Sentences with phrase «performance plan under»

Not exact matches

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.

RESOLVED: Shareholders request the Board Compensation Committee prepare a report assessing the feasibility of integrating sustainability metrics, including metrics regarding diversity among senior executives, into the performance measures of the CEO under the Company's compensation incentive plans.

Bonus amounts under our bonus plan are tied to overall corporate and individual performance, and the bonus pool for executive officers is based on our performance during the fiscal year compared to pre-established target levels for three equally - weighted measures: revenue, operating cash flow and non-GAAP income from operations.

As of March 31, 2018, equity awards outstanding under Salesforce equity plans were approximately: 24,905,926 stock options, no unvested restricted shares, 23,871,234 restricted stock units and 806,427 performance - based restricted stock units.

The Committee also approved the following compensation elements for 2016: base salary, annual incentive target, Performance Share Unit (PSU) and Restricted Stock Unit (RSU) grants under the Long - Term Performance Plan.

· IBM credits matching contributions to the Basic Account of each eligible participant who defers salary or performance pay (including annual incentive program payments) under the Excess 401 (k) Plus Plan.

(d) «Award» means, individually or collectively, a grant under the Plan of Options, Stock Appreciation Rights, Restricted Stock, Restricted Stock Units, Performance Bonus Awards, Performance Units or Performance Shares.

Under the Bonus Plan, our compensation committee, in its sole discretion, determines the performance goals applicable to awards, which goals may include, without limitation: attainment of research and development milestones, sales bookings, business divestitures and acquisitions, cash flow, cash position, earnings (which may include any calculation of earnings, including but not limited to earnings before interest and taxes, earnings before taxes, earnings before interest, taxes, depreciation and amortization and net earnings), earnings per share, net income, net profit, net sales, operating cash flow, operating expenses, operating income, operating margin, overhead or other expense reduction, product defect measures, product release timelines, productivity, profit, return on assets, return on capital, return on equity, return on investment, return on sales, revenue, revenue growth, sales results, sales growth, stock price, time to market, total stockholder return, working capital, and individual objectives such as MBOs, peer reviews, or other subjective or objective criteria.

Furthermore, the use of a cash flow metric in a long - term incentive plan prevents executives from being rewarded for taking excessive risk because payouts under the plan are based on rolling three - year performance periods.

Under this initiative, senior Company human resources, compliance, credit, and legal personnel compiled and analyzed extensive information about the Company's incentive plans, including plan documents, eligibility criteria, payout formulas and payment history, and held extensive interviews with business line managers to understand how evaluation of business risk affects incentive plan performance measures and compensation decisions.

As noted above, our operating income performance during fiscal 2013 was good, particularly for our Walmart U.S. and Sam's Club divisions, which each exceeded the operating income goals established by the CNGC under our cash incentive plan.

Except for those executives who have an employment agreement that expressly provides for payment of an Award under the Bonus Plan in limited circumstances, in the event a participant's employment is terminated for any reason prior to the date of payment of an Award under the Bonus Plan, such participant will not be entitled to any bonus under the Bonus Plan, provided that in the event that a participant's employment terminates during the performance period due to (i) death or (ii) disability, the Committee may, at its sole discretion, authorize the Company to pay, on a prorated basis, an Award determined in accordance with the terms and conditions of Bonus Plan.

From the document: «The amendment increases the maximum performance level for each financial performance goal and for each individual performance goal under the Plan from 150 % to 200 %.»

Our fiscal 2013 ROI goal under the performance share program was slightly lower than our ROI for fiscal 2012 due to the expected impact of acquisition activity and planned capital expenditures.

Notwithstanding the foregoing, no Awards will be paid under the Bonus Plan unless and until certain minimum levels of performance are achieved.

Stock options and stock appreciation rights with respect to no more than 8,000,000 shares of our common stock may be granted to any one individual in any one calendar year and the maximum «performance - based award» payable to any one individual under the 2014 Plan is 8,000,000 shares of stock or $ 5 million in the case of cash - based awards.

The «All Plan Universe» currently tracks the performance and asset allocation of over $ 650 billion in assets under management across Canadian defined benefit (DB) pension plans, and is a widely - recognized performance benchmark indicator.

If an Award expires or becomes unexercisable without having been exercised in full, is surrendered pursuant to an Exchange Program, or, with respect to Restricted Stock, Restricted Stock Units, Performance Units or Performance Shares, is forfeited to or repurchased by the Company due to failure to vest, the unpurchased Shares (or for Awards other than Options or Stock Appreciation Rights the forfeited or repurchased Shares), which were subject thereto will become available for future grant or sale under the Plan (unless the Plan has terminated).

(c) «Award» means, individually or collectively, a grant under the Plan of Options, Stock Appreciation Rights, Restricted Stock, Restricted Stock Units, Performance Units or Performance Shares.

The payment of a bonus under the Executive Bonus Plan to a participant with respect to a performance period will generally be conditioned on such participant's continued employment on the last day of such performance period, provided that our compensation committee may make exceptions to this requirement in its sole discretion.

The payment of a bonus under the Executive Bonus Plan to a participant with respect to a performance period will generally be

These conditions include stockholder approval of the performance goals under the 2016 Plan, setting individual annual limits on each type of award, and for awards other than certain stock options and stock appreciation rights, establishing performance criteria that must be met before the award actually will vest or be paid.

