Finance
American Savings Bank Reports Second Quarter 2024 Financial Results
-
2Q 2024 net loss of $45.8 million reflects after-tax goodwill impairment of $66.1 million in connection with HEI’s ongoing review of strategic options for ASB
-
Excluding the non-cash goodwill impairment, and excluding after-tax Maui wildfire-related expenses of $0.3 million, ASB’s core net income1 for the second quarter was $20.7 million, compared to $20.9 million in the first quarter of 2024 and $20.2 million in the second quarter of 2023
-
Non-cash goodwill impairment has no impact on ASB’s liquidity or ability to serve customers’ financial needs
-
Net interest margin expanded to 2.79%, up 4 basis points from the prior quarter
-
Strong credit quality and another release of reserves reflect healthy Hawaii economy
HONOLULU, July 31, 2024–(BUSINESS WIRE)–American Savings Bank, F.S.B. (ASB), a wholly owned subsidiary of Hawaiian Electric Industries, Inc. (NYSE – HE), today reported a second quarter 2024 net loss of $45.8 million. The second quarter 2024 results reflect the impact of an after-tax goodwill impairment of $66.1 million in connection with HEI’s ongoing review of strategic options for ASB. The goodwill impairment is related to acquisitions that took place in the 1980s and 1990s. The impairment is non-cash and has no impact on ASB’s liquidity.
“The bank’s core operations and earnings remain strong, and in the second quarter ASB improved profitability and grew core net income2 compared to the same quarter last year,” said Ann Teranishi, president and chief executive officer of ASB. “We saw net interest margin expand in the quarter, and management’s prudent expense control resulted in a decrease in core noninterest expense. ASB is in a strong financial position with high liquidity, deep borrowing capacity and a loyal, long-tenured base of deposits.”
“Over the last year, HEI has been advancing a strategy designed to support a strong, financially healthy enterprise that will empower a thriving future for Hawaii,” said Scott Seu, HEI president and CEO. “Consistent with this approach, HEI has been undertaking a comprehensive review of strategic options for ASB. We will continue to take prudent and measured actions to ensure our companies are well positioned to serve our customers and community for the long term.”
Teranishi continued, “In connection with HEI’s ongoing evaluation, the bank recorded a non-cash goodwill impairment charge that reflects management’s analysis of our bank’s market valuation. This non-cash charge has no impact on ASB’s liquidity or ASB’s ability to serve our customers’ financial needs. We remain focused on taking care of Hawaii’s residents, businesses and communities as we have for nearly 100 years.”
There is no set timetable for HEI’s comprehensive review of strategic options for ASB, and there can be no assurances that any actions regarding ASB will result from this evaluation. Neither HEI nor ASB expect to disclose or provide an update concerning developments related to this process unless or until HEI’s Board of Directors has approved a definitive course of action or otherwise determined that further disclosure is appropriate or necessary.
___________
|
1 |
|
See the “Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures” and the related GAAP reconciliation at the end of this release. For the first quarter of 2024 and the second quarter 2023, core net income was approximately equivalent to GAAP net income. |
|
2 |
|
Refer to footnote 1. |
Financial Highlights
Second quarter 2024 net interest income was $61.7 million compared to $62.3 million in the linked quarter and $63.2 million in the second quarter of 2023. The lower net interest income compared to the linked quarter was primarily due to lower yields on the investment portfolio and lower earning asset balances. The lower net interest income compared to the prior year quarter was primarily due to higher interest expense on deposit liabilities, partially offset by higher interest and dividend income due to higher earning asset yields. Net interest margin for the second quarter of 2024 was 2.79% compared to 2.75% in both the linked and prior year quarters. The yield on earning assets improved 1 basis point during the quarter, and cost of funding improved 2 basis points.
In the second quarter of 2024 ASB recorded a negative provision for credit losses of $1.9 million compared to a negative provision for credit losses of $2.2 million in the linked quarter and a provision for credit losses of $0.04 million in the second quarter of 2023. The quarter’s negative provision reflects a $0.8 million release of reserves due to an improved economic outlook for Maui following the August 2023 wildfires, as well as lower loss rates and lower loan balances. As of June 30, 2024, ASB’s allowance for credit losses to outstanding loans was 1.11% compared to 1.16% as of March 31, 2024 and 1.13% as of June 30, 2023.
The net charge-off ratio for the second quarter of 2024 was 0.15%, compared to 0.14% in both the linked and prior year quarters. Nonaccrual loans as a percentage of total loans receivable held for investment were 0.53%, compared to 0.53% in the linked quarter and 0.22% in the prior year quarter.
