs from its fair value is long-term debt. At September 30, 2017,October 1, 2022, the fair value of long-term debt was $967,346$775,900 compared to its carrying value of $960,416.$842,216. The fair value of long-term debt is classified as Level 2 within the fair value hierarchy and was estimated based on quoted market prices.
Receivables, inventories, property, plant and equipment, ROU assets, and intangible assets have been measured at fair values on a nonrecurring basis using future discounted cash flows and other observable inputs (Level 3) and are not included in the fair value tables above. Impairment losses of $19,960, $1,500 and $37,839 in 2022, 2021 and 2020, respectively, are recorded as a result of these measurements and are described in Note 4 - Receivables, Note 5 - Inventories, Note 6 - Property, Plant and Equipment, Note 7 - Leases and Note 8 - Goodwill and Intangible Assets.
Note 1013 - Restructuring
In 2016,2022, we initiated restructuring actions in conjunction with exiting a product line withinrelation to portfolio shaping activities in our Space and Defense and Industrial Systems segments and for slower than expected commercial aircraft business recovery in our Aircraft Controls in the U.S. and a facility in the U.K. We also took actions as a result of the business outlook in specific markets and locations in Components and Industrial Systems. Thosesegment. These actions have resultedand will result in workforce reductions, principally in Canada,the U.S., China, Europe and the U.S. for ComponentsU.K.. The 2022 restructuring charge consists of non-cash charges related to an inventory write-down of $1,692 and primarily Europe for Industrial Systems.equipment of $538 as well as severance and other costs of $8,971.
In 2015,2020, we initiated additional restructuring plans as a result of ongoing reviews of our lines of business and operations. The restructuring actions takenin relation to impacts of the COVID-19 pandemic. The actions resulted in workforce reductions, primarily in the U.S.,Philippines, Europe and Asia.the U.S. We have recorded a total of $10,466 for severance.
The restructuring charge in 2016 consists of $9,117 for severance, $4,913 of non-cash charges for the impairment of long-lived assets in our Aircraft Controls segment and $1,363 for facility closure. The restructuring charge in 2015 principally relates to severance, but also includes $3,773 related to the termination of a sales and marketing contract and $472 for the impairment of long-lived assets in our Industrial Systems segment.
Restructuring activity for severance and other costs by segment and reconciliation to consolidated amounts is as follows: |
| | | | | | | | | | | | | | | | | | |
| | Aircraft Controls | Space and Defense Controls | Industrial Systems | Components | Corporate | Total |
| Balance at September 27, 2014 | $ | 5,439 |
| $ | 5,764 |
| $ | 186 |
| $ | — |
| $ | — |
| $ | 11,389 |
|
| Charged to expense - 2015 plan | 2,955 |
| 6,324 |
| 5,150 |
| 1,020 |
| — |
| 15,449 |
|
| Adjustments to provision | (407 | ) | (309 | ) | — |
| — |
| — |
| (716 | ) |
| Cash payments - 2013 plan | — |
| (490 | ) | — |
| — |
| — |
| (490 | ) |
| Cash payments - 2014 plan | (4,833 | ) | (3,822 | ) | (178 | ) | — |
| — |
| (8,833 | ) |
| Cash payments - 2015 plan | (80 | ) | (167 | ) | (679 | ) | (761 | ) | — |
| (1,687 | ) |
| Non-cash charges - 2015 plan | — |
| — |
| (472 | ) | — |
| — |
| (472 | ) |
| Foreign currency translation | (27 | ) | (63 | ) | (4 | ) | — |
| — |
| (94 | ) |
| Balance at October 3, 2015 | 3,047 |
| 7,237 |
| 4,003 |
| 259 |
| — |
| 14,546 |
|
| Charged to expense - 2016 plan | 7,317 |
| — |
| 4,824 |
| 1,525 |
| 1,727 |
| 15,393 |
|
| Adjustments to provision | (275 | ) | (328 | ) | (243 | ) | (5 | ) | — |
| (851 | ) |
| Cash payments - 2014 plan | (72 | ) | (776 | ) | — |
| — |
| — |
| (848 | ) |
| Cash payments - 2015 plan | (2,342 | ) | (5,455 | ) | (3,088 | ) | (234 | ) | — |
| (11,119 | ) |
| Cash payments - 2016 plan | (1,244 | ) | — |
| (2,015 | ) | (1,176 | ) | — |
| (4,435 | ) |
| Non-cash charges - 2016 plan | (4,913 | ) | — |
| — |
| — |
| — |
| (4,913 | ) |
| Foreign currency translation | (44 | ) | (13 | ) | 130 |
| — |
| — |
| 73 |
|
| Balance at October 1, 2016 | 1,474 |
| 665 |
| 3,611 |
| 369 |
| 1,727 |
| 7,846 |
|
| Adjustments to provision | (852 | ) | (72 | ) | (816 | ) | (3 | ) | — |
| (1,743 | ) |
| Cash payments - 2014 plan | (116 | ) | (417 | ) | — |
| — |
| — |
| (533 | ) |
| Cash payments - 2015 plan | (210 | ) | (176 | ) | (20 | ) | (20 | ) | — |
| (426 | ) |
| Cash payments - 2016 plan | (162 | ) | — |
| (2,822 | ) | (346 | ) | (689 | ) | (4,019 | ) |
| Foreign currency translation | (4 | ) | — |
| 47 |
| — |
| — |
| 43 |
|
| Balance at September 30, 2017 | $ | 130 |
| $ | — |
| $ | — |
| $ | — |
| $ | 1,038 |
| $ | 1,168 |
|
| | | | | | | | | | | | | | | |
| Aircraft Controls | Space and Defense Controls | Industrial Systems | | Total |
| Balance at September 28, 2019 | $ | — | | $ | 27 | | $ | 4,096 | | | $ | 4,123 | |
| Charged to expense - 2020 plan | 3,340 | | 185 | | 7,175 | | | 10,700 | |
| Non-cash charges - 2020 plan | (234) | | — | | — | | | (234) | |
| Adjustments to provision | — | | (1) | | (892) | | | (893) | |
| Cash payments - 2020 plan | (1,859) | | (185) | | (828) | | | (2,872) | |
| Cash payments - 2018 plan | — | | (26) | | (705) | | | (731) | |
| Foreign currency translation | — | | — | | 249 | | | 249 | |
| Balance at October 3, 2020 | 1,247 | | — | | 9,095 | | | 10,342 | |
| | | | | |
| | | | | |
| Adjustments to provision | (457) | | — | | (711) | | | (1,168) | |
| Cash payments - 2020 plan | (611) | | — | | (2,423) | | | (3,034) | |
| Cash payments - 2018 plan | — | | — | | (524) | | | (524) | |
| Foreign currency translation | — | | — | | 49 | | | 49 | |
| Balance at October 2, 2021 | 179 | | — | | 5,486 | | | 5,665 | |
| Charged to expense - 2022 plan | 3,996 | | 3,755 | | 3,450 | | | 11,201 | |
| Non-cash charges - 2022 plan | — | | (2,230) | | — | | | (2,230) | |
| | | | | |
| Cash payments - 2022 plan | (3,767) | | (1,297) | | (613) | | | (5,677) | |
| Cash payments - 2020 plan | (179) | | — | | (443) | | | (622) | |
| Cash payments - 2018 plan | — | | — | | (432) | | | (432) | |
| Foreign currency translation | — | | — | | (770) | | | (770) | |
| Balance at October 1, 2022 | $ | 229 | | $ | 228 | | $ | 6,678 | | | $ | 7,135 | |
As of September 30, 2017,October 1, 2022, the restructuring accrual consists of $1,168$2,919 for the 20162022 plan, $2,918 for the 2020 plan and $1,298 for the 2018 plan. Restructuring for all plans is expected to be paid by December 30, 2017,within a year, except portions classified as long-term liabilities based on payment arrangements.the nature of the reserve.
Note 1114 - Employee Benefit Plans
We maintain multiple employee benefit plans, covering employees at certain locations.
Our qualified U.S. defined benefit pension plan is not open to new entrants. New employees are not eligible to participate in the pension plan. Instead, we make contributions for those employees to an employee-directed investment fund in the Moog Inc. Retirement Savings Plan ("RSP"), which consists of two defined contribution options, the RSP and the RSP(+). Effective January 1, 2020, all employees hired prior to January 1, 2019 are eligible to either participate in the new RSP(+) or remain in the existing RSP. All employees hired after January 1, 2019 are automatically enrolled in the new RSP(+). The Company’s contributionscontributions to both the RSP and RSP(+) are based on a percentage of the employee’s eligible compensation and age. These contributionsage and are in addition to the employer match on voluntary employee contributions. The Company's contributions and the employer match were both enhanced under the new RSP(+).
The RSP and RSP(+) includes an Employee Stock Ownership Plan.employee stock ownership feature. As one of the investment alternatives, participants in the RSP and RSP(+) can acquire our stock at market value. We match 25% of the first 2% of eligible compensation contributed to any investment selection. Shares are allocated and compensation expense is recognized as the employer share match is earned. At September 30, 2017,October 1, 2022, the participants in the RSP and RSP(+) owned 1,575,3471,735,412 Class B shares.
Expense for all defined contribution plans consists of: | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| U.S. defined contribution plans | | $ | 43,550 | | | $ | 36,131 | | | $ | 27,698 | |
| Non-U.S. defined contribution plans | | 8,157 | | | 8,890 | | | 5,965 | |
| Total expense for defined contribution plans | | $ | 51,707 | | | $ | 45,021 | | | $ | 33,663 | |
As of January 1, 2021, one of our non-U.S. defined benefit plans was replaced by a defined contribution plan. The transaction eliminated balance sheet exposure for the plan, reducing the projected benefit obligation by $63,333, the fair value of plan assets by $57,643 and resulted in a curtailment gain of $5,830.
The changes in projected benefit obligations and plan assets and the funded status of the U.S. and non-U.S. defined benefit plans are as follows:
| | | | U.S. Plans | | Non-U.S. Plans | | U.S. Plans | | Non-U.S. Plans |
| | 2017 | | 2016 | | 2017 | | 2016 | | 2022 | | 2021 | | 2022 | | 2021 |
| Change in projected benefit obligation: | | | | | | | | Change in projected benefit obligation: | |
| Projected benefit obligation at prior year measurement date | $ | 979,055 |
| | $ | 850,991 |
| | $ | 219,308 |
| | $ | 180,111 |
| Projected benefit obligation at prior year measurement date | $ | 704,989 | | | $ | 688,689 | | | $ | 205,093 | | | $ | 264,419 | |
| Service cost | 24,115 |
| | 23,637 |
| | 6,105 |
| | 5,204 |
| Service cost | 19,827 | | | 22,488 | | | 4,248 | | | 5,290 | |
| Interest cost | 30,573 |
| | 37,659 |
| | 3,121 |
| | 4,928 |
| Interest cost | 18,246 | | | 17,103 | | | 2,413 | | | 2,277 | |
| Contributions by plan participants | — |
| | — |
| | 844 |
| | 863 |
| Contributions by plan participants | — | | | — | | | 184 | | | 380 | |
| Actuarial (gains) losses | (30,339 | ) | | 96,107 |
| | (18,881 | ) | | 38,265 |
| Actuarial (gains) losses | (198,538) | | | (13,815) | | | (48,255) | | | 2,224 | |
| Foreign currency exchange impact | — |
| | — |
| | 6,222 |
| | (4,063 | ) | Foreign currency exchange impact | — | | | — | | | (28,435) | | | 68 | |
| Benefits paid | (60,891 | ) | | (27,464 | ) | | (4,703 | ) | | (4,061 | ) | Benefits paid | (12,845) | | | (8,298) | | | (5,136) | | | (5,271) | |
| Curtailments | — |
| | — |
| | (262 | ) | | — |
| Curtailments | — | | | — | | | — | | | (5,690) | |
| Settlements | | Settlements | — | | | — | | | (2,312) | | | (58,604) | |
| Other | (747 | ) | | (1,875 | ) | | 2,720 |
| | (1,939 | ) | Other | (733) | | | (1,178) | | | (61) | | | — | |
| Projected benefit obligation at measurement date | $ | 941,766 |
| | $ | 979,055 |
| | $ | 214,474 |
| | $ | 219,308 |
| Projected benefit obligation at measurement date | $ | 530,946 | | | $ | 704,989 | | | $ | 127,739 | | | $ | 205,093 | |
| Change in plan assets: | | | | | | | | Change in plan assets: | |
| Fair value of assets at prior year measurement date | $ | 675,018 |
| | $ | 578,783 |
| | $ | 135,439 |
| | $ | 117,693 |
| Fair value of assets at prior year measurement date | $ | 640,513 | | | $ | 615,872 | | | $ | 127,766 | | | $ | 170,765 | |
| Actual return on plan assets | 79,419 |
| | 57,646 |
| | (214 | ) | | 19,926 |
| Actual return on plan assets | (186,536) | | | 28,718 | | | (17,686) | | | 11,552 | |
| Employer contributions | 63,597 |
| | 67,928 |
| | 7,655 |
| | 6,155 |
| Employer contributions | 5,324 | | | 5,399 | | | 8,210 | | | 8,119 | |
| Contributions by plan participants | — |
| | — |
| | 844 |
| | 863 |
| Contributions by plan participants | — | | | — | | | 184 | | | 380 | |
| Benefits paid | (60,891 | ) | | (27,464 | ) | | (4,703 | ) | | (4,061 | ) | Benefits paid | (12,845) | | | (8,298) | | | (5,136) | | | (5,271) | |
| Settlements | | Settlements | — | | | — | | | (2,312) | | | (58,604) | |
| Foreign currency exchange impact | — |
| | — |
| | 2,919 |
| | (3,801 | ) | Foreign currency exchange impact | — | | | — | | | (19,971) | | | 825 | |
| Other | (869 | ) | | (1,875 | ) | | (34 | ) | | (1,336 | ) | Other | (733) | | | (1,178) | | | (61) | | | — | |
| Fair value of assets at measurement date | $ | 756,274 |
| | $ | 675,018 |
| | $ | 141,906 |
| | $ | 135,439 |
| Fair value of assets at measurement date | $ | 445,723 | | | $ | 640,513 | | | $ | 90,994 | | | $ | 127,766 | |
| Funded status and amount recognized in assets and liabilities | $ | (185,492 | ) | | $ | (304,037 | ) | | $ | (72,568 | ) | | $ | (83,869 | ) | Funded status and amount recognized in assets and liabilities | $ | (85,223) | | | $ | (64,476) | | | $ | (36,745) | | | $ | (77,327) | |
| Amount recognized in assets and liabilities: | | | | | | | | Amount recognized in assets and liabilities: | |
| Other assets - non-current | $ | — |
| | $ | — |
| | $ | 1,672 |
| | $ | 108 |
| |
| Accrued and long-term pension liabilities | (185,492 | ) | | (304,037 | ) | | (74,240 | ) | | (83,977 | ) | |
| Long-term assets | | Long-term assets | $ | — | | | $ | 40,873 | | | $ | 10,672 | | | $ | 9,266 | |
| Current and long-term pension liabilities | | Current and long-term pension liabilities | (85,223) | | | (105,349) | | | (47,417) | | | (86,593) | |
| Amount recognized in assets and liabilities | $ | (185,492 | ) | | $ | (304,037 | ) | | $ | (72,568 | ) | | $ | (83,869 | ) | Amount recognized in assets and liabilities | $ | (85,223) | | | $ | (64,476) | | | $ | (36,745) | | | $ | (77,327) | |
| Amount recognized in AOCIL, before taxes: | | | | | | | | Amount recognized in AOCIL, before taxes: | |
| Prior service cost (credit) | $ | 507 |
| | $ | 694 |
| | $ | (83 | ) | | $ | (1,269 | ) | Prior service cost (credit) | $ | — | | | $ | — | | | $ | 724 | | | $ | 940 | |
| Actuarial losses | 360,391 |
| | 449,377 |
| | 40,075 |
| | 57,926 |
| Actuarial losses | 160,659 | | | 158,445 | | | 13,209 | | | 49,196 | |
| Amount recognized in AOCIL, before taxes | $ | 360,898 |
| | $ | 450,071 |
| | $ | 39,992 |
| | $ | 56,657 |
| Amount recognized in AOCIL, before taxes | $ | 160,659 | | | $ | 158,445 | | | $ | 13,933 | | | $ | 50,136 | |
U.S. plan assets included 1,001,034 shares of Class B common stock. Our funding policy is to contribute at least the amount required by law in the respective countries.
The total accumulated benefit obligation as of the measurement date for all defined benefit pension plans was $1,064,195$611,225 in 20172022 and $1,105,973$832,053 in 2016.2021. At the measurement date in 2017,2022, our plans had fair values of plan assets totaling $898,180.$536,717. The following table provides aggregate information for the otherpension plans, which have accumulated benefit obligations in excess of plan assets: | | | | | | | | | | | | | | |
| | October 1, 2022 | | October 2, 2021 |
| Accumulated benefit obligation | | $ | 130,315 | | | $ | 223,933 | |
| Fair value of plan assets | | 11,231 | | | 48,884 | |
The following table provides aggregate information for the pension plans, which have projected benefit obligations
or accumulated benefit obligations in excess of plan assets:
| | | | | September 30, 2017 | | October 1, 2016 | | October 1, 2022 | | October 2, 2021 |
| Projected benefit obligation | | $ | 1,047,605 |
| | $ | 1,128,524 |
| Projected benefit obligation | | $ | 615,339 | | | $ | 256,084 | |
| Accumulated benefit obligation | | 969,161 |
| | 1,045,034 |
| |
| Fair value of plan assets | | 793,167 |
| | 744,751 |
| Fair value of plan assets | | 482,700 | | | 64,143 | |
Weighted-average assumptions used to determine net periodic benefit cost and weighted-average assumptions used to determine benefit obligations as of the measurement dates and weighted-average assumptions used to determine net periodic benefit cost are as follows: |
| | | | | | | | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| | 2017 | | 2016 | | 2015 | | 2017 | | 2016 | | 2015 |
| Assumptions for net periodic benefit cost: | | | | | | | | | | | |
| Discount rate | n/a |
| | 4.5 | % | | 4.4 | % | | n/a |
| | 3.0 | % | | 3.1 | % |
| Service cost discount rate | 4.0 | % | | n/a |
| | n/a |
| | 2.0 | % | | n/a |
| | n/a |
|
| Interest cost discount rate | 3.2 | % | | n/a |
| | n/a |
| | 1.7 | % | | n/a |
| | n/a |
|
| Return on assets | 7.5 | % | | 7.7 | % | | 8.0 | % | | 3.6 | % | | 4.1 | % | | 4.5 | % |
| Rate of compensation increase | 3.5 | % | | 4.1 | % | | 4.1 | % | | 2.3 | % | | 2.6 | % | | 3.0 | % |
| Assumptions for benefit obligations: | | | | | | | | | | | |
| Discount rate | 4.0 | % | | 3.8 | % | | 4.5 | % | | 2.5 | % | | 1.9 | % | | 3.0 | % |
| Rate of compensation increase | 3.5 | % | | 3.5 | % | | 4.1 | % | | 2.5 | % | | 2.3 | % | | 3.0 | % |
Beginning in 2017, we changed the method used to estimate the service and interest cost components of net periodic pension cost. The new method uses the spot yield curve approach to estimate the service and interest costs by applying the specific spot rates along the yield curve used to determine the benefit obligation to the relevant projected cash outflows. Previously, these cost components were determined using a single-weighted average discount rate. This change does not affect the measurement of the projected benefit obligation.
