Sentences with phrase «business outcomes at»

Not exact matches

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.

Outcome Focused: Great brands and businesses know where they are going and excel at bringing stakeholders — whether they be customers or employees or shareholders — along with them.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

They're not trained for, nor are they typically very good at, ensuring optimal business outcomes.

«The better able you are to get inside the head of your opponent,» Adam D. Galinsky, professor at Northwestern University's Kellogg School of Management, wrote in the Harvard Business School's Negotiation newsletter, «the better your negotiated outcomes are likely to be.»

At some airports it expects screening line throughput could fall by half within two years — an extreme outcome that would decimate airlines» businesses.

Meanwhile, researchers have also cast doubt on the long - term efficacy of «forced fun» at work, finding that required levity can lead to an array of bad outcomes such as burnout among employees, and that these cheerful work cultures often serve to distract workers from excessive control or poor conditions elsewhere in the business.

In addition to factors previously disclosed in Tesla's and SolarCity's reports filed with the U.S. Securities and Exchange Commission (the «SEC») and those identified elsewhere in this document, the following factors, among others, could cause actual results to differ materially from forward - looking statements and historical performance: the ability to obtain regulatory approvals and meet other closing conditions to the transaction, including requisite approval by Tesla and SolarCity stockholders, on a timely basis or at all; delay in closing the transaction; the ultimate outcome and results of integrating the operations of Tesla and SolarCity and the ultimate ability to realize synergies and other benefits; business disruption following the transaction; the availability and access, in general, of funds to meet debt obligations and to fund ongoing operations and necessary capital expenditures; and the ability to comply with all covenants in the indentures and credit facilities of Tesla and SolarCity, any violation of which, if not cured in a timely manner, could trigger a default of other obligations under cross-default provisions.

I don't use that term at all, but the practices and outcomes involved are absolutely relevant to connecting consumers with brands for business.

When we create content at IDC to support our clients» content - based marketing efforts, we first indentify our clients» target audience (buying persona) plus buyer cycle stage (i.e., general awareness / education, preference, purchase and post-purchase; within each stage there are specific tasks or «jobs» you prospects / customers need to accomplish such as, short list creation, business case development, final recommendation and decision, etc.) We also consider our clients ideal outcome or action they want their target prospect / customer to take once they interact with the content or messaging.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

In June 2008, Brent Kramer, a doctoral candidate at the City University of New York, now Ph.D., submitted a study, Employee Ownership and Participation Effects on Firm Outcomes, that «provides strong evidence that majority employee - owned businesses have a significant advantage over comparable traditionally - owned businesses in sales per employee.»

As a former CMO, I am simply amazed at this incredible business outcome.

«While most artificial intelligence approaches focus on replacing humans, our mission at CognitiveScale is to deliver breakthrough business outcomes by the pairing of people and machines,» said Akshay Sabhikhi, CEO, CognitiveScale.

At the same time farmers need to be more accountable and transperant about less traditional business reporting, especially environmental outcomes and trends and animal welfare practices.

Grapegrower & Winemaker is the leading wine industry publication aimed at growers and vignerons that provide practical outcomes and includes the latest industry news, research and information on grape growing, winemaking, business and technology and sales and marketing.

The Gunners are once again blowing any remaining hope of ending their barren run without a trophy at the business end of the season, as is the norm with them nowadays, and there is probably no better time to be playing Arsene Wenger's rattled men than just three days after another unsatisfying outcome, but also on the back of their exposed form.

Consequently, any 24 month transitional agreement may just see a repeat of the uncertainty of today with business trying to second guess outcomes and certainty on the negotiations arriving late in the day (many businesses would like a 36 month transitional agreement at a minimum for purely pragmatic reasons).

«Many leading British business people warned the prime minister that promising a referendum on a hypothetical negotiation, on an uncertain outcome at some point in the future will put at risk inward investment.

«Although prior studies had shown that sport outcomes influence reckless driving, heart attacks, and even domestic violence, no one had examined how they influence eating,» says Yann Cornil, researcher at INSEAD Business School and lead author of the study.

The president and Congress must reach at least three additional objectives for the U.S. to rehabilitate its alarmingly dysfunctional health care system: 1) figure out a way to lower medical costs, which threaten to bankrupt the country if they continue spiraling upward; 2) improve the health outcomes of its patients; and 3) make health care affordable for businesses and individuals.

As a recent McKinsey Global Innovation survey found, while 84 % of executives believe innovation is important to growth strategy, and 80 % believe their business models are at risk, only 6 % are satisfied with the outcome of their innovation performance.

Comfortable looking at large data sets and tying marketing activity to business outcomes in a measurable objective way

In addition to the formal Rio +20 outcome, a significant number of voluntary commitments were made by governments, businesses and other civil society partners in the lead - up to Rio and at Rio itself.

Gamification is the ideal tool that uses game theory to maximize business outcomes with less expenses than incentives yet more effective at increasing productivity.

Purpose: To support the transition from incubation to scalability of two, pilot - tested interventions; the development and testing of three, newly - sourced innovations; and the development of a business plan for the Center on the Developing Child — all in the service of building a system for science - based R&D that achieves breakthrough outcomes at scale for young children facing adversity.

A 2015 report from the Center for Research on Education Outcomes at Stanford University found that students enrolled in online charter schools aren't performing as well as their peers, and many observers have argued that online - only charters should be put out of business.

Learners are better engaged, leading to better learning, that ultimately translates to improved performance at the workplace — fulfilled business outcomes.