Noninterest income was $15.8 million in the second quarter of 2024 compared to $17.2 million in the linked quarter and $15.6 million in the second quarter of 2023. The decrease compared to the linked quarter was primarily due to lower bank-owned life insurance (BOLI) income related to changes in the fair market value of the underlying assets. The increase compared to the prior year quarter was primarily due to higher BOLI income and higher fee income, partially offset by the gain on sale of real estate recorded last year.
Noninterest expense was $136.5 million compared to $55.9 million in the linked quarter and $53.8 million in the second quarter of 2023. The increase compared to the linked and prior year quarters primarily reflects the goodwill impairment charge of $82.2 million pre-tax ($66.1 million after tax) taken in connection with HEI’s ongoing review of strategic options for ASB. Noninterest expense for the quarter also included pre-tax wildfire-related services expenses of $1.2 million.
Total loans were $6.1 billion as of June 30, 2024, down 2.5% from December 31, 2023.
Total deposits were $8.0 billion as of June 30, 2024, down 1.3% from December 31, 2023. Core deposits declined 1.3% from December 31, 2023, while certificates of deposit decreased 1.4% primarily due to the paydown of $166 million in public time deposits. As of June 30, 2024, 83% of deposits were F.D.I.C. insured or fully collateralized, with approximately 79% of deposits F.D.I.C. insured. For the second quarter of 2024, the average cost of funds was 115 basis points, down slightly from 117 basis points in the linked quarter and up 32 basis points from the prior year quarter.
Wholesale funding totaled $520 million as of June 30, 2024, down $73 million from March 31, 2024.
In the second quarter of 2024, ASB did not pay a dividend to HEI, supporting ASB’s healthy capital levels. ASB had a Tier 1 leverage ratio of 8.4% as of June 30, 2024.
HEI EARNINGS RELEASE, HEI WEBCAST AND CONFERENCE CALL TO DISCUSS EARNINGS
Concurrent with ASB’s regulatory filing 30 days after the end of the quarter, ASB announced its second quarter 2024 financial results today. Please note that these reported results relate only to ASB and are not necessarily indicative of HEI’s consolidated financial results for the second quarter 2024.
HEI plans to announce its second quarter 2024 consolidated financial results on Friday, August 9, 2024 and will also conduct a webcast and conference call at 10:30 a.m. Hawaii time (4:30 p.m. Eastern time) that same day to discuss its consolidated earnings, including ASB’s earnings.
To listen to the conference call, dial 1-888-660-6377 (U.S.) or 1-929-203-0797 (international) and enter passcode 2393042. Parties may also access presentation materials (which include reconciliation of non-GAAP measures) and/or listen to the conference call by visiting the conference call link on HEI’s website at www.hei.com under “Investor Relations,” sub-heading “News and Events — Events and Presentations.”
A replay will be available online and via phone. The online replay will be available on HEI’s website about two hours after the event. An audio replay will also be available about two hours after the event through August 23, 2024. To access the audio replay, dial 1-800-770-2030 (U.S.) or 1-647-362-9199 (international) and enter passcode 2393042.
HEI and Hawaiian Electric Company, Inc. (Hawaiian Electric) intend to continue to use HEI’s website, www.hei.com, as a means of disclosing additional information; such disclosures will be included in the Investor Relations section of the website. Accordingly, investors should routinely monitor the Investor Relations section of HEI’s website, in addition to following HEI’s, Hawaiian Electric’s and ASB’s press releases, HEI’s and Hawaiian Electric’s Securities and Exchange Commission (SEC) filings and HEI’s public conference calls and webcasts. Investors may sign up to receive e-mail alerts via the Investor Relations section of the website. The information on HEI’s website is not incorporated by reference into this document or into HEI’s and Hawaiian Electric’s SEC filings unless, and except to the extent, specifically incorporated by reference.
Investors may also wish to refer to the Public Utilities Commission of the State of Hawaii (PUC) website at https://hpuc.my.site.com/cdms/s/ to review documents filed with, and issued by, the PUC. No information on the PUC website is incorporated by reference into this document or into HEI’s and Hawaiian Electric’s SEC filings.
The HEI family of companies provides the energy and financial services that empower much of the economic and community activity of Hawaii. HEI’s electric utility, Hawaiian Electric, supplies power to approximately 95% of Hawaii’s population and is undertaking an ambitious effort to decarbonize its operations and the broader state economy. Its banking subsidiary, ASB, is one of Hawaii’s largest financial institutions, providing a wide array of banking and other financial services and working to advance economic growth, affordability and financial fitness. HEI also helps advance Hawaii’s sustainability goals through investments by its non-regulated subsidiary, Pacific Current. For more information, visit www.hei.com.