We have made this change to provide a more precise measurement of service and interest costs by improving the correlation between projected benefit cash flows to the corresponding spot yield curve rates. We have accounted for this change as a change in accounting estimate and accordingly have accounted for it prospectively. The more granular application of the spot rates reduced the service and interest cost for the annual net periodic pension expense in 2017 by approximately $7,000. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| | 2022 | | 2021 | | 2020 | | 2022 | | 2021 | | 2020 |
| Assumptions for net periodic benefit cost: | | | | | | | | | | | |
| Service cost discount rate | 3.3 | % | | 3.1 | % | | 3.5 | % | | 2.0 | % | | 1.5 | % | | 1.6 | % |
| Interest cost discount rate | 2.7 | % | | 2.6 | % | | 2.9 | % | | 1.7 | % | | 1.2 | % | | 1.3 | % |
| Return on assets | 5.0 | % | | 5.0 | % | | 4.5 | % | | 2.9 | % | | 3.2 | % | | 2.7 | % |
| Rate of compensation increase | 3.5 | % | | 3.3 | % | | 2.9 | % | | 3.0 | % | | 2.6 | % | | 2.1 | % |
| Assumptions for benefit obligations: | | | | | | | | | | | |
| Discount rate | 5.5 | % | | 3.2 | % | | 3.0 | % | | 4.4 | % | | 1.8 | % | | 1.4 | % |
| Rate of compensation increase | 3.8 | % | | 3.5 | % | | 3.3 | % | | 3.1 | % | | 2.8 | % | | 2.2 | % |
Pension plan investment policies and strategies are developed on a plan specific basis, which varies by country. The overall objective for the long-term expected return on both domestic and international plan assets is to earn a rate of return over time to meet anticipated benefit payments in accordance with plan provisions. The long-term investment objective of both the domestic and international retirement plans is to maintain the economic value of plan assets and future contributions by producing positive rates of investment return after subtracting inflation, benefit payments and expenses. Each of the plan’s strategic asset allocations is based on this long-term perspective and short-term fluctuations are viewed with appropriate perspective.
The U.S. qualified defined benefit plan’s assets are invested for long-term investment results. To accommodate the long-term investment horizon while providing appropriate liquidity, the plan maintains a liquid cash reserve sufficient to allow the plan to meet its benefit payment, fee and expense obligations. Its assets are broadly diversified to help alleviate the risk of adverse returns in any one security or investment class. The international plans’ assets are invested in both low-risk and high-risk investments in order to achieve the long-term investment strategy objective. Investment risks for both domestic and international plans are considered within the context of the entire asset allocation, rather than on a security-by-security basis.
The U.S. qualified defined benefit plan and certain international plans have investment committees that are responsible for formulating investment policies, developing manager guidelines and objectives and approving and managing qualified advisors and investment managers. The guidelines established for each of the plans define permitted investments within each asset class and apply certain restrictions such as limits on concentrated holdings in order to meet overall investment objectives.
Pension obligations and the related costs are determined using actuarial valuations that involve several assumptions. The return on assets assumption reflects the average rate of return expected on funds invested or to be invested to provide for the benefits included in the projected benefit obligation. In determining the return on assets assumption, we consider the relative weighting of plan assets, the historical performance of total plan assets and individual asset classes and economic and other indicators of future performance. Asset management objectives include maintaining an adequate level of diversification to reduce interest rate and market risk and to provide adequate liquidity to meet immediate and future benefit payment requirements.
In determining our U.S. pension expense for 2017,2022, we assumed an average rate of return on U.S. pension assets of approximately 7.5%approximately 5.0% measured over a planning horizon with reasonable and acceptable levels of risk. The rate of return assumed an averagewas based on the actual asset allocation of 55%35% in equity securities and 45% in65% in fixed income securities.securities at October 2, 2021. In determining our non-U.S. pension expense for 2017,2022, we assumed an average rate of return on non-U.S. pension assets of approximately 3.6%2.9% measured over a planning horizon with reasonable and acceptable levels of risk. The rate of return assumed an average asset allocation of 30% in equity securities and 70% in fixed income securities.securities and other investments.
The weighted average asset allocations by asset category for the pension plans as of September 30, 2017October 1, 2022 and October 1, 20162, 2021 are as follows: |
| | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| | Target | | 2017
Actual | | 2016
Actual | | Target | | 2017
Actual | | 2016
Actual |
| Asset category: | | | | | | | | | | | |
| Equity | 50%-60% | | 57% | | 55% | | 20%-45% | | 32% | | 32% |
| Debt | 40%-50% | | 43% | | 36% | | 30%-45% | | 36% | | 36% |
| Real estate and other | —% | | —% | | 9% | | 25%-35% | | 32% | | 32% |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| | Target | | 2022
Actual | | 2021
Actual | | Target | | 2022
Actual | | 2021
Actual |
| Asset category: | | | | | | | | | | | |
| Equity | 30%-40% | | 30% | | 35% | | 20%-40% | | 26% | | 32% |
| Fixed Income | 60%-70% | | 70% | | 65% | | 50%-70% | | 65% | | 63% |
| Other | —% | | —% | | —% | | 5%-15% | | 9% | | 5% |
The valuation methodologies used for pension plan assets measured at fair value have been applied consistently.
Cash and cash equivalents: Direct cash holdings valued at cost, which approximates fair value.
Money market funds: Institutional short-term investment vehicles valued daily.
Shares of registered investment companies: Consists of both equity and fixed income mutual funds. Valued at quoted market prices that represent the net asset value ("NAV") of shares held by the plan at year end.
Fixed income securities: Valued using methods, such as dealer quotes, available trade information, spreads, bids and offers provided by a pricing vendor.
Equity securities: Traded on national exchanges are valued at the last reported sales price. Investments denominated in foreign currencies are translated into U.S. dollars using the last reported exchange rate.
EmployerFixed income securities: Valued using methods, such as dealer quotes, available trade information, spreads, bids and offers provided by a pricing vendor.
Money market funds: Institutional short-term investment vehicles valued daily.
Cash and cash equivalents: Direct cash holdings valued at cost (Level 1) or cash collateral for the closing price reportedinitial margin requirements on the New York Stock Exchange.
Interest in common collective trusts: The net asset value is used as a practical expedient to estimatefutures contracts (Level 2) which approximates fair value. This practical expedient would not be used if it
Collective investment trust: NAV of the fund is determined to be probable that the common collective trust will sellcalculated daily or weekly by the investment for an amount different frommanager.
Unit linked life insurance funds: NAV value of the reported NAV.fund is calculated daily by the investment manager.
Investment in insurance contracts: Valued at contract value, which is the fair value of the underlying investment of the insurance company.
Limited partnerships and hedge funds: Valued at net asset valueNAV of units held. The NAV is used as a practical expedient to estimate fair value. The NAV is based on the fair value of the underlying investments held by the fund less its liability. This practical expedient is not used when it is determined to be probable that the fund will sell the investment for an amount different from the reported NAV.
Securities or other assets for which market quotations are not readily available or for which market quotations do not represent the value at the time of pricing (including certain illiquid securities) are fair valued in accordance with procedures established under the supervision and responsibility of the Trustee of that investment. Such procedures may include the use of independent pricing services or affiliated advisor pricing, which use prices based upon yields or prices of securities of comparable quality, coupon, maturity and type, indications as to values from dealers, operating data and general market conditions.
The following tables present the consolidated plan assets using the fair value hierarchy, which is described in Note 912 - Fair Value, as of September 30, 2017October 1, 2022 and October 1, 2016.2, 2021.
| | | | | | | | | | | | | | | | | | | | | | | |
| U.S. Plans, October 1, 2022 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Shares of registered investment companies: | | | | | | | |
| Equity funds | $ | 116,598 | | | $ | — | | | $ | — | | | $ | 116,598 | |
| Fixed income funds | 180,291 | | | — | | | — | | | 180,291 | |
| | | | | | | |
| Money market funds | — | | | 7,144 | | | — | | | 7,144 | |
| Cash and cash equivalents | — | | | 5,790 | | | — | | | 5,790 | |
| | | | | | | |
| Total investments in fair value hierarchy | 296,889 | | | 12,934 | | | — | | | 309,823 | |
| Investments measured at NAV practical expedient (1) | | | | | | | 135,900 | |
| Total investments at fair value | $ | 296,889 | | | $ | 12,934 | | | $ | — | | | $ | 445,723 | |
| | | | | | | | | | | | | | | | | | | | | | | |
| Non-U.S. Plans, October 1, 2022 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Mutual funds: | | | | | | | |
| Equity funds | $ | — | | | $ | 5,091 | | | $ | — | | | $ | 5,091 | |
| Fixed income funds | — | | | 6,020 | | | — | | | 6,020 | |
| Equity securities | 5,739 | | | — | | | — | | | 5,739 | |
| Fixed income securities | — | | | 18,515 | | | — | | | 18,515 | |
| Collective investment trusts | — | | | 17,229 | | | — | | | 17,229 | |
| Unit linked life insurance funds | — | | | 35,089 | | | — | | | 35,089 | |
| Money market funds | — | | | 840 | | | — | | | 840 | |
| Cash and cash equivalents | 465 | | | — | | | — | | | 465 | |
| Insurance contracts and other | — | | | — | | | 2,006 | | | 2,006 | |
| | | | | | | |
| | | | | | | |
| Total investments at fair value | $ | 6,204 | | | $ | 82,784 | | | $ | 2,006 | | | $ | 90,994 | |
| | | | | | | | | | | | | | | | | | | | | | | |
| U.S. Plans, October 2, 2021 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Shares of registered investment companies: | | | | | | | |
| Equity funds | $ | 200,929 | | | $ | — | | | $ | — | | | $ | 200,929 | |
| Fixed income funds | 261,945 | | | — | | | — | | | 261,945 | |
| | | | | | | |
| Money market funds | — | | | 17,905 | | | — | | | 17,905 | |
| Cash and cash equivalents | — | | | 7,370 | | | — | | | 7,370 | |
| | | | | | | |
| Total investments in fair value hierarchy | 462,874 | | | 25,275 | | | — | | | 488,149 | |
| Investments measured at NAV practical expedient (1) | | | | | | | 152,364 | |
| Total investments at fair value | $ | 462,874 | | | $ | 25,275 | | | $ | — | | | $ | 640,513 | |
| | | | | | | | | | | | | | | | | | | | | | | |
| Non-U.S. Plans, October 2, 2021 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Mutual funds: | | | | | | | |
| Equity funds | $ | — | | | $ | 6,971 | | | $ | — | | | $ | 6,971 | |
| Fixed income funds | — | | | 8,152 | | | — | | | 8,152 | |
| Equity securities | 9,843 | | | — | | | — | | | 9,843 | |
| Fixed income securities | — | | | 18,594 | | | — | | | 18,594 | |
| Collective investment trusts | — | | | 21,681 | | | — | | | 21,681 | |
| Unit linked life insurance funds | — | | | 58,643 | | | — | | | 58,643 | |
| Money market funds | — | | | 542 | | | — | | | 542 | |
| Cash and cash equivalents | 349 | | | — | | | — | | | 349 | |
| Insurance contracts and other | — | | | — | | | 2,991 | | | 2,991 | |
| | | | | | | |
| | | | | | | |
| Total investments at fair value | $ | 10,192 | | | $ | 114,583 | | | $ | 2,991 | | | $ | 127,766 | |
|
| | | | | | | | | | | | | | | |
| U.S. Plans, September 30, 2017 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Shares of registered investment companies: | | | | | | | |
| Equity funds | $ | 302,652 |
| | $ | — |
| | $ | — |
| | $ | 302,652 |
|
| Fixed income funds | 323,008 |
| | — |
| | — |
| | 323,008 |
|
| Employer securities | 83,246 |
| | — |
| | — |
| | 83,246 |
|
| Money market funds | — |
| | 7,372 |
| | — |
| | 7,372 |
|
| Cash and cash equivalents | 1,260 |
| | — |
| | — |
| | 1,260 |
|
| Insurance contract | — |
| | — |
| | 464 |
| | 464 |
|
| Total investments in fair value hierarchy | 710,166 |
| | 7,372 |
| | 464 |
| | 718,002 |
|
Investments measured at NAV practical expedient (1) |
| |
| |
| | 38,272 |
|
| Total investments at fair value | $ | 710,166 |
| | $ | 7,372 |
| | $ | 464 |
| | $ | 756,274 |
|
|
| | | | | | | | | | | | | | | |
| Non-U.S. Plans, September 30, 2017 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Mutual funds: | | | | | | | |
| Equity funds | $ | — |
| | $ | 15,529 |
| | $ | — |
| | $ | 15,529 |
|
| Fixed income funds | — |
| | 16,440 |
| | — |
| | 16,440 |
|
| Equity securities | 8,080 |
| | — |
| | — |
| | 8,080 |
|
| Fixed income securities | — |
| | 14,488 |
| | — |
| | 14,488 |
|
| Unit linked life insurance funds | — |
| | 41,054 |
| | — |
| | 41,054 |
|
| Money market funds | — |
| | 814 |
| | — |
| | 814 |
|
| Cash and cash equivalents | 48 |
| | — |
| | — |
| | 48 |
|
| Insurance contracts and other | — |
| | 5,492 |
| | 39,961 |
| | 45,453 |
|
| Total investments in fair value hierarchy | 8,128 |
| | 93,817 |
| | 39,961 |
| | 141,906 |
|
Investments measured at NAV practical expedient (1) | | | | | | | — |
|
| Total investments at fair value | $ | 8,128 |
| | $ | 93,817 |
| | $ | 39,961 |
| | $ | 141,906 |
|
|
| | | | | | | | | | | | | | | |
| U.S. Plans, October 1, 2016 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Shares of registered investment companies: | | | | | | | |
| Equity funds | $ | — |
| | $ | 214,374 |
| | $ | — |
| | $ | 214,374 |
|
| Fixed income funds | — |
| | 45,709 |
| | — |
| | 45,709 |
|
| Fixed income securities | — |
| | 24,097 |
| | — |
| | 24,097 |
|
| Employer securities | 68,574 |
| | — |
| | — |
| | 68,574 |
|
| Money market funds | — |
| | 18,962 |
| | — |
| | 18,962 |
|
| Cash and cash equivalents | — |
| | — |
| | — |
| | — |
|
| Insurance contract | — |
| | — |
| | 589 |
| | 589 |
|
| Total investments in fair value hierarchy | 68,574 |
| | 303,142 |
| | 589 |
| | 372,305 |
|
Investments measured at NAV practical expedient (1) | | | | | | | 302,713 |
|
| Total investments at fair value | $ | 68,574 |
| | $ | 303,142 |
| | $ | 589 |
| | $ | 675,018 |
|
|
| | | | | | | | | | | | | | | |
| Non-U.S. Plans, October 1, 2016 | Level 1 | | Level 2 | | Level 3 | | Total |
| Investments at fair value: | | | | | | | |
| Mutual funds: | | | | | | | |
| Equity funds | $ | — |
| | $ | 15,698 |
| | $ | — |
| | $ | 15,698 |
|
| Fixed income funds | — |
| | 17,187 |
| | — |
| | 17,187 |
|
| Equity securities | 4,931 |
| | — |
| | — |
| | 4,931 |
|
| Fixed income securities | — |
| | 12,633 |
| | — |
| | 12,633 |
|
| Unit linked life insurance funds | — |
| | 36,889 |
| | — |
| | 36,889 |
|
| Money market funds | — |
| | 553 |
| | — |
| | 553 |
|
| Cash and cash equivalents | 73 |
| | — |
| | — |
| | 73 |
|
| Insurance contracts and other | — |
| | 4,861 |
| | 42,614 |
| | 47,475 |
|
| Total investments in fair value hierarchy | 5,004 |
| | 87,821 |
| | 42,614 |
| | 135,439 |
|
Investments measured at NAV practical expedient (1) | | | | | | | — |
|
| Total investments at fair value | $ | 5,004 |
| | $ | 87,821 |
| | $ | 42,614 |
| | $ | 135,439 |
|
(1) Per adoption of ASU 2015-07, certainCertain investments that are measured at fair value using the net asset valueNAV per share (or its equivalent) practical expedient have not been classified in the fair value hierarchy. Prior year amounts have been reclassified to conform to the current year presentation. The fair value amounts presented in this table are intended to permit reconciliation of the fair value hierarchy to the total retirement plan assets.
