Sentences with phrase «financial performance does»

But strong financial performance doesn't mean that all is well for the social media giant.

Despite these achievements, our financial performance did not meet the challenging targets established by the CNGC at the beginning of fiscal 2015.

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.

You can opt to do it during a scheduled performance review or select another time that may seem like an opportune point in the year to discuss a raise, preferably right after a great quarter of financial results.

Still, with $ 6.3 trillion under management, BlackRock's call for companies to do a better job explaining not only their financial performance, but also the societal impact of their business, is a welcome one.

In business, it means measuring actual performance — not just bottom - line financial performance, but social and environmental performance, too, rather than just relying on the vague feeling that your company is «doing OK.»

In my experience, even financial professionals do not put in enough time into understanding margin performance.

Fortune pointed to the quarterly report Tesla had filed just three days after the crash, warning that»... we face inherent risk of exposure to claims in the event our vehicles do not perform as expected resulting in personal injury or death,» and specifically calling out Autopilot as a technology that could result in such claims and materially affect financial performance.

By definition, startups don't have a history of financial performance on which to base a valuation.

As for Google and its parent company Alphabet, cloud computing business is growing — although the company did not provide detailed quarterly information about the unit's financial performance because of its relatively small size.

(MLB.com does not disclose its financial performance; its ownership is shared equally among the league's 30 teams.)

And perhaps most critically: Lululemon is aiming to shake off a stock market slump after it reported disappointing financial targets for the new fiscal year, mostly blaming a soft performance for the company's e-commerce channel because it didn't feature enough bold colors.

For 2013, Ares reports $ 306 million in net economic income, a metric favored by publicly - traded private equity firms that don't believe GAAP accounting best explains their financial performance.

We didn't try to find correlations between corporate culture and financial performance.

«Marcelo has done a remarkable job of turning around the Sprint brand and business, driving enhanced network performance, strong subscriber growth and significant cost reductions leading to the best financial results in Sprint's history,» said Masayoshi Son, Chairman and CEO of SoftBank Group Corp. «Marcelo has also positioned Sprint as a leader in the race to 5G, which promises to revolutionize the communications industry.

«The financial performance of the community banks shows that Congress and the regulators, I think, have done a pretty good job of tailoring the rules to protect community banks,» Warren said.

Management uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's core operations.

Our business, operating results, financial performance, or prospects could also be harmed by risks and uncertainties not currently known to us or that we currently do not believe are material.

If done correctly, with an eye not to achieving political or regulatory objectives but rather to eliminating financial distress costs, these can improve the enterprise value of the borrower; to the extent that the lender participates in the upside (and if the performances of the various equity positons emerging from these swaps are uncorrelated), the lender's net asset position can also improve.

«While our statistical findings suggest that diversity does coincide with better corporate financial performance and higher stock market valuations, we acknowledge that we are not able to answer the causality question,» it notes.

A majority of CEOs believe a company's financial performance is tied to empathy in the workplace, as do 79 percent of HR professionals.

Management uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's underlying operations.

How do the typical portfolio and performance of self - directed investors differ from those of investors who employ financial advisors?

Financial advisors would do well to recognize that clients are trending toward favoring asset managers who engage in portfolio performance analysis.

It does, however, require these companies to submit regular reports about their financial performance.

Mr Banducci issued no trading update at the AGM, but said Woolworths» sales performance had been «solid» so far this financial year and the momentum in the December quarter was «broadly continuing the way we did it in Q1».

While finance staff does detailed analysis outsiders like me can only make crude assessments of the impact of certain investments in players on the club's financial performance.

We have had and trophy drought until the recent FA Cup triumph and there are real reasons for that most notably financial but I have no doubt in the world that the Arsenal will be a force again with or without Wenger at the helm and we will all look back and realize the greater good that he has done for our beloved club... With that said I expect a total professional performance from the boys today against Leicester so we can move forward as a club as a whole, that's including the staff, the manager, the players and fans alike...

