Sentences with phrase «complete performance requirements»

Additional day (s) needed to complete performance requirements results in additional fees.

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.

Note: The Co-op program is a course for which students obtain a grade of «CR» (completed requirements) or a grade of «F» (fail) based on a satisfactory work performance, performance evaluation and a passing grade for their work - term report.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

While there may be many definitions of this term, they generally involve a requirement that students create a product or performance demonstrating deeper learning — the ability to apply foundational knowledge and / or skills to complete a significant task — often to solve a real - world problem.

For high schools: College, Career and Military Readiness indicators, including students meeting the Texas Success Initiative benchmarks in reading or math; students who satisfy relevant performance standards on Advanced Placement or similar exams, students who earn dual - course credits, students who enlist in the military, students who earn an industry certification, students admitted into postsecondary certification programs that have as an admission requirement successful performance at the secondary level, students who successfully complete college preparatory courses, students who successfully meet standards on a composite of indicators that indicate the student's preparation to success, without remediation, in an entry - level course for a bachelor's or associate's degree program, students who successfully complete and OnRamps dual - enrollment course, and students awarded an associate's degree while in high school.

You then make your stake and the duration of the assets performance and then with all the requirements completed the contract is initiated.

Prohibited acts.A credit services organization, a salesperson, agent, or representative of a credit services organization, or an independent contractor who sells or attempts to sell the services of a credit services organization shall not: (1) Charge a buyer or receive from a buyer money or other valuable consideration before completing performance of all services, other than those described in subdivision (2) of this section, which the credit services organization has agreed to perform for the buyer unless the credit services organization has obtained a surety bond or established and maintained a surety account as provided in section 45 - 805; (2) Charge a buyer or receive from a buyer money or other valuable consideration for obtaining or attempting to obtain an extension of credit that the credit services organization has agreed to obtain for the buyer before the extension of credit is obtained; (3) Charge a buyer or receive from a buyer money or other valuable consideration solely for referral of the buyer to a retail seller who will or may extend credit to the buyer if the credit that is or will be extended to the buyer is substantially the same as that available to the general public; (4) Make or use a false or misleading representation in the offer or sale of the services of a credit services organization, including (a) guaranteeing to erase bad credit or words to that effect unless the representation clearly discloses that this can be done only if the credit history is inaccurate or obsolete and (b) guaranteeing an extension of credit regardless of the person's previous credit problem or credit history unless the representation clearly discloses the eligibility requirements for obtaining an extension of credit; (5) Engage, directly or indirectly, in a fraudulent or deceptive act, practice, or course of business in connection with the offer or sale of the services of a credit services organization; (6) Make or advise a buyer to make a statement with respect to a buyer's credit worthiness, credit standing, or credit capacity that is false or misleading or that should be known by the exercise of reasonable care to be false or misleading to a consumer reporting agency or to a person who has extended credit to a buyer or to whom a buyer is applying for an extension of credit; or (7) Advertise or cause to be advertised, in any manner whatsoever, the services of a credit services organization without filing a registration statement with the Secretary of State under section 45 - 806 unless otherwise provided by the Credit Services Organization Act.

Chase is offering a bonus of $ 500 when you open a new Chase Performance Business checking account, you need to complete the following requirements... Read More →

Eukanuba Dog Foods offers the most complete food lineup, delivering nutrition that is customized by breed and breed size as well as health and performance requirements.

For Advanced Open Water Diver, student divers must meet performance requirements: • Complete 5 «Adventure Dives» including Deep and Underwater Navigation.

If you complete all the performance requirements for your course with us, we will complete the certification documentation for you, and you will be awarded you qualification.

Greet customers in a courteous, friendly, and professional manner using agreed upon procedures Listen attentively to customer needs and concerns; demonstrate empathy Clarify customer requirements; probe for and confirm understanding of requirements or problem Meet customer requirements through first contact resolution Confirm customer understanding of the solution and provide additional customer education as needed Prepare complete and accurate work and update customer file Communicate effectively with individuals / teams in the program to ensure high quality and timely expedition of customer requests Effectively transfer misdirected customer requests to an appropriate party Contribute ideas on ways to resolve problems to better serve the customer and / or improve productivity Participate in activities designed to improve customer satisfaction and business performance Occasionally use decision - support tools to answer questions Solve problems that are sometimes unstructured and that may require reliance on conceptual thinking Offer solutions to issues that are often non - standard / non-routine and require some clarification Maintain broad knowledge of OnStar products and services Warehouse Assiciate.

• Develop and implement policies for the parking lot • Issue parking permits and devise appropriate procedures for distribution of the same • Organize parking registration activities • Collect, count and record the parking fee • Supervise, train and evaluate subordinate employees • Guide and educate the campus community regarding parking procedures and SOPs • Identify and report any suspicious vehicle • Issue and submit periodic parking lot reports to the higher management • Devise and recommend ways to enhance the effectiveness of parking procedures to ensure maximum customer facilitation • Carryout paper work for long term parking requests and issue relevant permit if applicable • Inspect the parking lot physically and ensure proper physical conditions are available for parking • Ensure consumer and vehicle security in the parking lot • Operate parking lot equipment, drive through gates and car lifters appropriately as and when required • Respond to public inquiries and provide relevant information regarding parking protocols • Monitor CCTV footage and report any suspicious activity • Regularly update the members» vehicle data and stamp their permits • Oversee parking lot operations, revenue collection and ticketing procedures • Ensure proper book keeping procedures are being carried out • Conduct minor maintenance of parking lot equipment • Promote and demonstrate high standards of customer service • Issue permits to vendors and other visitors after complete validation of their personal data • Oversee flagging and validation code issuance • Organize training sessions for development and grooming of the team • Assign duties to the parking lot employees and evaluate their performance • Serve as point of contact for parking lot procedures, maintenance and permissions • Allocate separate space for visitors, special guests and handicapped individuals • Manage parking lot budget and meet the maintenance requirements within allocated amount • Devise a proper one way route within the parking area and display informative direction boards to implement the same • Oversee the cleanliness of the parking lot and keep it snow free during winters to facilitate smooth drive in and drive out • Procure and install parking signs and meters etc. • Maintain vehicle owner's data on whose IDs the permits have been issued • Record all drive ins and drive outs with timings in the computerized log system

The top skills in this industry include: • Assess performance of mechanical components • Use design and modeling software • Complete projects to specific requirements

- Handle inbound and outbound telephone calls delivering the best possible outcome - Consistently perform to meet set performance standards - Build rapport with customers and colleagues encouraging regular contact - Deliver agreeable action paths to create the right customer outcome - Take complete ownership of calls resolving customer accounts - Maintain a high level of quality by working to company and regulatory requirements - Recording information accurately on company systems What do you have to bring to be considered?

Completed hands - on configuration and custom development of BI reports, using advanced queries to achieve reporting requirements, within performance constraints

Successfully completes WCHCs annual education and competency requirements Current employees who have completed probationary period Meets or exceeds skills as measured on annual performance appraisal and bi-annual competency assessment.

Borrowing these measures from previous listings in the system and / or from MPAC introduces an unnecessary element of risk from the Realtor's standpoint and more importantly deprives the seller / purchaser of a vital piece of information to complete the valuation process.Top compensation requires top performance... and describing the product accurately and thouroughly a minimum requirement of the person marketing and advocating its sale.

They will help you integrate the rating system requirements into your project's planning, design and construction, as well as perform on - site verification of the completed work and conduct performance tests.