Sentences with phrase «by the key employee»

Former leaders of Tyco, WorldCom and Enron under indictment were probably not seen by key employees as having the proper commitment and respect for compliance.

All benefits received by the key employee or his or her beneficiaries are taxable as ordinary income.

If not, then a second to die policy may be used to fund a buyout of the business by a key employee or third party.

The funds provided by the key employee life insurance policy would help the business readjust in the event of the employees death.

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.

ID badges are also important for customer relations as customers can easily spot employees when they need help, and it helps the customer connect better with the employee by instantly providing the worker's name and other key information.

The due diligence provision should set forth the items to be reviewed by the buyer, the time frame, and any special provisions, such as if, and when, contact with key employees and customers will occur.

The best way to do this is by gaining key skills such as leadership, service, and employee engagement.

The best bosses know the key to keeping employees engaged is by giving them the managerial support they seek.

By incorporating just a few key strategies into your management style, you, your employees and your company's overall productivity could feel a boost.

On - boarding programs have been shown to increase retention by 50 percent, a key factor in improving employee performance.

They may also be used by firms that are trying to attract key employees, prospect for new business, deal with suppliers or simply to understand how to manage their companies better.

A definite key to successful retention is the idea that all of the employees need to feel cared about and listened to by the company's senior management and especially by the CEO.

XYZ can help you manage the «people side» of your businesses more effectively, avoiding compliance pitfalls and creating key benefits for the businesses and your employees, while simultaneously freeing up time for owners and executives to concentrate on growing their businesses by focusing on operations, strategy, and innovation.

By figuring out who your key audiences are in advance (typically they include employees, investors / board members, customers, opinion leaders in your community, elected officials, the press, etc.) you can make sure you have the vehicles in place to communicate.

By breaking up workplace homogeneity, you can allow your employees to become more aware of their own potential biases — entrenched ways of thinking that can otherwise blind them to key information and even lead them to make errors in decision - making processes.

How many companies would tolerate an active, even public debate by employees over a key product?

The caucus, led by Representatives Josh Gottheimer (D - NJ) and Tom Reed (R - NY), proposes to make five key changes to the Affordable Care Act (ACA or «Obamacare») that would give more latitude to states to reform their individual markets, loosen the mandate that medium - sized employers offer insurance to their employees, and repeal the ACA's medical device tax, among other changes.

This is key material that will be subject to near - constant access by the manufacturer's employees, who will have to access these keys regularly in order to satisfy what may be thousands of law enforcement access requests every month.

The key to this strategy is getting 5 people who form the social proof to help you get a bigger angel round done at a higher valuation by tons of industry insiders and thus offering the social proof you need attract great employees and ultimately venture capital investors.

By granting them financial flexibility, companies allow key employees to keep their focus on growing company value.

«One of the key ways to engage millennials at work is by offering frequent praise and encouragement Tap My Back give managers a helping hand in this employee recognition process.»

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.

Key findings for the North American (U.S. and Canada) workforce surveyed in the study include: • 51 % of employees are not happy at work • 45 % of employees trust their company's leadership • 61 % of employees don't know their company's mission • 57 % of employees are not motivated by their company's mission • 60 % of employees don't know their company's vision • 57 % of employees don't feel recognized for their progress at work • 61 % of employees don't know their organization's cultural values • 50 % of employees don't expect to be with their organization a year from now

It may be used as a funding mechanism for your buy - sell agreement and as business interruption insurance to pay the business for interruptions caused by the death of key employees.

And then Katherine Archuleta, the director of the U.S. Office of Personnel Management, was forced to resign last month after an attack by a group of hackers in China made off with a massive trove of personal information on federal employees, including many key intelligence operatives.

Expedition 15 to Seattle built upon the success of the previous year and included VIP tours of a number of leading entrepreneurial space companies, a Space Shuttle Trainer tour guided by a Space Shuttle pilot Greg Johnson, and special guests including Charles Simonyi, Michael Lopez - Alegria, Peter Diamandis, and key employees from SpaceX and Blue Origin.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Employers who want to offer coverage and manage the risk can start by convening a meeting of key stakeholders, led by an employee benefits professional who thoroughly understands the IRS's regulations.

To retain these key employees, three of the four locations are run by managing partners who have worked their way up.

Kennedy says he and his partners have also been key players in the franchises success by being very visible and hands - on with their employees.

By Brian Salgado n an industry as competitive as the foodservice sector, retaining key employees can make or break a company's success.

