Sentences with phrase «change in performance on»

Speaking at the Squenix shareholder meeting, Wada said, «Although it's tough on the development side of things to say that you'll release a game on multiple platforms but end up not doing so, Square Enix has to think about profitability,» continuing, «If there's a gap in the release of multiple versions of a game, and if the first version didn't necessarily see such great success, they have to think that there won't be a change in performance on a new platform.»

Neither the dyslexic nor control groups showed a change in performance on the letter rhyme task performed during fMRI (percent accuracy: dyslexics: pretraining = 71.2, posttraining = 76.0, P > 0.1; controls: pretraining = 83.1, posttraining = 84.1).

To create such programs, states and districts must identify the most important elements of student performance (usually academic achievement), measure them (usually with state tests), calculate change in performance on a school - by - school basis, and provide rewards to schools that meet or beat performance improvement targets — all of which must be backed by system supports that enable all schools to boost results.

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.

«To succeed in Canada, we will need a major step - change in performance,» he said on a conference call in November.

Comments: «In 2013, it will likely be the change in valuation that drives most of the performance of stocks, and the sentiment shift and willingness to take on risk reflected in that movement will be meaningful for bonds as welIn 2013, it will likely be the change in valuation that drives most of the performance of stocks, and the sentiment shift and willingness to take on risk reflected in that movement will be meaningful for bonds as welin valuation that drives most of the performance of stocks, and the sentiment shift and willingness to take on risk reflected in that movement will be meaningful for bonds as welin that movement will be meaningful for bonds as well.

Related: How to Diagnose and Repair «Conversion Rate» Problems on Your Website The possibilities are endless so be sure to focus on elements that are likely to bring about the biggest changes in your website's performance.

Steve Seelig, senior regulatory advisor at benefits consulting firm Willis Towers Watson, said that, of three changes related to executive compensation in the tax reform plan — the other two involve stock options and performance - based pay — it's the hit on tax - exempt executive compensation that is the most significant.

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.

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.»

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

United President Scott Kirby wrote in a memo to employees that the carrier was «pressing the pause button» on unpopular changes to its merit bonus system that would scrap quarterly performance bonuses in favor of lottery drawings for cash prizes, luxury cars and vacation packages.

The answer depends on whether you think changes in compensation will motivate your colleagues» performance.

Luke argues InteraXon's technology can prevent accidents from happening by identifying changes in cognitive performance early on and alerting drivers when they lose focus.

There are important lessons in these changes for those of us who are focused on and measured by our performance and by the results we achieve.

The report is based on Gallup's in - depth research and study and was created to help business leaders optimize their attraction, retention, engagement and performance strategies in a time of extraordinary change.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

The increasing bullish momentum in the financial ETF we mentioned last Friday can be easily seen on the percentage change chart below, which compares the performance of S&P Select Financial SPDR ($ XLF) against the S&P 500 SPDR ($ SPY), a popular ETF proxy that tracks the performance of the broad - based S&P 500 Index:

We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including volatility in the economy and the credit markets, supply and demand changes for vacation ownership and residential products, competitive conditions; the availability of capital to finance growth, and other matters referred to under the heading «Risk Factors» contained in our Annual Report on 10 - K for the year ended December 30, 2011 filed with the U.S. Securities and Exchange Commission (the «SEC») and in subsequent SEC filings, any of which could cause actual results to differ materially from those expressed in or implied in this presentation.

Sales of high - end and luxury consumer products, such as our performance electric vehicles, depend in part on discretionary consumer spending and are even more exposed to adverse changes in general economic conditions.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

The four pillars are: timing of the tabling of the Main Estimates; the scope and accounting methods used in the Estimates and the Budget; changes to the current vote structure; and changes to the Reports on Plans and Priorities and the Departmental Performance Reports.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

She is a sought - after speaker on the topics of leading large - scale cultural change, transformational leadership, brand building, cultivating high - performance teams, creating cultures of diversity and inclusion, harnessing talent, gender equity on boards, women in the c - suite, and women in high - growth entrepreneurship.

My coauthor Gregory has done some interesting work on change detection, asking subjects to spot the differences between two pictures and finding some improvements in performance when people consume alcohol.

The amount of return you receive on an exchange traded note depends on and is based on the performance of a specific market index; whereas, the value of the exchange traded note is affected by changes in credit ratings...

Auditor General on Climate Change A July 2014 report from Auditor General Merwan Saher found no evidence that the Department of Environment and Sustainable Resource Development properly monitored the performance of the PC Government's climate change strategy, which was first implemented inChange A July 2014 report from Auditor General Merwan Saher found no evidence that the Department of Environment and Sustainable Resource Development properly monitored the performance of the PC Government's climate change strategy, which was first implemented inchange strategy, which was first implemented in 2008.

A: Our model evaluates five indicators of shareholder wealth and business performance: total shareholder return, earnings per share growth, change in operating cash flow, return on equity and return on assets.

The four pillars are: timing of the tabling of the Estimates; the scope and accounting methods used in the Estimates and the Budget; changes to the current vote structure; and changes to the Reports on Plans and Priorities and the Departmental Performance Reports.

