Annual Financial Performance, Processing Sample Clauses

Annual Financial Performance, Processing. Data on cost of processing for the mussel sector is limited. The best available information comes from the price structure study by EUMOFA (2019)5. For the most part, the processing cost per kilogram in Germany and Denmark are considerably close, with the exception of employment cost, see Table 5. Table 5 Price structure along supply chain for Mytilus edulis (EUMOFA 2019) EUR/kg Germany Denmark Average Ex-farm mussel price (first sale) 1.4 0.68 1.04 Transport to wholesaler 0.3 0.41 0.36 Cleaning/sorting/packaging costs 0.45 0.41 0.43 Employees n.a. 0.81 0.41 Processor-wholesaler's margin 0.4 0.41 0.41 Ex-wholesaler price 2.55 2.70 2.63 Retailer's logistic and transport cost 0.5 0.81 0.66 3 Xxxxxxxxx, X.X., Xxxxxxxx X., Xxxxxxxxx P., Xxxxxx J. (2014) Risk factors affecting the profitability of the Mediterranean mussel Mytilus galloprovincialis Lamarck 1819, farming in Greece. Journal of Shellfish Research 33 (3): 695–708. 4 xxxxx://xxx.xxxxxx.xxx.xx/uploads/MarBioShell/Thong%20et%20al%202013%20Final%20- %20SDU%20%20Thongrapport.pdf 5 xxxxx://xxx.xxxxxx.xx/ Retailer's other costs and margin 0.8 0.81 0.81 Retail price excl VAT 3.85 4.32 4.09 VAT (7%) 0.27 1.08 0.68 Retail price incl VAT 4.12 5.40 4.76 n.a. not available For the processing division of Space@Sea, revenue is calculated by multiplying the average wholesale price of €2.63 to the output volume after processing, net of waste (see Table 2). No subsidies or income from processing of third- party mussels are assumed for the purpose of this case study. Table 6 lists the figures used for the mussel processing model, which are described in more detail in the text below. Table 6 Annual revenue and expenditures for the mussel processing model Per 1000 tonnes input Space@sea Income per enterprise Turnover 2,362,500 10,087,284 Total income 2,362,500 10,087,284 Operating costs per enterprise Wages and salaries 202,500 864,624 Imputed value of unpaid labour 0 0 Energy/cleaning/packaging 430,000 1,835,993 COGS: fish and other raw materials 1,000,000 4,269,750 Repair and maintenance 113,073 482,793 Other operational costs (e.g. transport) 319,500 1,364,185 Total operating costs 2,065,073 8,817,345 Capital costs per enterprise Depreciation 73,314 313,033 Financial costs 47,353 202,187 Total capital costs 120,667 515,220 Net result per enterprise 176,760 754,719 Capital investment 1,863,240 7,955,570 Return on capital 9% 9% Employment (workers/100 ton) Total FTE 3.3 14.0 Production Volume of raw materials (tonnes) ...
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Related to Annual Financial Performance, Processing

  • Annual Performance Review The Employee’s performance of his duties under this Agreement shall be reviewed by the Board of Directors or a committee of the Board of Directors at least annually and finalized within thirty (30) days of the receipt of the annual audited financial statements. The Board of Directors or a committee of the Board of Directors shall additionally review the base salary, bonus and benefits provided to the Employee under this Agreement and may, in their discretion, adjust the same, as outlined in Addendum B of this Agreement, provided, however, that Employee’s annual base salary shall not be less than the base salary set forth in Section 4(A) hereof.

  • Annual Performance Evaluation On either a fiscal year or calendar year basis, (consistently applied from year to year), the Bank shall conduct an annual evaluation of Executive’s performance. The annual performance evaluation proceedings shall be included in the minutes of the Board meeting that next follows such annual performance review.

  • Ongoing Performance Measures The Department intends to use performance-reporting tools in order to measure the performance of Contractor(s). These tools will include the Contractor Performance Survey (Exhibit H), to be completed by Customers on a quarterly basis. Such measures will allow the Department to better track Vendor performance through the term of the Contract(s) and ensure that Contractor(s) consistently provide quality services to the State and its Customers. The Department reserves the right to modify the Contractor Performance Survey document and introduce additional performance-reporting tools as they are developed, including online tools (e.g. tools within MFMP or on the Department's website).

  • Performance Metrics In the event Grantee fails to timely achieve the following performance metrics (the “Performance Metrics”), then in accordance with Section 8.4 below Grantee shall upon written demand by Triumph repay to Triumph all portions of Grant theretofore funded to and received by Grantee:

  • Performance Monitoring A. Performance Monitoring of Subrecipient by County, State of California and/or HUD shall consist of requested and/or required written reporting, as well as onsite monitoring by County, State of California or HUD representatives.

  • Performance Measures and Metrics This section outlines the performance measures and metrics upon which service under this SLA will be assessed. Shared Service Centers and Customers will negotiate the performance metric, frequency, customer and provider service responsibilities associated with each performance measure. Measurements of the Port of Seattle activities are critical to improving services and are the basis for cost recovery for services provided. The Port of Seattle and The Northwest Seaport Alliance have identified activities critical to meeting The NWSA’s business requirements and have agreed upon how these activities will be assessed.

  • SCHEDULE FOR PERFORMANCE REVIEWS 8.1 The performance of each Employee in relation to his/her performance agreement shall be reviewed on the following dates with the understanding that reviews in the first and third quarter may be verbal if performance is satisfactory:

  • Performance Management 17.1 The Contractor will appoint a suitable Account Manager to liaise with the Authority’s Strategic Contract Manager. Any/all changes to the terms and conditions of the Agreement will be agreed in writing between the Authority’s Strategic Contract Manager and the Contractor’s appointed representative.

  • Quarterly Contractor Performance Reporting Customers shall complete a Contractor Performance Survey (Exhibit I) for each Contractor on a Quarterly basis. Customers will electronically submit the completed Contractor Performance Survey(s) to the Department Contract Manager no later than the due date indicated in Contract Exhibit D, Section 17, Additional Special Contract Conditions. The completed Contractor Performance Survey(s) will be used by the Department as a performance-reporting tool to measure the performance of Contractors. The Department reserves the right to modify the Contractor Performance Survey document and introduce additional performance-reporting tools as they are developed, including online tools (e.g. tools within MyFloridaMarketPlace or on the Department's website).

  • Performance Measurement Satisfactory performance of this Contract will be measured by:

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