NON-GAAP MEASURES
Measures described as “core” (e.g., core net income and core noninterest expense) are non-GAAP measures which exclude after-tax Maui wildfire-related costs and the goodwill impairment taken in connection with HEI’s ongoing review of strategic options for ASB. See “Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures” and the related GAAP reconciliations at the end of this release.
FORWARD-LOOKING STATEMENTS
This release may contain “forward-looking statements,” which include statements that are predictive in nature, depend upon or refer to future events or conditions, and usually include words such as “will,” “expects,” “anticipates,” “intends,” “plans,” “believes,” “predicts,” “estimates” or similar expressions. In addition, any statements concerning future financial performance, ongoing business strategies or prospects or possible future actions are also forward-looking statements. Forward-looking statements are based on current expectations and projections about future events and are subject to risks, uncertainties and the accuracy of assumptions concerning HEI and its subsidiaries, the performance of the industries in which they do business and economic, political and market factors, among other things. These forward-looking statements are not guarantees of future performance.
Forward-looking statements in this release should be read in conjunction with the “Cautionary Note Regarding Forward-Looking Statements” and “Risk Factors” discussions (which are incorporated by reference herein) set forth in HEI’s Annual Report on Form 10-K for the year ended December 31, 2023 and HEI’s other periodic reports that discuss important factors that could cause HEI’s results to differ materially from those anticipated in such statements. These forward-looking statements speak only as of the date of the report, presentation or filing in which they are made. Except to the extent required by the federal securities laws, HEI, Hawaiian Electric, ASB and their subsidiaries undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
|
American Savings Bank, F.S.B. |
||||||||||||||||||
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|
||||||||||||||||||
|
|
Three months ended |
|
Six months ended June 30 |
|||||||||||||||
|
(in thousands) |
|
June 30, |
|
March 31, |
|
June 30, |
|
2024 |
|
2023 |
||||||||
|
Interest and dividend income |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Interest and fees on loans |
|
$ |
72,960 |
|
|
$ |
72,971 |
|
|
$ |
67,966 |
|
$ |
145,931 |
|
|
$ |
132,808 |
|
Interest and dividends on investment securities |
|
|
13,218 |
|
|
|
14,964 |
|
|
|
13,775 |
|
|
28,182 |
|
|
|
28,412 |
|
Total interest and dividend income |
|
|
86,178 |
|
|
|
87,935 |
|
|
|
81,741 |
|
|
174,113 |
|
|
|
161,220 |
|
Interest expense |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Interest on deposit liabilities |
|
|
18,015 |
|
|
|
17,432 |
|
|
|
9,661 |
|
|
35,447 |
|
|
|
16,498 |
|
Interest on other borrowings |
|
|
6,479 |
|
|
|
8,154 |
|
|
|
8,852 |
|
|
14,633 |
|
|
|
16,573 |
|
Total interest expense |
|
|
24,494 |
|
|
|
25,586 |
|
|
|
18,513 |
|
|
50,080 |
|
|
|
33,071 |
|
Net interest income |
|
|
61,684 |
|
|
|
62,349 |
|
|
|
63,228 |
|
|
124,033 |
|
|
|
128,149 |
|
Provision for credit losses |
|
|
(1,910 |
) |
|
|
(2,159 |
) |
|
|
43 |
|
|
(4,069 |
) |
|
|
1,218 |
|
