Sentences with phrase «on key employees»

Employers can also have policies on key employees to compensate for losing them.

Employers can take out a life insurance policy on key employees, but are not able to do so without the proposed insured's knowledge and consent (called «key man life insurance»).

Businesses also purchase life insurance on key employees, called «key man insurance» which protects the business financially if they lose someone critical to the functioning of the company.

Do we have coverage on our key employees to help meet our responsibilities to them if they become disabled?

Life insurance premiums paid on a key employee by a company do not qualify as a deductible business operating expense.

Please note if you are purchasing life insurance on a key employee or individual, this is commonly referred to as «key man life insurance» or «key person life insurance».

For key person insurance policies, a company purchases a life insurance policy on its key employee (s), pays the premiums and is the beneficiary of the policy.

Therefore, if the company purchases a life insurance policy on the key employee, the proceeds of the policy can be paid out to the company in order to compensate for this lost income.

If you are a business owner and want to buy a life insurance policy on the key employee which will provide a death benefit until that employees retirement then Return of Premium Term might be a great option since you will just get all your money back if the loss of life didn't occur and your valuable employee retires.

With an executive bonus plan, you're using a compensating method for specific employees by paying the life insurance policy premiums on the key employee's life.

In a non qualified deferred compensation plan using life insurance, the company owns and is the beneficiary of the policy on the key employee's life.

The bottom line: since life insurance policy proceeds are generally non taxable to the beneficiary, no business should be writing off premiums for life insurance paid on key employee or key executive policies.

Not exact matches

They accept their success is based on ambition, persistence, and execution... but they also recognize that key mentors, remarkable employees, and a huge dose of luck also played a part.

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.

As a bonus, these videos can feature company leaders, which will help introduce key players, cutting down on the endless name game that typically happens on an employee's first day.

Refresh teaches Virgin America employees how to solve problems on their own — a key to great customer service.

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

On - boarding programs have been shown to increase retention by 50 percent, a key factor in improving employee performance.

This also means you keep up with key employees who interact with your clients on a day - to - day basis.

This is the real key to getting all the other items on the list done — employees are better able to report problems and get them fixed before

However, analysts remain mixed on the potential of the feature, which organizes what Twitter employees consider to be the day's best tweets about key events.

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.

You can get references, and that's helpful, but in the end, when you're going to choose a partner (or a key supplier, or contractor, or employee) you're taking a chance on their integrity.

When I worked in printing, paper suppliers often took key employees (key meaning «people who sign purchase orders») on fishing trips and to ballgames.

Iceland's law stands out in a key way: Companies and organizations with at least 25 full - time employees must actually obtain government certification proving their pay policies are based on factors such as education, skills and performance, not gender.

This is the key to keeping your employees satisfied, motivated and focused on success — both for themselves and their company.

Reviews include employees» opinions on some of the best reasons to work for their employer, any downsides, advice to management, and whether they'd recommend their employer to a friend, as well as ratings on how satisfied they are with their employer overall, their CEO, and key workplace attributes like career opportunities, compensation and benefits, culture, and values.

You can see the impact these key employees have on the productivity, effectiveness and morale of their colleagues and sometimes even their managers.

And they'd face limits on the salaries and bonuses they could pay key employees.

It's made poor acquisitions, lost key employees and taken on failed projects.

Trust is key: If you can't trust your employees to perform, they shouldn't be on your payroll.

And that's what's key — they're focused on the employee experience.

Though we all hope a crisis never befalls our company, it's a good idea to build up a bank of goodwill — acting honorably and transparently, communicating a sense of your values and the benefits you offer your employees, customers and other key audiences, and showing a level of responsiveness on the small stuff.

Because the CIO and the IT team are the gatekeepers of and experts on key workplace technology (more specifically, smart devices, the Internet of Things and personal clouds) they play a major role in whether the employee experience is positive or negative.

Today, The Marketing Machine still has the four key employees — Spinak, a production manager, an art director and an office manager / account coordinator — and relies on a network of about eight freelancers.

If you have a good distribution system on how to manage and broadcast your data the company can control what employees see, what access to what information they have without compromising the integrity or safety of the business intelligence, which is also key.»

With new rules on CEO pay ratios, the U.S. is taking a key step forward in teaching companies and their employees a little financial literacy.

«The conclusion about a company's value will be based on an analysis of all kinds of information, such as the historical profit - and - loss picture, other financial records, the customer base, internal controls, key employees, competitive details, and much more,» says Catherine Bienert, CEO of Bottom Line Management, an Atlanta business - brokerage and business - appraisal firm.

The valuation helped him and his partner pinpoint issues that might trouble an independent outsider, such as the company's reliance both on certain key employees and on major customers.

Getting everyone on the same page will allow you to become a key part of the company as the organization risks losing clients, employees and moral if you leave.

The keys to successful integration, says chief human resources officer Lucie Martel, were communication and one - on - one contact between employees of formerly separate companies.

When it comes to disciplining or firing an employee based on social media, the key issues are whether comments on Twitter, Facebook et al are protected under the 1935 National Labor Relations Act, which lets employees discuss working conditions.

WeSpire publishes an annual research report on the evolution of employee engagement, and this year's results highlight three keys to successful employee engagement:

«Our managers look at three key areas — passion, proven history, and an employee's willingness and ability to adapt to change and take on new things,» David Stafford, chief human resources officer and executive vice president of personnel for Michelin North America, told Business Insider.

In an interview with HBR's editors, the low - key Sørensen shares his thoughts on counterintuitive strategy, connecting with employees, and managing for a triple bottom line.

Focusing only on job performance does not allow you to effectively target employee development for key projects and achieve business goals in the longer term.

Part of the battle was claims that Fitbit did corporate espionage, luring Jawbone employees who carried key information on product design and marketing.

By granting them financial flexibility, companies allow key employees to keep their focus on growing company value.

The key themes we focus on bring to life many of the topics covered in our latest book, The Future Workplace Experience: 10 Rules for Mastering Disruption in Recruiting and Engaging Employees.

Equal representation of the sexes is particularly key for sectors where employee engagement and satisfaction reflects directly on the quality of the product or service — financials, technology, retail, leisure and business services, among others.