Sentences with phrase «performance plan which»

Managed team of [number] of professionals.Developed department's first incentive performance plan which motivated staff and resulted in a 23 % increase in sales.Served as mentor to junior team members.Defined strategy and business plan for [business area].

Developed department's first sales / incentive performance plan which motivated staff and resulted in a 15 % increase in sales.

Developed department's first incentive performance plan which motivated staff and resulted increase in sales.

Reduced and controlled expenses by developing, initiating and managing an incentive performance plan which motivated staff and resulted in increased profits

Developed department's first incentive performance plan which motivated staff and resulted in a 50 % increase in sales

For example, one controversial proposal is the Pay for Performance plan which, if passed, would provide cash bonuses for the state's top teachers based on student test scores and evaluations of the teachers» classroom performance.

At the beginning of the SES rating cycle, supervisors and SES members develop and communicate performance plans which include critical elements and performance requirements.

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.

The hope is that you would be able to list all of your achievements, which are tied to an existing performance plan.

This press release contains «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding the company's 2018 financial performance, the company's growth strategy, the company's capital allocation strategy, the company's tax planning strategies and the performance of the markets in which the company operates.

Fees paid to outside advisers and fund managers have dragged down many pension plans» performance — which is one reason Teachers cuts outsiders out of its process.

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.

She was then placed on a «performance improvement plan, which Cheiffetz claims is essentially code for «your employment is at risk.»

He's not alone in this approach: Studies show stock - or share - ownership plans make employees act more like owners, which tends to improve performance and ultimately leads to a more satisfying workplace.

The Barangaroo project has been a drawn - out planning and approval process for Crown, which has contributed to a delay of about 18 months to the development Mr Packer has called his biggest priority and one he hopes will improve the performance of its Australian business as part of a unique three - way split of Crown designed to drive stronger shareholder returns.

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.

This helps show which U.S. cities have the best 401 (k) plan investment performance.

Annual Incentive Plan targets and performance goals are approved at the Compensation Committee meeting shortly after the commencement of the applicable performance period, the intent of which is to ensure compliance with Section 162 (m) of the Code regarding performance - based pay.

The Committee shall, promptly after the date on which the necessary financial, individual, or other information for a particular Performance Period becomes available, and in any event prior to the payment of any Incentive Plan Award intended to qualify for the Section 162 (m) Exemption to a Covered Employee, determine and certify the degree to which each of the Performance Goals has been attained.

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.

The proposed 2015 Stock Incentive Plan would amend, restate and rename the 2010 Stock Incentive Plan and would include additional criteria by which performance - based awards of cash or stock may be measured, and would otherwise amend the 2010 Stock Incentive Plan as described below.

Before the end of the first quarter of the relevant fiscal year, the Committee establishes financial and performance targets and opportunities for such year, which are based upon the Company's goals for Earnings Before Interest Taxes Depreciation and Amortization (EBITDA) and are linked to our budget and plan for long - term success.

As explained more fully on page 59, our performance goals are in line with our operating plans, which are established with input and review by the Board.

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).

While it is sensible economics to interpret the positive link of employee stock ownership and profit sharing to company performance as reflecting worker responses to the incentives in the plans, it is possible that the positive relation comes from a very different causal link, in which higher - productivity companies introduce profit sharing or employee stock ownership plans for whatever reason.

Following the completion of this offering, we plan to continue to work with independent compensation consultants to maintain a list of peer group public companies of similar size and in comparable industries which our compensation committee can reference when analyzing executive officer compensation to ensure our executive compensation program is, and remains, competitive and offers the appropriate retention and performance incentives.

This day is an opportunity to spotlight the performance and benefits of companies with employee ownership, which includes employee share ownership plans...

Driven by the results of its strategic plan «Performance with Meaning» over four years, which has allowed it to double its activity and become the no. 1 French cooperative wine group, Val d'Orbieu - Uccoar is embarking on a new phase in its development.

