Sentences with phrase «of company pension»

The Defined Benefit Pension Schemes white paper, published 19 March, has announced that «wilful or reckless behaviour in the handling of company pension funds» may become a criminal offence, punishable of up to two years in prison.

Retired At 48 About - One Couple's Journey to a Pensionless Retirement» describes how we planned, saved and achieved our early retirement, without the benefit of a company pension.

Prior to the rise of company pension plans, paternalistic companies sometimes «graduated» older workers to token jobs at reduced pay.

(Your retirement was funded through some combination of company pension, personal savings, and government aid.)

In the Uk, the equivalent to a 401 (k) would be a type of company pension called money purchase or direct contribution.

The most common type of company pension is what is known as a defined contribution plan.

With so many people concerned about the uncertain future of Social Security and the continued elimination of company pension plans, it's alarming how few small businesses offer their employees a 401 (k) plan.

As boomers know, the longstanding tradition of company pension plans has been disappearing in favor of 401 (k) plans.

Since the demise of company pensions, the bedrock of retirement planning has shifted to plans like the 401 (k), 403 (b) or another investment account that your employer creates, contributes and helps manage for you.

Remember, too, that the target includes the value of any company pensions that you may have.

Horror stories like Nortel can make you wonder whether it is better to opt out of company pensions entirely and go it alone.

The largest provider of company pensions, life insurance and income protection for companies and affinity groups across Ireland.

Not exact matches

My dad worked for 35 years at Stelco in Hamilton, before watching a once great company dragged into bankruptcy, in large part because of a pension plan it could no longer fund.

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.

After the talk of foreign assignments, pension plans and leadership roles had died off, I mentioned that I was looking to start my own company.

In his current role as President and Chief Strategist of Optimize Advisors, Mike uses pioneering and proprietary artificial intelligence technology to advise hedge funds, banks, pensions, mutual funds, insurance companies, and family offices in the effective use of listed options for enhancing returns and managing risk.

The teachers union is also putting pressure on its pension managers, who oversee $ 3 trillion of teacher retirement savings, to push fund companies to shed gun - maker stocks, offer funds that specifically exclude gun - related investments or drop investment managers that refuse.

the Company's share repurchase plans depend on a variety of factors, including the Company's financial position, earnings, share price, catastrophe losses, maintaining capital levels commensurate with the Company's desired ratings from independent rating agencies, funding of the Company's qualified pension plan, capital requirements of the Company's operating subsidiaries, legal requirements, regulatory constraints, other investment opportunities (including mergers and acquisitions and related financings), market conditions and other factors.

An earlier version of this article referred to defined - benefit pension plans maintained by several companies including Weyerhaeuser Canada.

During the first quarter, the company adopted ASU 2017 - 07, «Compensation — Retirement Benefits (Topic 715): Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost.»

The company has applied ASU 2017 - 07 retrospectively for the presentation of the service cost component and the other components of net periodic pension cost and net periodic postretirement benefit cost and prospectively for the capitalization of the service cost component of net periodic pension cost and net periodic postretirement benefit in assets.

To that point, 92 percent of the 3,500 - plus readers who had taken our survey as of Dec. 4 said they would not roll over their 401 (k) funds into a company pension plan.

According to John Mauldin, a Texas - based wealth adviser to the rich and author of the popular Thoughts from the Frontlines market newsletter, Solvency II is not on the radar screen of most people outside the arcane world of European pension funds and insurance companies.

GAO investigators who did undercover shopping at 38 online pension advance companies found a range of «questionable business practices.»

In the table below you can see the 100 most highly - paid CEOs in Canada, their company, and their total compensation (the CCPA includes everything from bonuses to stock options to pensions; in most cases such non-salary pay makes up a large majority of their overall compensation).

It's building insurance companies; it's building pension funds; it's building whole structures that we need for long - term investments,» said Mark Tinker, who is Head of Framlington Equities Asia at AXA Investment Managers.

The collapse raises fears for the jobs and pensions of the 43,000 people employed by the company worldwide as well as questions over what will become of the 450 projects the U.K. government has employed the company to carry out.