The following is a roll forward of the consolidated plan assets classified as Level 3 within the fair value hierarchy: | | | | | | | | | | | | |
| | | | Non-U.S. Plans | | |
| Balance at October 3, 2020 | | | | $ | 56,461 | | | |
| Return on assets | | | | 2,882 | | | |
| Purchases from contributions to Plans | | | | 1,914 | | | |
| | | | | | |
| Settlements paid in cash | | | | (59,180) | | | |
| Foreign currency translation | | | | 914 | | | |
| Balance at October 2, 2021 | | | | 2,991 | | | |
| Return on assets | | | | 36 | | | |
| Purchases from contributions to Plans | | | | 1,430 | | | |
| | | | | | |
| Settlements paid in cash | | | | (1,801) | | | |
| Foreign currency translation | | | | (650) | | | |
| Balance at October 1, 2022 | | | | $ | 2,006 | | | |
|
| | | | | | | | | | | | |
| | | U.S. Plans | | Non-U.S. Plans | | Total |
| Balance at October 3, 2015 | | $ | 866 |
| | $ | 28,936 |
| | $ | 29,802 |
|
| Return on assets | | 32 |
| | 11,723 |
| | 11,755 |
|
| Purchases from contributions to Plans | | — |
| | 3,472 |
| | 3,472 |
|
| Settlements paid in cash | | (309 | ) | | (2,231 | ) | | (2,540 | ) |
| Foreign currency translation | | — |
| | 714 |
| | 714 |
|
| Balance at October 1, 2016 | | 589 |
| | 42,614 |
| | 43,203 |
|
| Return on assets | | 23 |
| | (5,437 | ) | | (5,414 | ) |
| Purchases from contributions to Plans | | — |
| | 2,848 |
| | 2,848 |
|
| Settlements paid in cash | | (148 | ) | | (1,492 | ) | | (1,640 | ) |
| Foreign currency translation | | — |
| | 1,428 |
| | 1,428 |
|
| Balance at September 30, 2017 | | $ | 464 |
| | $ | 39,961 |
| | $ | 40,425 |
|
The following table summarizes investments measured at fair value based on net asset value (NAV)NAV per share as of September 30, 2017:October 1, 2022: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Fair Value | | | | | | |
| | October 1, 2022 | | October 2, 2021 | | Unfunded Commitments | | Redemption Frequency | | Redemption Notice Period |
| Collective investment trusts | | $ | 119,470 | | | $ | 128,941 | | | $ | — | | | Daily | | 5 days |
| Limited partnerships (1) | | 16,430 | | | 23,423 | | | 4,444 | | | Varies | | 10-45 days |
| | | | | | | | | | |
| Total | | $ | 135,900 | | | $ | 152,364 | | | $ | 4,444 | | | | | |
|
| | | | | | | | | | | | | | | | |
| | | Fair Value | | | | | | |
| | | September 30, 2017 | | October 1, 2016 | | Unfunded Commitments | | Redemption Frequency | | Redemption Notice Period |
Limited partnerships (1) | | $ | 35,821 |
| | $ | 44,003 |
| | $ | 5,738 |
| | Varies | | 10-45 days |
Hedge funds (2) | | 2,451 |
| | 21,678 |
| | — |
| | Quarterly | | 60 days |
| Interest in common collective trusts | | — |
| | 237,032 |
| | — |
| | Daily, Weekly | | 0-5 days |
| Total | | $ | 38,272 |
| | $ | 302,713 |
| | $ | 5,738 |
| | | | |
| |
(1)
| Investments in limited partnerships held by us invest primarily in emerging markets, equity and equity related securities. The strategy for the partnerships is to have exposure to certain markets or to securities that are judged to achieve superior earnings growth and/or judged undervalued relative to intrinsic value. |
| |
(2)
| Hedge fund which invests primarily in global equity long and short positions. The primary strategy for the hedge funds is to seek risk-adjusted returns with volatility lower than the broad equity markets primarily through long and short investment opportunities in the global markets. |
(1)Investments in limited partnerships held by us invest primarily in emerging markets, equity and equity related securities. The strategy for the partnerships is to have exposure to certain markets or to securities that are judged to achieve superior earnings growth and/or judged undervalued relative to intrinsic value.
The preceding methods may produce a fair value calculation that may not be indicative of net realizable value or reflective of future fair values. Furthermore, although we believe the valuation methods are appropriate and consistent with other market participants, the use of different methodologies or assumptions to determine the fair value of certain financial instruments could result in a different fair value measurement at the reporting date.
Pension expenseExpense for all defined benefit plans is as follows: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| 2022 | | 2021 | | 2020 | | 2022 | | 2021 | | 2020 |
| Service cost | $ | 19,827 | | | $ | 22,488 | | | $ | 23,033 | | | $ | 4,248 | | | $ | 5,290 | | | $ | 6,771 | |
| Interest cost | 18,246 | | | 17,103 | | | 30,597 | | | 2,413 | | | 2,277 | | | 2,785 | |
| Expected return on plan assets | (29,803) | | | (30,543) | | | (44,084) | | | (3,401) | | | (4,102) | | | (4,577) | |
| Amortization of prior service cost | — | | | — | | | 133 | | | 58 | | | 45 | | | (3) | |
| Amortization of actuarial loss | 15,586 | | | 13,721 | | | 25,316 | | | 3,877 | | | 5,568 | | | 4,943 | |
| Curtailment gain | — | | | — | | | — | | | — | | | (5,830) | | | 100 | |
| Settlement (gain) loss | — | | | — | | | 121,324 | | | 280 | | | (44) | | | 676 | |
| Total expense for defined benefit plans | $ | 23,856 | | | $ | 22,769 | | | $ | 156,319 | | | $ | 7,475 | | | $ | 3,204 | | | $ | 10,695 | |
On September 16, 2020, we entered into an agreement to purchase a single premium non-participating group annuity contract and transferred the future benefit obligations and annuity administration for certain retirees and beneficiaries in our qualified U.S defined benefit pension plan. This settlement resulted in a one-time settlement charge of $121,324.
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | U.S. Plans | | Non-U.S. Plans |
| | 2017 | | 2016 | | 2015 | | 2017 | | 2016 | | 2015 |
| Service cost | $ | 24,115 |
| | $ | 23,637 |
| | $ | 23,635 |
| | $ | 6,105 |
| | $ | 5,204 |
| | $ | 6,087 |
|
| Interest cost | 30,573 |
| | 37,659 |
| | 34,031 |
| | 3,121 |
| | 4,928 |
| | 4,814 |
|
| Expected return on plan assets | (54,510 | ) | | (50,383 | ) | | (47,136 | ) | | (4,643 | ) | | (4,862 | ) | | (5,166 | ) |
| Amortization of prior service cost (credit) | 187 |
| | 187 |
| | 149 |
| | (106 | ) | | (103 | ) | | (70 | ) |
| Amortization of actuarial loss | 33,738 |
| | 26,168 |
| | 22,355 |
| | 4,581 |
| | 2,600 |
| | 2,289 |
|
| Curtailment gain | — |
| | — |
| | — |
| | (147 | ) | | — |
| | — |
|
| Settlement loss | — |
| | 59 |
| | 54 |
| | — |
| | 131 |
| | 77 |
|
| Pension expense for defined benefit plans | $ | 34,103 |
| | $ | 37,327 |
| | $ | 33,088 |
| | $ | 8,911 |
| | $ | 7,898 |
| | $ | 8,031 |
|
The estimated net prior service cost and net actuarial loss that will be amortized from accumulated other comprehensive loss into net periodic benefit cost for pension plans in 2018 are $130 and $30,107, respectively.
Benefits expected to be paid to the participants of the plans are: |
| | | | | | | | |
| | | U.S. Plans | | Non-U.S. Plans |
| 2018 | | $ | 33,611 |
| | $ | 5,898 |
|
| 2019 | | 35,998 |
| | 6,599 |
|
| 2020 | | 38,990 |
| | 6,056 |
|
| 2021 | | 42,710 |
| | 6,668 |
|
| 2022 | | 45,937 |
| | 8,028 |
|
| Five years thereafter | | 277,764 |
| | 45,651 |
|
| | | | | | | | | | | | | | |
| | | U.S. Plans | | Non-U.S. Plans |
| 2023 | | $ | 16,407 | | | $ | 7,173 | |
| 2024 | | 20,225 | | | 5,888 | |
| 2025 | | 23,757 | | | 6,408 | |
| 2026 | | 27,184 | | | 7,371 | |
| 2027 | | 30,192 | | | 6,678 | |
| Five years thereafter | | 195,782 | | | 38,300 | |
We presently anticipate contributing approximately $64,400$5,200 to the U.S. plansSERP Trust for the non-qualified plan and $7,300$6,500 to the non-U.S. plans in 2018.2023.
Pension expense for the defined contribution plans consists of: |
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| U.S. defined contribution plans | | $ | 15,036 |
| | $ | 14,128 |
| | $ | 13,621 |
|
| Non-U.S. defined contribution plans | | 6,029 |
| | 6,029 |
| | 6,570 |
|
| Total pension expense for defined contribution plans | | $ | 21,065 |
| | $ | 20,157 |
| | $ | 20,191 |
|
We provide postretirement health care benefits to certain domestic retirees, who were hired prior to October 1, 1989. There are no plan assets. The changes in the accumulated benefit obligation of this unfunded plan for 20172022 and 20162021 are shown in the following table: | | | | | | | | | | | | | | |
| | October 1, 2022 | | October 2, 2021 |
| Change in Accumulated Postretirement Benefit Obligation (APBO): | | | | |
| APBO at prior year measurement date | | $ | 6,281 | | | $ | 9,274 | |
| Service cost | | 33 | | | 52 | |
| Interest cost | | 90 | | | 124 | |
| Contributions by plan participants | | 559 | | | 553 | |
| Benefits paid | | (478) | | | (464) | |
| Actuarial (gains) losses | | (2,811) | | | (3,258) | |
| | | | |
| APBO at measurement date | | $ | 3,674 | | | $ | 6,281 | |
| Funded status | | $ | (3,674) | | | $ | (6,281) | |
| Accrued postretirement benefit liability | | $ | 3,674 | | | $ | 6,281 | |
| Amount recognized in AOCIL, before taxes: | | | | |
| | | | |
| Actuarial gains | | 7,579 | | | 6,042 | |
| Amount recognized in AOCIL, before taxes | | $ | 7,579 | | | $ | 6,042 | |
|
| | | | | | | | |
| | | September 30, 2017 | | October 1, 2016 |
| Change in Accumulated Postretirement Benefit Obligation (APBO): | | | | |
| APBO at prior year measurement date | | $ | 12,825 |
| | $ | 12,532 |
|
| Service cost | | 118 |
| | 161 |
|
| Interest cost | | 288 |
| | 468 |
|
| Contributions by plan participants | | 1,699 |
| | 1,944 |
|
| Benefits paid | | (2,448 | ) | | (3,043 | ) |
| Actuarial (gains) losses | | (769 | ) | | 763 |
|
| Plan amendment | | (1,200 | ) | | — |
|
| APBO at measurement date | | $ | 10,513 |
| | $ | 12,825 |
|
| Funded status | | $ | (10,513 | ) | | $ | (12,825 | ) |
| Accrued postretirement benefit liability | | $ | 10,513 |
| | $ | 12,825 |
|
| Amount recognized in AOCIL, before taxes: | | | | |
| Prior service credit | | 1,200 |
| | — |
|
| Actuarial gains | | 4,178 |
| | 3,896 |
|
| Amount recognized in AOCIL, before taxes | | $ | 5,378 |
| | $ | 3,896 |
|
The cost of the postretirement benefit plan is as follows: | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Service cost | | $ | 33 | | | $ | 52 | | | $ | 55 | |
| Interest cost | | 90 | | | 124 | | | 211 | |
| | | | | | |
| Amortization of prior service credit | | — | | | — | | | (259) | |
| Amortization of actuarial gain | | (1,274) | | | (513) | | | (607) | |
| Net periodic postretirement benefit income | | $ | (1,151) | | | $ | (337) | | | $ | (600) | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Service cost | | $ | 118 |
| | $ | 161 |
| | $ | 226 |
|
| Interest cost | | 288 |
| | 468 |
| | 576 |
|
| Amortization of actuarial gain | | (487 | ) | | (572 | ) | | (106 | ) |
| Net periodic postretirement benefit cost | | $ | (81 | ) | | $ | 57 |
| | $ | 696 |
|
As of the measurement date, the assumed discount rate used in the accounting for the postretirement benefit obligation was 3.6%5.2% in 2017, 3.2%2022, 2.5% in 20162021 and 3.9%2.3% in 2015.2020. The assumed service cost discount rate and interest cost discount rate used in the accounting for the net periodic postretirement benefit cost were 3.4%2.7% and 1.5%, respectively in 2022, 2.5% and 1.4%, respectively in 2021 and 3.1% and 2.5%, respectively in 2017. The assumed discount rate used in the accounting for the net periodic postretirement benefit cost was 3.9% in 2016 and 4.5% in 2015.2020.
For measurement purposes, a 6.6%7.5% annual per capita rate of increase of medical and drug costs were assumed for 2018,2023, gradually decreasing to 4.5% for 20282035 and years thereafter. A one percentage point increase in this rate would increase our accumulated postretirement benefit obligation as of the measurement date in 2017 by $195, while a one percentage point decrease in this rate would decrease our accumulated postretirement benefit obligation by $185. There would be no material effect on the total service cost and interest cost components of the net periodic postretirement benefit cost given a one percentage point increase or decrease in this rate.
Employee and management profit sharing reflects a discretionary payment based on our financial performance. Profit share expense was $26,534, $16,656$32,993, $34,257 and $13,188$21,968 in 2017, 20162022, 2021 and 2015,2020, respectively.
Note 1215 - Income Taxes
The reconciliation of the provision for income taxes to the amount computed by applying the U.S. federal statutory tax rate to earnings before income taxes is as follows: | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Earnings before income taxes: | | | | | | |
| Domestic | | $ | 151,870 | | | $ | 141,665 | | | $ | 1,126 | |
| Foreign | | 51,109 | | | 62,109 | | | 4,291 | |
| | | | | | |
| Total | | $ | 202,979 | | | $ | 203,774 | | | $ | 5,417 | |
| Federal statutory income tax rate | | 21.0 | % | | 21.0 | % | | 21.0 | % |
| Increase (decrease) in income taxes resulting from: | | | | | | |
| Impacts of Tax Act | | (0.4) | % | | (1.2) | % | | (96.4) | % |
| Revaluation of deferred taxes | | — | % | | 1.6 | % | | (21.6) | % |
| Withholding taxes | | 0.6 | % | | 0.4 | % | | 27.5 | % |
| Reversal of indefinite reinvestment assertion | | — | % | | 0.2 | % | | (2.9) | % |
| R&D and foreign tax credits | | (5.4) | % | | (4.6) | % | | (102.8) | % |
| Divestiture impacts | | 2.3 | % | | — | % | | — | % |
| Foreign tax rates | | 4.5 | % | | 4.4 | % | | 76.0 | % |
| Equity-based compensation | | (0.2) | % | | (0.1) | % | | (6.5) | % |
| | | | | | |
| Change in valuation allowance for deferred taxes | | (2.3) | % | | (1.6) | % | | 21.1 | % |
| | | | | | |
| | | | | | |
| State taxes, net of federal benefit | | 1.9 | % | | 2.1 | % | | (1.9) | % |
| Other | | 1.6 | % | | 0.6 | % | | 16.6 | % |
| Effective income tax rate | | 23.6 | % | | 22.8 | % | | (69.9) | % |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Earnings before income taxes: | | | | | | |
| Domestic | | $ | 77,007 |
| | $ | 82,848 |
| | $ | 78,074 |
|
| Foreign | | 104,704 |
| | 90,012 |
| | 105,760 |
|
| Total | | $ | 181,711 |
| | $ | 172,860 |
| | $ | 183,834 |
|
| Federal statutory income tax rate | | 35.0 | % | | 35.0 | % | | 35.0 | % |
| Increase (decrease) in income taxes resulting from: | | | | | | |
| R&D and foreign tax credits | | (3.8 | )% | | (30.6 | )% | | (2.7 | )% |
| Divestiture impacts | | (3.2 | )% | | — | % | | — | % |
| Foreign tax rates | | (2.4 | )% | | (2.7 | )% | | (4.8 | )% |
| Equity-based compensation | | (1.2 | )% | | — | % | | — | % |
| Export and manufacturing incentives | | (0.9 | )% | | (1.0 | )% | | (0.7 | )% |
| Change in valuation allowance for deferred taxes | | (0.4 | )% | | 0.9 | % | | 1.1 | % |
| Change in enacted tax rates | | — | % | | (0.9 | )% | | (0.3 | )% |
| Repatriated earnings | | — | % | | 26.8 | % | | — | % |
| State taxes, net of federal benefit | | 0.4 | % | | 0.5 | % | | 0.8 | % |
| Other | | (0.8 | )% | | 0.5 | % | | (0.1 | )% |
| Effective income tax rate | | 22.7 | % | | 28.5 | % | | 28.3 | % |
At September 30, 2017, foreignOur accounting policy is to treat tax on the Global Intangible Low-Tax Income ("GILTI") as a current period cost included in tax expenses the year incurred. As such, we don't measure the impact of the GILTI in our determination of deferred taxes.In 2022, we recorded $443 of GILTI tax and received a benefit of $646 related to the Foreign-Derived Intangible Income deduction. In 2022, we also recorded a tax benefit carryforwardsfor provision to return adjustments of $4,871 primarily related to domestic research and development tax credits. In addition, we recorded a current year expense of $1,700 for a total $15,300. Domestic benefit carryforwards representing state tax losses total $15,856. We also have $3,388accrual of state tax credit carryforwards. Some of these tax benefit carryforwards do$9,283 for taxes on undistributed earnings not expireconsidered permanently reinvested.
During 2022, 2021 and can be used to reduce current taxes otherwise due on future earnings of those subsidiaries. The change in the valuation allowance relates to tax benefit carryforwards reflecting recent and projected financial performance, tax planning strategies and statutory tax carryforward periods.
During 2016,2020, we repatriated $90,937 of earningsavailable unremitted earnings from various foreign subsidiaries that were previously taxed under the Tax Act of $37,986, $41,987 and$23,001, respectively. We no longer indefinitely reinvest unremitted earnings and therefore we record a liability related to the tax expense was completely offsetremaining unremitted earnings generated by the foreign tax credits.
No provision has been made for U.S. federal or foreign taxes on that portion of certain foreign subsidiaries’ undistributed earnings ($923,602 at September 30, 2017) consideredsubsidiaries in the current year. We continue to be permanently reinvested. It is not practicableinvested in outside basis differences other than the unremitted earnings as we have no plans to determine the amount of tax that would be payable if these amounts were repatriated to the U.S.liquidate or sell those foreign subsidiaries.
