Sentences with phrase «liabilities to companies»

Working 60 hours straight without sleep isn't a badge of honor, it's a mark of stupidity, and a sign to me as an investor that you might be a potential liability to your company.

Lang says that options can represent a substantial future liability to a company, «yet they are not highly valued by the employees.»

One case was settled with no monetary liability to the company, and American Apparel prevailed in another, according to its annual report filed this month.

Operating leases represent a liability to the company as a future cash obligation it is contractually bound to pay.

There's no way for any company, no matter how diligent, to be 100 % accurate 100 % of the time, and I can't imagine a scenario whereby a court would attribute liability to a company for what is a defensible argument of inadvertent error.

The world of competitive business can sometimes be cruel to those who work in areas that start to become a liability to companies.

This case raised the important point of whether a company is obliged to indemnify its directors against liability to the company for breach of duty which caused loss to the company.

Worse still, it sends the message you will lie and cover up mistakes, a dangerous liability to all companies.

corporate standards including but not limited to financial or legal liabilities to the company.

has always been an asset not liability to company with leadership qualities with a knack for paying attention to details

Not exact matches

The problem is that city and local governments may be hesitant to accept liability for the risks the tunnels may pose to existing infrastructure or let private companies compete with public transit systems.

Reid stresses that the company severed ties with over 40 brokers and that there has been no hit to the company's liability.

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.

Under central bank rules introduced in 2014, companies are required to hedge a minimum 25 percent of their liabilities in foreign currency 3 - 6 months before they come due.

The balance sheet, which shows the company's assets and liabilities, is another yardstick with which to determine the strength of a company.

Privacy and security are serious concerns for any business; when you add personal information to the mix, any breach can severely reduce employee trust and morale and open the company to liability for identity theft and other potential legal entanglements.

Dig Deeper: Choosing the Limited Liability Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thanCompany as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thancompany with employees may need to consider making the switch to an S corp sooner rather than later.

According to NOLO, you'll have to pick up a federal employment identification number (unless the company is a sole proprietorship or a limited liability company without employees.)

Months of deliberations behind closed doors at Shell headquarters in The Hague, Netherlands, had led the top brass at the world's largest non-state-owned oil company by sales to conclude that the energy industry was changing fundamentally — in a way that could turn the profitable oil - sands operation into a liability.

This decision is crucial in terms of the tax consequences, the authority given to individuals associated with the company, and potential liability (that is, the financial responsibility) for each person connected with the business.

Every Friday afternoon, Phunware's controller emails an overview of the company's financials to the management team, including data on key metrics such as cash on hand, obligations, and the quick ratio, which the company derives from dividing cash plus receivables by current liabilities.

That's because establishing and maintaining a 401 (k) is not only costly and time - consuming, there are also far - reaching legal liabilities for companies that want to sponsor a plan.

In general, its safety policies are meager in the extreme: The company offers liability insurance for landlords and homeowners *; it offers free smoke and carbon monoxide detectors to hosts in the U.S.; after the death of Stone's father, it began requiring new hosts to view safety tips during onboarding.

Steve writes: If I were a large investor or board member of Uber, I would worry about the downside to the company and liability to the board if / when the government decides to come after the company.

Connor says that smaller companies could draft a code themselves, especially if they are in a low - risk, low - liability field, and Fraedrich similarly advises that if you have more than 20 employees, it's time to consult an ethicist or human resources specialist.

The Supreme Court has said that if you do that, it drastically decreases your liability, unless a manager or someone with the authority to speak for the company perpetrated the harassment.

Structure: The buyer set up a limited liability company in order to purchase the paper, which means that there are far fewer reporting requirements than if the buyer had set up a C corporation or purchased the newspaper via an existing C corporation.

«There are strategies the company might use to make the S selection sooner without incurring a huge tax liability, but Jason and his father need help in exploring those options.

To avoid a massive vacation liability bank most companies mandate that employees take their allotted vacation time within a twelve month period.

But as the company grew from 30 to 150 people, Kagan couldn't adapt, his issues got the better of him, and he was deemed more of a liability than an asset.

In many industries, the government has placed liability caps that limit how much companies must contribute to remediation when there's an accident.

As a result of the final ruling, during the first quarter of 2017, the company recorded a pre-tax impact of $ 58 million due to the non-cash reversal of Cadbury - related accrued liabilities related to this matter.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Obama's proposed legislation tries to balance security needs with concerns by offering liability protection to companies that provide information in near real - time to the government, while requiring them to strip it of personal data.

Saudi Energy Minister Khalid Al - Falih has said it would be a risk to list in New York because of liabilities and litigation, including the climate change lawsuits against other oil companies by New York City.

The Weekly reported that «Page has been buying up adjacent properties for the past few years, all under various limited - liability company names, according to Santa Clara County public records and neighbors.»

Liability issues raised by companies and privacy concerns of civil liberties groups contributed to the failure to implement such laws.

They decided to make these contributions through a limited liability company (LLC) to have greater flexibility to make grants, lobby for causes, and invest in promising innovative ideas.

«We see weak core free cash flow as too structurally challenged to de-lever the balance sheet, leaving the company prone to risks around further contingent liabilities, and / or capital markets volatility.»

Protect yourself by doing business only with one of the many established and reputable companies that provide this service, asking for references and, if possible, using a credit card for payment to protect yourself from liability.

The company listed assets in the range of $ 500 million to $ 1 billion and liabilities in the range of $ 500 million to $ 1 billion...

The decisions affecting your tax liability can truly make or break your company, so make sure to keep it simple and not over-complicate things.

Subtracting the company's current liabilities from these current assets shows how much working capital (your firm's truest measure of liquidity) is on hand and its ability to pay for decisions in the short - term.

For limited liability protection — limited, that is, to what you have invested in your company — the choices come down to a limited liability company or a corporation.

The disclosure said that the company may face product liability claims due to «failures of new technologies that we are pioneering, including autopilot in our vehicles,» adding that «product liability claims could harm our business, prospects, operating results and financial condition.»

People, person, or persons as used in this Constitution does not include corporations, limited liability companies or other corporate entities established by the laws of any state, the United States, or any foreign state, and such corporate entities are subject to such regulation as the people, through their elected state and federal representatives, deem reasonable and are otherwise consistent with the powers of Congress and the States under this Constitution.

The beauty of fringe benefits is that you are generally providing something the employee would otherwise have to purchase, and you're doing so without incurring a tax liability for your company or the employee.

The majority opinion said Aereo is not the first to design systems to avoid copyright liability and noted that the same accusation could be made about Cablevision because the company created separate user - associated copies of each recorded program to comply with copyright law instead of using more efficient shared copies that might have been found to violate copyrights.

And yet, many retail industry experts contend that for all these missteps, Kamprad was more of an asset to the company than he was a liability.

As Businessweek writes, «Tech giants and other corporations that have grown by serial acquisition fear the Actelion precedent could expose them — at least in California — to open - ended liability over licensing disputes involving the smaller new - technology companies they are wont to gobble up like so many cocktail nuts.»