Sentences with phrase «performance changes as»

As this was not impressive enough, the Hyundai Genesis Steel Phoenix comes with some important performance changes as well.

Districts could also track, over time, the average achievement of grade - level cohorts within schools to determine if performance changes as predicted by the value added by teachers who transfer into or out of schools and grades.

The authors of the North Carolina study attempt to control for hard - to - measure permanent characteristics of students who attend charters by estimating what is known as student «fixed effect» models, which involves measuring how student performance changes as students switch between the charter and traditional sectors.

Not exact matches

I assumed my boss changed my role because he didn't think I had chops as a writer, was unhappy with my performance, or otherwise preferred my team members over me.

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.

Empowered by this data, bots can adapt when market trends change, as well as improve a company's performance, as data continues to flood in.

Comments: «In 2013, it will likely be the change in valuation that drives most of the performance of stocks, and the sentiment shift and willingness to take on risk reflected in that movement will be meaningful for bonds as well.

According to WSJ, Facebook may spend as much as $ 1 billion on original shows through 2018, with that number subject to change depending on their initial performance.

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.

Instead, use these numbers as a jumping - off point to determine where you should begin engaging, but be sure to measure your performance on each site to see when and if you need to change course.

Taylor is also changing the compensation system to take into account employees» local unit and country performance as well as global results.

Such daily meetings aim to ensure that everyone is on the same page and aware of important recent developments such as performance updates, price changes, new products or media reports.

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.

This is helpful for my team and me, as we, like most companies, spend time at the end of the year analyzing performance and looking ahead to changes in social media and content marketing trends to plan and budget for the new year.

I'm not saying you should change from rational forecasting to throwing a few arbitrary numbers in a hat and picking one, then dividing that number equally among your sales reps. I'm saying you should consider each rep's experience and performance as you create an overall sales number and individual quotas.

The basic elements of TQM, as expounded by the American Society for Quality Control, are 1) policy, planning, and administration; 2) product design and design change control; 3) control of purchased material; 4) production quality control; 5) user contact and field performance; 6) corrective action; and 7) employee selection, training, and motivation.

CINCINNATI --(BUSINESS WIRE)-- Macy's, Inc. (NYSE: M) today announced several changes intended to improve the company's performance, including the hiring of Hal Lawton as president, the creation of a single simplified merchandising organization and an enhanced focus on the company's data analytics capabilities.

Analysts had earlier flagged KKR and Ares as the two private equity firms most likely to convert to C - Corps as the tax hit is less severe because the firms» earnings rely less on the performance fees that are affected by the C - Corp change.

Others on climate change, energy and related risks — as well as sustainability reporting on strategy and performance — account for almost another 40 percent of all resolutions, roughly the same as the previous year.

Sales of high - end and luxury consumer products, such as our performance electric vehicles, depend in part on discretionary consumer spending and are even more exposed to adverse changes in general economic conditions.

As an internal and external consultant, she has led strategic projects such implementing self - managing teams in factory and white collar workplaces, implementing Work - Out ™ (employee - involvement process improvement activity) and change management processes, designing and implementing diversity awareness activities, customer satisfaction and leadership development strategies, and implementing performance improvement processes.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Factors considered by Mr. Buffett in setting Mr. Hamburg's salary are typically subjective, such as his perception of Mr. Hamburg's performance and any changes in functional responsibility.

The additional factors considered when determining any changes in fair value between the most recent valuation report and the grant dates included, when available, the prices paid in recent transactions involving our equity securities, as well as our operating and financial performance, current industry conditions and the market performance of comparable publicly traded companies.

That was Christensen, a full four years before the iPhone, explaining why it was that Intel was doomed in mobile even as ARM would become ascendent.2 When the basis of competition changed away from pure processor performance to a low - power system the chip architecture needed to switch from being integrated (Intel) to being modular (ARM), the latter enabling an integrated BlackBerry then, and an integrated iPhone four years later.3

With respect to certain stock awards, the performance conditions restrict exercisability or settlement until certain liquidity events occur, such as a qualifying initial public offering (IPO) or change in control.

As a result, changes in NAV are not the best gauge of mutual fund performance, which is best measured by annual total return.

Opinions expressed are subject to change without notice and are not intended as investment advice or to predict future performance.

We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including volatility in the economy and the credit markets, supply and demand changes for vacation ownership and residential products, competitive conditions; the availability of capital to finance growth, and other matters referred to under the heading «Risk Factors» contained in the Information Statement filed as an exhibit to our Annual Report on Form 10 - K for the year ended December 30, 2011 filed with the U.S. Securities and Exchange Commission (the «SEC») and in subsequent SEC filings, any of which could cause actual results to differ materially from those expressed in or implied in this presentation.

The GIC doesn't expect this performance to change in the foreseeable future, so long as interest rates stay relatively low and inflation remains in check.

An important determinant of a floater's performance is the underlying benchmark or the reference rate, such as year over year change in the CPI (Consumer Price Index).

From a business culture perspective, we are seeing a recently introduced new domain of content marketing born out of changes in technology and buyer behaviors as well as the area of sales enablement attempting to make selling performance more efficient.

Rod pointed out that this changes the concept of a «concert» from one in which the point is hearing a true live performance, to one in which the point is being in the same room as a celebrity.

The liturgical changes of the 1960s were intended primarily to restore the sacramental rite to its true and full meaning for the whole church: participation as a community not in the performance of rituals or in the fulfillment of requirements but in the mystery of God's love.