Gord Hicks, chief executive officer, BGIS, said: «While we are disappointed at this outcome, we are continuing to pursue opportunities to grow our global business into the UK and welcome continued dialogue with prospective customers as we build out our platform for future growth opportunities.»

We appreciate the time and thoughtfulness of the district and charter leaders, business leaders, and community members who joined this Turnaround Roundtable, who tackled questions like how should Denver approach the task of drastically improving student growth and outcomes at its lowest performing schools?

If you think that a particular company has a hit on their hands then you'd buy that business, says Noah Solomon, president and chief investment officer at Toronto's Outcome Wealth Management.

Since 2013, the subcommittee has orchestrated several successes and positive outcomes, some of which include: • Collaborating with the PIJAC Zoonosis committee to update the Healthy Herp Handling poster promoting healthy reptile and amphibian handling practices; develop the Zoonotic Disease Prevention Series for Retailers; draft informative store signage on how to prevent zoonotic diseases; participate in meetings on rodent and reptile disease transmission with the Centers for Disease Control; and produce and revise best management practices (BMP) documents; • Collaborating with the United States Association of Reptile Keepers on past and current attempts to pass legislation, ordinances, and regulatory activity that may impact herp ownership and related businesses; • Attending Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) meetings with reports and summary of actions affecting import and export of reptiles; • Addressing the 2013 Center for Biological Diversity petition to list 53 herp species under the Endangered Species Act; • Reviewing and commenting on the recent US Fish and Wildlife status review on the proposal to list wood turtles under the Endangered Species Act; • Submitting comments on proposed listing of flat - tailed tortoise and spider tortoise under the Endangered Species Act; • Introducing federal legislation in 2013 to allow for the export of certain constrictors listed as injurious in air shipments with aircraft that land in a state for refueling; • Providing volunteer support for auctions at 2013 National Reptile Breeders Expo and several North American Reptile Breeders Conferences; • Providing extensive consultation on constrictor caging standards in Ohio.

With over 30 years of public sector involvement at every level of government, Secretary Mineta will focus on what works and what does not when industries engage on public policy, what business messaging lawmakers find persuasive, and how to make a compelling case to achieve favorable government outcomes.

At travelpd, we improve the travel business outcome of your travel company by using advanced travel technology solutions.

She is the founder of our Culture Science methodology, an innovative approach to creating change at scale by utilizing design thinking, Lean Six Sigma, and behavioral psychology to quantifiably change the mindsets and behaviors that optimize business outcomes.

Given the importance of public - private sector coordination to make the COP21 outcomes a success, the list includes sustainable business leaders and influencers including Chief sustainability officer at Coca Cola, Bea Perez (@BeaperezBea), business leader and philanthropist Tom Seyer (@TomSteyer) and Chairman of Unilever and climate campaigner Paul Polman (@PaulPolman).

«The decision of the court today is clearly not the outcome we were hoping for, but the business of government goes on,» Malcolm Turnbull said at a press conference in Canberra.

Smaller firms will have no choice but to go to the cloud to be able to maintain their competitive business yet the bodies that govern them are advising against it or at the very least not saying anything at all or are sending out mixed information and many are literally afraid of the outcome.

We understand that formal dispute resolution is often a step in leveraging commercial negotiations and we are at all times focused in assisting clients to devise and implement strategies and tactics to achieve sensible business outcomes without becoming embroiled in long term and expensive proceedings.

«As the digital banking business is still developing and evolving in CIMB, our group legal colleagues have worked intensively with business colleagues in understanding the commercial and technological aspects of the business, whilst seeking to optimise the workable outcome and solutions despite the nascent stage of the legal landscape, to help our business colleagues keep up with the speed at which the market is moving,» Lee said.

Throughout David's dynamic career at Walmart and Asda, he landed multiple business change initiatives and, subsequently, the desired business outcomes.

At the same time, when legal disputes do arise, a business client should have confidence that they have retained legal counsel fully prepared to litigate issues toward a positive outcome.

The Houston contract attorneys at Adair Myers Graves Stevenson can handle all of your contract concerns to assist you in obtaining the best outcome for your business.

Our programme centres on litigation for businesses, examining significant developments in this field affecting clients globally, at a time when the need to manage change, harness the opportunities it brings, warn about the risks that follow, and deliver sustainable dispute resolution outcomes has never been greater.

If you are involved in a shareholder dispute, partnership dispute or any other type of business divorce matter, we encourage you to contact us at 602-241-9221 or by e-mail to discuss how our experienced business and commercial lawyers can help you seek a positive outcome.

Well - suited for individuals in complex family, financial, and business circumstances, alternative dispute resolution approaches, such as family mediation and family arbitration, offer you the benefits of greater privacy, a less formal process, more control over your outcomes, improved communication, reduced negative impacts on children, more timely settlement, reduced costs, and greater opportunity to preserve your family relationships and arrive at mutually agreeable arrangements.

Corcoran offers a more nuanced perspective citing the importance of outside counsel getting to know the business people in certain matters to fully understand what is at stake and the underlying business goals and desired outcome.

Although the judge erred in failing to deduct the value of the hotel business from the pot, Thorpe LJ concluded that because the «broader picture and the broad outcome» was correct, the result was a fair one: «[T] he judge did fall into error... in accepting that the business itself was of no value at the date of the husband's acquisition.

«One of the outcomes of the investigation could well be that BAA is forced to divest of one or more of its airports in the hope that standards at the retained and divested airports will be raised as a result of having to compete for airlines and travellers» business,» he says.

Clients can also look at outcomes in relation to each other and provide a more realistic estimate of business loss.