The components of income taxes are as follows: | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Current: | | | | | | |
| Federal | | $ | 6,270 | | | $ | 9,907 | | | $ | 14,789 | |
| Foreign | | 26,730 | | | 23,801 | | | 18,997 | |
| State | | 3,063 | | | 4,684 | | | 3,271 | |
| Total current | | 36,063 | | | 38,392 | | | 37,057 | |
| Deferred: | | | | | | |
| Federal | | 8,076 | | | 4,625 | | | (35,603) | |
| Foreign | | 1,742 | | | 2,898 | | | (1,843) | |
| State | | 1,921 | | | 639 | | | (3,399) | |
| Total deferred | | 11,739 | | | 8,162 | | | (40,845) | |
| Income taxes (benefit) | | $ | 47,802 | | | $ | 46,554 | | | $ | (3,788) | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Current: | | | | | | |
| Federal | | $ | 6,259 |
| | $ | 12,812 |
| | $ | 12,065 |
|
| Foreign | | 24,162 |
| | 29,794 |
| | 25,844 |
|
| State | | 122 |
| | 2,373 |
| | 1,051 |
|
| Total current | | 30,543 |
| | 44,979 |
| | 38,960 |
|
| Deferred: | | | | | | |
| Federal | | 11,624 |
| | 10,078 |
| | 10,800 |
|
| Foreign | | (1,986 | ) | | (4,734 | ) | | 882 |
|
| State | | 1,120 |
| | (1,096 | ) | | 1,309 |
|
| Total deferred | | 10,758 |
| | 4,248 |
| | 12,991 |
|
| Income taxes | | $ | 41,301 |
| | $ | 49,227 |
| | $ | 51,951 |
|
Realization of deferred tax assets is dependent, in part, upon the generation of future taxable income during the periods in which those temporary differences become deductible. Management considers projected future taxable income, and tax planning strategies, carryback opportunities and reversal of existing deferred tax liabilities in making its assessment of the recoverability of deferred tax assets.
The tax effects of temporary differences that generated deferred tax assets and liabilities are as follows: |
| | | | | | | | |
| | | September 30,
2017 | | October 1,
2016 |
| Deferred tax assets: | | | | |
| Benefit accruals | | $ | 204,017 |
| | $ | 237,261 |
|
| Inventory reserves | | 33,879 |
| | 33,950 |
|
| Tax benefit carryforwards | | 9,598 |
| | 17,349 |
|
| Contract loss reserves not currently deductible | | 15,994 |
| | 10,931 |
|
| Other accrued expenses | | 17,689 |
| | 17,669 |
|
| Total gross deferred tax assets | | 281,177 |
| | 317,160 |
|
| Less valuation allowance | | (4,775 | ) | | (10,938 | ) |
| Total net deferred tax assets | | $ | 276,402 |
| | $ | 306,222 |
|
| Deferred tax liabilities: | | | | |
| Differences in bases and depreciation of property, plant and equipment | | $ | 169,562 |
| | $ | 163,977 |
|
| Pension | | 93,602 |
| | 77,471 |
|
| Total gross deferred tax liabilities | | 263,164 |
| | 241,448 |
|
| Net deferred tax assets | | $ | 13,238 |
| | $ | 64,774 |
|
| | | | | | | | | | | | | | |
| | October 1,
2022 | | October 2,
2021 |
| Deferred tax assets: | | | | |
| Benefit accruals | | $ | 65,863 | | | $ | 68,657 | |
| Inventory reserves | | 30,053 | | | 31,900 | |
| Tax benefit carryforwards | | 10,885 | | | 15,434 | |
| Contract reserves not currently deductible | | 10,447 | | | 13,294 | |
| Lease liability | | 18,473 | | | 16,997 | |
| Other accrued expenses | | 14,824 | | | 10,983 | |
| Total gross deferred tax assets | | 150,545 | | | 157,265 | |
| Less valuation allowance | | (8,650) | | | (13,896) | |
| Total net deferred tax assets | | $ | 141,895 | | | $ | 143,369 | |
| Deferred tax liabilities: | | | | |
| Differences in bases and depreciation of property, plant and equipment | | $ | 167,990 | | | $ | 164,591 | |
| Pension | | 28,802 | | | 25,661 | |
| | | | |
| | | | |
| | | | |
| Total gross deferred tax liabilities | | 196,792 | | | 190,252 | |
| Net deferred tax liabilities | | $ | (54,897) | | | $ | (46,883) | |
Deferred tax assets and liabilities are reported in separate captions on the consolidated balance sheets.Consolidated Balance Sheets.
At October 2, 2022, foreign tax loss carryforwards total $19,953 with expirations ranging from 2023 to indefinite life. We have $245and $5,988 of federal and state tax credit carryforward with expirations of 2031 and 2027 to indefinite life, respectively. The change in the valuation allowance primarily relates to tax benefit carryforwards that were utilized during 2022.
We record unrecognized tax benefits
which, if ultimately recognized, will reduceas liabilities and we adjust these liabilities when our
annual effective tax rate. A reconciliationjudgment changes as a result of the
total amountsevaluation of new information not previously available. Further, we record interest and penalties related to unrecognized tax benefits in income tax expense. We expensed interest and penalties of $43 related to $848 of unrecognized tax benefits
excluding interest and penalties, is as follows: |
| | | | | | | | |
| | September 30,
2017 | | October 1,
2016 |
| Balance at beginning of year | | $ | 498 |
| | $ | 1,184 |
|
| Reductions as a result of lapse of statute of limitations | | (498 | ) | | (686 | ) |
| Balance at end of year | | $ | — |
| | $ | 498 |
|
We are subject to income taxes in the U.S. and in various states and foreign jurisdictions. Tax regulations within each jurisdiction are subject to the interpretation of the related tax laws and regulations and require the application of significant judgment. With few exceptions, we are no longer subject to U.S. federal, state and local, or non-U.S. income tax examinations by tax authorities in significant jurisdictions for tax years before 2014.2020. The statute of limitations in several jurisdictions will expire in the next twelve months and we will have no unrecognized tax benefits recognized if the statute of limitations expires without the relevant taxing authority examining the applicable returns.
The Inflation Reduction Act ("the Act") was signed into law on August 16, 2022. We record interestevaluated the Act and penaltieshave determined the we do not expect it to have a material impact on our financial statements and related disclosures.
Note 16 - Earnings per Share
Basic and diluted weighted-average shares outstanding, as well as shares considered to unrecognized tax benefits in income tax expense. We had accrued interest and penalties of $567 and $469 at September 30, 2017 and October 1, 2016, respectively. We expensed interest of $106 and $276 for 2017 and 2016, respectively.be anti-dilutive, are as follows:
| | | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 | | |
| Basic weighted-average shares outstanding | | 31,977,482 | | | 32,112,589 | | | 33,257,684 | | | |
| Dilutive effect of equity-based awards | | 139,546 | | | 185,367 | | | 180,117 | | | |
| Diluted weighted-average shares outstanding | | 32,117,028 | | | 32,297,956 | | | 33,437,801 | | | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
| Anti-dilutive shares from equity-based awards | | 50,320 | | | 50,012 | | | 136,323 | |
Note 1317 - Shareholders’ Equity
Class A and Class B common stock share equally in our earnings and are identical with certain exceptions. Other than on matters relating to the election of directors or as required by law where the holders of Class A and Class B shares vote as separate classes, Class A shares have limited voting rights, with each share of Class A being entitled to one-tenth of a vote on most matters, and each share of Class B being entitled to one vote. Class A shareholders are entitled, subject to certain limitations, to elect at least 25% of the Board of Directors (rounded up to the nearest whole number) with Class B shareholders entitled to elect the balance of the directors. No cash dividend may be paid on Class B shares unless at least an equal cash dividend is paid on Class A shares. Class B shares are convertible at any time into Class A shares on a one-for-one basis at the option of the shareholder. The number of common shares issued reflects conversion of Class B to Class A of 37,485 in 2017, 28,183 in 2016 and 11,087 in 2015.
Class A shares and Class B shares reserved for issuance at September 30, 2017October 1, 2022 are as follows: |
| | | | |
| | Shares |
| Conversion of Class B to Class A shares | 7,575,4277,472,878 |
|
| Employee Stock Purchase Plan | 2,000,0001,466,247 |
|
| 2014 Long Term Incentive Plan | 1,992,4361,701,956 |
|
| 2008 Stock Appreciation Rights Plan | 1,376,3531,083,790 |
|
2003 Stock Option Plan | 24,682 |
|
| Class A and B shares reserved for issuance | 12,968,89811,724,871 |
|
We are authorized to issue up to 10,000,000 shares of preferred stock. The Board of Directors may authorize, without further shareholder action, the issuance of additional preferred stock which ranks senior to both classes of our common stock with respect to the payment of dividends and the distribution of assets on liquidation. The preferred stock, when issued, would have such designations relative to voting and conversion rights, preferences, privileges and limitations as determined by the Board of Directors.
We issue common stock under our equityequity-based compensation plans from treasury stock.stock or from stock held by the SECT. As of September 30, 2017,October 1, 2022, in addition to the shares reserved for issuance upon the exercise of outstanding equity awards, there were 1,568,220737,625 shares authorized for awards that may be granted in the future under the 2014 Long Term Incentive Plan, assuming performance-based awards currently outstanding are all settled at the targeted payout.
OurOn November 20, 2020, the Board of Directors has authorized a new share repurchase program to replace the previously existing share repurchase program. This program authorizes repurchases that has been amended from time to time to authorize additional repurchases. During 2017, we repurchased 2,190 shares of our Class B common stock for $147. During 2016, we repurchased 850,546 of ourincludes both Class A and Class B common stock, for $39,103.and allows us to buy up to an aggregate 3,000,000 common shares. Shares acquired by the SECT or the SERP Trust are not included in this program. During 2015,2022, we repurchased 4,795,568486,923 of our Class A and Class B common stock for $337,739.$35,626. During 2021, we repurchased 243,147 of our Class A and B common stock for $19,253. As of September 30, 2017,October 1, 2022, the total remaining authorization for future common share repurchases under our program is 3,349,8192,269,930 shares.
Previously, the Board of Directors authorized a share repurchase program that was amended from time to time to authorize additional repurchases. Shares acquired by the SECT or the SERP Trust are not included in this program. During 2021, we repurchased 155,963 of our Class A and Class B common stock for $10,193. During 2020, we repurchased 2,881,116 of our Class A and Class B common stock for $215,776. As of October 1, 2022, there are no shares remaining for future common share repurchases under this program.
Note 1418 - Equity-Based Compensation
We have equity-based compensation plans that authorize the issuance of equity-based awards for shares of Class A and Class B common stock to directors, officers and key employees. Equity-based compensation grants are designed to reward long-term contributions to Moog and provide incentives for recipients to remain with Moog.
On February 15, 2017, shareholders approved theWe have an Employee Stock Purchase Plan ("ESPP"). The ESPP that allows for qualified employees (as defined in the plan) to purchase our common stock at a discounted price. The maximum discounted purchase price of a share of our common stock is equal to 85% of the fair market value at the lower of the beginning or the end of the semi-annual offering period.
On January 7, 2015, shareholders approved theThe 2014 Long Term Incentive Plan ("2014 Plan"). The 2014 Plan authorizes the issuance of a total of 2,000,000 shares of either Class A or Class B common stock. The 2014 Plan is intended to provide a flexible framework that permits the development and implementation of a variety of stock-basedequity-based programs that base awards on key performance metrics as well as align our long term incentive compensation with our peers and shareholder interests.
During 2017,2022, we granted awards in the form of stock appreciations rights (SARs)("SARs"), performance-based restricted stock units (PSUs)("PSUs"), time vested restricted stock units ("TVAs") and restricted stock awards (RSAs)("RSAs"). The compensation cost for employee and non-employee director share-basedequity-based compensation programs for all current and prior year awards granted are as follows:
| | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Stock appreciation rights | | $ | 2,370 | | | $ | 2,345 | | | $ | 2,643 | |
| Performance-based restricted stock units | | 1,718 | | | 1,151 | | | 221 | |
| Time vested restricted stock units | | 1,423 | | | 602 | | | — | |
| Restricted stock awards | | 850 | | | 730 | | | 680 | |
| Employee stock purchase plan | | 2,521 | | | 2,633 | | | 2,117 | |
| | | | | | |
| Total compensation cost before income taxes | | $ | 8,882 | | | $ | 7,461 | | | $ | 5,661 | |
| Income tax benefit | | $ | 970 | | | $ | 893 | | | $ | 677 | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Stock appreciation rights | | $ | 3,045 |
| | $ | 2,482 |
| | $ | 4,955 |
|
| Performance-based restricted stock units | | 978 |
| | 755 |
| | — |
|
| Restricted stock awards | | 480 |
| | — |
| | — |
|
| Employee stock purchase plan | | 74 |
| | — |
| | — |
|
| Stock options | | 5 |
| | 34 |
| | 119 |
|
| Total compensation cost before income taxes | | $ | 4,582 |
| | $ | 3,271 |
| | $ | 5,074 |
|
| Income tax benefit | | $ | 1,567 |
| | $ | 1,184 |
| | $ | 1,913 |
|
In 2017 we adopted ASU no. 2016-09, “Improvements to Employee Share-Based Payment Accounting”, and as a result we derive a tax deduction measured by the excess of the market value over the grant price on the date stock-based awards are exercised. The tax benefit from award exercises was $2,222 for 2017 and was recognized as a discrete tax benefit through a reduction of income tax expense. Previously these benefits were recognized as additional paid-in capital and are included in the consolidated statements of cash flows as a financing activity.
Stock Appreciation Rights and Stock Options
The fair value of SARs granted was estimated on the date of grant using the Black-Scholes option-pricing model. The following table provides the range of assumptions used to value awards and the weighted-average fair value of the awards granted. |
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Expected volatility | | 27% - 29% |
| | 24% - 29% |
| | 24% - 38% |
|
| Risk-free rate | | 1.7% - 1.8% |
| | 1.4% - 1.8% |
| | .9% - 1.9% |
|
| Expected dividends | | — | % | | — | % | | — | % |
| Expected term | | 5-6 years |
| | 4-6 years |
| | 3-7 years |
|
| Weighted-average fair value of awards granted | | $ | 21.20 |
| | $ | 18.24 |
| | $ | 28.71 |
|
| | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Expected volatility | | 39% - 40% | | 38% - 41% | | 27% - 28% |
| Risk-free rate | | 1.3 | % | | 0.4% - 0.5% | | 1.7% - 1.8% |
| Expected dividends | | 1.2 | % | | 1.4 | % | | 1.2 | % |
| Expected term | | 5-6 years | | 5-6 years | | 5-6 years |
| Weighted-average fair value of awards granted | | $ | 27.86 | | | $ | 23.11 | | | $ | 21.45 | |
To determine expected volatility, we generally use historical volatility based on daily closing prices of our Class A and Class B common stock over periods that correlate with the expected terms of the awards granted. The risk-free rate is based on the United States Treasury yield curve at the time of grant for the appropriate expected term of the awards granted. Expected dividends are based on our history and expectation of dividend payouts. The expected term of equity-based awards is based on vesting schedules, expected exercise patterns and contractual terms.
The number of shares received upon the exercise of a SAR is equal in value to the difference between the fair market value of the common stock on the exercise date and the exercise price of the SAR. The term of a SAR may not exceed ten years from the grant date. Options outstanding as of September 30, 2017 consisted of both incentive options and non-qualified options. Options become exercisable over periods not exceeding ten years. The exercise price of SARs and options, determined by a committee of the Board of Directors, may not be less than the fair value of the common stock on the grant date.
SARs and options are as follows: | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Stock Appreciation Rights | | Number of Awards | | Weighted-
Average
Exercise Price | | Weighted-
Average
Remaining Contractual Life | | Aggregate
Intrinsic
Value |
| Outstanding at October 2, 2021 | | 883,423 | | | $ | 69.37 | | | | | |
| Granted in 2022 | | 91,788 | | | 83.00 | | | | | |
| Exercised in 2022 | | (108,390) | | | 46.72 | | | | | |
| Expired in 2022 | | (6,963) | | | 70.15 | | | | | |
| Forfeited in 2022 | | (1,355) | | | 80.43 | | | | | |
| Outstanding at October 1, 2022 | | 858,503 | | | $ | 73.67 | | | 5.1 years | | $ | 3,085,580 | |
| Exercisable at October 1, 2022 | | 666,816 | | | $ | 71.65 | | | 4.2 years | | $ | 3,085,580 | |
|
| | | | | | | | | | | | | |
| Stock Appreciation Rights | | Number of Awards | | Weighted-
Average
Exercise Price | | Weighted-
Average
Remaining Contractual Life | | Aggregate
Intrinsic
Value |
| Outstanding at October 1, 2016 | | 1,467,219 |
| | $ | 47.97 |
| | | | |
| Granted in 2017 | | 176,000 |
| | 71.65 |
| | | | |
| Exercised in 2017 | | (463,926 | ) | | 41.36 |
| | | | |
| Expired in 2017 | | (6,002 | ) | | 74.38 |
| | | | |
| Forfeited in 2017 | | (4,999 | ) | | 70.94 |
| |
| |
|
|
| Outstanding at September 30, 2017 | | 1,168,292 |
| | $ | 53.93 |
| | 5.6 years | | $ | 34,381 |
|
| Exercisable at September 30, 2017 | | 863,358 |
| | $ | 48.34 |
| | 4.6 years | | $ | 30,280 |
|
|
| | | | | | | | | | | | | |
| Stock Options | | | | | | | | |
| Outstanding at October 1, 2016 | | 118,098 |
| | $ | 41.02 |
| | | | |
| Exercised in 2017 | | (93,416 | ) | | 40.64 |
| | | | |
| Outstanding at September 30, 2017 | | 24,682 |
| | $ | 42.45 |
| | 0.2 years | | $ | 1,011 |
|
| Exercisable at September 30, 2017 | | 21,788 |
| | $ | 42.45 |
| | 0.2 years | | $ | 893 |
|
The aggregate intrinsic value in the preceding tables represents the total pre-tax intrinsic value, based on our closing price of Class A common stock of $83.43$70.35 and Class B common stock of $83.16$71.40 as of September 30, 2017.October 1, 2022. That value would have been effectively received by the option and SAR holders had all option and SAR holdersSARs been exercised their options and SARs as of that date.
