Sentences with phrase «needs of companies doing»

Middle East banks say they are catching up to the global transaction banks, and in some cases winning greater market share by delivering solutions that meet the specific needs of companies doing business across the region.

Match the needs of the company doing the hiring.

Not exact matches

If you're increasing the number of staff at your company, you'll need to have the space to do it.

The requirement for member companies is that they do work on behalf of women or address women's needs in some way.

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.

But long - term, the company clearly knows that it needs a hedge against the vicissitudes of the TV distribution market, and owning content is one way of doing that.

The company didn't venture into the realm of flavors sooner because it first needed to build up its staff, he says, adding that headcount has doubled over the past year.

The consulting that I was contracted to do for her was exciting and her company was making a big difference in the lives of people who really needed it.

They're looking for the best price, but if the lawn care company knows the pain point of needing to get this done in one day, they can use that to their advantage when negotiating price.

A great office doesn't need to be large; in fact, there are plenty of benefits to being scrappy that large companies try to imitate.

To do this, retailers have to do more than blindly throw darts at the AR wall; they need to consider the needs of customers and the goals of their companies.

The company's peer - to - peer car sharing platform allows car owners to defray the cost of their vehicles by renting them by the hour or daily to folks who don't want or need wheels 24/7.

Therefore, the company didn't need to hire a lot of sales and marketing staff.

Instead of keeping the money it doesn't need pay in claims, the company takes a fixed rate of its customers» premiums and donates any unclaimed money to charity at the end of the year.

Building diversity strategies on the human need for empathy can rally a new generation of support — and if you've already started to take these steps in your company, don't stop now.

Jeff Widman, CEO of Brand Glue, a consulting company based in Mountain View, California, offers the advice to «Put the question first, rather than last» and to «ask a question where people don't need to click through a link to give you an answer.»

But Wither cautions that to succeed, these buyers need a «burning desire» to do whatever it is the company they're acquiring does — not just experimenting with a change of workplace scenery.

But in the light of the current wave of mistrust, the company is going to need to do more.

Early stage tech startups aren't public companies so you don't need to obsess with «having your books formally closed» or scheduling the board meeting only after the end of the quarter.

In order to do that, they need to engage the entire company... The great value of design thinking is it's way of improving communication across the entire organization.»

As a business, you need to identify the things that HR does to increase the value of the humans within the company and keep that in house.

The company, founded in 2009, has developed a large clientele of academic research institutions, space agencies, mining firms and defence departments for its signature yellow - and - black products, thanks in part to the fact that Clearpath robots don't need someone holding a remote control to operate them.

Not only does this place a large burden on growth companies to convince a bureaucrat about the lack of Canadians for the position, it is also completely counterproductive for communities where there is a desperate need for young talent.

The company's model of sharing equity with its agency partners and willingness to invest in needed technology has made it an example of how to do business in Adland amid the world's new economic realities.

Oh, and a leaked video of Travis Kalanick berating an Uber driver didn't help, although it did prompt the CEO to admit to needing leadership help to turn the company around.

The pace of change driven by startups seems to be accelerating as companies devoted to essential needs — from reducing procurement costs and improving operational efficiency, to delivering more efficient primary care or dialysis care — try to do something about the sorry state of health care.

And it's certainly not the kind of promotion a CEO of a public company typically leaves his job for, as Papa did, especially for a crisis situation like Valeant in need of a rescue.

«Snap is doing the right strategic moves but needs to manage this process well as celebrity influences like Kylie are a key ingredient in the company's recipe for success,» said Daniel Ives of GBH Insights in an email.

Israel, like Canada, is producing a lot of small startups, but doesn't the country need big companies?

While he did that, Rawlings needed cash, so he and his wife bought Home Care Providers of Texas — a home - healthcare company, of all things.

Every workplace will have a certain amount of gossiping, but if one of your employees enjoys reporting bad news about you, others in your company, or even the competition, that's destructive behavior and you need to do something about it.

For Directors» equity to vest (the portion they did not purchase), hurdles would need to be achieved that reflect personal performance and long - term value creation of the company.

«In reality, the majority of organizations don't necessarily understand exactly where their profits are coming from, where their key missions are being driven from, and the key things they would need to be able to do and in what timeframe if that was disrupted,» says Lyndon Bird, international technical director of the Caversham, England - based Business Continuity Institute, which provides business continuity certification and guidance for companies around the world.

Airbnb doesn't need the money, Chesky said — whether for ongoing operations or for M&A (the company just completed another $ 1 billion funding round and has reportedly spent less than 10 % of the $ 3 billion plus in equity it has raised), resources aren't a limitation.

While everyone doesn't need to join the ranks in order to run a company, my hope is that business leaders of all stripes will apply these ideas in their own endeavors.

Bombardier CEO Alain Bellemare said a couple of weeks ago that the company would do whatever is needed to deliver the streetcars following «disappointing» delays that prompted scathing criticism from the Toronto Transit Commission.

And if you need to cobble together multiple plans to insure for greater risk, you at least can take comfort from knowing that there are dozens of companies that might be interested in doing business with you.

«Many people think that you only need insurance if you are going abroad, but travel insurance can be applied [to] any type of trip and can easily be purchased either through your travel agent if you are working with one — or you can do it yourself with companies like AIG Travel Guard or Travelex.»

In the second group are existing cable and satellite companies, who will be making a number of arguments about why this opening up isn't necessary — including the argument that they are already opening up themselves and therefore don't need the FCC to barge in and wreck things.

The «stakeholder model» is the idea that management balances the needs and desires of shareholders, as well as employees, customers, suppliers, and the communities where a company does business.

If the night had a specific theme, it was that women in business don't just need mentors and coaches, they need sponsors to be their advocates behind the scenes and champions in their workplace that set an example of their company's attitudes toward the empowerment of women.

That quickly changed, however, as the company realized that it needed a supply of quality restaurants if it was going to attract any kind of demand; random didn't cut it.

Of course, some entrepreneurs don't need to work at companies or even go to college, but the corporate world can certainly help increase your odds of success and its own path to achieving iOf course, some entrepreneurs don't need to work at companies or even go to college, but the corporate world can certainly help increase your odds of success and its own path to achieving iof success and its own path to achieving it.

To do that, says one former American Target executive, who asked that he remain anonymous, the company needs to provide Canadian employees with the same equipment the U.S. chain uses to keep track of what's on its sales floor and in its backrooms.

My company would not be what it is today without the people around it, and I find the most important element of my job is making sure my team has everything they need to do the best job they can — whether that's tech tools or just my support and trust.

Even if a company doesn't know all the facts, and even if its investigation is ongoing, it needs to reassure the public that it understands the severity of the problem and their concerns, and that it has the crisis under control.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company personnel); and Financial Plans (revenue projections for three to five years).

Even if your company doesn't offer that sort of perk, listen to your body outside of work and rest when you need it.

Minshew explains that the company didn't need the funding, which is a great way to say «I've got this under control, but when an investor of strong caliber and aligned values showed interest, it made sense to join forces.»

Considering the US's lack of federal paid family leave policy, Sandberg said companies need to take the lead and support families with their own paid leave policies, which she said wouldn't just be nice to do, but would also improve the bottom line by increasing employee loyalty and performance.