Sentences with phrase «company time loss»

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.

From a business standpoint, the main problem that companies face when an employee takes time off because of an illness or personal matter is the loss of production.

All inflationary times have proven that those who invested in substance, for example in well - run companies, had «fewer losses,» he said.

Just a couple of weeks ago, any media company with significant TV - related assets — including Disney, Comcast, 21st Century Fox and Time Warner — got hammered by investors, after a loss of subscribers at ESPN (which is owned by Disney) triggered fears about cord - cutting and the rise of streaming services.

I'm not just talking about Square's losses ($ 154 million in 2014, which the company's on track to match this year), its disastrously expensive deal with Starbucks (which cost it $ 28 million in 2014), or Dorsey's other CEO job at Twitter (which, as the Square prospectus drily notes, «may at times adversely affect his ability to devote time, attention, and effort to Square.»

I wasn't advocating for any specific actions because sometimes the right action is for companies to accept short - term losses in exchange for faster growth and capturing market share and many times it makes sense to grow more pragmatically or even profitably.

In the opinion of the Company's management, this measure is meaningful to users of the financial statements to understand the Company's periodic earnings and the variability of earnings caused by the unpredictable nature (i.e., the timing and amount) of catastrophes and loss reserve development.

The Kirkland, Washington - based company had $ 21.6 million in annual revenue and a net loss almost four times that large.

One group looked at the effect of sleep loss on productivity at four American companies and found employees who weren't sleeping well or enough to be roughly twice as likely to report difficulties with time management, decision - making and motivation.

Certain themes emerge, in Google's 2016 report, on how the company is fighting bad ads and scammers: Weight - loss, payday loans, tabloid cloaking, fake news, pharmaceuticals and other healthcare products, plus gambling come up time and again.

Mark - to - market impacts from commodity and currency derivative contracts The company excludes unrealized gains and losses (mark - to - market impacts) from outstanding commodity and forecasted currency transaction derivatives from its non-GAAP earnings measures until such time that the related exposures impact its operating results.

Though the number of companies expanding their paid parental leave benefits is rising, Sandberg acknowledged that it's less common for employees to get paid time off to care for sick loved ones, saying that the US needs public policies «that make it easier for people to care for their children and aging parents and for families to mourn and heal after loss.»

«Having this experience of a loss at such a pivotal time in the growth of my company was a tremendous challenge.»

According to the state - run People's Daily newspaper, citing an article in the Beijing Times, 15 Chinese real estate companies projected a loss for 2015, accounting for nearly 30 % of developers that have already released their preliminary earnings reports.

To be fair, much of Snap's expected loss will come from a one - time charge this quarter for stock compensation and the $ 822 million bonus paid to CEO Evan Spiegel for taking the company public.

Overnight, the company's stock dropped 20 percent and the Times» was forced to renogiate contracts with advertisers, causing revenue loss.

BlackBerry has forecast another operating loss for the current quarter, but Heins said the company is on the right track and just needs more time.

Income Statement: Also known as the profit and loss statement, or P&L, or statement of operations, this document lists your company's income (revenues or sales), minus your company's expenses, and it shows you the profit or loss over a specific period of time.

The latest study suggested that Airbnb «continues to have a strongly racialized impact» as the loss of housing, which it blamed on the company, was six times more likely to affect black New Yorkers.

You can use a range of strategies — including setting a maximum loss or gain that causes you to sell, an amount of time you plan to hold the investment for, or even certain company fundamentals to check to help you decide whether to buy more, hold or sell.

Oct 30 (Reuters)- Hurricane Sandy appears to have easily caused more losses than last year's Hurricane Irene, but final totals will be hard to come by for some time because of the scale of the disaster, catastrophe forecasting companies said on Tuesday.

The company spread out the losses to all customers — even those who were not holding bitcoin at the time of the hacking — by forcing customers to take a 36 - per - cent haircut or loss on any money at the exchange.

This is why Box's losses were so large, and why founder and CEO Aaron Levie was so diluted by the time the company finally IPO'd (Levie owned just over 5 % of Box at the time of IPO).

At the same time the company narrowed its net loss from $ US17.5 million to $ US14.3 million.

Other companies are not as prepared, he said, and would likely have to take a significant loss should they make a one - time cash repatriation.

The problem with the company that I described above was that there was somebody willing to fund ongoing losses and the board continued to believe that good times were just around the corner.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled companycompany.

