Sentences with phrase «firm economic performance»

Firm management is better positioned to make effective decisions when access to essential data is straightforward, they are able to visualize key performance indicators, and identify trends in firm economic performance.

Not exact matches

The most recent Global Green Economy Index (GGEI), produced by the US consulting firm Dual Citizen, looked at 60 countries and 70 cities and ranked them based on their overall green economic performance, which includes energy efficiency, climate leadership, and investment in clean technologies like recycling, renewable energy, and green chemistry.

Such an option would raise the costs of exporting to the EU for UK firms and it would decrease the access to EU markets for UK companies, a joint research paper from the London School of Economics and the think tank Centre for Economic Performance stated.

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.

The study looked at roughly 160,000 examples of firm performance in the U.S., using data from the National Bureau of Economic Research (NBER) Patent Data Project, as well as Standard & Poor's Compustat database of financial information for companies.

Nobel Prize — winning economist Milton Friedman theorized that for - profit firms are more effective because they have clear economic incentives to lift student performance.

Khanna, M. and L.A. Damon, 1999: EPA's voluntary 33/50 Program: Impact on toxic releases and economic performance of firms.

A solar energy services firm assumes all performance and economic risks because it owns and maintains the equipment on your site.

In Employee Participation, Firm Performance and Survival, edited by Virginie Perotin and Andrew Robinson (Advances in the Economic Analysis of Participatory and Labor - Managed Firms, v. 8), 3 - 33.

Economic factors are considered, and firm performance often influences base pay.

As the result of the recent changing economic environment and increasingly competitive markets in which most law firms practice, Managing Partners and members of Management and Compensation Committees in the more successful law firms have identified and re-defined those objective and subjective criteria that have been especially designed to motivate partners to attract new clients, proliferate work from existing clients, perform those fee producing and non-fee producing activities that are necessary to retain existing clients and recognize those partners who have been given responsibility for managing the performance of clients and client work that other members of the firm have originated.

Analysis of the financial performance of the UK's top 50 firms shows a sector that, while strong enough to produce a fourth consecutive year of revenue growth despite some pretty wobbly economic conditions, is ripe for change.

An educated guess may be that many of these firms are waiting for a general improvement in market conditions or even their particular economic performance before prospectively hiring again.

According to the Citi Private Bank Law Watch Annual Review of Law Firm Performance, «managing our practices better» was one of the primary areas identified by managing partners as essential to success in the tough economic climate for law firms.

As law firms continue to confront uncertain economic conditions, there is a renewed, intensified interest in performance and profitability in every aspect of the internal operations of a legal practice.

In many of the more financially successful firms, the practice leaders have assumed a major role in the initiative to increase their firm's economic performance.

«DLA Piper weathered the economic storm well,» says firm chairman Frank Burch, «and our overall performance during this period was solid.»

The firm has not said whether the cuts are economic or performance based.

First, we benchmarked its economic performance against comparable firms and established across - the - board rate increases, some as high as 50 %.

The firm's estimates are based on a model which observes data culled from major publishers, economic conditions, discussions with stakeholders, and past trends and performances.

Property Management — Duties & Responsibilities Coordinate regular maintenance and repairs as well as emergency resolution through the efficient management of maintenance team and general / sub-contractors, also participating in restoration and renovation projects to ensure timely completion within designated budgets Develop annual property budget and monitor with monthly variance reports, preparing financial statements and various regular and ad - hoc reports on property status, including occupancy rates and lease expirations Provide relevant oversight and administration to tenant build - outs, utility service termination and transfer, supply purchasing, and building consolidation processes Support firm management to aid in effective customer service, maintenance, and general property operations, delegating important tasks and assignments while overseeing all critical management aspects Organize, manage, and execute all aspects of the lease process, facilitating the ease of operational aspects as well as price / term negotiations, rental agreement reviews, rent collection, impounds, and tenant eviction as necessary Generate increased revenue through tenant referrals as well as consistent lease renewals through effective service and timely issue resolution Identify and develop talent among hired staff and property personnel, utilizing focused training efforts within a performance - based work environment designed to utilize the critical strengths of assistants, supervisors, and techs Provide continuous assessment of property usage and needs, while furnishing oversight and guidance regarding effective preventative maintenance programs, renovation considerations, and cost reduction / control measures Maintain a strong working knowledge of the leasing property, respective marketplace, and general economic trends Act as a liaison between clients, vendors, sales personnel, support staff, and senior management to facilitate information flow and drive operational efficiency