We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including volatility in the economy and the credit markets, supply and demand changes for vacation ownership and residential products, competitive conditions; the availability of capital to finance growth, and other matters referred to under the heading «Risk Factors» contained in the Information Statement filed as an exhibit to our Annual Report on Form 10 - K for the year ended December 30, 2011 filed with the U.S. Securities and Exchange Commission (the «SEC») and in subsequent SEC filings, any of which could cause actual results to differ materially from those expressed in or implied in this presentation.

Annual interest is calculated using a unique formula based on changes in the performance of stocks (S&P, Dow Jones, NASDAQ), bonds (Capital Markets Bond Index), or commodities (CBUE).

Here are some tips: — follow the funds in your 401k & make changes if needed depending on performance — stop chasing the latest I - phones.

Our team focuses on the degree of change in overall projected trends within these areas to look beyond current performance to understand directionally where opportunities and challenges may reside.

We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including changes in market conditions; unanticipated developments that prevent, delay, alter the terms of, or otherwise negatively affect the spin - off, and other risk factors that Marriott Vacations Worldwide Corporation identifies in its Form 10 registration statement or that we identify in our most recent quarterly report on Form 10 - Q.

Fink argues that a key reason for the limited payoff to reform efforts was insufficient attention to forcing through corporate governance changes and implementing capital market reforms that could provide alternative channels for funding and competitive pressure on lagging firms in the services sectors to improve their performance.

The company cautions you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including volatility in the economy and the credit markets, supply and demand changes for vacation ownership and residential products, competitive conditions; the availability of capital to finance growth, and other matters referred to under the heading «Risk Factors» contained in the company's most recent Annual Report on Form 10 - K filed with the U.S Securities and Exchange Commission (the «SEC») and in subsequent SEC filings, any of which could cause actual results to differ materially from those expressed in or implied in this press release.

We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including changes in market conditions; unanticipated developments that prevent, delay, alter the terms of, or otherwise negatively affect the planned spin - off of our Timeshare segment, and other risk factors that Marriott Vacations Worldwide Corporation identifies in its Form 10 registration statement or that we identify in our most recent quarterly report on Form 10 - Q.

Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation and evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity-based benefit plans and approving any changes to such plans involving a material financial commitment by HP; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its charter.

After Jesus said Paid in full on the cross the covenant changed to a New one based on unconditional grace, not works or performance but on the payment Jesus made.

A sudden difference in the amount of seal rejects may indicate that the tube size of the batch of potatoes has changed producing larger potato chips that can directly impact on the performance of a packaging system, and action can be taken immediately to adjust production accordingly.

To demonstrate the step change in efficiency and performance that can be achieved through design and innovation a BMW i8 will be on the Food is Life stand.

When we work with our customers to resolve problems, the result is a positive impact on their business, or even a step change in performance.

During his talk on the «Centre for Process Excellence's work in delivering Pharma Step Change performance», Anderson will explore the latest process improvement techniques and capabilities.

But on the other hand i want there to be rotation to keep the fringe players semi-happy and also to keep their performances sharp... One change i would make would be podolski in for welbeck, i think podolski has done enough to get a start.

Wenger said at the start of the season that this is one of the best squads he has managed... look at the table, look at the results (shamed), and look at our performances... wenger is gulty for this, and the suporters in england habe to grow up their voices... its impossible that people were demanding for chenges and the board and wenger were taking a laugh of you and continuing with their reign... its unacceptable that those guya even care about us fans and you are capable to look to anotger side and bought alll that sh about «a great change on the squad and a promised new wenger, its bs... wenger has to go and for that you england arsenal fans have to grow up some balls and do ur job... what was that bellerin episode?

I had Monreal, Coq and BFG as the top three performers — albeit I thought everyone put in a decent shift, it was a team performance for a change not relying on individual brilliance.

Remember if you aren't at the head of the class when it comes to the development of young talent, which means eyes on the ground everywhere, a vast array of connections with soccer associations throughout Europe and beyond and a manager willing to properly train and play said blue chippers, (like the 90s Arsenal or clubs like the modern day Monaco and Dortmund) you need to spend to win... anything in between is highly problematic... failure to make the necessary changes leaves you in the proverbial «no man's land» and that is currently where we reside... it's difficult to get out of this rut... just ask either of the Milan teams... next step after that is being known as a «seller», which could be us already if and when Sanchez leaves... there are only two teams that have worn this moniker in recent times and had some decent success and that is Athletico Madrid and Dortmond, which only occurred when they both brought in new, charismatic leaders in Simmone & Klopp... the odds that Wenger could conjure up the magic to repeat the performances of a bygone era are incredibly low, so why prolong the agony... he's not willing to create the hierarchy necessary to go the youth route and he's unwilling to put his team's potential success ahead of his job security by laying it on the line with Moustache, so it's time to place all your chips in the middle or go gently into that good night

what they have to do is be professional about their line of work but they can simply view it as their work and if you do nt like their performance as employee of the brand, you can demand change and criticise but just being disappointed with the results do nt give the fans the right to insult on such a low level like some guys on here and in this kind of view insulting a man who worked 20 years absolutely professionally for a club is just downright wrong, i never said you shouldnt criticise him

Still, with with the leadership on this team, such a poor final performance was particularly disappointing, because while the Rockets remain perhaps the most purely talented team in the league, the two - deep will change drastically.

Every club may buy more players and sell a few and maybe change managers but that does not very often translate in to improved performances on the pitch, at least not immediately, nor for the entire duration of the season.