The intrinsic value of awards exercised and fair value of awards vested are as follows: | | | | | | | | | | | | | | | | | | | | |
| Stock Appreciation Rights | | 2022 | | 2021 | | 2020 |
| Intrinsic value of SARs exercised | | $ | 3,777 | | | $ | 3,833 | | | $ | 2,665 | |
| Total fair value of SARs vested | | $ | 2,346 | | | $ | 2,558 | | | $ | 2,825 | |
| | | | | | |
| | | | | | |
| | | | | | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Stock Appreciation Rights | | | | | | |
| Intrinsic value of SARs exercised | | $ | 13,363 |
| | $ | 865 |
| | $ | 14,566 |
|
| Total fair value of SARs vested | | $ | 4,044 |
| | $ | 5,876 |
| | $ | 5,424 |
|
| Stock Options | | | | | | |
| Intrinsic value of options exercised | | $ | 2,835 |
| | $ | 4,100 |
| | $ | 14,205 |
|
| Total fair value of options vested | | $ | 66 |
| | $ | 947 |
| | $ | 981 |
|
As of September 30, 2017,October 1, 2022, total unvested compensation expense associated with SARs amounted to $2,964$2,663 and will be recognized over a weighted-average period of two years.years.
Performance-Based Restricted Stock Units
Performance-Based Awards
PSU awards consist of shares of our stock which are payable upon the determination that we achieve certain established performance targets and can range from 0% to 200% of the targeted payout based on the actual results. PSU's granted in 20172022 have a performance period of three years. The fair value of each PSU granted is equal to the fair market value of our common stock on the date of grant. PSUs granted generally have a three year period cliff vesting schedule;schedule of three years; however, according to the grant agreements, if certain conditions are met, the employee (or beneficiary) will receive a prorated amount of the award based on active employment during the service period.
PSUs are as follows: | | | | | | | | | | | | | | |
| Performance-Based Restricted Stock Units | | Number of Awards | | Weighted-
Average
Grant Date Fair Value |
| Nonvested at October 2, 2021 | | 59,505 | | | $ | 80.12 | |
| Granted in 2022 | | 30,836 | | | 83.00 | |
| Vested in 2022 | | (31,404) | | | 85.95 | |
| Forfeited in 2022 | | (493) | | | 79.67 | |
| | | | |
| Nonvested at October 1, 2022 | | 58,444 | | | $ | 78.41 | |
As of October 1, 2022, total unvested compensation expense associated with nonvested PSUs amounted to $2,469 and will be recognized over a weighted-average period of two years.
The number of Class B shares to be issued for PSU awards granted in 2020 that vested based on the achievement of performance targets in 2022, will be approximately 14,500 shares.
|
| | | | | | | |
| Performance-Based Restricted Stock Units | | Number of Awards | | Weighted-
Average
Grant Date Fair Value |
| Nonvested at October 1, 2016 | | 38,050 |
| | $ | 64.95 |
|
| Granted in 2017 | | 40,700 |
| | 71.65 |
|
| Forfeited in 2017 | | (6,000 | ) | | 68.63 |
|
| Nonvested at September 30, 2017 | | 72,750 |
| | $ | 68.39 |
|
TVAs consist of shares of our stock which are payable over a vesting schedule determined at the time the award is granted. TVAs vest in equal fixed dollar tranches over the agreed upon vesting term beginning one year after the date of the grant and will settle using the fair market value of shares on the date of vesting of the tranche. Although it is our intention to settle vested amount in shares, we reserve the right to settle in cash at our discretion.
TVAs are as follows:
| | | | | | | | | | | | | | |
| Time Vested Restricted Stock Units | | Number of Awards | | Weighted-
Average
Fair Value |
| Nonvested at October 2, 2021 | | 26,702 | | | $ | 77.18 | |
| Granted in 2022 | | 30,803 | | | 83.00 | |
| Vested in 2022 | | (8,305) | | | 83.00 | |
| Forfeited in 2022 | | (458) | | | 76.38 | |
| Period increase (decrease) in 2022 | | 5,817 | | | n/a |
| Nonvested at October 1, 2022 | | 54,559 | | | $ | 71.40 | |
As of September 30, 2017,October 1, 2022, total unvested compensation expense associated with nonvested PSUsTVAs amounted to $2,348$2,558 and will be recognized over a weighted-average period of two years.
The number of Class B shares to be issued for TVAs that are expected to vest in 2023 from time based service conditions is approximately 21,400 shares, based on our closing price of Class B common stock of $71.40 as of October 1, 2022.
Restricted Stock Awards
The fair value of each RSA granted is equal to the fair market value of our common stock on the date of grant. These shares vest and are vestedissued upon grant. There were 6,69618,594 RSAs granted and vested in 20172022 at a weighted-average price of $71.65. As of September 30, 2017, theof $82.79 resulting in a fair value of the RSAs vested is $480.of $1,539.
Employee Stock Purchase Plan Shares and the weighted-average price per share associated with the ESPP are as follows:
| | | | | | | | | | | | | | | | | | | | |
| Employee Stock Purchase Plan | | 2022 | | 2021 | | 2020 |
| Shares issued | | 139,121 | | | 141,647 | | | 119,470 | |
| Weighted-average price per share | | $ | 67.91 | | | $ | 58.52 | | | $ | 58.71 | |
Note 1519 - Stock Employee Compensation Trust and Supplemental Retirement Plan Trust
The Stock Employee Compensation Trust (SECT)SECT assists in administering and provides funding for equity-based compensation plans and benefit programs, including the Moog Inc. Retirement Savings Plan (RSP).RSP, RSP(+) and ESPP. The Supplemental Retirement Plan (SERP)SERP Trust provides funding for benefits under the SERP provisions of the Moog Inc. SERP.Plan to Equalize Retirement Income and Supplemental Retirement Income. Both the SECT and the SERP TrustsTrust hold shares as investments. The shares in the SECT and SERP TrustsTrust are not considered outstanding for purposes of calculating earnings per share. However, in accordance with the trust agreements governing the SECT and SERP Trusts,Trust, the trustees vote all shares held by the SECT and SERP TrustsTrust on all matters submitted to shareholders.
Note 1620 - Accumulated Other Comprehensive Income (Loss)
The changes in AOCIL, net of tax, by component are as follows: | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Accumulated foreign currency translation | | Accumulated retirement liability | | Accumulated gain (loss) on derivatives | | Total |
| AOCIL at October 3, 2020 | | $ | (102,994) | | | $ | (183,653) | | | $ | 1,194 | | | $ | (285,453) | |
| OCI before reclassifications | | 12,559 | | | 21,958 | | | (1,277) | | | 33,240 | |
| Amounts reclassified from AOCIL | | (2,554) | | | 8,485 | | | (1,278) | | | 4,653 | |
| OCI, net of tax | | 10,005 | | | 30,443 | | | (2,555) | | | 37,893 | |
| AOCIL at October 2, 2021 | | (92,989) | | | (153,210) | | | (1,361) | | | (247,560) | |
| OCI before reclassifications | | (101,906) | | | 13,845 | | | (4,031) | | | (92,092) | |
| Amounts reclassified from AOCIL | | 12,871 | | | 14,134 | | | 1,605 | | | 28,610 | |
| OCI, net of tax | | (89,035) | | | 27,979 | | | (2,426) | | | (63,482) | |
| AOCIL at October 1, 2022 | | $ | (182,024) | | | $ | (125,231) | | | $ | (3,787) | | | $ | (311,042) | |
|
| | | | | | | | | | | | | | | | |
| | | Accumulated foreign currency translation | | Accumulated retirement liability | | Accumulated gain (loss) on derivatives | | Total |
| AOCIL at October 3, 2015 | | $ | (72,788 | ) | | $ | (266,910 | ) | | $ | (2,037 | ) | | $ | (341,735 | ) |
| Other comprehensive income (loss) before reclassifications | | (37,838 | ) | | (72,094 | ) | | (4,227 | ) | | (114,159 | ) |
| Amounts reclassified from AOCIL | | — |
| | 17,910 |
| | 2,923 |
| | 20,833 |
|
| Other comprehensive income (loss) | | (37,838 | ) | | (54,184 | ) | | (1,304 | ) | | (93,326 | ) |
| AOCIL at October 1, 2016 | | (110,626 | ) | | (321,094 | ) | | (3,341 | ) | | (435,061 | ) |
| Other comprehensive income (loss) before reclassifications | | 28,301 |
| | 45,222 |
| | (1,078 | ) | | 72,445 |
|
| Amounts reclassified from AOCIL | | (841 | ) | | 24,007 |
| | 3,959 |
| | 27,125 |
|
| Other comprehensive income (loss) | | 27,460 |
| | 69,229 |
| | 2,881 |
| | 99,570 |
|
| AOCIL at September 30, 2017 | | $ | (83,166 | ) | | $ | (251,865 | ) | | $ | (460 | ) | | $ | (335,491 | ) |
The amounts reclassified from AOCIL into earnings are as follows: | | | | | | | | | | | | | | | | | | | | |
| | Statements of Earnings location | | 2022 | | 2021 |
| Retirement liability: | | | | | | |
| Prior service cost | | | | $ | 58 | | | $ | 45 | |
| | | | | | |
| Actuarial losses | | | | 18,189 | | | 18,776 | |
| Curtailment gain | | | | — | | | (5,830) | |
| Settlement (gain) loss | | | | 280 | | | (44) | |
| Reclassification from AOCIL into earnings | | 18,527 | | | 12,947 | |
| Tax effect | | | | (4,393) | | | (4,462) | |
| Net reclassification from AOCIL into earnings | | $ | 14,134 | | | $ | 8,485 | |
| Derivatives: | | | | | | |
| Foreign currency contracts | | Sales | | $ | 996 | | | $ | (130) | |
| Foreign currency contracts | | Cost of sales | | 1,044 | | | (1,535) | |
| | | | | | |
| Reclassification from AOCIL into earnings | | 2,040 | | | (1,665) | |
| Tax effect | | | | (435) | | | 387 | |
| Net reclassification from AOCIL into earnings | | $ | 1,605 | | | $ | (1,278) | |
|
| | | | | | | | | | |
| | | Statement of earnings classification | | 2017 | | 2016 |
| Retirement liability: | | | | | | |
| Prior service cost | | | | $ | 81 |
| | $ | 108 |
|
| Actuarial losses | | | | 37,831 |
| | 28,196 |
|
| Curtailment | | | | (150 | ) | | — |
|
Reclassification from AOCIL into earnings (1) | | 37,762 |
| | 28,304 |
|
| Tax effect | | | | (13,755 | ) | | (10,394 | ) |
| Net reclassification from AOCIL into earnings | | $ | 24,007 |
| | $ | 17,910 |
|
| Derivatives: | | | | | | |
| Foreign currency contracts | | Sales | | $ | 3,190 |
| | $ | 1,287 |
|
| Foreign currency contracts | | Cost of sales | | 2,032 |
| | 1,598 |
|
| Interest rate swaps | | Interest | | 204 |
| | 771 |
|
| Reclassification from AOCIL into earnings | | 5,426 |
| | 3,656 |
|
| Tax effect | | | | (1,467 | ) | | (733 | ) |
| Net reclassification from AOCIL into earnings | | $ | 3,959 |
| | $ | 2,923 |
|
(1) The reclassificationsReclassification from AOCIL into earnings for the Retirement liability are included in the computation of periodicnon-service pension cost and postretirement benefit cost.expense, which is included in Other on the Consolidated Statements of Earnings.
The effective portion of amounts deferred in AOCIL are as follows: | | | | | | | | | | | | | | | | | | | | | |
| | | 2022 | | 2021 | | | | |
| Retirement liability: | | | | | | | | | |
| Net actuarial gain during period | | | $ | 15,521 | | | $ | 26,157 | | | | | |
| Tax effect | | | (1,676) | | | (4,199) | | | | | |
| Net deferral in AOCIL of retirement liability | | | $ | 13,845 | | | $ | 21,958 | | | | | |
| Derivatives: | | | | | | | | | |
| Foreign currency contracts | | | $ | (5,190) | | | $ | (1,668) | | | | | |
| | | | | | | | | |
| Net loss | | | (5,190) | | | (1,668) | | | | | |
| Tax effect | | | 1,159 | | | 391 | | | | | |
| Net deferral in AOCIL of derivatives | | $ | (4,031) | | | $ | (1,277) | | | | | |
|
| | | | | | | | | | |
| | | Statement of earnings classification | | Net deferral in AOCIL - effective portion |
| | | | | 2017 | | 2016 |
| Retirement liability: | | | | | | |
| Net actuarial gain (loss) during period | | | | $ | 69,984 |
| | $ | (110,856 | ) |
| Tax effect | | | | (24,762 | ) | | 38,762 |
|
| Net deferral in AOCIL of retirement liability | | | | $ | 45,222 |
| | $ | (72,094 | ) |
| Derivatives: | | | | | | |
| Foreign currency contracts | | Sales | | $ | (207 | ) | | $ | (3,829 | ) |
| Foreign currency contracts | | Cost of sales | | (2,115 | ) | | (1,370 | ) |
| Interest rate swaps | | Interest | | 672 |
| | 125 |
|
| Net loss | | | | (1,650 | ) | | (5,074 | ) |
| Tax effect | | | | 572 |
| | 847 |
|
| Net deferral in AOCIL of derivatives | | $ | (1,078 | ) | | $ | (4,227 | ) |
Note 1721 - Segments
Aircraft Controls. We design, manufacture and integrate primary and secondary flight controls and avionics for military and commercial aircraft and provide aftermarket support. Our systems are used on both development and production programs in large commercial transports, supersonic fighters, multi-role military aircraft, business jets and rotorcraft. We also supply ground-based navigation aids.
We are currently working on the KC-46 military air refueling tanker, MQ-25 aerial refueling drone and classified military development work on the military side, and the Airbus A350XWB, COMAC C919 and the Embraer E-Jet E2 family on the commercial side. Typically development programs require concentrated periods of research and development by our engineering teams, while production programs are generally long-term manufacturing efforts that extend for as long as the aircraft builder receives new orders.
In the past few years, a number of significant programs have begun to transition from the development phase to initial low-rate production, including the Lockheed Martin F-35 Joint Strike Fighter on the military side and the Boeing 787 on the commercial side. In terms of mature production programs, ourOur large military programs include the F-35 Joint Strike Fighter, F/A-18E/F Super Hornet, the V-22 Osprey tiltrotor and the Black Hawk UH-60/Seahawk SH-60 helicopter, while our large commercial production programs include the full line of Boeing 7-series aircraft, Airbus A320, A330 and A380A350XWB and a variety of business jets.
Aftermarket sales, which represented 27%30%, 29%27% and 30% of 2017, 20162022, 2021 and 20152020 sales, respectively, for this segment consist of the maintenance, repair, overhaul and parts supply for both military and commercial aircraft. Further, we sell spare parts and line replaceable units to both military and commercial customers that they store throughout the world in order to minimize down time.
Space and Defense Controls. We provide controlssolutions for satellites,a wide array of space and defense applications including space vehicles, launch vehicles, armored combatmilitary vehicles, air defense platforms, naval vessels, as well as tactical, hypersonic, and strategic missiles, security and surveillance and other defense applications.missiles.
We design, manufacture and integrate commercial and military satellite positioning controls. Propulsion components and systems accelerate the spacecraft for orbit-insertion, station keeping, and attitude control. Mission specific actuation mechanisms control solar array panels and antennas. We also design, manufacture, and integrate steering and propulsion controls for space launch vehicles, suchhypersonic missiles, and Missile Defense Agency (MDA) vehicles. Programs of note include Atlas, Vulcan, Space Launch System (SLS), LauncherOne, Minute Man III, Trident, and a variety of other platforms. We have also developed a family of orbital maneuvering vehicles (OMV) and spacecraft bus platforms that have their own avionics, power, propulsion, and communications systems. The Moog Evolved Secondary Payload Adapter (ESPA) is used as the Atlas, Deltastructure of the OMV and Ariane platforms. Additionally, we design and manufacture spaceflight electronics and software. Wehas also enabled the rideshare market for many years. Our spacecraft avionics are also developing new control products and systemsused for a variety of programs related to manned spaceflight including: NASA's new Space Launchpurposes and missions, including a complete flight control computer, payload data processing, and processing of discrete elements onboard a spacecraft. Mission specific actuation mechanisms control solar array panels, antenna and thrusters. We also provide discrete isolation systems for the entire spacecraft during launch and for vibration sensitive systems during spacecraft operation. Our propulsion and fluid control solutions accelerate the spacecraft for orbit-insertion, station keeping, and attitude control. Our fluid control systems are also used in Environmental Control and Life Support System (ECLSS) for crewed missions, such as the Orion Multi-Purpose Crew Vehicle that is part of NASA’s Artemis program and Soft Capture System.the Habitation and Logistics Outpost (HALO), both of which will support humans working on the moon.
We produce an innovative turreted weapon system, the Reconfigurable Integrated-weapons Platform (RIwP®), for several military vehicle programs. In addition, we design controls for gun aiming, stabilization and automatic ammunition loading for armored combatloading. Our coordinated multi-axis control systems support military vehicles, for a variety of domesticradars and international customers.launchers. We also designmanufacture controls for steering tactical and strategic missiles including:including Lockheed Martin's Hellfire®,HELLFIRE® and PAC-3 interceptor, the U.S. National Missile Defense Agency's Ballistic(MDA) Layered Missile Defense initiatives, andmultiple hypersonic missiles, as well as Raytheon's TOW and Trident missiles. We alsoFurther, we design, build, and integrate weapons stores management systemsStores Management Systems (SMS) for light attack aerial reconnaissance, ground, and sea platforms, as well as build high power,platforms. The SMS plays a critical role in supporting the U.S. Special Operations Command (USSOCOM) Armed Overwatch Program. We provide 24/7 support service for Unmanned Aerial System (UAS) detection, enforcing the Federal Aviation Administration (FAA) restricted airspace for NASA's Kennedy Space Center. We also produce high-power, quiet controls designed and built for many naval vessels including surface ships, Unmanned Undersea Vehicles (UUVs) and submarines such as the USU.S. Los Angeles, Seawolf, Virginia, Ohio and Columnia Class. Our sensortorpedo actuation can be found on the MK48 heavyweight torpedo. All our defense solutions are supported by Moog Total Support for defense sustainment services.