The same study found that when an employee leaves (for a company with better benefits or to spend more time at home), the company ends up spending 20 % of the employee's salary in productivity losses for time spent searching for, training, and getting new employees up to speed.

For the quarter, the 3D printing company's year - over-year revenue increased 2.3 %, its loss per share narrowed, and earnings per share (EPS) adjusted for one - time factors rose to $ 0.16, from $ 0.15 in the year - ago quarter.

A lot of attention went to the fact that the company reported a loss, stemming entirely from the one - time negative impact of tax reform on the multinational to the tune of $ 13.6 billion.

We own one small European company that is loss making, burning through about $ 10m of cash per year and trades at 14 times book value.

I personally believe this is a poor dividend investing strategy as my goal is always to aim for quality; it is easier to figure out how to distribute the dividends across time for myself than to deal with the capital loss of having bought a company which turns out to be a lemon and cuts its dividend.

Although the films Alibaba Pictures Group has invested in like So Young (by actress - turned director Zhao Wei, who is also a major shareholder of the company) and Tiny Times (by popular writer Guo Jingming) have recorded remarkable box - office revenues, the company has yet to turn a profit, with a net loss of HK$ 443.54 million for the first half of last year.

While the company's non-GAAP «cash earnings» have been highly positive, growing from $ 421 million in 2010 to $ 3.55 billion over the latest trailing - twelve months (TTM), free cash flow has been highly negative with a cumulative - $ 38.4 billion in losses over the same time frame.

By December 2013, the Sydney - headquartered company had racked up three profit downgrades in 18 months, at the same time as revealing that it would post a $ 250 million loss for the year on significant problems in its US operation.

Employee theft actually accounts for eight times more losses to companies than shoplifting.

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.

Wake up America why we are letting Peter King and people like him to waste time and money on non issues they should be working to solve the real problems facing this country JOBS LOSSES, OUT SOURCEING, BUDGET DEFICIET, BANKS, INSURANCE COMPANIES, UN JUST FOREIGN POLICY, SOCIAL SECURITY, LABOUR UNION PROBLEMS, JOB SECURITY for those who have any jobs left, bringing our troops home from UNJUST and ILLEGAL WARS, KILLING OF INNOCENT PEOPLE, OIL COMPANIES making billions of unjust Profit and paying millions to their CEO's, INFRA STRUCTURES ROADS and BRIDGES and so many other Real issues that they have been elected to solve.

The report recommends governments and companies quantify and report on their food loss and waste and monitor progress over time.

At a time when the conversation around palm oil centres on deforestation, fires and habitat loss — and global demand shows no signs of abating — several companies have come together to create Palm Done Right, a new standard for ethical palm oil production...

The company suffered another fire in April 2009 in the same warehouse, but this time it was not a total loss.

Governments (at national and subnational levels) and companies should quantify and report on their food loss and waste in order to develop a base - year inventory and then monitor progress over time through 2030.

«Given the losses we had over the winter and a cut in payroll, the challenge to build a championship - caliber team was more daunting than in past years,» says general manager John Schuerholz, who was ordered in the off - season by owner Time Warner (also SI's parent company) to slash last season's $ 95 million payroll by $ 15 million.

It recently reported a $ 215 million quarterly loss at a time it earned only $ 113 million, and analysts don't expect the company to become profitable anytime soon.

Other company demands include cutting paid bereavement days from five to three, loss of a week of paid vacation time, and reduction of minimum guaranteed pay for workers called in on their days off.

At the time the most expensive natural disaster ever to hit the U.S., Andrew caused an estimated $ 15 billion in insured losses in the state and changed the way insurance companies assessed their exposure to risk for weather - related events.

Workplace incivility is estimated to have doubled over the past two decades, they write in the Journal of Applied Psychology, and has an average annual impact on companies of $ 14,000 per employee due to loss of production and work time.

Why muscles wither with age is captivating a growing number of scientists, drug and food companies, let alone aging baby boomers who, despite having spent years sweating in the gym, are confronting the body's natural loss of muscle tone over time.

There can be exceptions here but I don't know why people are misled into believing that the workout programmes of such and such company is going to produce the biggest weight loss magic of all times.

The author, Taffy Brodesser - Akner, does a deep dive into weight loss culture as it has shifted over time, chronicling her own experiences as a fat person, and following the many formulations of Weight Watchers as the company has adapted to changing paradigms.