But the spotlight is on the flagging performance of the Maggie Beer Products business, which suffered a loss of $ 251,000 in the first half of 2017 - 18 as a rollout into IGA stores operated by Metcash went slower than planned, and higher spending on promotions shredded margins.

There were multiple fix - it plans underway inside the business which was expected to lead to an improvement in its performance.

In contrast to your board of directors (the «Board»), which has taken — and will continue to take — substantial steps to further drive high performance and long - term profitable growth at your Company, this dissident group has offered no specific plan to enhance shareholder value and is proposing to install as CEO a candidate with no experience managing a public company and no C - suite experience at any company.

Far as it being a plan i'm not sure its anything other than insisting on «specific performance» of a contract which sanchez is legally obliged to respect.

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...

My fellow columnist Christopher Walsh has written some informative articles about the proposed performance buzz dividend which the Football Index is planning to bring in for the start of the new season and how potential profits can be made, but the focus of this article is to try and answer a burning question for most traders, when is the best time to buy and sell your shares?

The Youth Development programme which has been run by Premier League and Football League Clubs has been replaced by the Elite Player Performance Plan, known better as the «EPPP».

The situation is an example of how a transfer plan can shift based on performances of current personnel, which leads to a revision on how best to further fortify the squad.

The research contradicts the findings of earlier studies, including one by researchers at Florida Tech in 2003, which suggested that heading in soccer may result in the short term in weaker mental performance, including a decline in cognitive function, difficulty in verbal learning, planning and maintaining attention and reduced information processing speed.

The head of the Long Island Rail Road unveiled a turnaround plan for the commuter rail line, which last year slumped to its worst on - time performance in almost two decades.

Facing growing pressure to create a dedicated revenue stream for the MTA, which has proposed an $ 836 million plan to reverse failing subway performance, Cuomo last summer declared congestion pricing as an «idea whose time has come.»

The contract for the marketing campaign should be re-evaluated until the state government can adopt a «corrective action plan» by Comptroller Tom DiNapoli, Muprhy said, which includes specific benchmarks for success, a regular schedule for program evaluations and specific performance measures for which marketing has had a positive impact.

That was $ 91 million below the target set in the revised financial plan issued by Governor Cuomo's Division of the Budget (DOB) in mid-summer — which, based on weak first quarter performance, already had made a $ 600 million a year downward adjustment in projected annual tax revenues through 2020.

We had turned round our performance and reputation and pioneered innovative approaches like our planning policy, the «Merton Rule», requiring on - site renewables in new development, which was eventually adopted by 140 other councils and the UK Government.

Mr Clegg's first performance in the Commons, in which he outlined his plans for parliamentary reform, impressed many observers, but he had rarely been held up to the level of parliamentary scrutiny he faced today.

The Minister of Budget and National Planning, Senator Udoma Udo Udoma, says he has presented a memo to the Federal Executive Council, FEC, on the recent release of economic performance of the country in the last quarter which showed that the Gross Domestic Product, GDP, grew by 1.92 percent.

The news, which was first reported by Capital New York, comes just over a week after Stringer announced his plans to forgo his mayoral ambitions to run for comptroller following lackluster performance in the polls.

Through early testing and teacher selection, certain children are singled out for an enriched lesson plan to push them to their limit, whereas others are labeled as low achievers, which often diminishes their expectations of themselves and hurts their performance in school.

Structured music lessons significantly enhance children's cognitive abilities — including language - based reasoning, short - term memory, planning and inhibition — which lead to improved academic performance.

Lipson and Richter plan to use their 3D printing approach to cycle through and analyse the performance of a broad range of different wing designs and plug the information into a computer model, which incorporates a genetic algorithm that can then use the data to evolve the perfect set of wings.

The team, which applied in fall 2012 for a final U.S. patent for the probe, plans to refine the probe, so it can be detected deeper in the body and to test its performance with catheter infections, according to McNamara.

The performance last night also intersects with an eruption in Congress over the federal plan, which became official last Friday and is now open to legislative attempts at rolling it back.