Also, we design and surveillancemanufacture various component products are usedthat serve both the space and defense segments by providing mission critical power, data and motion control capabilities. Slip rings allow unimpeded rotation while delivering power and data through a rotating interface. Our motion control products include high-performance motors, position feedback devices and actuators. The military electronics include a range of transceiver and Ethernet-based devices. These capabilities can be vertically integrated to support a broad range of applications which include military vehicles, aircraft, missiles, radar, and satellites.
Industrial Systems. We provide customized machine performance components and systems utilizing electrohydraulic, electromechanical and control technologies in both militaryapplications involving motion control, fluid control and commercial applications such as electrical gridpower and other critical infrastructure protection applications.
Industrial Systems. Our Industrial Systems segment serves a global customer basedata management across a variety of markets.
WeIn the industrial automation market, we design, manufacture and integrate components and systems for industrial automation customers for applications in injection and blow molding machinery, metal forming presses and heavy industry infor steel and aluminum production. Our components and systems allow for precise controls of critical parameters in the industrial manufacturing processes, using both hydraulic and electric technology.technologies. Other industrial automation applications we serve include material handling and paper mills.
In the simulation and test market, we supply electromechanical motion simulation bases for the flight simulation and training applications. We also supply custom test systems and controls for automotive, structural and fatigue testing.
In the energy market, we supply solutions for power generation applications which allow for precise control and greater safety of fuel metering and guide vane positioning on steam and gas turbines. We also design and manufacture high reliability systems and components for applications in oil and gas exploration and production, including downhole drilling, topside and subsea environments, as well as electric pitch controlsenvironments. We supply high-reliability components for wind turbine applications.
In the medical market, we supply components and blade monitoring systems for wind turbines.diagnostic imaging CT scan medical equipment, sleep apnea equipment, oxygen concentrators, infusion therapy and enteral clinical nutrition.
We supply electromechanical motion simulation bases for the flight simulation and training applications, as well as medical training simulators. We also supply custom test systems and controls for automotive, structural and fatigue testing.
Components.Our Components segment serves many of the same markets as our other segments. Our Components segment’s largestcomponents product categories include hydraulics, slip rings, rotary unions and fiber optic rotary joints, motors and infusion and enteral pumps and associated sets.sets across similar markets.
Hydraulic components include high-performance servo valves with mechanical or electronic feedback, high-dynamic performance hydraulic servo pumps, energy-efficient electro hydrostatic actuators and complex hydraulic manifold systems.
Slip rings, rotary unions and fiber optic rotary joints use sliding contacts and optical technology to allow unimpeded rotation while delivering power and data through a rotating interface. They come in a range of sizes that allow them to be used in many applications, including diagnostic imaging CT scan medical equipment, blade de-icing and data transfer for rotorcraft,construction equipment, remotely operated vehicles and floating platforms for offshore oil exploration, surveillance cameras forward-looking infrared camera installations and radar pedestals, satellites, missiles and wind turbines.
OurElectric motors are used in an equally broad range of solutions, many of which are the same as for slip rings. We design and manufacture a series of fractional horsepower brushless motors that provide extremely low acoustic noise and reliable long life operation, with the largest programprograms being sleep apnea equipment.equipment and data center cooling. Industrial customers use our motors for material handling and electric pumps. Military programs use our motors for gimbals, missiles and radar pedestals.
Infusion therapy products include infusion pumps and associated administration sets. They offer IV, intra-arterial, subcutaneous or epidural flow of fluids and precise medicine delivery and can be applied to many applications, including hydration, nutrition, patient-controlled analgesia, local anesthesia, chemotherapy and antibiotics.
Enteral clinical nutrition products include a complete line of portable and stationary pumps along with disposable sets. They are designed for ease of use and mobility. Medical customers use our enteral feeding products in the delivery of enteral nutrition for patients in their own homes, hospitals and long-term care facilities.
Our Components’ segment's other product lines include ultrasonic and optical sensors and surgical hand pieces used in medical applications, electromechanical actuators for military, aerospace and commercial applications, fiber optic modems that provide electrical-to-optical conversion
Segment information and reconciliations to consolidated amountsDisaggregation of net sales by segment are as follows: |
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Net sales: | | | | | | |
| Aircraft Controls | | $ | 1,124,885 |
| | $ | 1,063,718 |
| | $ | 1,086,547 |
|
| Space and Defense Controls | | 394,264 |
| | 366,091 |
| | 381,444 |
|
| Industrial Systems | | 477,325 |
| | 514,984 |
| | 521,505 |
|
| Components | | 501,050 |
| | 467,144 |
| | 536,036 |
|
| Net sales | | $ | 2,497,524 |
| | $ | 2,411,937 |
| | $ | 2,525,532 |
|
| Operating profit: | | | | | | |
| Aircraft Controls | | $ | 114,016 |
| | $ | 98,509 |
| | $ | 100,006 |
|
| Space and Defense Controls | | 37,591 |
| | 41,419 |
| | 33,236 |
|
| Industrial Systems | | 46,091 |
| | 48,542 |
| | 45,021 |
|
| Components | | 52,454 |
| | 49,772 |
| | 67,250 |
|
| Total operating profit | | 250,152 |
| | 238,242 |
| | 245,513 |
|
| Deductions from operating profit: | | | | | | |
| Interest expense | | 34,551 |
| | 34,605 |
| | 28,967 |
|
| Equity-based compensation expense | | 4,582 |
| | 3,271 |
| | 5,074 |
|
| Corporate and other expenses, net | | 29,308 |
| | 27,506 |
| | 27,638 |
|
| Earnings before income taxes | | $ | 181,711 |
| | $ | 172,860 |
| | $ | 183,834 |
|
| Depreciation and amortization: | | | | | | |
| Aircraft Controls | | $ | 41,977 |
| | $ | 46,541 |
| | $ | 51,385 |
|
| Space and Defense Controls | | 15,554 |
| | 16,033 |
| | 14,054 |
|
| Industrial Systems | | 17,440 |
| | 20,487 |
| | 20,731 |
|
| Components | | 14,085 |
| | 14,422 |
| | 16,576 |
|
| Corporate | | 1,111 |
| | 1,249 |
| | 863 |
|
| Total depreciation and amortization | | $ | 90,167 |
| | $ | 98,732 |
| | $ | 103,609 |
|
| Identifiable assets: | | | | | | |
| Aircraft Controls | | $ | 1,120,099 |
| | $ | 1,114,672 |
| | $ | 1,177,587 |
|
| Space and Defense Controls | | 423,497 |
| | 434,620 |
| | 426,441 |
|
| Industrial Systems | | 586,278 |
| | 577,015 |
| | 590,258 |
|
| Components | | 690,307 |
| | 636,731 |
| | 579,898 |
|
| Corporate | | 270,411 |
| | 241,936 |
| | 262,389 |
|
| Total assets | | $ | 3,090,592 |
| | $ | 3,004,974 |
| | $ | 3,036,573 |
|
| | | | | | | | | | | | | | | | | | | | |
| Market Type | | 2022 | | 2021 | | 2020 |
| Net sales: | | | | | | |
| Military | | $ | 745,376 | | | $ | 781,921 | | | $ | 721,024 | |
| Commercial | | 511,085 | | | 379,317 | | | 484,726 | |
| Aircraft Controls | | 1,256,461 | | | 1,161,238 | | | 1,205,750 | |
| Space | | 337,773 | | | 332,946 | | | 294,254 | |
| Defense | | 534,570 | | | 466,289 | | | 475,860 | |
| Space and Defense Controls | | 872,343 | | | 799,235 | | | 770,114 | |
| Energy | | 125,574 | | | 120,173 | | | 127,693 | |
| Industrial Automation | | 435,074 | | | 427,076 | | | 405,291 | |
| Simulation and Test | | 99,815 | | | 89,459 | | | 102,600 | |
| Medical | | 246,516 | | | 254,812 | | | 273,106 | |
| Industrial Systems | | 906,979 | | | 891,520 | | | 908,690 | |
| Net sales | | $ | 3,035,783 | | | $ | 2,851,993 | | | $ | 2,884,554 | |
| | | | | | | | | | | | | | | | | | | | |
| Customer Type | | 2022 | | 2021 | | 2020 |
| Net sales: | | | | | | |
| Commercial | | $ | 511,085 | | | $ | 379,317 | | | $ | 484,726 | |
| U.S. Government (including OEM) | | 566,855 | | | 617,034 | | | 593,093 | |
| Other | | 178,521 | | | 164,887 | | | 127,931 | |
| Aircraft Controls | | 1,256,461 | | | 1,161,238 | | | 1,205,750 | |
| Commercial | | 111,569 | | | 126,751 | | | 133,715 | |
| U.S. Government (including OEM) | | 704,675 | | | 614,984 | | | 571,045 | |
| Other | | 56,099 | | | 57,500 | | | 65,354 | |
| Space and Defense Controls | | 872,343 | | | 799,235 | | | 770,114 | |
| Commercial | | 891,238 | | | 865,269 | | | 877,148 | |
| U.S. Government (including OEM) | | 7,565 | | | 18,510 | | | 23,184 | |
| Other | | 8,176 | | | 7,741 | | | 8,358 | |
| Industrial Systems | | 906,979 | | | 891,520 | | | 908,690 | |
| Commercial | | 1,513,892 | | | 1,371,337 | | | 1,495,589 | |
| U.S. Government (including OEM) | | 1,279,095 | | | 1,250,528 | | | 1,187,322 | |
| Other | | 242,796 | | | 230,128 | | | 201,643 | |
| Net sales | | $ | 3,035,783 | | | $ | 2,851,993 | | | $ | 2,884,554 | |
| | | | | | | | | | | | | | | | | | | | |
| Revenue Recognition Method | | 2022 | | 2021 | | 2020 |
| Net sales: | | | | | | |
| Over-time | | $ | 1,003,432 | | | $ | 939,251 | | | $ | 1,018,190 | |
| Point in time | | 253,029 | | | 221,987 | | | 187,560 | |
| Aircraft Controls | | 1,256,461 | | | 1,161,238 | | | 1,205,750 | |
| Over-time | | 806,994 | | | 746,613 | | | 700,068 | |
| Point in time | | 65,349 | | | 52,622 | | | 70,046 | |
| Space and Defense Controls | | 872,343 | | | 799,235 | | | 770,114 | |
| Over-time | | 121,405 | | | 122,066 | | | 152,366 | |
| Point in time | | 785,574 | | | 769,454 | | | 756,324 | |
| Industrial Systems | | 906,979 | | | 891,520 | | | 908,690 | |
| Over-time | | 1,931,831 | | | 1,807,930 | | | 1,870,624 | |
| Point in time | | 1,103,952 | | | 1,044,063 | | | 1,013,930 | |
| Net sales | | $ | 3,035,783 | | | $ | 2,851,993 | | | $ | 2,884,554 | |
Operating profit is net sales less cost of sales and other operating expenses, excluding interest expense, equity-based compensation expense, non-service pension expense and other corporate expenses. Cost of sales and other operating expenses are directly identifiable to the respective segment or allocated on the basis of sales, manpower or profit. Operating profit by segment and reconciliations to consolidated amounts are as follows:
| | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Operating profit: | | | | | | |
| Aircraft Controls | | $ | 123,620 | | | $ | 96,678 | | | $ | 34,670 | |
| | | | | | |
| Space and Defense Controls | | 86,844 | | | 88,333 | | | 101,667 | |
| | | | | | |
| Industrial Systems | | 72,384 | | | 85,948 | | | 80,025 | |
| | | | | | |
| Total operating profit | | 282,848 | | | 270,959 | | | 216,362 | |
| | | | | | |
| Deductions from operating profit: | | | | | | |
| Interest expense | | 36,757 | | | 33,892 | | | 38,897 | |
| Equity-based compensation expense | | 8,882 | | | 7,461 | | | 5,661 | |
| Pension settlement | | — | | | — | | | 121,324 | |
| Non-service pension expense (income) | | 6,072 | | | (2,194) | | | 15,231 | |
| Corporate and other expenses, net | | 28,158 | | | 28,026 | | | 29,832 | |
| Earnings before income taxes | | $ | 202,979 | | | $ | 203,774 | | | $ | 5,417 | |
| Depreciation and amortization: | | | | | | |
| Aircraft Controls | | $ | 42,337 | | | $ | 41,580 | | | $ | 39,782 | |
| Space and Defense Controls | | 19,399 | | | 18,655 | | | 18,039 | |
| Industrial Systems | | 26,515 | | | 29,731 | | | 28,644 | |
| Corporate | | 138 | | | 193 | | | 507 | |
| Total depreciation and amortization | | $ | 88,389 | | | $ | 90,159 | | | $ | 86,972 | |
| Identifiable assets: | | | | | | |
| Aircraft Controls | | $ | 1,469,968 | | | $ | 1,471,338 | | | $ | 1,322,335 | |
| Space and Defense Controls | | 873,341 | | | 839,783 | | | 761,874 | |
| Industrial Systems | | 1,046,754 | | | 1,078,025 | | | 1,102,222 | |
| Corporate | | 41,778 | | | 44,023 | | | 39,400 | |
| Total assets | | $ | 3,431,841 | | | $ | 3,433,169 | | | $ | 3,225,831 | |
| Capital expenditures: | | | | | | |
| Aircraft Controls | | $ | 70,526 | | | $ | 63,514 | | | $ | 47,954 | |
| Space and Defense Controls | | 44,255 | | | 39,863 | | | 22,505 | |
| Industrial Systems | | 24,620 | | | 25,338 | | | 17,700 | |
| Corporate | | 30 | | | 19 | | | 125 | |
| Total capital expenditures | | $ | 139,431 | | | $ | 128,734 | | | $ | 88,284 | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Capital expenditures: | | | | | | |
| Aircraft Controls | | $ | 36,216 |
| | $ | 28,437 |
| | $ | 47,389 |
|
| Space and Defense Controls | | 11,451 |
| | 7,498 |
| | 9,022 |
|
| Industrial Systems | | 13,823 |
| | 15,276 |
| | 15,371 |
|
| Components | | 13,852 |
| | 15,576 |
| | 8,371 |
|
| Corporate | | 456 |
| | 421 |
| | 540 |
|
| Total capital expenditures | | $ | 75,798 |
| | $ | 67,208 |
| | $ | 80,693 |
|
Effective October 1, 2017, we changed our segment reporting structure to three reporting segments. Our former Components segment has been separated and merged into Space and Defense Controls and Industrial Systems.
Sales, based on the customer’s location, and property, plant and equipment by geographic area are as follows: | | | | | | | | | | | | | | | | | | | | |
| | 2022 | | 2021 | | 2020 |
| Net sales: | | | | | | |
| United States | | $ | 2,041,952 | | | $ | 1,935,626 | | | $ | 1,873,667 | |
| Germany | | 164,388 | | | 148,739 | | | 175,598 | |
| Japan | | 87,435 | | | 108,813 | | | 159,025 | |
| | | | | | |
| | | | | | |
| | | | | | |
| Other | | 742,008 | | | 658,815 | | | 676,264 | |
| Net sales | | $ | 3,035,783 | | | $ | 2,851,993 | | | $ | 2,884,554 | |
| Property, plant and equipment, net: | | | | | | |
| United States | | $ | 466,427 | | | $ | 438,851 | | | $ | 389,454 | |
| United Kingdom | | 61,950 | | | 62,662 | | | 58,888 | |
| Philippines | | 32,905 | | | 35,851 | | | 37,270 | |
| Other | | 107,626 | | | 108,414 | | | 114,886 | |
| Property, plant and equipment, net | | $ | 668,908 | | | $ | 645,778 | | | $ | 600,498 | |
|
| | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2015 |
| Net sales: | | | | | | |
| United States | | $ | 1,438,428 |
| | $ | 1,353,398 |
| | $ | 1,413,877 |
|
| Germany | | 195,328 |
| | 173,182 |
| | 199,351 |
|
| Japan | | 152,148 |
| | 164,702 |
| | 156,999 |
|
| France | | 145,627 |
| | 120,907 |
| | 84,733 |
|
| Other | | 565,993 |
| | 599,748 |
| | 670,572 |
|
| Net sales | | $ | 2,497,524 |
| | $ | 2,411,937 |
| | $ | 2,525,532 |
|
| Property, plant and equipment, net: | | | | | | |
| United States | | $ | 303,925 |
| | $ | 302,446 |
| | $ | 307,874 |
|
| Philippines | | 64,260 |
| | 65,000 |
| | 68,101 |
|
| United Kingdom | | 64,065 |
| | 64,280 |
| | 77,949 |
|
| Other | | 90,741 |
| | 90,643 |
| | 82,832 |
|
| Property, plant and equipment, net | | $ | 522,991 |
| | $ | 522,369 |
| | $ | 536,756 |
|
Sales to Boeing were $321,110, $346,596$339,119, $345,907 and $399,082,$402,960, or 13%11%, 14%12% and 16%14% of sales, in 2017, 20162022, 2021 and 2015,2020, respectively, including sales to Boeing Commercial Airplanes of $252,977, $251,288$139,615, $118,549 and $240,984$206,648 in 2017, 20162022, 2021 and 2015,2020, respectively. Sales to Lockheed Martin were $260,902, $330,778 and $366,609, or 9%, 12% and 13% in 2022, 2021 and 2020, respectively. Sales arising from U.S. Government prime or sub-contracts, including military sales to Boeing and Lockheed Martin, were $775,271, $726,562 $1,279,095, $1,250,528 and $780,259 $1,187,322 in 2017, 20162022, 2021 and 2015,2020, respectively. Sales to Boeing, Lockheed Martin and the U.S. Government and its prime- or sub-contractors are made primarily from our Aircraft Controls and Space and Defense Controls segments.
Note 22 - Related Party Transactions
John Scannell, Moog's Chairman of the Board of Directors and Chief Executive Officer, is a member of the Board of Directors of M&T Bank Corporation and M&T Bank. We currently engage with M&T Bank in the ordinary course of business for various financing activities, all of which were initiated prior to the election of Mr. Scannell to the Board. M&T Bank provides credit extension for routine purchases, which totaled $14,284, $14,176 and $15,533 for 2022, 2021 and 2020, respectively. At October 1, 2022, we held outstanding leases with a total original cost of $16,609. At October 1, 2022, outstanding deposits on our behalf for future equipment leases totaled $2,445. M&T Bank also maintains an interest of approximately 12% in our U.S. revolving credit facility. Further details of the U.S. revolving credit facility can be found in Note 9 - Indebtedness. Wilmington Trust, a subsidiary of M&T Bank, is the trustee of the pension assets for our qualified U.S. defined benefit pension plan. For further details, see Note 14 - Employee Benefit Plans.