Net interest income after provision for credit losses |
|
|
63,594 |
|
|
|
64,508 |
|
|
|
63,185 |
|
|
128,102 |
|
|
|
126,931 |
|
Noninterest income |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Fees from other financial services |
|
|
5,133 |
|
|
|
4,874 |
|
|
|
5,009 |
|
|
10,007 |
|
|
|
9,688 |
|
Fee income on deposit liabilities |
|
|
4,630 |
|
|
|
4,898 |
|
|
|
4,504 |
|
|
9,528 |
|
|
|
9,103 |
|
Fee income on other financial products |
|
|
2,960 |
|
|
|
2,743 |
|
|
|
2,768 |
|
|
5,703 |
|
|
|
5,512 |
|
Bank-owned life insurance |
|
|
2,255 |
|
|
|
3,584 |
|
|
|
1,955 |
|
|
5,839 |
|
|
|
3,380 |
|
Mortgage banking income |
|
|
364 |
|
|
|
424 |
|
|
|
230 |
|
|
788 |
|
|
|
360 |
|
Gain on sale of real estate |
|
|
— |
|
|
|
— |
|
|
|
495 |
|
|
— |
|
|
|
495 |
|
Other income, net |
|
|
423 |
|
|
|
686 |
|
|
|
678 |
|
|
1,109 |
|
|
|
1,479 |
|
Total noninterest income |
|
|
15,765 |
|
|
|
17,209 |
|
|
|
15,639 |
|
|
32,974 |
|
|
|
30,017 |
|
Noninterest expense |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Compensation and employee benefits |
|
|
29,802 |
|
|
|
32,459 |
|
|
|
29,394 |
|
|
62,261 |
|
|
|
59,598 |
|
Occupancy |
|
|
5,220 |
|
|
|
5,063 |
|
|
|
5,539 |
|
|
10,283 |
|
|
|
11,127 |
|
Data processing |
|
|
4,960 |
|
|
|
4,846 |
|
|
|
5,095 |
|
|
9,806 |
|
|
|
10,107 |
|
Services |
|
|
4,250 |
|
|
|
4,151 |
|
|
|
2,689 |
|
|
8,401 |
|
|
|
5,284 |
|
Equipment |
|
|
2,477 |
|
|
|
2,649 |
|
|
|
2,957 |
|
|
5,126 |
|
|
|
5,603 |
|
Office supplies, printing and postage |
|
|
1,006 |
|
|
|
1,018 |
|
|
|
1,109 |
|
|
2,024 |
|
|
|
2,274 |
|
Marketing |
|
|
747 |
|
|
|
776 |
|
|
|
834 |
|
|
1,523 |
|
|
|
1,850 |
|
Goodwill impairment |
|
|
82,190 |
|
|
|
— |
|
|
|
— |
|
|
82,190 |
|
|
|
— |
|
Other expense |
|
|
5,813 |
|
|
|
4,942 |
|
|
|
6,152 |
|
|
10,755 |
|
|
|
12,343 |
|
Total noninterest expense |
|
|
136,465 |
|
|
|
55,904 |
|
|
|
53,769 |
|
|
192,369 |
|
|
|
108,186 |
|
Income (loss) before income taxes |
|
|
(57,106 |
) |
|
|
25,813 |
|
|
|
25,055 |
|
|
(31,293 |
) |
|
|
48,762 |
|
Income tax (benefit) |
|
|
(11,319 |
) |
|
|
4,879 |
|
|
|
4,851 |
|
|
(6,440 |
) |
|
|
9,996 |
|
Net income (loss) |
|
$ |
(45,787 |
) |
|
$ |
20,934 |
|
|
$ |
20,204 |
|
$ |
(24,853 |
) |
|
$ |
38,766 |
|
Comprehensive income (loss) |
|
$ |
(44,154 |
) |
|
$ |
11,166 |
|
|
$ |
12,994 |
|
$ |
(32,988 |
) |
|
$ |
49,986 |
|
OTHER BANK INFORMATION (annualized %, except as of period end) |
|
|
|
|
|
|
|
|
||||||||||
|
Return on average assets |
|
|
(1.97 |
) |
|
|
0.88 |
|
|
|
0.84 |
|
|
(0.53 |
) |
|
|
0.81 |
|
Return on average equity |
|
|
(33.97 |
) |
|
|
15.64 |
|
|
|
16.20 |
|
|
(9.25 |
) |
|
|
15.87 |
|
Return on average tangible common equity |
|
|
(39.84 |
) |
|
|
18.48 |
|
|
|
19.40 |
|
|
(10.89 |
) |
|
|
19.07 |
|
Net interest margin |
|
|
2.79 |
|
|
|
2.75 |
|
|
|
2.75 |
|
|
2.77 |
|
|
|
2.80 |
|
Efficiency ratio |
|
|
176.20 |
|
|
|
70.27 |
|
|
|
68.18 |
|
|
122.52 |
|
|
|
68.40 |
|
Net charge-offs to average loans outstanding |
|
|
0.15 |
|
|
|
0.14 |
|
|
|
0.14 |
|
|
0.14 |
|
|
|
0.14 |
|
As of period end |
|
|
|
|
|
|
|
|
|
|
||||||||
|
Nonaccrual loans to loans receivable held for investment |
|
|
0.53 |
|
|
|
0.53 |
|
|
|
0.22 |
|
|
|
|
|||
|
Allowance for credit losses to loans outstanding |
|
|
1.11 |
|
|
|
1.16 |
|
|
|
1.13 |
|
|
|
|
|||
|
Tangible common equity to tangible assets |
|
|
5.4 |
|
|
|
5.0 |
