Sentences with phrase «companies performance does»

Companies performance does not contribute to the price of the shares as share price is totally dependent on investors emotion and market news.

Not exact matches

While Taiwan Semiconductor didn't mention Apple by name, the company relies heavily on the iPhone to drive its quarterly performance.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

The bigger the company, the larger the paycheque you can command — and that doesn't count other compensation such as stock or performance bonuses, common at the higher end of the leadership ladder.

As a result companies are now finding out that they can also use their existing data to answer other business - critical questions, such as «How do pay grades relate to improved performance?»

It also doesn't hurt that Misen is a growing company, and they're rapidly expanding into other aspects of cookware while keeping the same ethos of an «honest price» for premium performance.

On our performance reviews the company does not review our leadership capabilities or activities — all the company reviews is our results».

Instead of sitting in classrooms learning facts about how to start a company, they are learning - by - doing and building real skills to reach the next level of performance.

Performance may be volatile and results unpredictable, but for investors who want to participate in a company's development from its first steps into its maturity, TSX and TSXV enable them to do it.

Admittedly, after years of acquisitions, Berkshire's bottom line has more to do with the performance of the increasingly large companies it owns — including, for instance, railroad giant BNSF and Heinz — and less to do with the returns of its stock market portfolio.

For Directors» equity to vest (the portion they did not purchase), hurdles would need to be achieved that reflect personal performance and long - term value creation of the company.

Many companies have performance reviews around this time, but even if yours doesn't, take the time to think about all that you've accomplished.

Still, with $ 6.3 trillion under management, BlackRock's call for companies to do a better job explaining not only their financial performance, but also the societal impact of their business, is a welcome one.

It is hardly surprising that boards do not focus on value creation, strategic planning, or maximizing company performance as much as they do on compliance.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

«If companies don't instigate change then their investors will quickly become concerned they are missing out on potentially huge performance benefits,» she predicts.

«This system helps people to understand their individual near - term impact on the company's performance, gives them bumper lanes to experiment which in turn helps them say no to opportunities that don't align to near - term goals, all while keeping them connected to our mission,» said Ringelmann.

Many companies do not consider innovation when evaluating an employee's performance.

Most of us in smaller companies don't have an effective board or someone to motivate you to increase your performance.

In business, it means measuring actual performance — not just bottom - line financial performance, but social and environmental performance, too, rather than just relying on the vague feeling that your company is «doing OK.»

When tech entrepreneur Kieran Snyder analyzed performance reviews done by a diverse group of managers at a variety of companies a few years ago, she found that constructive feedback given to women included strong elements of «negative personality criticism» that were all but absent from the suggestions for men.

While this doesn't mean all companies are back to pre-recession performance levels, entrepreneurs are likely to see new options for their business next year, thanks to an expected increase in bank loans and a larger pool of potential buyers.

Considering the US's lack of federal paid family leave policy, Sandberg said companies need to take the lead and support families with their own paid leave policies, which she said wouldn't just be nice to do, but would also improve the bottom line by increasing employee loyalty and performance.

Not exactly considered a «sexy» company but that doesn't mean it can't be a company that instills a high - performance culture.

FFO as Adjusted: A supplemental non-GAAP measure that the company believes is more reflective of its core operating performance and provides investors and analysts an additional measure to compare the company's performance across reporting periods on a consistent basis by excluding items that we do not believe are indicative of our core operating performance.

Google did not disclose sales numbers for the Home Mini, but a spokeswoman for Google Home, Nicol Addison, said the company was very happy with its holiday performance.

Does Musk himself sometimes wax overly optimistic on the company's performance?

The company doesn't break out its performance by country but said France had «solid results.»

As for Google and its parent company Alphabet, cloud computing business is growing — although the company did not provide detailed quarterly information about the unit's financial performance because of its relatively small size.

Of course, stock performance does not factor at all in a company's Fortune 500 ranking, which lists the largest U.S. companies in terms of their revenues.

Sunrun Chief Executive Lynn Jurich would not comment on her company's third - quarter performance but said in an emailed statement that the industry «does face some headwinds from time to time that can include anything from seasonality to uncertainty created in consumers» minds when we go through regulatory change.»

And perhaps most critically: Lululemon is aiming to shake off a stock market slump after it reported disappointing financial targets for the new fiscal year, mostly blaming a soft performance for the company's e-commerce channel because it didn't feature enough bold colors.

The Company believes that discussion of these additional non-GAAP measures provides investors with meaningful comparisons of current results to prior periods» results by excluding items that the Company does not believe reflect its fundamental business performance.

(The study doesn't reveal which companies are guilty of this, nor does it provide a clear breakdown of performance by company or sector.)

As opposed to just sending out a simple «sorry the network is slow, we're working on it» email, the company crafted a beautiful and dramatic video to acknowledge their performance wasn't up to standard, and to explain what they were doing to fix it:

On Friday, for example, Jim Cramer took the board to task on CNBC, demanding, «When will someone finally be held accountable for this kind of sub-par performance and why do corporate boards tolerate these mistakes, keeping the flailing CEOs of these two companies [McDonald's and UPS] around for still more earnings seasons?»

HFT has come under fire in recent years because it is a relatively new and complex strategy that is growing fast despite having little to do with the performance of publicly listed companies.

High - performance doesn't equal living at the office anymore, and if your goal is to have a high - functioning company for the long term and to really make it sustainable, you need to embrace the fact that your employees are people who also have lives and responsibilities outside of work.

It can be hard for a large company to break into a government contract if it doesn't have past performance.

We ask CEOs of companies featured in the Entrepreneur360 ™ Performance Index: What advice do you have for someone new to running a company?

At FlexJobs, a high - performance culture means that we hire for and cultivate amazing people who are supported to excel, who believe in both doing well and doing right in order to reach our company's goals.

I don't mean run it in the red — I mean pay yourself a huge salary, reward yourself with a gigantic bonus regardless of actual company performance, and issue a special class of shares that only you own that gives you ten times the dividends the other shareholders receive.

Unfortunately, the performance of those companies don't always back up their valuations.

«I do not yet have a body of data to establish a positive correlation between health and authentic relationships with founders and company performance.

Question: How do you think recent poor performance of the public market will impact early stage companies, such as those seeking seed or Series A funding?

Should Uber find ways to match or exceed incumbents» performance levels without compromising its cost and price advantage, the company appears to be well positioned to move into the mainstream of the limo business — and it will have done so in classically disruptive fashion.

While this can be viewed as a seemingly negative performance, it's actually an indicator that lead nurturing is doing its job of qualifying leads and eliminating people who are not interested in your company.

By paying executives for performance that does not generate real cash flows, Valeant's board of directors created the misalignment that precipitated the executive behavior that got the company into so much trouble in the first place.

This will happen more often as stakeholders scrutinize performance, as there's a huge appetite for activism to get companies to do better.

Although the Company's performance for 2007 was in the top quartile compared to its Peer Group and met one of the alternative goals under the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the performance for 2007 was in the top quartile compared to its Peer Group and met one of the alternative goals under the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the Performance Policy and therefore did not improve upon the EPS results of the prior year.