Note 1823 - Commitments and Contingencies
From time to time, we are involved in legal proceedings. We are not a party to any pending legal proceedings which management believes will result in a material adverse effect on our financial condition, results of operations or cash flows.
We are engaged in administrative proceedings with governmental agencies and legal proceedings with governmental agencies and other third parties in the normal course of our business, including litigation under Superfund laws, regarding environmental matters. We believe that adequate reserves have been established for our share of the estimated cost for all currently pending environmental administrative or legal proceedings and do not expect that these environmental matters will have a material adverse effect on our financial condition, results of operations or cash flows.
In the ordinary course of business we could be subject to ongoing claims or disputes from our customers, the ultimate settlement of which could have a material adverse impact on our consolidated results of operations. While the receivables and any loss provisions recorded to date reflect management's best estimate of the projected costs to complete a given project, there is still significant effort required to complete the ultimate deliverable. Future variability in internal cost and as well as future profitability is dependent upon a number of factors including deliveries, performance and government budgetary pressures. The inability to achieve a satisfactory contractual solution, further unplanned delays, additional developmental cost growth or variations in any of the estimates used in the existing contract analysis could lead to further loss provisions. Additional losses could have a material adverse impact on our financial condition, results of operations or cash flows in the period in which the loss may be recognized.
We lease certain facilities and equipment under operating lease arrangements. These arrangements may include fair market renewal or purchase options. Rent expense under operating leases amounted to $25,257 in 2017, $28,279 in 2016 and $27,764 in 2015. Future minimum rental payments required under non-cancellable operating leases are $21,878 in 2018, $19,644 in 2019, $15,596 in 2020, $12,697 in 2021, $9,934 in 2022 and $44,203 thereafter.
We are contingently liable for $24,708$20,450 of standby letters of credit issued by a bank to third parties on our behalf at September 30, 2017.October 1, 2022. Purchase commitments outstanding at September 30, 2017October 1, 2022 are $755,735,$1,113,990 including $16,527$64,594 for property, plant and equipment.
Note 1924 - Quarterly Data - UnauditedSubsequent Events
On October 27, 2022, we entered into the Sixth Amended and Restated Loan Agreement (the "Agreement") amending the terms of the Company's Fifth Amended and Restated Loan Agreement. Among other matters, the Agreement extended the maturity of the credit facility from October 15, 2024 to October 27, 2027.
On November 3, 2022, the Board of Directors declared a $0.26 per share quarterly dividend payable on issued and outstanding shares of our Class A and Class B common stock on December 5, 2022 to shareholders of record at the close of business on November 18, 2022.
|
| | | | | | | | | | | | | | | | | | | |
| 2017 | 1st Qtr. | | 2nd Qtr. | | 3rd Qtr. | | 4th Qtr. | | Total |
| Net sales | $ | 589,670 |
| | $ | 632,403 |
| | $ | 626,183 |
| | $ | 649,268 |
| | $ | 2,497,524 |
|
| Gross profit | 172,506 |
| | 185,080 |
| | 182,414 |
| | 191,522 |
| | 731,522 |
|
| Net earnings attributable to Moog | 30,564 |
| | 32,026 |
| | 40,088 |
| | 38,602 |
| | 141,280 |
|
| Net earnings per share attributable to Moog: | | | | | | | | | |
| Basic | $ | 0.85 |
| | $ | 0.89 |
| | $ | 1.12 |
| | $ | 1.08 |
| | $ | 3.94 |
|
| Diluted | $ | 0.84 |
| | $ | 0.88 |
| | $ | 1.11 |
| | $ | 1.07 |
| | $ | 3.90 |
|
| | | | | | | | | | |
| 2016 | 1st Qtr. | | 2nd Qtr. | | 3rd Qtr. | | 4th Qtr. | | Total |
| Net sales | $ | 568,457 |
| | $ | 611,142 |
| | $ | 613,260 |
| | $ | 619,078 |
| | $ | 2,411,937 |
|
| Gross profit | 161,460 |
| | 179,187 |
| | 183,662 |
| | 187,274 |
| | 711,583 |
|
| Net earnings attributable to Moog | 26,241 |
| | 31,050 |
| | 36,311 |
| | 33,143 |
| | 126,745 |
|
| Net earnings per share attributable to Moog: | | | | | | | | | |
| Basic | $ | 0.71 |
| | $ | 0.85 |
| | $ | 1.01 |
| | $ | 0.92 |
| | $ | 3.49 |
|
| Diluted | $ | 0.71 |
| | $ | 0.85 |
| | $ | 1.00 |
| | $ | 0.92 |
| | $ | 3.47 |
|
Note: Quarterly amounts may not add to the total due to rounding.
Report of Independent Registered Public Accounting Firm
TheTo the Shareholders and the Board of Directors and Shareholders of Moog Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Moog Inc. (the Company) as of September 30, 2017October 1, 2022 and October 1, 2016, and2, 2021, the related consolidated statements of earnings, comprehensive income, (loss), shareholders' equity and cash flows for each of the three years in the period ended September 30, 2017. Our audits also includedOctober 1, 2022, and the related notes and financial statement schedule listed in the Index at Item 15(a)15 (2) (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at October 1, 2022 and October 2, 2021, and the results of its operations and its cash flows for each of the three years in the period ended October 1, 2022, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of October 1, 2022, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework), and our report dated November 14, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements and schedule are the responsibility of the Company's management. Our responsibility is to express an opinion on thesethe Company’s financial statements and schedule based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States).PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includesmisstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence supportingregarding the amounts and disclosures in the financial statements. An auditOur audits also includes assessingincluded evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statement presentation.statements. We believe that our audits provide a reasonable basis for our opinion.
In our opinion,Critical Audit Matters
The critical audit matter communicated below is a matter arising from the current period audit of the financial statements referredthat were communicated or required to above present fairly, in allbe communicated to the audit committee and that: (1) relates to accounts or disclosures that are material respects,to the consolidated financial position of Moog Inc. at September 30, 2017statements and October 1, 2016, and the consolidated results of its operations and its cash flows for each(2) involved our especially challenging, subjective, or complex judgments. The communication of the three yearscritical audit matter does not alter in the period ended September 30, 2017, in conformity with U.S. generally accepted accounting principles. Also, inany way our opinion on the related financial statement schedule, when considered in relation to the basicconsolidated financial statements, taken as a whole, presents fairly in all material respectsand we are not, by communicating the information set forth therein.critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosure to which it relates.
| | | | | |
| |
| Estimated contract costs at completion |
| |
| Description of the Matter | As discussed in Note 2 of the consolidated financial statements, revenue for certain of the Company’s contracts with its customers is recognized over time as work progresses toward completion and is measured based on the ratio of cumulative costs incurred to date to the estimated total contract costs at completion. For the year ended October 1, 2022, the Company recognized revenue of $1.9 billion or 64% of total net sales on this basis.
Auditing management’s estimated contract costs at completion was complex and highly judgmental due to the significant judgments applied by management including the application of significant assumptions such as estimated direct labor hours, direct material costs, and other direct costs. A significant change in an estimate on one or more contracts could have a material effect on the Company’s statement of earnings. |
| |
| How We Addressed the Matter in Our Audit | We obtained an understanding, evaluated the design and tested the operating effectiveness of controls over management’s review of estimated contract costs at completion, including the determination of the underlying significant assumptions described above.
To test the estimated contract cost at completion, we performed audit procedures that included, among others, inspecting the approved contract and inquiring of program managers regarding the nature of the contract and the scope of work to be performed, testing the actual costs incurred through inspection of source documentation and testing the significant assumptions described above. Our testing of each of these assumptions included a combination of inquiries of finance directors and program managers, inspection of source documentation to support the future estimated costs and analytical procedures comparing profit rates to similar contracts, as applicable. We also assessed the historical accuracy of management’s estimated costs at completion. |
As discussed in Notes 1 and 14 to the consolidated financial statements, the Company changed its recognition of excess tax benefits as a result of the adoption of the amendments to the Financial Accounting Standards Board Accounting Standards Codification resulting from Accounting Standards Update No. 2016-09, Improvements to Employee Share-Based Payment Accounting, effective October 2, 2016.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), Moog Inc.’s internal control over financial reporting as of September 30, 2017, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated November 13, 2017 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
We have served as the Company’s auditor since 2003.
Buffalo, New YorkNY
November 13, 201714, 2022
MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined in Rule 13a-15(f) and 15d-15(f) of the Exchange Act. Under the supervision and with the participation of our management, including the Chief Executive Officer and Chief Financial Officer, we conducted an evaluation of the effectiveness of our internal control over financial reporting as of September 30, 2017October 1, 2022 based upon the framework in Internal Control - Integrated Framework (2013) by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Based on that evaluation, our management concluded that our internal control over financial reporting is effective as of September 30, 2017.October 1, 2022.
We completed one acquisition in 2017,2022, which was excluded from our management’s report on internal control over
financial reporting as of September 30, 2017.October 1, 2022. On April 2, 2017,February 21, 2022, we acquired Moog Rekofa GmbH (formerly Rotary Transfer Systems).TEAM Accessories Limited. This acquisition is included in our 20172022 consolidated financial statements and constituted $52constituted $19.7 million and $43$12.3 million of total and net assets, respectively, as of September 30, 2017October 1, 2022 and $11.7$3.9 million and $1.0$.6 million of net salesrevenues and net earnings attributable to Moog,loss, respectively, for the year then ended.
Ernst & Young LLP, independent registered public accounting firm, has audited our consolidated financial statements included in this Annual Report on Form 10-K and, as part of their audit, has issued their report, included herein, on the effectiveness of our internal control over financial reporting.
| | |
|
|
| /s/ JOHN R. SCANNELL |
| John R. Scannell |
| Chief Executive Officer |
| (Principal Executive Officer) |
| | |
| /s/ JENNIFER WALTER |
/s/ DONALD R. FISHBACKJennifer Walter |
Donald R. FishbackVice President, |
Vice President, |
| Chief Financial Officer |
| (Principal Financial Officer) |
Report of Independent Registered Public Accounting Firm
TheTo the Shareholders and the Board of Directors and Shareholders of Moog Inc.
Opinion on Internal Control over Financial Reporting
We have audited Moog Inc.’s internal control over financial reporting as of September 30, 2017,October 1, 2022, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework), (the COSO criteria). In our opinion, Moog Inc.’s (the Company) maintained, in all material respects, effective internal control over financial reporting as of October 1, 2022, based on the COSO criteria.
As indicated in the accompanying Management’s Report on Internal Control Over Financial Reporting, management’s assessment of and conclusion on the effectiveness of internal control over financial reporting did not include the internal controls of TEAM Accessories Limited, which is included in the 2022 consolidated financial statements of the Company and constituted $19.7 million and $12.3 million of total and net assets, respectively, as of October 1, 2022 and $3.9 million and ($0.6) million of net sales and net earnings, respectively, for the year then ended. Our audit of internal control over financial reporting of the Company also did not include an evaluation of the internal control over financial reporting of TEAM Accessories Limited.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of October 1, 2022 and October 2, 2021, the related consolidated statements of earnings, comprehensive income, shareholders' equity and cash flows for each of the three years in the period ended October 1, 2022, and the related notes and financial statement schedule listed in the Index at Item 15 (2) and our report dated November 14, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the company’sCompany’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States).PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
As indicated in the accompanying Management’s Report on Internal Control over Financial Reporting, management’s assessment of and conclusion on the effectiveness of internal control over financial reporting did not include the internal controls of Moog Rekofa GmbH (formerly Rotary Transfer Systems), which are included in the 2017 consolidated financial statements of Moog Inc. and constituted $52 million and $43 million of total and net assets, respectively, as of September 30, 2017 and $11.7 million and $1.0 million of net sales and net earnings attributable to Moog respectively, for the year then ended. Our audit of internal control over financial reporting of Moog Inc. also did not include an evaluation of the internal control over financial reporting of Moog Rekofa GmbH acquired in 2017.
In our opinion, Moog Inc. maintained, in all material respects, effective internal control over financial reporting as of September 30, 2017 based on the COSO criteria.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated balance sheets of Moog Inc. as of September 30, 2017 and October 1, 2016, and the related consolidated statements of earnings, comprehensive income (loss), shareholders’ equity and cash flows for each of the three years in the period ended September 30, 2017 of Moog Inc. and our report dated November 13, 2017 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
Buffalo, New YorkNY
November 13, 201714, 2022
|
| | | | | | | |
| Item 9. | | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure. |
Not applicable.
|
| | | | | | | |
| Item 9A. |
| Controls and Procedures. |
Disclosure Controls and Procedures.
We carried out an evaluation, under the supervision and with the participation of our management, including the Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures as defined in Exchange Act Rules 13a-15(e) and 15d-15(e). Based on that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that these disclosure controls and procedures are effective as of the end of the period covered by this report, to ensure that information required to be disclosed in reports filed or submitted under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the Securities and Exchange Commission’s rules and forms, and that such information is accumulated and communicated to management, including our Chief Executive Officer and Chief Financial Officer, as appropriate, to allow timely decisions regarding required disclosures.
Management’s Report on Internal Control over Financial Reporting.
See the report appearing under Item 8, Financial Statements and Supplemental Data, of this report.
Changes in Internal Control over Financial Reporting.
There have been no changes in our internal control over financial reporting during the most recent fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
|
| | | | | | | |
| Item 9B. |
| Other Information. |
Not applicable.On November 14, 2022, the Board of Directors approved the Moog Inc. 2023 Management Short Term Incentive Plan, that is effective beginning with the Company's 2023 fiscal year (the "STI plan"). The bonuses earned under the STI Plan are based on performance against an adjusted earnings before interest, taxes, depreciation and amortization performance metric. The above description does not purport to be complete and is qualified in its entirety by reference to the full text, which is filed as Exhibit 10.26 to this Annual Report on Form 10-K and incorporated by reference herein.
| | | | | | | | |
| Item 9C. |
| Disclosure Regarding Foreign Jurisdictions that Prevent Inspections. |
Not applicable.
PART III
| | | | | | | | |
| Item 10. | | Directors, Executive Officers and Corporate Governance. |
The information
Information concerning the Company’s directors required by Item 401 of Regulation S-K will appear under the caption “Proposal 1 - Election of Directors” in the 2022 Proxy Statement and is incorporated herein with respect to our directors and certain information required herein with respect to ourby reference. Information concerning the Company’s executive officers required by Item 401 of Regulation S-K is presented under the caption “Information about our Executive Officers” in Part I of this Annual Report on Form 10-K. Information required by Item 405 of Regulation S-K will be included under the caption “Security Ownership of Certain Beneficial Owners and Management” in the 2022 Proxy Statement and is incorporated herein by reference.Information required by Items 407(d)(4) and (d)(5) of Regulation S-K will be included under the captions “Audit Committee” and “Audit Committee Report” in the 2022 Proxy Statement and is incorporated herein by reference to the 2017 Proxy. Other information required herein is included in Item 1, Business, under “Executive Officers of the Registrant” of this report..
We have adopted a code of ethics that applies to our Chief Executive Officer, Chief Financial Officer and Controller. The code of ethics is available upon request without charge by contacting our Chief Financial Officer at 716-652-2000.
|
| | | | | | | |
| Item 11. | | Executive Compensation. |
The informationInformation required hereinby Item 402 of Regulation S-K will be included under the captions “Compensation Discussion and Analysis,” “Compensation of Executive Officers,” and “Compensation of Directors” in the 2022 Proxy Statement and is incorporated herein by reference toreference. Information required by Item 407(e)(4) and 407(e)(5) of Regulation S-K will be included under the 2017 Proxy. captions “Executive Compensation Committee Interlocks and Insider Participation” and “The Executive Compensation Committee Report” in the 2022 Proxy Statement and is incorporated herein by reference.
|
| | | | | | | |
| Item 12. | | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters. |
The informationInformation required hereinby Item 201(d) of Regulation S-K will be included under the caption “Equity Compensation Plan Information” in the 2022 Proxy Statement and is incorporated herein by reference toreference.Information required by Item 403 of Regulation S-K will be included under the 2017 Proxy. caption “Security Ownership of Certain Beneficial Owners and Management” in the 2022 Proxy Statement and is incorporated herein by reference.
|
| | | | | | | |
| Item 13. | | Certain Relationships and Related Transactions, and Director Independence. |
The informationInformation required hereinby Item 404 of Regulation S-K will be included under the caption “Related Party Transactions” in the 2022 Proxy Statement and is incorporated herein by reference toreference.Information required by Item 407(a) of Regulation S-K will be included under the 2017 Proxy.caption “Director Independence” in the 2022 Proxy Statement and is incorporated herein by reference.
|
| | | | | | | |
| Item 14. | | Principal Accountant Fees and Services. |
The informationInformation required hereinby this Item 14 will be included under the caption “Audit Fees and Pre-Approval Policy” in the 2022 Proxy Statement and is incorporated herein by reference to the 2017 Proxy.reference.