As disclosed in our Consolidated Financial Statements for the fiscal year ended October 31, 2010, HP matching contributions under both the HP 401 (k) Plan and the EDS 401 (k) Plan in fiscal 2010 were on a quarterly, discretionary, performance - based match of up to a maximum of 4 % of eligible compensation for all U.S. employees to be determined each fiscal quarter based on business results.

Accordingly, each executive officer received the maximum payout of 200 % of base salary under the performance - based bonus plan.

While HP Co. reports its financial results in accordance with U.S. GAAP, some financial performance targets under HP Co.'s incentive plans are based on non-GAAP financial measures that have been adjusted to exclude certain items.

While HP Co. reports its financial results in accordance with U.S. generally accepted accounting principles («GAAP»), HP Co.'s financial performance targets and results under its incentive plans are sometimes based on non-GAAP financial measures.

Consistent with our pay - for - performance philosophy and reflecting FedEx's below - plan financial performance during fiscal 2014, the payouts under our annual incentive compensation («AIC») program were below target.

Investors of all shapes and sizes were angered by the clear disconnect between increasing pay and tumbling financial performance, exemplified by the maximum payouts under the company's bonus plan and the reporting of a $ 6.5 billion loss.

The following table provides information on awards granted under the PfR Plan for fiscal 2011 and awards of stock options, performance - contingent stock options («PCSOs»), restricted stock awards, PRUs, RSUs, SIPRUs and SRRSUs granted as part of fiscal 2011 long - term incentive compensation:

They are granted under a broader incentive plan and will sit with a host of other performance rights that significantly bolster Mr Clarke's pay packet through share - based incentives.

Treasury Wine Estates, whose brands include Penfolds, Wolf Blass and Lindeman's, said in its notice of annual general meeting on Friday that the performance rights were being offered under its long - term incentive plan for executives.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

It will take more than the first pre-season friendly of the summer against Wigan Athletic to draw any real conclusions about Mourinho's tactics or his plans but one stark difference from United's performance at the DW Stadium and their style of play last season under Van Gaal was the behaviour of their full - backs.

Critics complained the Budget contained no new plans for growth, despite the continued under - performance of the British economy.

Under a new plan pressed by Governor Andrew Cuomo and adopted by the state legislature as part of the budget, half of a teacher's performance review could be based on how well the students do on the exams.

The Planning Board conducted a review of the project and on September 10 issued a «negative declaration» under State Environmental Quality Review Act (SEQRA) review, meaning that the Planning Board found that there would be no significant adverse environmental impacts from the project, and issued a «preliminary» site plan approval of the project subject to Zoning Board of Appeals (ZBA) review of «performance standards.»

With the initial success under its belt, NIST plans to turn the home into a testbed to develop performance metrics for companies who manufacture energy - efficient appliances.

Lively's performance is key, and she gives Nancy plenty of fight underneath her weariness and clever resourcefulness under pressure (It's a credit to Jaswinski's screenplay that we're never entirely certain about the specifics of some of Nancy's plans and to Lively that we're confident the character has a good one, nonetheless).

Test Drive: New Hampshire Teachers Build New Ways to Measure Deeper Learning (The Christian Science Monitor) Dan Koretz discusses performance - based assessments as states adopt new plans under the Every Student Succeeds Act.

The Instructional Design competencies have been identified by the IBSPI (International Board of Standards for Training, Performance, and Instruction) and although this isn't an exhaustive list, key skills can be broadly categorized under Professional foundations, Planning & Analysis, Design & Development, and Implementation & Management.

Future plans In a drive to share best practice and address local pockets of under - performance, Polesworth joined with neighbouring primary school Birchwood to create The Community Academies Trust (CAT) which now includes Dordon and Wood End primary schools.

The U.S. Department of Education is planning to expand a pilot initiative that would flip the order of key consequences for schools» low academic performance under the No Child Left Behind Act.

Another looming disaster is the Department's plans to «peer review» the new assessments under development — PARCC and Smarter Balanced but also the other exams that some states plan to use to assess student performance in relation to the Common Core.

Under a new assessment plan crafted by the state board of education, student performance would be measured annually in reading, writing, and mathematics at each of the state's nearly 2,000 schools.

4) Teacher and Administrator Performance Reviews — «Under Corbett's plan, the new system will rank employees as either «distinguished,» «proficient,» «needs improvement,» or «failing.»

North Carolina is developing a new school performance accountability plan to line up with the regulations created under the ESSA law, and DPI plans to submit its draft to the federal Department of Education in September for approval.

A poor - performing North Carolina school under Needs Improvement for a fifth consecutive year (and forced to develop a restructuring plan) improved reading performance by six percent of a standard deviation, while math achievement improved by nearly three percent of a standard deviation.

Under Martinez's plan, the Public Education Department would have administered the program and decided which teachers and principals received more money for exemplary performance.

Thirdly, the RSCs intervene where under - performance occurs and seek assurances that the improvement plans of the trust are sufficiently robust to produce the rapid improvement needed.

Under the Individuals with Disabilities Act, each state is required to develop a six - year performance plan that evaluates how well schools are carrying out the mandates of federal law in serving students with disabilities.