|
|
|
4.3 |
|
|
|
|
|||
|
Tier-1 leverage ratio |
|
|
8.4 |
|
|
|
8.0 |
|
|
|
7.8 |
|
|
|
|
|||
|
Dividend paid to HEI (via ASB Hawaii, Inc.) ($ in millions) |
|
$ |
— |
|
|
$ |
— |
|
|
$ |
11.0 |
|
$ |
— |
|
|
$ |
25.0 |
|
This information should be read in conjunction with the consolidated financial statements and the notes thereto in HEI filings with the SEC. Results of operations for interim periods are not necessarily indicative of results to be expected for future interim periods or the full year. |
|
American Savings Bank, F.S.B. |
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|
|
||||||||||||
|
(in thousands) |
June 30, 2024 |
December 31, 2023 |
||||||||||
|
Assets |
|
|
|
|
||||||||
|
Cash and due from banks |
|
$ |
139,114 |
|
|
$ |
184,383 |
|
||||
|
Interest-bearing deposits |
|
|
195,721 |
|
|
|
251,072 |
|
||||
|
Cash and cash equivalents |
|
|
334,835 |
|
|
|
435,455 |
|
||||
|
Investment securities |
|
|
|
|
||||||||
|
Available-for-sale, at fair value |
|
|
1,061,687 |
|
|
|
1,136,439 |
|
||||
|
Held-to-maturity, at amortized cost |
|
|
1,179,182 |
|
|
|
1,201,314 |
|
||||
|
Stock in Federal Home Loan Bank, at cost |
|
|
29,204 |
|
|
|
14,728 |
|
||||
|
Loans held for investment |
|
|
6,030,158 |
|
|
|
6,180,810 |
|
||||
|
Allowance for credit losses |
|
|
(66,813 |
) |
|
|
(74,372 |
) |
||||
|
Net loans |
|
|
5,963,345 |
|
|
|
6,106,438 |
|
||||
|
Loans held for sale, at lower of cost or fair value |
|
|
13,904 |
|
|
|
15,168 |
|
||||
|
Other |
|
|
698,648 |
|
|
|
681,460 |
|
||||
|
Goodwill |
|
|
— |
|
|
|
82,190 |
|
||||
|
Total assets |
|
$ |
9,280,805 |
|
|
$ |
9,673,192 |
|
||||
|
Liabilities and shareholder’s equity |
|
|
|
|
||||||||
|
Deposit liabilities–noninterest-bearing |
|
$ |
2,515,062 |
|
|
$ |
2,599,762 |
|
||||
|
Deposit liabilities–interest-bearing |
|
|
5,521,411 |
|
|
|
5,546,016 |
|
||||
|
Other borrowings |
|
|
520,000 |
|
|
|
750,000 |
|
||||
|
Other |
|
|
226,488 |
|
|
|
247,563 |
|
||||
|
Total liabilities |
|
|
8,782,961 |
|
|
|
9,143,341 |
|
||||
|
Common stock |
|
|
1 |
|
|
|
1 |
|
||||
|
Additional paid-in capital |
|
|
359,048 |
|
|
|
358,067 |
|
||||
|
Retained earnings |
|
|
439,202 |
|
|
|
464,055 |
|
||||
|
Accumulated other comprehensive loss, net of tax benefits |
|
|
|
|
||||||||
|
Net unrealized losses on securities |
$ |
(291,864 |
) |
|
$ |
(282,963 |
) |
|
||||
|
Retirement benefit plans |
|
(8,543 |
) |
|
(300,407 |
) |
|
(9,309 |
) |
|
(292,272 |
) |
|
Total shareholder’s equity |
|
|
497,844 |
|
|
|
529,851 |
|
||||
|
Total liabilities and shareholder’s equity |
|
$ |
9,280,805 |
|
|
$ |
9,673,192 |
|
||||
|
This information should be read in conjunction with the consolidated financial statements and the notes thereto in HEI filings with the SEC. |
Explanation of ASB’s Use of Certain Unaudited Non-GAAP Measures
HEI and ASB management use certain non-GAAP measures to evaluate the performance of HEI and the bank.
Management believes these non-GAAP measures provide useful information and are a better indicator of the companies’ core operating activities. Core earnings and other financial measures as presented here may not be comparable to similarly titled measures used by other companies. The accompanying tables provide a reconciliation of reported GAAP1 earnings to non-GAAP core earnings and returns on average equity and average assets for the bank.