PART IV
|
| | | | | | | |
| Item 15. | | Exhibits and Financial Statement Schedules. |
Documents filed as part of this report: |
| | | | |
| 1 | Financial Statements
|
| Consolidated Statements of Earnings |
| Consolidated Statements of Comprehensive Income (Loss) |
| Consolidated Balance Sheets |
| Consolidated Statements of Shareholders’ Equity |
| Consolidated Statements of Cash Flows |
| Notes to Consolidated Financial Statements |
| Reports of Independent Registered Public Accounting FirmFirm* |
|
| |
2 | Financial Statement Schedules
|
*Ernst & Young LLP, PCAOB Firm ID No. 00042. |
| | | | |
| 2 | Financial Statement Schedules |
| | | | | |
| II. | Valuation and Qualifying Accounts. |
Schedules other than that listed above are omitted because the conditions requiring their filing do not exist or because the required information is included in the Consolidated Financial Statements, including the Notes thereto.
| | | | | | | | | | | |
| Exhibit No. | Exhibit Description | Form | Filing Date or Filed Herewith |
| Articles of Incorporation and By-Laws. | | |
| 3.1 | (i) | | 10-K for the year ended September 28, 2013. | November 12, 2013 |
| 3.2 | (ii) | | 10-K for the year ended October 1, 2011. | November 15, 2021 |
(4 | ) | Instruments defining the rights of security holders, including indentures. | | |
| 4.1 | (a) | Form of | 8-K dated November 21, 2014. | December 13, 2019 |
(104.2 | ) | Material contracts.10-K | November 12, 2019 |
| Material Contracts | | |
| Credit and Securitization agreements.Agreements | | |
| 10.1 | (a) | Form of Receivables Purchase Agreement, byAmended and among Moog Receivables LLC, as Seller, Moog Inc., as Servicer, Market Street Funding LLC, as Issuer, and PNC Bank, National Association, as Administrator, dated as of March 5, 2012, incorporated by reference to exhibit 10.1 on Form 8-K dated March 9, 2012. |
| (b) | Second Amendment to theRestated Receivables Purchase Agreement, dated MarchNovember 4, 2013, by and among Moog Receivables LLC, as Seller, Moog Inc., as Servicer, Market Street Funding LLC, as Issuer and PNC Bank, National Association, as Administrator, incorporated by reference to exhibit 10.1 on Form 8-K dated March 6, 2013. |
| (c) | Fifth Amendment to the Receivables Purchase Agreement, dated February 14, 2014, by and among Moog Receivables LLC, as Seller, Moog Inc., as Servicer, Market Street Funding LLC, as Issuer and PNC Bank, National Association, as Administrator, incorporated by reference to exhibit 10.1 on Form 8-K dated February 14, 2014. |
| (d) | Seventh Amendment to the Receivables Purchase Agreement, dated February 10, 2015,2021, by and among Moog Receivables LLC, as Seller, Moog Inc. as Master Servicer Market Street Funding LLC,and Wells Fargo Bank, N.A., as Issuer and PNC Bank, National Association, as Administrator, incorporated by reference to exhibit 10.1 on Form Administrative Agent. | 8-K dated February | November 10, 2015.2021 |
| (e)10.2 | Eighth Amendment to the Receivables Purchase Agreement, dated April 15, 2016, by
and among Moog Receivables LLC, as Seller, Moog Inc. as Servicer, Market Street Funding
LLC, as Issuer and PNC Bank, National Association, as Administrator, incorporated by
reference to exhibit 10.1 on Form 8-K dated April 15, 2016.
|
| (f) | Ninth Amendment to the Receivables Purchase Agreement, dated October 23, 2017, by
and among Moog Receivables LLC, as Seller, Moog Inc. as Servicer, Market Street Funding
LLC, as Issuer and PNC Bank, National Association, as Administrator, incorporated by
reference to exhibit 10.1 on Form 8-K dated October 26, 2017.
|
| (g) | FourthFifth Amended and Restated Loan Agreement between Moog Inc., and the Lenders and HSBC Bank USA, National Association, Manufacturers and Traders Trust Company, Bank of America, N.A. and JPMorgan Chase Bank, N.A.as Administrative Agent for the Lenders dated as of March 28, 2013, incorporated by reference to exhibit 10.1 of our report on Form October 15, 2019. | 8-K dated April 1, 2013. | October 21, 2019 |
| 10.3 | (h) | | | X |
| (i)10.4 | | | X |
| 10.5 | | 8-K | November 1, 2022 |
| 10.6 | | | X |
| 10.7 | Agreement, incorporated by reference to exhibit 10.1between Moog Inc. Stock Employee Compensation Trust and Citizens Bank of our report on Form 8-KPennsylvania dated June 28, 2016.July 26, 2018.
| | X |
| Management contractsContracts or compensatory planCompensatory Plan or arrangement.Arrangement | | |
| 10.8 | (j) | 2003 Stock Option Plan, incorporated by reference to exhibit A of definitive proxy statement filed under Schedule 14A on January 9, 2003. | December 10, 2007 |
| 10.9 | (k) | Forms of Stock Option Agreements under |
| (l) | Moog Inc. 2008 Stock Appreciation Rights Plan incorporated by reference to exhibit A of definitive proxy statement filed under Schedule . | 14A on | December 10, 2007.13, 2012 |
| 10.10 | (m) | 8-K | December 26, 2012 |
| 10.11 | | 10-K for the year ended September 27, 2008. |
| November 25, 2008 |
| 10.12 | | 14A | December 12, 2014 |
| 10.13 | (n) | | | X |
| 10.14 | (o) | |
| (p) | 2014 Long Term Incentive Plan, incorporated by reference to exhibit A of definitive proxy statement filed under Schedule 14A on December 12, 2014.effective November 15, 2016. | | X |
| 10.15 | (q) | | X |
| 10.16 | | | X |
| 10.17 | | 10-Q | January 28, 2022 |
| 10.18 | | 8-K | November 20, 2015 |
| 10.19 | | 8-K | November 20, 2015 |
| 10.20 | | 10-K | November 15, 2021 |
| 10.21 | | 10-K | November 15, 2021 |
| 10.22 | (r) | | 10-K | November 15, 2021 |
| 10.23 | (s) | Form of Employment Termination Benefits Agreement between | 8-K | October 5, 2017 |
| | | | | | | | | | | |
| 10.24 | (t) | Retention Agreement, dated March 1, 2017, incorporated by reference to exhibit 10.1 of our report on form 8-K dated March 6, 2017. | July 27, 2018 |
| 10.25 | (u) | 10-K | November 15, 2021 |
| 10.26 | | | X |
| 10.27 | | | X |
| 10.28 | (v) | 10-Q | January 28, 2022 |
| 10.29 | | 10-K | September 25, 1999 |
| 10.30 | | 8-K dated | November 30, 2004.2004 |
| 10.31 | (w) | Moog Inc. Management Short Term Incentive Plan, dated September 29, 2017, incorporated by reference to exhibit 10.1 of our report on Form 8-K dated October 5, 2017. |
| (x) | | 8-K dated | August 11, 2017.2017 |
| 10.32 | (y) | | 10-Q for the quarter ended April | May 2, 2016.2016 |
| 10.33 | Other material contracts. | 10-Q | July 27, 2018 |
| 10.34 | (z) | | X |
| 10.35 | | | X |
| Other Material Contracts | | |
| 10.36 | | 10-Q | May 4, 2015 |
| 10.37 | | 10-Q for the quarter ended January | February 3, 2015.2015 |
| 10.38 | (aa) | | 10-Q for the quarter ended April 4, 2015. |
All of the exhibits listed above have been filed under Moog Inc., Securities and Exchange Commission file number 1-05129.
| July 27, 2018 |
| Other Exhibits | | |
(21 | ) | | Our subsidiaries.
(All of which are wholly owned by the Corporation, directly or indirectly, unless otherwise noted). The names of indirectly owned subsidiaries are indented under the names of their respective parent corporations.Registrant Subsidiary Listing. |
| X |
| 23 | |
Name | State/Country of Incorporation |
Curlin Medical Inc. | Delaware |
Moog MDG SRL | Costa Rica |
Viltechmeda UAB | Lithuania |
ZEVEX, Inc. | Delaware |
Harmonic Linear Drives Ltd. | England and Wales |
Moog Asset Management LLC | Delaware |
Moog Australia Pty., Ltd. | Australia |
Moog do Brasil Controles Ltda. | Brazil |
Moog Components Group GmbH | Germany |
Moog Controls Corp. | Ohio |
Moog Controls Hong Kong Ltd. | Hong Kong |
Moog Control Systems (Shanghai) Co., Ltd. | People's Republic of China |
Moog Industrial Controls (Shanghai) Co., Ltd. | People's Republic of China |
Moog Controls (India) Pvt. Ltd. (56% Moog Inc.; 44% Moog Singapore Pte. Ltd.) | India |
Moog Controls Ltd. | United Kingdom |
Moog Components Group Limited | United Kingdom |
Tritech Holdings Limited | United Kingdom |
Tritech International Limited | United Kingdom |
Tritech do Brasil Servicos E Equipamentos Submarinos Ltda. | Brazil |
Moog Fernau Ltd. | United Kingdom |
Moog Norden AB | Sweden |
Moog Wolverhampton Limited | United Kingdom |
Moog Europe Holdings Luxembourg SCS | Luxembourg |
Focal Technologies Corporation | Nova Scotia |
Moog Holding GmbH & Co. KG | Germany |
Insensys Holdings Ltd. | United Kingdom |
Moog Insensys Limited | United Kingdom |
Moog Italiana S.r.l. | Italy |
Moog B.V. | Netherlands |
Moog GmbH | Germany |
Moog Luxembourg S.A.R.L. | Luxembourg |
Moog Rekofa GmbH | Germany |
Moog Unna GmbH | Germany |
Moog Control Equipment (Shanghai) Co., Ltd. | People's Republic of China |
Obshestwo s Ogranizennoi Otwetstwennostju MOOG | Russia |
Moog Luxembourg Finance S.A.R.L. | Luxembourg |
Moog International Financial Services Center S.a.r.l. | Luxembourg |
Moog Verwaltungs GmbH | Germany |
Moog Ireland Limited | Ireland |
Moog Holdings Ltd. | Ireland |
Moog Japan Ltd. | Japan |
Moog Korea Ltd. | South Korea |
Moog Receivables LLC | Delaware |
Moog S.A.R.L. (95% Moog Inc.; 5% Moog GmbH) | France |
Moog Singapore Pte. Ltd. | Singapore |
Moog India Technology Center Pvt. Ltd. | India |
Moog Motion Controls Private Limited | India |
Pieper GmbH | Germany |
|
| |
| Consent of Ernst & Young LLP. (Filed herewith) | | X |
| Executive Certifications | | |
| 31.1 | | | X |
| 31.2 | |
| Certification of Chief Financial Officer pursuant to Exchange Act Rule 13a-14(a) as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. (Filed herewith)2002. | | X |
| 32.1 | |
| Certification pursuant to 18 U.S.C. Section 1350 as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. (Furnished herewith) | | X |
| |
(101) | Interactive Data Files (submitted electronically herewith) |
|
| |
(101.INS)101.INS | XBRL Instance Document - the instance document does not appear in the Interactive Data File because its XBRL tags are embedded within the Inline XBRL document. | | X |
| 101.SCH | |
(101.SCH) | XBRL Taxonomy Extension Schema DocumentDocument. | | X |
| 101.CAL | |
(101.CAL) | XBRL Taxonomy Extension Calculation Linkbase DocumentDocument. | | X |
| 101.DEF | |
(101.DEF) | XBRL Taxonomy Extension Definition Linkbase DocumentDocument. | | X |
| 101.LAB | |
(101.LAB) | XBRL Taxonomy Extension Label Linkbase DocumentDocument. | | X |
| 101.PRE | |
(101.PRE) | XBRL Taxonomy Extension Presentation Linkbase DocumentDocument. | | X |
| 104 | Cover Page Interactive Data File - the cover page XBRL tags are embedded within the Inline XBRL document and are contained within Exhibit 101. | | X |
In accordance with Rule 406T of Regulation S-T, the XBRL related information in Exhibit 101 to this Annual Report on Form 10-K shall not be deemed to be “filed” for purposes of Section 18All of the Exchange Act, or otherwise subject to the liability of that section and shall not be part of any registration or other documentexhibits listed above have been filed under theMoog Inc., Securities Act or theand Exchange Act, except as shall be expressly set forth by specific reference in such filing.Commission file number 1-05129.
|
| | | | | | | |
| Item 16. |
| Form 10-K Summary. |
Inc.
None.
Valuation and Qualifying Accounts - Fiscal Years 2015, 2016 and 2017
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (dollars in thousands) | | | | | | | | | | | | Schedule II |
| | | | | Additions | | | | | | Foreign | | |
| | | Balance at | | charged to | | | | | | exchange | | Balance |
| | | beginning | | expenses and | | | | | | impact | | at end |
| Description | | of year | | other accounts | | Deductions* | | | | and other | | of year |
| Fiscal year ended October 3, 2020 | | | | | | | | | | | | |
| Contract reserves | | $ | 60,914 | | | $ | 76,747 | | | $ | 66,885 | | | | | $ | 1,636 | | | $ | 72,412 | |
| Allowance for credit losses | | 5,402 | | | 3,774 | | | 3,144 | | | | | 281 | | | 6,313 | |
| Reserve for inventory valuation | | 134,185 | | | 52,956 | | | 35,747 | | | | | 1,917 | | | 153,311 | |
| Deferred tax valuation allowance | | 13,137 | | | 2,003 | | | 860 | | | | | 504 | | | 14,784 | |
| Fiscal year ended October 2, 2021 | | | | | | | | | | | | |
| Contract reserves | | $ | 72,412 | | | $ | 41,572 | | | $ | 55,377 | | | | | $ | 250 | | | $ | 58,857 | |
| Allowance for credit losses | | 6,313 | | | 2,245 | | | 4,238 | | | | | 31 | | | 4,351 | |
| Reserve for inventory valuation | | 153,311 | | | 26,513 | | | 25,151 | | | | | 982 | | | 155,655 | |
| Deferred tax valuation allowance | | 14,784 | | | 2,513 | | | 3,729 | | | | | 328 | | | 13,896 | |
| Fiscal year ended October 1, 2022 | | | | | | | | | | | | |
| Contract reserves | | $ | 58,857 | | | $ | 23,607 | | | $ | 35,099 | | | | | $ | (818) | | | $ | 46,547 | |
| Allowance for credit losses | | 4,351 | | | 1,686 | | | 1,083 | | | | | (346) | | | 4,608 | |
| Reserve for inventory valuation | | 155,655 | | | 25,252 | | | 33,876 | | | | | (6,426) | | | 140,605 | |
| Deferred tax valuation allowance | | 13,896 | | | — | | | 4,598 | | | | | (648) | | | 8,650 | |
|
| | | | | | | | | | | | | | | | | | | | |
| (dollars in thousands) | | | | | | | | | | Schedule II |
| | | | | Additions | | | | Foreign | | |
| | | Balance at | | charged to | | | | exchange | | Balance |
| | | beginning | | costs and | | | | impact | | at end |
| Description | | of year | | expenses | | Deductions* | | and other | | of year |
| Fiscal year ended October 3, 2015 | | | | | | | | | | |
| Contract loss reserves | | $ | 35,984 |
| | $ | 24,073 |
| | $ | 29,120 |
| | $ | (515 | ) | | $ | 30,422 |
|
| Allowance for doubtful accounts | | 4,341 |
| | 2,889 |
| | 1,624 |
| | (320 | ) | | 5,286 |
|
| Reserve for inventory valuation | | 102,572 |
| | 21,166 |
| | 17,911 |
| | (2,477 | ) | | 103,350 |
|
| Deferred tax valuation allowance | | 9,216 |
| | 1,313 |
| | 281 |
| | (665 | ) | | 9,583 |
|
| Fiscal year ended October 1, 2016 | | | | | | | | | | |
| Contract loss reserves | | $ | 30,422 |
| | $ | 29,469 |
| | $ | 27,152 |
| | $ | (196 | ) | | $ | 32,543 |
|
| Allowance for doubtful accounts | | 5,286 |
| | 1,594 |
| | 2,095 |
| | (247 | ) | | 4,538 |
|
| Reserve for inventory valuation | | 103,350 |
| | 24,183 |
| | 17,622 |
| | (719 | ) | | 109,192 |
|
| Deferred tax valuation allowance | | 9,583 |
| | 2,981 |
| | 1,521 |
| | (105 | ) | | 10,938 |
|
| Fiscal year ended September 30, 2017 | | | | | | | | | | |
| Contract loss reserves | | $ | 32,543 |
| | $ | 40,774 |
| | $ | 30,134 |
| | $ | 31 |
| | $ | 43,214 |
|
| Allowance for doubtful accounts | | 4,538 |
| | 1,291 |
| | 1,786 |
| | 308 |
| | 4,351 |
|
| Reserve for inventory valuation | | 109,192 |
| | 12,661 |
| | 14,019 |
| | 705 |
| | 108,539 |
|
| Deferred tax valuation allowance | | 10,938 |
| | 895 |
| | 7,172 |
| | 115 |
| | 4,776 |
|
* Includes the effects of divestitures.
Signatures
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
Moog Inc.
(Registrant)
|
| | | | | | | | | | |
| By | /s/ JOHN R. SCANNELL | |
| John R. Scannell | |
| Chief Executive Officer | |
| Date: | November 13, 201714, 2022 | |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities indicated on November 13, 2017.14, 2022.
| | | | | | | | |
| /s/ JOHN R. SCANNELL | | /s/ WILLIAM G. GISEL, JR. |
| John R. Scannell | | William G. Gisel, Jr. |
| Chairman of the Board and Director | | Director |
| Chief Executive Officer | | |
| (Principal Executive Officer) | | |
| | |
| | |
/s/ JOHN R. SCANNELLJENNIFER WALTER | | /s/ PETER J. GUNDERMANN |
John R. ScannellJennifer Walter | | Peter J. Gundermann |
Chairman of the Board and Director | | Director |
Chief Executive Officer | | |
(Principal Executive Officer) | | |
| | |
| | |
/s/ DONALD R. FISHBACK | | /s/ KRAIG H. KAYSER |
Donald R. Fishback | | Kraig H. Kayser |
Director | | Director |
| Vice President and Chief Financial Officer | | Director |
| (Principal Financial Officer) | | |
| | |
/s/ JENNIFER WALTER | | /s/ R. BRADLEY LAWRENCE |
Jennifer Walter/s/ MICHAEL J. SWOPE | | R. Bradley Lawrence/s/ KRAIG H. KAYSER |
ControllerMichael J. Swope | | DirectorKraig H. Kayser |
| Controller | | Director |
| (Principal Accounting Officer) | | |
| | |
| | |
/s/ RICHARD A. AUBRECHTJANET M. COLETTI | | /s/ BRIAN J. LIPKE |
Richard A. AubrechtJanet M. Coletti | | Brian J. Lipke |
| Director | | Director |
| | |
| | |
/s/ WILLIAM G. GISEL, JR.DONALD R. FISHBACK | | /s/ MAHESH NARANG |
| Donald R. Fishback | | Mahesh Narang |
| Director | | Director |
| | |
| | |
| | /s/ BRENDA L. REICHELDERFER |
William G. Gisel, Jr. | | Brenda L. Reichelderfer |
Director | | Director |
| | |
| | |
| | |
| | |
| | |
| | |
