receivables, to specific divisions. The corporate-office assets, including the centrally controlled cash account, were allocated to the divisions on the basis of divisional revenues. All fixed assets were recorded at their balance sheet that is, original cost less accumulated straight-line depreciation. Thus, the sum of the divisional assets was equal to the amount shown on the corporate balance sheet ($226,257 as of December 31, 2015) In 1991, Enager had as its return on year-end assets (net income divided by total assets) a rate of 5.2 percent. According to Hubbard, this corresponded to a "gross return" of 9.3 percent; he defined gross return as equal to earnings before interest and taxes ("EBIT") divided by assets. Hubbard felt that a company like Enager should have a gross (EBIT) return on assets of at least 12 percent, especially given the interest rates the corporation had to pay on its recent borrowing. He, therefore, instructed each division manager that the division was to try to earn a gross return of 12 percent in 2014 and 2015. In order to help pull the return up to this level, Hubbard decided that new investment proposals would have to show a return of at least 15 percent in order to be approved