The reconciling adjustments from GAAP earnings to core earnings are limited to the costs related to the Maui wildfires and the goodwill impairment taken in connection with HEI’s ongoing review of strategic options for ASB. Management does not consider these items to be representative of the company’s fundamental core earnings.
|
Reconciliation of GAAP to non-GAAP Measures |
||||||||
|
|
||||||||
|
(in thousands) |
|
Three months ended |
|
Six months ended |
||||
|
Maui wildfire related costs and goodwill impairment |
|
|
|
|
||||
|
Pretax expenses: |
|
|
|
|
||||
|
Provision for credit losses |
|
$ |
(800 |
) |
|
$ |
(2,300 |
) |
|
Professional services expense |
|
|
1,201 |
|
|
|
2,909 |
|
|
Other expenses, net |
|
|
51 |
|
|
|
(266 |
) |
|
Pretax Maui wildfire related costs, net |
|
|
452 |
|
|
|
343 |
|
|
Pretax goodwill impairment |
|
|
82,190 |
|
|
|
82,190 |
|
|
Income tax benefit |
|
|
(16,181 |
) |
|
|
(16,152 |
) |
|
After-tax expenses |
|
$ |
66,461 |
|
|
$ |
66,381 |
|
|
|
|
|
|
|
||||
|
ASB net income (loss) |
|
|
|
|
||||
|
GAAP (as reported) |
|
$ |
(45,787 |
) |
|
$ |
(24,853 |
) |
|
Excluding expense relating to Maui wildfire costs and goodwill impairment (after tax): |
|
|
|
|
||||
|
Provision for credit losses |
|
|
(586 |
) |
|
|
(1,684 |
) |
|
Professional services expense |
|
|
880 |
|
|
|
2,130 |
|
|
Other expenses, net |
|
|
37 |
|
|
|
(195 |
) |
|
Goodwill impairment |
|
|
66,130 |
|
|
|
66,130 |
|
|
Maui wildfire related cost, net and goodwill impairment (after tax) |
|
|
66,461 |
|
|
|
66,381 |
|
|
Non-GAAP (core) net income |
|
$ |
20,674 |
|
|
$ |
41,528 |
|
|
|
|
Three months ended |
|
Six months ended |
||
|
Ratios (annualized %) |
|
|
|
|
||
|
Based on GAAP |
|
|
|
|
||
|
Return on average assets |
|
(1.97 |
) |
|
(0.53 |
) |
|
Return on average equity |
|
(33.97 |
) |
|
(9.25 |
) |
|
Return on average tangible common equity |
|
(39.84 |
) |
|
(10.89 |
) |
|
Efficiency ratio |
|
176.20 |
|
|
122.52 |
|
|
Based on Non-GAAP (core) |
|
|
|
|
||
|
Return on average assets |
|
0.89 |
|
|
0.88 |
|
|
Return on average equity |
|
15.34 |
|
|
15.46 |
|
|
Return on average tangible common equity |
|
17.99 |
|
|
18.20 |
|
|
Efficiency ratio |
|
68.46 |
|
|
68.49 |
|
|
1 |
|
Accounting principles generally accepted in the United States of America |
View source version on businesswire.com: https://www.businesswire.com/news/home/20240730272283/en/
Contacts
Mateo Garcia
Director, Investor Relations
Telephone: (808) 543-7300
E-mail: ir@hei.com
Finance
Boeing’s new CFO sees ‘performance culture’ driving a return to positive cash flow next year | Fortune
Good morning. As a new hire, you never truly know a company’s culture until you experience it firsthand. For Boeing CFO Jay Malave, it has been a little over three months—and he is ready to offer an evaluation.
After a series of aircraft malfunctions, management challenges, and a strike by more than 33,000 machinists in 2024, Boeing has seen significant changes in its executive leadership over the past year. Malave began his tenure as EVP and CFO on Aug. 15, succeeding Brian West, who served as finance chief for four years. Kelly Ortberg became Boeing’s president and CEO in August 2024.
Speaking Tuesday at the UBS Global Industrials and Transportation Conference, Malave said that, by the time he joined the company, he was already benefiting from culture changes Ortberg had put in motion.
“What I’ve seen is a really engaged workforce, a very strong management team—one that has a can-do attitude,” Malave said. Management is focused on improvement and making Boeing better every day, he said. “To me, that is incredibly important, because that’s a sign of a performance culture, and that’s one of the things you look for when you join a company,” Malave said. “You can never really tell from the outside looking in what it’s actually like working in the company.”
He described “active management” as a leadership team that is “willing to roll up its sleeves, get its hands dirty, help solve problems, and be part of the solutions—and that’s exactly what I see here at Boeing,” he said. “I’m that type of person who likes to get into the details, to focus on how we solve a problem rather than just observing it. From my perspective, I’ve been able to transition pretty easily into an environment like that.”