which is certainly not a slight on the young french national player; like him or not, Sanchez has provided some real world - class performances for club and country in recent years... if you do this move, you need to really clean house or face some serious consequences for the foreseeable future... half measures are rarely rewarded, that's how we got here... tear down the wall... we need to get rid of Giroud, not because he isn't a talented player, his skill - set simply doesn't make sense if we hope to maximize the offensive potential of a quick passing, one - touch scheme... we need to evolve, like Barcelona, who realized you needed to have clinical finishers or face a mind - numbing future of horizontal passes and largely ineffective crosses... Barca went and got Suarez, even though they had Messi and Neymar on the roster (just imagine the possibilities — another in the litany of Wenger «what ifs»)... we need to be as clinical in the boardroom as on the pitch... accept nothing less or move on... personally I would move on from Welbeck, Giroud and Walcott, even Ox if he isn't all in... I think the most intriguing player might be Perez, which runs counter to the thoughts in my head when he arrived late last summer... we need a deep lying DM with quick feet and long ball potential, midfielders who can counter quickly even when they are spread out and 4 or 5 players who know how to attack the lanes (kind of a cross between Barca, Dortmund and Monaco)... this is seriously an achievable goal, one that logically should have been achieved quite a few years ago... did no one in the Arsenal organization see the financial restructuring of the football universe... think of the players we could have had but we weren't willing to cough up the dough only for those individuals to have their value double or triple within a 12 to 24 month period... even if just from an investment perspective these «no deals» represent a failure of monumental proportions... only if you cared, of course

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...

Even though both sport performance centers and organizers of tournaments, camps and clubs have a vested financial interest in you and your child, sports performance centers help your athletes do exactly what professional and collegiate athletes do in the offseason «'' train to get better.

Arsene Wenger has said previously that the contract complications are simply financial, and due to his superstar performances, I don't blame him for wanting a better wage, nor would any other Gunners fans.

NASA's chief financial officer Ronald Spoehel says that although there is no federal database on research grants, officials do check a «past performance» database for information about potential contractors.

Results suggest that financial performance still has a stronger effect on these decisions than sustainability performance does.

The team who received feedback comparing their performance to the 75th percentile and did not receive financial incentives achieved their goals only 27 percent of the time.

[8] While Deming and Walters can not disentangle precisely what it is that institutions do with their money that makes the difference, prior research suggests that targeted financial assistance, improved advising, performance incentives, or some combination of interventions may be effective.

Teachers on the cusp of dismissal under the IMPACT evaluation system in the nation's capital improved their performance by statistically significant margins, as did those on the cusp of winning a large financial bonus, according to the study, published as a working paper last week by the Cambridge, Mass. - based National Bureau of Economic Research.

Third, when there are financial incentives attached to performance, do we see certain actions in the schools, such as teaching to the test or selecting only the best students?

However, since such funds are temporary solutions, they do not dramatically reduce the financial incentive for failing schools to remove themselves from voucher competition by improving their performance on the FCAT.

Furthermore, our research shows that board members of higher - performing D.C. charter schools, when compared to those at lower - performing ones, are more knowledgeable about their schools (particularly relative to its performance rating, demographics, and financial outlook), and more apt to evaluate their leaders using staff satisfaction as a factor in doing so.

Examples of such initiatives include the No Child Left Behind legislation in the United States, which required schools to demonstrate that they were making adequate yearly progress and provided escalating negative consequences for schools that were unable to do this; the creation and publication of league tables of «value - added» measures of school performance in England; proposals to introduce financial rewards for school improvement and performance pay tied to improved test results in Australia; and the encouragement of competition between schools under New Zealand's Tomorrow's Schools program.

Audits of 228 out of 407 charter organizations did not meet financial performance expectations or the cash flow standard of the ASBCS.

GCI does not see why academic performance and financial accountability should be mutually exclusive.

For instance, charter schools are routinely closed if they do not reach their performance or other goals, including financial management and sustainability.

As for programs that waste monies, two years ago we completely revamped our internal auditor structure and brought on auditors who can do not only financial audits, but performance audits as well.

And while Texas» School Report Cards that summarize school performance provide a financial snapshot and links to the two aforementioned reports, they don't highlight some of the key metrics that all parents should be informed of.

Does Performance - Based Funding Affect Colleges» Financial Priorities?

In the fiscal year ending June 30, 2015, a total of 138 out of 407 charters3 DID NOT MEET the ASBCS Financial Performance Recommendations.

The Board does not utilize the information contained in those documents in its oversight; rather, the Board has adopted a Financial Performance Framework and an Operational Performance Framework for its purposes in monitoring the charter holders in its portfolio.

However, before we start popping the organic champagne, the financial and environmental cost of this enhanced performance requires closer inspection: In our road test, the Hybrid did significantly worse than the gas - only model when it came to gas mileage.