This does not change the fact that speaking statistically (instead of emotionally and irrationally as you have), the single best predictor of a child's performance in school is the educational level of his parents.

As a member of the Sustainable Food Trade Association (SFTA), we've signed a pledge committing to reporting annually the company's performance in the 11 - action categories that include organic & land use, distribution & sourcing, energy, climate change & emissions, water use & quality, solid waste reduction, packaging & marketing materials, labor, animal care, sustainability education, and governance & community engagement.

At this rate we can kiss the title goodbye as nothing on our away performances has changed.

So instead of applauding the players on there performance and heart they showed you choose to slate them and start whining about how we need to change so much as usual.

as an addendum to my previous comment I'm not a wnger Hater I fully appreciate his magnificent acheivments over the years BUt it has to change as the results are really the only yard stick by which we as fans can measure things and they are just NOT there last nights performance has sickend me and while the players are very much at fault the buck ultimately must stop with wenger and after him the board.

I had Monreal, Coq and BFG as the top three performers — albeit I thought everyone put in a decent shift, it was a team performance for a change not relying on individual brilliance.

Remember if you aren't at the head of the class when it comes to the development of young talent, which means eyes on the ground everywhere, a vast array of connections with soccer associations throughout Europe and beyond and a manager willing to properly train and play said blue chippers, (like the 90s Arsenal or clubs like the modern day Monaco and Dortmund) you need to spend to win... anything in between is highly problematic... failure to make the necessary changes leaves you in the proverbial «no man's land» and that is currently where we reside... it's difficult to get out of this rut... just ask either of the Milan teams... next step after that is being known as a «seller», which could be us already if and when Sanchez leaves... there are only two teams that have worn this moniker in recent times and had some decent success and that is Athletico Madrid and Dortmond, which only occurred when they both brought in new, charismatic leaders in Simmone & Klopp... the odds that Wenger could conjure up the magic to repeat the performances of a bygone era are incredibly low, so why prolong the agony... he's not willing to create the hierarchy necessary to go the youth route and he's unwilling to put his team's potential success ahead of his job security by laying it on the line with Moustache, so it's time to place all your chips in the middle or go gently into that good night

what they have to do is be professional about their line of work but they can simply view it as their work and if you do nt like their performance as employee of the brand, you can demand change and criticise but just being disappointed with the results do nt give the fans the right to insult on such a low level like some guys on here and in this kind of view insulting a man who worked 20 years absolutely professionally for a club is just downright wrong, i never said you shouldnt criticise him

Given began this season as first choice too, but the American quickly changed that with a series of fine performances that has kept Villa's goal difference down.

For me the ice had already broken after that performance against Manure, now he's back to the same old suicidal defensive tactics again, as if we hadn't suffered enough already, Wenger really has to go, it was obviously not working, and he hasn't changed up... again.

we were awful for 60 mins and fortunate to be just one down and the good... we took a point from being decent for 30 mins all but securing third place... As for realism it's simple... There is no way a real arsenal fan could watch that performance and be confident that we will be challenging for title in 12 months time... So if that is what we want the realist fan asks what needs to change... and if we rule out the first best option... which as a realist I do... to get rid of wenger... then in our second best world it's a matter of where we need to strengthen... Sadly at the point realism breaks down because in the absence of first best option we are in the fantasy world of the cheese eating surrender monkey where 11 yr olds are zee future of zee clAs for realism it's simple... There is no way a real arsenal fan could watch that performance and be confident that we will be challenging for title in 12 months time... So if that is what we want the realist fan asks what needs to change... and if we rule out the first best option... which as a realist I do... to get rid of wenger... then in our second best world it's a matter of where we need to strengthen... Sadly at the point realism breaks down because in the absence of first best option we are in the fantasy world of the cheese eating surrender monkey where 11 yr olds are zee future of zee clas a realist I do... to get rid of wenger... then in our second best world it's a matter of where we need to strengthen... Sadly at the point realism breaks down because in the absence of first best option we are in the fantasy world of the cheese eating surrender monkey where 11 yr olds are zee future of zee club

Very few of them seem to have changed their minds much, as we keep hearing such doubts like, «have Arsenal got the leaders we need to get through the tough times» and «can the Gunners keep it up over the course of the season rather than just a few patches of good performances»?

Cech is a too keeper, no way should Kos and Mustafi be so bad as they are, Bellerin might get stuck but he was doing fine until a while ago, Xhaka might get stuck but he was highly regarded and playing well before he joined and Wenger seems very negative on him and has changed his position, Iwobi is a kid and should be used as such, Perez doesn't get a look in despite positive performances and Walcott has been here since 16 so he should have been trained exactly how he needs to be.

As expected Arsene Wenger has not made a lot of changes to the Arsenal team that lost at Everton on Tuesday, and he will be urging them to bounce back with a much improved performance.

The Asano Purchase is purely for fianancial reasons as with all things wenger related, hes brought this kid in for shirt sales and thats all, Wenger has not changed all of his career and wont change now, what really bothers me is that there are no defined targets to improve the team, most teams / clubs will target specific players who they see can improve the players they have and thier performance moving forward, all wenger does is seek out the cheap options that may or may not do the job and seems to have no defined targets.

Any other additions would be gravy really and then just give Rosicky the # 17 as a swap (it wouldn't change his game anyways, give Jack the # 11 and even give Le Coq the # 8 (nothing against Arteta) but it's time the young guys get their full recognition that goes along with their roles and performances.