If that situation sounds familiar, consider an increasingly popular way to maximize your retirement savings: stacking what's called a cash - balance pension on top of your company's profit - sharing 401 (k) plan.

These families are well respected and praised because of the large number of jobs that their companies offer to people, giving them stable salaries and security in pension plans.

While the traditional pension of the 20th century is rapidly disappearing, companies haven't stopped caring about the later - in - life success of their employees.

According to the Global Market Strategy team at JP Morgan, pension funds and insurance companies in the G4 - United States, euro zone, Japan and Britain - will buy at least $ 640 billion of bonds this year.

Beyond the pension issue, the CEOs believed that employees who work past the typical retirement age can be beneficial for a company because of their knowledge, experience and ability to mentor younger staff.

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.

With so many U.S. corporations racing to the bottom — moving manufacturing to foreign countries for cheap labor and no environmental responsibility, taking advantage of the H1 - B Visa program to bring cheap workers in, lowering benefits and eliminating pension plans — it's refreshing to learn that some companies are taking the exact opposite approach.

In 2009 and 2010, we saw the high - profile defaults of pension plans of once great companies like Nortel Networks and General Motors.

Without a company pension to fall back on, the manager of a specialty wood - products mill in Kamloops, B.C., has been putting at least $ 5,000 into his RRSP every year since the age of 23.

Not only will you need to conduct an independent valuation of your company, you'll also need to hire a lawyer specializing in pensions and trusts and a third - party administrator to oversee the program.

Established in 1991, Invesco has more than 125 employees and manages the corporate pension plans of over 275 large corporations in Ireland, along with over 500 small and medium companies.

• Golub Capital invested $ 675 million in PetVet Care Centers, a Wesport, Conn. - based operator of veterinary hospitals for pets and portfolio company of Ontario Teachers» Pension Plan.

• Neiman Marcus, a Dallas, Texas - based department store operator backed by Ares Management and Canada Pension Plan Investment Board, ended talks regarding a partial or full sale of the company, according to Reuters.

In addition, as discussed in 3M's Form 8 - K dated March 15, 2018, the Company adopted Accounting Standards Update (ASU) No. 2017 - 07 relative to the presentation of pension and postretirement benefit costs in the first quarter of 2018 with retroactive impact to prior periods.

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»).

Investment bank Jefferies & Co. provided $ 1.6 billion, or 30 percent of the overall $ 5.2 billion in committed financing with the remainder of about $ 179 million coming from 14 institutional funds, including pension funds and insurance companies, according to a U.S. Securities and Exchange Commission filing.

While there are programs like Social Security to help ease the financial burden, most workers have to depend on savings, 401k's and the dwindling number of pension plans that some companies offer, to see them through their after - work years.

Second, a rethinking of corporate models since the Great Recession has led to a more agile lean way of doing business that abandons the «corporate monolith» model once again makes small - time entrepreneurship a realistic career alternative to the nearly - obsolete ideal of getting a job at a big company, staying for 30 years to retire with a pension and gold watch.

Precautionary measures include transferring pensions, investments and other long - term savings to new companies to ensure they remain part of Britain's currency and tax regime.

And that is a trend that keeps snowballing, thanks primarily to the activities of two groups: first, the pension funds, insurers, and other large investors that continue to accelerate their investments in growth companies; and second, the investment - world professionals, who are responding to the deluge of money by continually setting up new funds.

Trapani and Shindler have also discarded their old pension plan entirely since the «defined benefit plan» was set up to provide payouts only to employees who stayed until age 60, which just didn't meet the needs of the company's somewhat transient work force.

A simple warning to all companies that provide employees with some type of pension plan or health, welfare, or fringe benefits: don't mess up federal reporting requirements or you'll face hefty late - filing penalties.

-- Leah Miller, CEO of Red Anchor Wealth Management, a company that creates custom retirement coordination of the major impactors of modern retirement, such as Medicare, Social Security, pension, 401 (k) distribution, and investments.