Sentences with phrase «for key employee»

Please note: When buying life insurance for a key employee, the employee does not need to show an ownership share in the business, but if they do, your business may also want to consider purchasing life insurance for a Buy - Sell Agreement.

In this article we've provided 4 easy steps to buying life insurance for a key employee, and real - life example of a business we recently helped.

You can use term insurance to cover this need for key employee life insurance or a permanent policy like whole life insurance, universal life insurance, variable universal life insurance or variable life insurance.

It is used by business people to cover outstanding loans, to fund buy - sell agreements in the event that a partner or shareholder dies in the initial years of a new business, or for key employee life insurance.

Business people also use these policies to fund buy sell agreements or for key employee life insurance.

It is also used for key employee insurance.

30 year term life insurance is also used for key employee life insurance.

What of business life insurance, is this policy intended to fund a buy - sell agreement or is it for key employee insurance?

If you own a business and you are using the policy to fund a buy sell agreement or for key employee insurance again 20 years is a reasonable period of time to look ahead.

The 25 year term life insurance policy is also used for key employee life insurance.

Once the need for key employee life insurance has been established, there are a few questions which should be answered before you begin to shop for a policy.

Once the need for key employee life insurance has been established, there are a few questions that should be answered before you begin to shop for a policy.

The «premium bonus» plus the «tax bonus» can result in low, or no personal expense for the key employee's own life insurance.

Additional amounts of coverage may be added in order to cover the cost of locating, hiring, and training a replacement for the key employee who was lost.

Despite the surveys on wages, a group of Philadelphia local worker advocates are pushing for a key employee benefit: paid sick time.

The business may seek out a replacement for the key employee, may replace lost profits, or fund a partial stock redemption agreement.

Another option she said was to invest in satellite phones for key employees to communicate with each other.

It's your job to understand the career path for all your key employees.

The LTIP provides us with an additional option when considering incentives for key employees, including our executives.

Within the first stage of the Incentive Programme for the key employees and associates of the Company, the Supervisory Board granted each Member of the Company's Management Board the right to acquire subscription warrants series B, while this right of all Members of the Company's Management Board concerns subscription warrants series B amounting in total to 1,350,000 (one million three hundred fifty thousand).

Obtain visas for key employees and set up the business ownership to facilitate transfers of foreign professionals to the US business

Representing over 75 top companies, we shop the marketplace to uncover the best life insurance policies for your key employees and executives assuring your business is protected at the absolute best value.

Nationwide Future Executive VUL is a variable universal life insurance product designed for business clients who need to fund executive benefit plans for their key employees.

Nationwide Future Corporate VUL is a flexible premium variable universal life insurance policy that is designed for use with business clients to informally fund executive benefit plans for their key employees.

Businesses also depend on life insurance for their key employees or partners that would represent a financial loss to their company he they suddenly passed on.

The risk of disability at old age is actually higher than death at certain ages; to achieve adequate protection, most companies should secure both key man life and disability insurance for their key employees and / or executives.

«Michael Gray, Jr.of MEG Financial assisted our firm in procuring policies for our key employees.

It also can help with implementing tax - advantaged retirement benefits for key employees as well.

What we are discussing here is not group life insurance but more specifically life insurance as it applies to the owners of each business and life insurance for the key employees.

«For Key Employees, most advisers recommend a multiple of 5 - 7 times current salary, or estimated lost earnings to the company times 1 - 2 years.

You may want to also consider keyman insurance for key employees.

In addition, she leads career development groups at corporations to provide professional development and branding support for key employees.

Produced and analyzed discrimination testing to ensure clients were in compliance with all IRS regulations while still maximizing eligible contributions for key employees.

«For key employees, you may want to provide additional disability or critical illness insurance because you want to get these key individuals back to work quickly or because you need to immediately hire someone to replace them if they can not return,» says Skot.

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.

ID badges are also important for customer relations as customers can easily spot employees when they need help, and it helps the customer connect better with the employee by instantly providing the worker's name and other key information.

Besides gathering data and crunching numbers, they can ask employees for their opinions and present feedback to key decision makers within your company.

Thorough preparation for employee absences is important, but remember that they offer a chance to implement a key rule of business: Never miss an opportunity to turn a negative into a positive.

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.

It's a good deal for you and your key employees: After all, if you want to hire smart people, remember that smart people won't work for beans.

Butterfield is among the few elite CEOs who has spoken about the topic at length, and he has given the limelight to his underrepresented employees during key moments, like the night Slack won the Crunchies award for Fastest Rising Startup.

With that in mind, here are five key ways for executives to build a work environment that employees will fall in love with:

While rare for most organizations, encouraging employees and even putting pressure on them to report harassment is key for intervention.

Most importantly, unhappy employees lack a key ingredient for company success — loyalty.

They may also be used by firms that are trying to attract key employees, prospect for new business, deal with suppliers or simply to understand how to manage their companies better.

This year's awards are open to all Australian business women that meet the entry criteria in the following categories: * Westpac Group Business Owner Award (owners with a 50 per cent share or more in a business, with responsibility for key management decision making); * Australian Government Private and Corporate Sector Award (employees in the private and corporate sectors, or owners with less than a 50 per cent share of a business); * Hudson Community and Government Award (employees of government departments, statutory bodies and not - for - profit organisations); * Panasonic Young Business Women's Award (women aged 30 years and under, with any of the above criteria).

Studies show two - thirds of advisors have no succession plan, but crafting one is key to ensuring peace of mind for clients and employees.

The key for managers, says Szymanski, is to figure out what drives an employee's perfectionism.

XYZ can help you manage the «people side» of your businesses more effectively, avoiding compliance pitfalls and creating key benefits for the businesses and your employees, while simultaneously freeing up time for owners and executives to concentrate on growing their businesses by focusing on operations, strategy, and innovation.

It's clearly a good idea for everyone to communicate when you're going to employees as well as possibly customers and key partners as far in advance as you can and to make every effort to lighten your schedule for the days you'll be away.