At Boeing (No. 63 on the Fortune 500), Malave leads the finance organization, as well as strategy, business planning, and global real estate, and he serves on the company’s executive council. He was most recently CFO of Lockheed Martin and previously held senior finance roles at L3Harris Technologies. He also spent more than 20 years at United Technologies (UTC), including serving as CFO of Carrier Corporation when it was a UTC division.
Boeing’s path back to positive cash flow
During the conversation, Malave also sketched out a financial reset for Boeing. He expects the company to move back into positive free cash flow in 2026 in the low single-digit billions. This is dependent upon ramping up production of the 737 Max and 787 Dreamliner and working through its stockpile of undelivered jets.
Malave described next year as the start of rebuilding toward Boeing’s long-standing $10 billion annual cash-generation target, with higher production rates key toward that ambition. The outlook marks a sharp improvement from roughly $2 billion in expected free cash outflow in 2025, and his comments helped lift Boeing shares by nearly 10% on Tuesday.
Risk, opportunity—and no ‘grenades’ for BDS
In July, Boeing veteran Stephen Parker was appointed president and CEO of its Defense, Space & Security (BDS) business, after serving as interim leader since September 2024. Malave is temporarily separated from BDS because of his recent role at Lockheed Martin, and Boeing has formally agreed he will not take part in BDS activities until the end of the year to avoid potential conflicts of interest with his former employer.
Malave stressed that he does not plan to disrupt the BDS portfolio once he is able to engage there. “I think there’s been some investor angst in terms of, once Jay Malave gets access to the BDS program, there’s going to be a bunch of grenades that go off on all these programs,” he said. “I’m there to learn.” He added, “In any program, there’s going to be risk, there’s going to be opportunities. My job will be: How can I help them mitigate risk, and how can I help them realize opportunities? I’m not going in there with a mandate or an agenda to throw grenades at different programs.”
SherylEstrada
sheryl.estrada@fortune.com
Leaderboard
Michele Allen was appointed CFO of Jersey Mike’s Subs, a franchisor of fast-casual sandwich shops, effective Dec. 1. Allen succeeds Walter Tombs, who is retiring from Jersey Mike’s in January after 26 years with the company. Allen brings more than 25 years of financial leadership experience. Most recently, she served as CFO and head of strategy at Wyndham Hotels & Resorts. Allen began her career with Deloitte as an auditor.
Jessica Ross was appointed CFO of GitLab Inc. (Nasdaq: GTLB), a DevSecOps platform, effective Jan. 15. Ross joins the company from Frontdoor, where she served as CFO. She has more than 25 years of experience in finance, accounting, and operational leadership at companies like Salesforce and Stitch Fix, and spent 12 years in public accounting at Arthur Andersen and Deloitte.
Big Deal
Adobe has released online shopping data for the 2025 holiday season covering Cyber Week, the five-day shopping period from Thanksgiving through Black Friday and Cyber Monday. Consumers spent a total of $14.25 billion online on Cyber Monday, up 7.1% year over year and above Adobe’s initial projection of $14.2 billion (up 6.3% year over year). During the peak hours of 8 to 10 p.m., consumers spent $16 million every minute, according to Adobe.
Usage of the buy now, pay later payment method hit an all-time high on Cyber Monday, driving $1.03 billion in online spend (up 4.2% year over year), according to the data. Adobe also found that on Cyber Monday, AI-driven traffic to U.S. retail sites (measured by shoppers clicking on a link) increased by 670% compared with last year.
Going deeper
“Anthropic is all in on ‘AI safety’—and that’s helping the $183 billion startup win over big business” is a new Fortunefeature by Jeremy Kahn.
Kahn writes: “Anthropic has emerged as one of the leading rivals to OpenAI and Google in the race to build ever-more-capable artificial intelligence. And while Anthropic and its Claude family of AI models don’t have quite the same brand recognition as crosstown rival OpenAI and its ChatGPT products, over the past year Claude has quietly emerged as the model that businesses seem to like best. Anthropic, currently valued at $183 billion, has by some metrics pulled ahead of its larger rivals, OpenAI and Google, in enterprise usage.” You can read the complete article here.
Overheard
“Today’s AI-ready employee brings more than technical skills — they work smarter, feel more fulfilled, and contribute more effectively.”
—Sarah Hoffman, director of AI Thought Leadership at AlphaSense, writes in a Fortune opinion piece.