A number of factors could cause actual results or outcomes to differ materially from those indicated by such forward - looking statements, including but not limited to, (1) our ability to open new restaurants and food and beverage locations in current and additional markets, grow and manage growth profitably, maintain relationships with suppliers and obtain adequate supply of products and retain our key employees; (2) factors beyond our control that affect the number and timing of new restaurant openings, including weather conditions and factors under the control of landlords, contractors and regulatory and / or licensing authorities; (3) changes in applicable laws or regulations; (4) the possibility that the Company may be adversely affected by other economic, business, and / or competitive factors; and (5) other risks and uncertainties indicated from time to time in our filings with the SEC, including our Annual Report on Form 10 - K filed on March 30, 2016 and our Quarterly Report on Form 10 - Q filed on August 15, 2016.

* The CIOT believes that a key reason for the increase in unreimbursed claims by employees is that employers have tightened their belts in recent years in response to a more difficult economic environment.

By Matt Pommer Are public employee benefits a key target of Gov. Scott Walker's bid to control all state administrative rules?

At a rally in Manhattan, the Democratic governor shared the stage with national labor leaders after a state wage board recommended raising the minimum wage for fast - food workers to $ 15 and hour, delivering a key victory in a national push by unions — led by Service Employees International Union — to improve the lot of (and unionize) employees at McDonald's, Burger King and otheEmployees International Union — to improve the lot of (and unionize) employees at McDonald's, Burger King and otheemployees at McDonald's, Burger King and other chains.

After a day of partisan bickering over whether the Republicans» sweeping tax plan would truly help the middle class, a key House panel approved late changes, restoring the tax exemption for employees receiving child care benefits from their companies, but also putting new requirements on a tax credit used by working people of modest means.

LEADERSHIP INTEGRITY ¶ Within the past five (5) years has any individual previously identified, any other Key Employees not previously identified or any individual having the authority to sign execute or approve bids, proposals, contracts or supporting documentation with New York State been subject to an investigation, whether open or closed, by any government entity for a civil or criminal violation for any business related conduct?

By lashing out, some argue de Blasio hasn't just further alienated the governor and the breakaway Democrats, but also key party officials like Rep. Joseph Crowley, the head of the House Democratic caucus, and Hector Figueroa, president of the influential Local 32BJ of the Service Employees International Union.

By Matt Pommer Contribution rates for the Wisconsin Retirement System's main program will rise sharply in 2011, and the higher rates will play a key role in public employee collective bargaining and this year's elections.

«Oneida County has continually made it a priority to proactively raise Breast Cancer awareness by engaging with our employees and the public through various educational efforts and events,» said Oneida County Executive Anthony J. Picente Jr. «Many of us have had our lives impacted by this disease in some way and know that preventative measures and early detection are big keys to winning the fight.»

A once - secret report prepared by the Pennsylvania State Education Association (PSEA) lays out a strategy that would organize all charter employees under the NEA affiliate's collective bargaining agreement, thereby depriving charter operators of a key element of their autonomy.

Students will further develop their key analysis and judgement skills (vital for success in exams) by analysing and evaluating the most suitable methods of training for particular employee case study scenarios.

Rather than offering an in - depth training program, companies can engage their busy employees by looking carefully at what they need to know and offering key learnings in easily digestible formats.

Armed with $ 476,553 from Gates, the Kentucky Chamber of Commerce's foundation produced a seven - minute video about the value and impact of the Common Core, a tool kit to guide employers in how to talk about its benefits with their employees, a list of key facts that could be stuffed into paycheck envelopes, and other promotional materials written by consultants.

Student wellness and nutritious options are key words used by nutrition employee Colleen Dietz and nutrition director Jenilee McComb in the Provo City School District.

Microlearning can enhance employee productivity by ensuring key information absorption and retention within a much shorter period.

Good service with helping me find a car I wanted from Cole, finance took two hours because of the wait ahead, keys got locked in car by an employee just before I was leaving and had to wait another half hour to have a person have a tow person unlock it, in which they compensated with extra gas.

Risks and uncertainties include without limitation the effect of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's products; continued competitive pressures in the marketplace; the ability of the Company to deliver to the marketplace and stimulate customer demand for new programs, products, and technological innovations on a timely basis; the effect that product introductions and transitions, changes in product pricing or mix, and / or increases in component costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order product components in advance of customer orders; the continued availability on acceptable terms, or at all, of certain components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or cost of products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact of a finding that the Company has infringed on the intellectual property rights of others; the Company's dependency on the performance of distributors, carriers and other resellers of the Company's products; the effect that product and service quality problems could have on the Company's sales and operating profits; the continued service and availability of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand of products; and unfavorable results of other legal proceedings.

The announcement late last month that digital distributor Graphicly would close and its key employees join self - publishing platform Blurb was met immediately by questions, many of which centered on whether...