Sentences with phrase «employee cost to business»

The per - employee cost to business will go up by $ 30 instead of $ 90 next year.

Not exact matches

If you're not careful, renting an office space, hiring your first employees, buying the requisite technology and all the other startup costs can be enough to bring a fledgling business to a screeching halt.

Businesses with more than 50 employees that do not offer coverage will be taxed based on the size of their payrolls, but the cost will be significantly less than the cost of providing insurance benefits, and the tax is not set to go into effect until the 2014 fiscal year.

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.

Amazon, Berkshire Hathaway, and JPMorgan Chase are creating a new business to lower healthcare costs for US - based employees in a move that could shakeup the managed care industry.

Because regulatory compliance has a high fixed cost, small businesses face a larger per - employee cost of adhering to government regulations than big companies.

We found that small businesses are hit particularly hard by regulatory compliance, with regulations costing them over $ 10,000 per employee, 36 % higher than the cost to larger businesses.

The order «hinders the ability of American companies to attract talented employees, increases costs imposed on business, makes it more difficult for American firms to compete in the international marketplace, and gives global enterprises a new, significant incentive to build operations — and hire new employees — outside the United States,» according to the brief.

You also want to make sure someone is accountable, preferably a line manager who realizes the cost savings to the business if a new employee gets up to speed quicker.

If you're considering going this route to incorporate some promising technology for your business, you'll need to decide if it is more cost effective to add employees or look for a third - party solution.

Could the wildly increasing costs of health care be one reason smaller businesses are less willing to bring on new employees?

That turnover is literally costing businesses millions; it's estimated to cost between $ 3,000 and $ 18,000 to replace the average employee.

If you have the means to cover the salary for 90 days, and in that time you're able to grow the business to a point where you can cover the cost of the new employee, then go ahead and hire.

Staff wanted to know why they hadn't been warned that cuts were on the way, and the remaining employees wanted assurance that the cost reductions would keep the company in business for the foreseeable future.

«Often newer businesses will overpay for employees which can artificially drive up salaries to levels that are not warranted, even with the higher cost of living in LA.»

With keyless locks, you can give entry codes to employees, revoke access, lock doors remotely, and even monitor who entered your business at a certain time — at a fraction of the cost or complexity of magnetic swipe card systems.

Start - up costs had to be reasonable and it had to be a business that could be run with a minimal number of employees with low inventory and strong profit margins.

The Center for American Progress reviewed 30 case studies in 11 of the most relevant research papers on the costs of employee turnover and found that it costs businesses about one - fifth of a worker's salary to replace that worker.

Applicants are directed to furnish basic information about themselves and their businesses, including personal information (full legal name, street address); basic business information (employer ID number, type of business, number of employees, banking institution used); names and addresses of management personnel; estimated business expenditures and costs (including details on the SBA loan request); summary of collateral; summary of previous government financing; and listing of debts.

While many business experts and industry pundits are predicting the economy will improve moderately this year, small businesses are continuing to look for ways to reduce costs while supporting their most valuable assets — namely, their employees.

As I wrote last week, small firms that didn't offer insurance to their employees cited a variety of reasons, but 79 percent called cost an important factor, while 76 percent said the same of firm size — their businesses were just «too small.»

Is it really in business» best interest to punt the cost of health care over to its employees?

Rowen, the glass business owner, says his health insurance decisions had less to do with the employer mandate than with cost and employee retention.

So, in business terms, Detroit was sunk when its customers (reduced revenue) and its employees (increased costs) teamed up to destroy it.

' cents Controlling health care costs by helping «small businesses link together to provide health care to their employees.»

Finance groups focus on cost - cutting, risk - averse lawyers make the company impossible to do business with, and human resources casts judgment on employees.

«The mobile phone business has matured, margins have compressed and the cost of operations in our mobile standalone stores is higher than in our big box stores,» CEO Hubert Joly wrote to employees.

Still, if Hillary Clinton wins the White House, she'll push for businesses to share more of their profits with employees — and that's likely to cost entrepreneurs plenty.

Some will form ESOPs primarily to involve and provide incentives for employees; others may do so to borrow money for the business at a lower after - tax cost.

Business owners might be tempted to try to minimize costs by using lower - wage employees — by locating support staff in a low - cost state, for example.

Businesses need to figure their costs, employees» work hours and who their full - time employees are so they know who will be offered coverage; they should build up their reporting systems, and if they're not offering coverage, they should decide how to realign the workforce to reduce exposure to penalties, he says.

«An increase of one [happiness] point on the survey equates to a savings of $ 2,552 in medical costs per year per employee,» concluded the study, conducted by U.S. health insurance company Humana and the University of Michigan's Ross School of Business.

Businesses starting their first plan with fewer than 100 employees might qualify for tax credits as high as $ 500 to offset setup and administrative costs for three years, and employer contributions are tax deductible for the firm.

«However, the aggregate increase in labor cost is lower because classifying team members as employees improves retention and enables us to train them, increasing their efficiency,» Munchery's VP of operations, Kris Fredrickson told Business Insider in July.

Operating out of a shared workspace is a way to offer your employees the company culture of a larger business without the operating costs or administrative hassles that come with it.

You stated your interest in a city where you can grow your company to 50,000 employees over the next 20 years, a home base that can hold your interest... a strong sense of place, a rich cultural life, great transit systems, smart young people and plenty of infrastructure - ready land that is close to both the business center and top universities... density, walkability, and diversity... some of the nation's finest universities... tech - savvy millennials... Philadelphia, the birthplace of America, offers all of these desirable attributes at a more affordable cost.

Our analysis reviews 30 case studies in 11 research papers published between 1992 and 2007 that provide estimates of the cost of turnover, finding that businesses spend about one - fifth of an employee's annual salary to replace that worker.

Employee theft costs U.S. businesses up to $ 200 billion in annual losses, according to one estimate by Tatiana Sandino, an associate professor in accounting and management at Harvard Business School.

You might think your employees would never steal from you, but you couldn't be more wrong — employee theft costs U.S. businesses up to $ 200 billion each year.

Using Form 881, eligible small - business owners can claim a credit of up to $ 500 for qualified setup and administration fees, and costs to educate employees about the plan for each of the first three years of the plan.

Instead, businesses have found it easier to shift rising healthcare costs onto their employees, saddling them with higher deductibles and premiums.

Businesses benefit by lowering recruitment costs, improving attrition rates, optimizing labor in relation to demand signals, and improving the customer experience with happier, more engaged employees.

An early taste of the sort of policy Flaherty prefers came this week, with his announcement of a temporary tax credit for small businesses to defray the cost of hiring new employees, a break available to about 525,000 firms with 25 or fewer employees.

Ultimately, the new ways of working introduced at Vodafone UK have lead to a faster and more commercially agile business; lower costs; reduced travel and expenses; improved green credentials; and better employee engagement.

It used to cost a fortune and a lot of employees to start your business.

With Capital One ® Spark ® Cash for Business card, you will be able to add employee cards a no additional cost.

Previously, businesses were able to deduct the cost of the meals employees ate on premises by 100 percent.

You don't need to be hugely profitable from the start necessarily, but if your business can't pay basic expenses like rent on an office / retail space, employee payroll, and inventory costs, you won't be in business for long.

You'll learn how to: • Set up a viable business structure and write a winning business plan that promotes growth and gets you funded • Decide which lawn care services to offer • Determine who and where your best customers are and how to market to them • Calculate the cost of doing business and managing your finances • Select the right lawn maintenance equipment, vehicles, and supplies • Hire employees as your business grows

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.