Finance
Elyria keeps sanitation services public, approves rate hikes to avoid financial shortfall
ELYRIA , Ohio— Facing the prospect of millions in deficits, Elyria City Council has chosen to maintain its municipal sanitation department while approving substantial rate increases over the next three years.
The decision came after a financial analysis by Rea Business Advisors warned that without action, the sanitation fund could fall more than $5 million into the red by 2031. The study, an update to similar research from 2018, examined current costs and projected financial needs through the end of the decade.
Adam Letera of Rea Business Advisors outlined several scenarios for council members at their Nov. 17 meeting: privatize services, implement moderate rate increases, or maintain the status quo. A 3% annual rate increase would only postpone a financial shortfall, while a 5% increase could sustain a positive fund balance. Without rate adjustments or privatization, the study projects the sanitation fund would face negative cash flow by 2026.
Despite the financial pressure, the Strategic Planning Committee voted last month to reject privatization. While privatization might offer lower rates, officials highlighted that city-run operations provide a level of service that a private contractor could not match.
On Nov. 24, the finance committee formalized the rate structure for the coming years. The approved plan implements a 5% increase annually for 2026, 2027 and 2028—matching the consultant’s recommendation for financial stability.
Safety Service Director Chris Pyanowski framed the rate adjustment as the necessary follow-up to keeping services municipal. He told the council that having voted to retain the department, members now needed to ensure it remains funded.
The incremental increases are designed to prevent service disruptions while maintaining the city’s full range of sanitation offerings.
Finance
Triodos Bank plans to finance 275 energy transition projects by 2030
Triodos Bank has unveiled its first integrated Climate & Nature Strategy, announcing a comprehensive approach to accelerate the energy transition, reduce financed emissions and increase investment in nature-based solutions.
The Triodos Bank energy transition strategy, ‘Dare to Act. Now.’, sets out measurable targets to drive climate and biodiversity action by 2030.
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Triodos Bank’s new four-pillar strategy marks the first time the bank has unified its climate and biodiversity ambitions.
The plan includes a commitment to cut absolute financed emissions by at least 42% by 2030, up from the 32% target set in 2022.
The focus is on three key activities that together account for 90% of the bank’s emissions footprint: business loans, mortgages, and listed equities and bonds managed by Triodos Investment Management.
Another pillar of the Triodos Bank energy transition strategy is the financing of 275 energy transition projects over the next five years. The bank aims to support next-generation, decentralised and community-led solutions, building on its “strong track record” in renewable energy finance.
The deal-count target is designed to ensure that finance reaches not only large utilities but also cooperatives, innovators and smaller community-led initiatives that often face challenges in accessing mainstream capital.
In addition to the energy transition targets, Triodos Bank plans to channel €500m ($580.39m) into high-integrity, nature-based solutions (NbS) by 2030. These projects are intended to deliver measurable ecological and social benefits, addressing both climate and biodiversity challenges together.
From 2026, the bank will begin reporting on its progress towards this investment goal, as well as on the positive biodiversity impacts of its financed projects. The aim is to provide greater transparency on how investments in NbS contribute tangible benefits for biodiversity.
Triodos Bank’s fourth strategy includes a strong advocacy component. The bank has called for systemic change in the financial sector.
It has stated that banks are still directing €650bn annually into fossil fuels, which sustains dependency on non-renewable energy sources.
The bank is advocating for international agreements such as the Fossil Fuel Non-Proliferation Treaty to phase out fossil fuels and create robust frameworks for high-integrity NbS.
Additionally, Triodos Bank is campaigning for energy-efficient housing and bio-based building standards.
As part of its advocacy, Triodos Bank has sought for binding rules including mandatory fossil-phase-out pathways for all banks; required short-term emissions reduction targets for 2030–35, with transparent action plans; alignment of financial regulation with the Paris Agreement and adherence to 1.5°C reduction pathways; separate targets for emissions reduction and carbon removal; and robust integrity standards for nature-based solutions.
Triodos Bank CEO Marcel Zuidam emphasised the interconnectedness of climate change and biodiversity loss, stating: “Climate change and biodiversity loss are not separate crises. They are deeply interconnected. Restoring ecosystems is essential to stabilising the climate, and climate action must protect biodiversity. Our strategy is about real reductions, real solutions and real leadership.
“We invite the financial sector to join us in embracing long-term well-being and taking action for a hopeful future. Together, we can drive the systemic change needed to stay within planetary boundaries. This means aligning financial flows with the Paris Agreement, investing in nature restoration and a clear road map to end the financing of the fossil fuel industry.”
Netherlands-based Triodos Bank has branches in Belgium, Germany, the UK and Spain.
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