Sentences with phrase «management changes with»

As part of the company's internal promotion and mobility policy, Pernod Ricard has made a number management changes with the appointment of Xavier Beysecker, Craig Johnson and Colin Kavanagh.

Not exact matches

With today's pace of change, businesses can't afford to hold on to outdated management structures and workplaces.

Greencrest's 2014 Twitter IPO projections are based on a variety of metrics, including recent management changes, partnerships with major brands, user growth, and, most importantly, revenue growth.

Net written premiums of $ 574 million increased 6 %, reflecting an increase in domestic surety premiums, continued strong retention and an increase in new business in domestic management liability, while renewal premium change remained consistent with recent quarters.

«Master communicators have solid listening skills, the ability to tune into a person with focus and the ability to articulate clearly,» says Cheryl Cran, a management coach and author of «The Art of Change Leadership.»

«The investigations, along with current discussions among shareholders, possible changes in the board of directors and management, will be a distraction,» Moody's said in a statement March 6, also highlighting the company's «weak credit metrics.»

Small businesses often lack the expertise to set up sound cash - management systems and to monitor their effectiveness as needs change with growth.

If you think your compensation committee needs greater independence and expertise, bring on a female compensation consultant with 20 years experience who has done 50 compensation plans, including ones in your industry, with no ties to management, and then watch how things change for the better.

Forward - looking statements include, among other things, statements regarding future: production, costs, and cash flows; drilling locations and zones and growth opportunities; commodity prices and differentials; capital expenditures and projects, including the number of rigs employed and the number of completion crews; renegotiation of our credit facility; management of lease expiration issues; financial ratios; certain accounting and tax change impacts; midstream capacity and related curtailments; our ability to meet our volume commitments to midstream providers; ongoing compliance with our consent decree; and the timing and adequacy of infrastructure projects of our midstream providers.

Suzy Welch is a business journalist and best - selling author with expertise in leadership, change and crisis management, corporate governance, social media, and careers.

She has over 10 years of experience working in business and change management with Fortune 500 companies.

We had to re-hire our product - management staff, and we had to change our relationship with customers.

Armed with designers from CannonDesign, «developing «the story» of Follett's business evolution became the inspiration for the workplace, as well as the change management trigger that has cultivated the connection among their employees,» said Meg Osman, the Client Leader for the Follett transformation.

But it was also a business that over the last decade had suffered from competition with low - cost providers, a massive change in how hardware and software was sold, and a series of management miscues.

Among the changes that came out of the forest industry's discussions with its fiercest critics were ecosystem - based forest management and third - party certification of wood and paper products — compromises that offered a way out of the standoff.

With agile project management, the key is that what is delivered changes but the time limit is always fixed.

It has been a busy year at Tiffany with «significant» changes to both the board and management.

He expects to graduatein December 2012, and says his summerinternship with the federal governmentin change management helped fill agap in his resumé.

That too is changing, with the next generation of providers; and that change may represent a breath of fresh air for brands that in the future find themselves in crisis management, without any customer data.

While some companies Far Eastern is looking at have to deal with the excess capacity, others need management changes to adapt to a global market, he said, adding that companies broadly need to evolve as technology advances, he said.

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

In early February, the firm received a response from Vanguard, which Tim Smith, senior vice president at Walden Asset Management, told me included a discussion of Vanguard's efforts to talk with companies about social and environmental issues, but stopped short of saying that Vanguard would actually change its proxy voting practices.

In early January, Walden Asset Management, a corporate client who uses Vanguard for their 401 (k) program, wrote Vanguard about its proxy voting practices with respect to social and environmental issues like political spending and climate change.

Some of these changes affect management and others are directed at the physical layout of the office, but in order to keep up with new trends, these changes should be implemented.

Although Trian is an activist investor that demands change at companies, it is also known for working behind the scenes with management to improve performance.

We live in fast - paced, ever - changing world and if we want to keep our teams engaged and motivated we need to change and adapts our management styles and practices to engage with our teams.

Externally, if you're changing your management strategy, it's important to be up front with customers and clients.

«We can not say with certainty that the strategic vision of the company will not change as the new management team is put into place.

Matthew Strauss, vice-president of portfolio management with Toronto's Signature Global Advisors, adds that, since the recession, the focus has changed from buying export - focused companies to businesses that sell to the domestic consumer.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

So as long as the guiding principles of management teams do not change, then corporations with strong histories of increasing dividends have high probabilities of doing so in the future.

Our CERTIFIED FINANCIAL PLANNER ™ practitioner and experienced, caring professionals work with you through your life changing concerns with expertise in retirement planning, investment management, insurance planning, tax planning, and estate planning.

While some businesses come with significant issues needing resolution — financial distress, a complex corporate carve out, a transition from family ownership, or a need to make costs competitive through deep operational change — others are simply seeking a capital partner committed to growth with the deep operational and strategic experience to partner with management to execute a business plan and attain sustainable value.

Management will likely change over the life of the business and they are usually incented with a combination of cash compensation and stock options.

monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its charter.

(UK, 20 May 2014) A.S. Watson Group (ASW) today announces management change in its UK Superdrug and Savers operations, with the appointment of Peter Macnab as Managing Director of A.S. Watson Health & Beauty UK, replacing Joey Wat who has decided to leave the company for family reasons later this year.

It moved some investment options into the least - costly share classes, and in March again changed the plan's management and investment lineup, hiring a new adviser as fiduciary and replacing all the «Fujitsu LifeCycle» funds with a new set of customer target - date funds called the «Fujitsu Diversified» funds (it also replaced most of the funds in the plan).

Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation, evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity based benefit plans and approving any changes to such plans involving a material financial commitment by HP;

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

History has shown that with enlightened management and sensible regulation, companies can play a useful role in helping society adapt to constant change.

By the time Lululemon sorts out its management changes, it will have already lost its growth momentum, making it harder to compete with other brands, he said.

The entire concept of what a «shopping center» is, is evolving rapidly, and with it the demands on real estate developers and property management are changing too.

Futurist, change management specialist and «X: The Experience When Business Meets Design» author Brian Solis sits down with The Young Turks» Cenk Uygur to talk about the past, present and future and how more and faster change is coming, and the only question is whether you're going to be a part of that change or a victim of it.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Alexion was already dealing with scrutiny surrounding its sales practices, which prompted a major shakeup of executive management, including new CEO, CFO, CCO and R&D appointments during 2017; then in December, reports emerged that Elliott Management had built up a stake and was pushing fmanagement, including new CEO, CFO, CCO and R&D appointments during 2017; then in December, reports emerged that Elliott Management had built up a stake and was pushing fManagement had built up a stake and was pushing for change.

With an established change management process, retailers can prepare, manage and reinforce tactics to gain buy - in from the field and accelerate results.

HERERA: So, how in Fidelity «s case does the fee structure change for people — I assume it kind of depends on how much money they have with Fidelity under management.

In author and seasoned commodity trader Carley Garner's quest to guide traders through the process of commodity market analysis, strategy development, and risk management, «Higher Probability Commodity Trading» discusses several alternative market concepts and unconventional views such as option selling tactics, hedging futures positions with options, and combining the practice of fundamental, technical, seasonal, and sentiment analysis to gauge market price changes.