Sentences with phrase «employees is the key to success»

An engaged group of owners as employees is the key to success rather than a selfish group of professionals.

As an employer you understand that your employees are the key to the success of your organization.

I believe all employees are key to the success of the company and i am only as good as the people who work for me.

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.

This is the key to keeping your employees satisfied, motivated and focused on success — both for themselves and their company.

«Flexibility is a key to success and to keeping employees happy — particularly for small companies,» Lin explains.

Helping our employees achieve their physical, personal, and financial well - being is key to Genworth's success.

One of the reasons why these jump teams are the key to the chain's success is because employees may not be able to work if they're dealing with their own hurricane damage.

-- From toxic employees to customers and clients, knowing when it is time to end a relationship is a key lesson for anyone serious about creating lasting success.

However, a key metric to success is getting employee buy - in and adoption.

In addition to ongoing communication, we believe that participation from leadership is another key to employee advocacy success.

It's possible to build an employee recognition program in any organization, but a few key elements can help ensure success.

The key to success is understanding how employee appreciation works, and how to implement it effectively in your unique environment.

«We have a staff full of employees who care and take pride in what they do, and a menu full of great food — that is the definite key to success.»

Those employees are key to the company's success, he emphasizes.

Lupe's more than 1,500 employees are also key to the company's success, as Lupe believes in training for «every little step.»

One of the keys to the success of Diaz Foods is its people who have come to be known as the «Diaz family of employees.»

Building that kind of community, say CP Federal employees, is key to the program's long - term success.

Keeping retail employees informed about company policies, procedures, and processes is key to its success, but giving them the training they need often requires a great deal of both time and money.

For today's organisations, whose quest for demonstrable competitive advantage is unending and seen as the key to success, the opportunity to extend reach and provide performance support to its employees at the crucial point of need in itself offers the prospect of a competitive edge.

During our employee luncheons, key employees are given trophies for their success and a gift card to local restaurants and shopping destinations.

Content is key to the success of any intranet and should be reviewed on a regular basis to determine if it is relevant, current and continues to meet the needs of employees.

When a business owner has an employee whose knowledge, experience, talent and / or skills are vital to the success of the business they can insure that employee with a key man policy.

Although owners or partners are typically identified as critical employees, key - person insurance can cover any worker who's vital to a day spa's success.

The more success a company attains, the more important it becomes to take care of key employees who are responsible for the company's success.

Retaining and attracting key employees is crucial to the ongoing success of any company.

The same policy can be used to insure any essential or key players in the company, whether he / she is an executive, director, or talented employee critical to your company's financial success.

A key person is someone whose skills are essential to the success of the business, such as an owner, partner, or employee.

It's not just your life that you'll be insuring, but sometimes it may be the lives of business partners and key employees who are essential to the success and survival of your business.

The manager's feel for the viability of the candidate is also key to the person's eventual success as an employee.

Employee job performance is the key to a company's success.

Seeking experience in employees relations, performance issues and conflict resolution Strong interpersonal and communication skills with strong analytical and problem solving skills will be keys to success in this role.

If you're a business owner or human resources professional, you know the key to success is hiring qualified, skilled employees with integrity that will perform at high levels for your company.

While your background doesn't have to be an exact match, there should be significant overlap in key areas that the company has found to be indicators of job success in employees who have held the position.

«Emphasized to employees that customer satisfaction is always the key to customer retention and success.

An employee - oriented decision maker who believes in internal and external marketing is a key to success.

My ideal employer would be an organization that truly values its employees and sees them as key to the company's future success.

Jerald is an employee of Save the Children, and key developer of the Early Steps to School Success home visiting program.