Sentences with phrase «business performance for»

In 2017, Avison Young was named one of Canada's Best Managed Companies for the sixth consecutive year, and attained Gold Standard status for excellence in business performance for the third straight year.

The Toronto - based company also attained Gold Standard status for excellence in business performance for the third straight year, while competing against some of the nation's top firms in all business sectors.

VA, NC, SC, TN About Blog Scott Insurance has helped companies embrace risk and achieve peak business performance for over 150 years.

Accomplished Operations Executive with extensive professional experience solving business challenges and improving business performance for the telecommunications industry.

Oversaw business performance for products, software and hardware purchases and research and development.

Evaluated business performance for the last financial year and computed its contribution towards the well - being of the society

We promise visible student impact and superior business performance for all of our clients.

The HRC considered the fact that, despite credit write - downs in its home equity loan portfolio and a Visa - related litigation expense accrual, the Company's business performance for 2007 was strong, as exemplified by one of the highest returns on equity and returns on assets in our Peer Group.

Not exact matches

Earlier this year, for example, Judy Zaichkowsky of Simon Fraser University's Beedie School of Business published a study indicating that the presence of just one woman on a company's board resulted in significantly higher standards of corporate governance (which has an established correlation to better financial performance).

Founder / CEO Andrew Mason was fired for a plummeting stock price and poor business performance just fifteen months after the second largest IPO in US history.

Moreover, with nearly half all of business R&D conducted by just twelve firms, there is even more reason for concern about long - term BERD 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.

In a panel this week at SXSW, Jedi Mind Tricks for Entrepreneurs, she applies those same tactics to the business world, sharing tips to get any startup operating at peak performance.

Stockbroker and funds manager Euroz has beaten expectations for its interim profit result, which was achieved on the back of an improved performance of its Euroz Securities business and increase in the share prices of its listed investment companies.

This performance gulf will create internal pressure for small businesses that will likely drive even more tech adoption in the future.

For example, an ISO 9001 management system can improve the performance of your business through greater management control.

For business leaders, increasingly this means balancing two very different perspectives: shareholders who expect executives to deliver better short - term financial performance and stakeholders who want more attention paid to the longer - term human and environmental consequences of business.

Perfect scores in recent tests as well as incredible performance make this is top pick for your business.

For all they've endured, small businesses with 10 or less employees have somehow found ways to generate consistent performance.

«In young, growing companies particularly, owners want an accountant who can help them manage financial business performance and have responsibility for the internal control function,» Chamberlain says.

You need to work with Human Resources to clarify performance expectations for each role in the business.

Morgan Stanley pointed to Valeant's U.S. business performance, Xifanxan growth trends, the success of Walgreen's dermatology partnership, and the FDA's recommendation of brodalumab for treatment of plaque psoriasis, as reasons for investors to be bullish.

They understand diversity for its enormous potential for human performance and business impact.

The resulting drops in performance cost those businesses an average of US$ 1,967 a year per employee (US$ 3,556 for those with frequent insomnia), and US$ 54 million at the four companies combined.

Rosekind, the scientist who studied the benefits of naps and developed a «fatigue countermeasures» program for NASA, put it in terms business people can understand: «Which person do you want on the job, the one with 34 % better performance [after a nap] and 100 % more alert — or the other guy?»

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.

Keith M. Eades, a Clemson business professor and president of Sales Performance International, in Charlotte, N.C., has a few golden rules for sales forecasting in difficult times.

Many people in business are looking for an edge over their competition and ways to improve their performance.

DDI research makes the business case for empathy by calling it the No. 1 driver of overall organizational performance.

«You end up having many more insights into the business and what it takes for sustained high performance,» he says of being a lifer.

Keep an eye out for employees who inspire you to be your best — and be sure to reward those whose performance lifts the bar at the business.

The company's overall performance and budget Most well - managed businesses actively optimize their company budget for the upcoming year according to current and expected growth.

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.

We believe that adjusted diluted net income per share, adjusted net income, adjusted operating income, adjusted operating income margin and adjusted EBITDA are useful measures for investors to review, because they provide a consistent measure of the underlying financial results of our ongoing business and, in our management's view, allow for a supplemental comparison against historical results and expectations for future performance.

We report our financial results in accordance with GAAP, but believe that certain non-GAAP financial measures provide useful supplemental information to investors regarding the underlying business trends and performance of our ongoing operations and are useful for period - over-period comparisons of those operations.

It's counter-productive, at least from a business standpoint, for an airline to improve arrival performance if it is angering and alienating its best customers in the process.

An ESG investment is an investment in a portfolio of companies that have been screened for certain criteria, such as a fossil free portfolio, or an index of companies that seek to improve their environmental and social performance year after year by embracing ESG as a business strategy.

Because marketing performance can be gauged in a way that is similar to the sales side of the business, there is a greater opportunity for collaboration.

Co-authored by two Innosight senior partners and Aetna CEO Mark Bertolini, the article provides a framework for detecting five potential fault lines: Your business model, customer needs, performance metrics, industry position, and internal talent / capabilities.

«Contrary to what some people in the business world think, the 1990s were not that different from the 2000s for top - line economic performance results — GDP and employment growth,» says Finlayson.

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.

When the CVCA's members met for their annual conference two weeks ago in Ottawa, they golfed, sampled Scotch, enjoyed a private performance by comedian Rick Mercer, and assessed the state of their diminished business.

Telfer recently announced that it would jointly invest a total of $ 4.8 million with IBM to create the IBM Centre for Performance Management, a centre of excellence for business analytics, housed on campus.

«We hold all our business units accountable for performance, and in this transition, that's what we are looking for,» Bakish told THR in that interview.

You might suggest keeping your business solely with a partner for 12 months, or, if the partner is unwilling, consider performance - based exclusivity.

Consequently, management uses these non-GAAP financial measures as indicators of the company's business performance, as well as for operational planning and decision making purposes.

That can involve making personal visits to those businesses, asking for copies of their financial statements, purchasing credit reports on them from Dun & Bradstreet or some other reliable credit agency, and contacting their other customers for real - world feedback on their performance.

«The overall pie of dollars for small businesses is down, but the portion of that pie that is available to small - business owners is up,» Shoraka says of the U.S. government's improved performance from 2011 to 2012.

Tune in for a veritable how - to guide on conquering challenging and often unpredictable obstacles, measuring performance to boost productivity and selecting the right gear to stay connected with critical business components.

«SGI's innovative technologies and services, including its best - in - class big data analytics and high performance computing solutions, complement HPE's proven data center solutions designed to create business insight and accelerate time to value for customers,» HPE executive vice president and general manager Antonio Neri said in a statement.