Sentences with phrase «employees do for the company»

Of the annual event, Mike Loeber, President of Loeber Motors said, «We appreciate all that our employees do for the company every single day of the year.

Not exact matches

What we're doing is flattening organizations: SoapBox lets all employees submit ideas for making or saving money, for changes they'd like to see in the company or for ways to improve the customer or employee experience.

For example, an employee is generally subject to the company's instructions about when and where to do the work; what tools or equipment to use; and what order or sequence of tasks to follow.

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.

In most cases, companies in this situation experience fewer cases of abuse of sick days off because when employees do not show up for work, then they do not get paid.

He also said the any family member who did legitimate work for the company would be unaffected, as would companies that use their profits to invest in equipment, research and additional employees.

While making these improvements does not guarantee a workplace utopia, keeping your employees at the center of your office decisions will keep your company on track for success.

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

Ulukaya also prides the company's success on its small - town roots and dedicated employees, who he said didn't have a holiday off for the first five years.

«For companies with 50 or fewer employees, that's going to give us tremendous leverage that we do not have now.

Although it's tough to estimate precisely how many Googlers were recruited to work at Twitter, and the company did not respond to multiple requests for comment for this article, some LinkedIn searching and sorting reveals it's pretty clear that those rumors aren't completely unfounded: there are about 250 current employees at Twitter that have previously worked at Google, a healthy percentage of the company's estimated 1,500 employees.

Retention of diverse employees is also a focus for Saujani, who noted that while tech companies like SpaceX now have more gender balance among interns and young hires, they do a poor job maintaining it: 30 - 40 % of women leave quickly.

Employees do need to have confidence in the company's long - term outlook for this to work.

Because they're not employees of the company, they do not receive certain benefits, like overtime pay or reimbursement for expenses like gas or mileage.

Priest put his company philosophy in place «as soon as I was hiring a full - time employee because I was hiring her from a much bigger company and her question was, «what do you stand for,» so she challenged me.»

Having the opportunity to work for companies like Deloitte, working at Pardot when we were acquired by Salesforce, and now launching my own startup with 75 employees and growing, I don't think I could have been this fortunate in any other country.

Companies want to do the right thing for their employees and their customers.»

It's also a good choice for people who care about the company they support, as Tom's of Maine funnels much of its profits to charities and encourages employees to spend a percentage of their working hours doing volunteer activities.

A former employee gave the company three stars and wrote on April 28: «Employees are in constant fear of losing their jobs for saying or doing something that proves to management that they aren't a «culture fit.»»

While LGBT inclusion has been a winning stance for companies from a marketing standpoint — several major companies made a public showing of support for LGBT rights during the Sochi Olympics earlier this year — the survey results suggest that companies have some work to do to make employees feel welcomed within their workplaces.

Experienced entrepreneurs seem to have the same advice about employees who aren't doing what's best for your company: get rid of them as soon as possible.

I was so focused on alleviating the near - term pain of my employee's departure that I didn't focus on the best long - term solution, the best hire not just for the role but also for the company.

Wave also lets users separate personal expenses from business expenses, a key feature for small companies where employees often use the same credit card to take clients out for lunch as they do for buying groceries.

The company doesn't hire for specific projects or roles — employees can pick what they want to work on, and they tend to jump between teams and projects.

It did submit data from its herpes blood test to the FDA (which approved it), but a former Theranos employee cited by the Journal said that, at the end of 2014, the company only used its technology for 15 blood tests out of at least 225.

«Companies get a deal when they hire an employee for $ 75,000, but don't tell the employee they expect them to work 60 hours per week!»

Running a small company doesn't mean one is off the hook for helping employees grow professionally.

«If you address it honestly and explain why it's not good for your company, you give employees permission to tell people that they don't want to participate in gossip.»

While a third of professionals in the Middle East say that they do not feel communication channels in their company are open, one way for you to create open communication between employees and management would be by holding regular meetings with employees and adopting an open door policy that encourages them to speak frankly without fear of repercussion.

At a smaller company it may be easier for the CEO to just call a general meeting, but you would want to consult a lawyer to make sure you don't violate the privacy of the employees involved in the complaint.

Many companies these days have also taken steps to involve their employees by offering them financial and non-financial incentives for a job well done.

After polling its full - time employees, SurveyMonkey found that although the employees were satisfied with their own benefits, they felt the company wasn't doing enough for contractors in the building.

By that metric, and every other, Port Equipment has done phenomenally well: In five years it's grown from five employees to 50 who are spread out among the six intermodal yards the company now maintains for Norfolk Southern (NYSE: NSC).

Thus, if Millennial employees don't think that they have room for growth and the potential for a leadership role within your company, they're not likely to stick around.

That's according to Joel Smith, cofounder and CTO of email and web security company AppRiver, who says a slew of affordable options exist for keeping a company's machines from «getting owned» due to the dumb things employees might be doing while at work.

A code of business ethics usually doesn't stand alone, it works in conjunction with a company's mission statement and more specific policies about conduct to give employees, partners, vendors, and outsiders an idea of what the company stands for and how it's members should conduct themselves.

What's so flawed about that way of thinking, Clark says, is that it doesn't leave time or space for the best practices of hiring that are proven to be conducive to finding employees who either become great for their company or stay with the company for the desired amount of time.

Most companies still don't have formal intrapreneur programs, so it's not an obvious career path for employees to select.

Any Canadian — whether an individual flying in their backyard or an employee of a company using it for business purposes — would do well to study up on the do's and don'ts first.

Virtual office space is no longer just for cool tech professionals — it's for many American employees who work for companies that don't see the point in footing the bill for rent when their workers can just as easily work from home.

A bombshell report from the New York Times said a manager had been fired for groping women's breasts, employees had done cocaine in the bathrooms during company retreats, and a director had yelled gay slurs during meetings.

An employee does not have free reign [sic] to engage in political speech that disrupts the workplace, but punishing an employee for deviating from company orthodoxy on a political issue is not allowed either.

We've been talking about our open - ended PTO policy for a while, and whenever we do, the same questions arise: Don't employees take advantage of the company by taking too much time off, damaging business resultdo, the same questions arise: Don't employees take advantage of the company by taking too much time off, damaging business results?

Most employees do come to work with a paycheck as their first priority, but if your employee doesn't care about the company at all, there's no reason for that person to be a part of your team.

Many folks will simply choose to go without insurance because they're no longer fined for doing so, and companies with large numbers of young employees are likely to drop all coverage, since the AHCA is far more generous with the 20 to 40 crowd than the ACA.

Loyal employees may someday leave, but while they work for you, they do their best and often even put the company's interests ahead of their own.

Does the company have procedures in place for resolving disputes between employees?

For the time being, many companies and their old - school supervisors should count themselves lucky that most employees don't know their rights on this front, or how courts and tribunals have been interpreting them of late.

«If I'm running a company (and I do manage employees currently), I probably choose not to make salaries transparent, for a variety of reasons, including the fact that salaries present only one of many components to a compensation package and work situation.»

If you are a senior executive — or if you're hiring one for your growing business — you're likely going to need to craft an employment contract that helps protect both the employee and the company in case the relationship doesn't work out in the end.