Sentences with phrase «term good of the company»

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.

As Director of Marketing for an agency who primarily represented sponsors, I've seen the best and worst in terms of marketing activation from Fortune 100 companies.

«We are focused on the long term and doing the right things, and we will be a better company because of this,» he told the analysts.

The lead investor may negotiate better terms, defend against unfair dilution by negotiating with venture capitalists during follow - on financing, mentor the company and represent small investors on the board,» says Nick Tommarello, the co-founder and CEO of crowdfunding platform WeFunder, in a letter to the Committee of Financial Services shared with Entrepreneur.

Lending Club's stock price and that of its competitor OnDeck have been hammered in recent months as well, as investors have begun to question the long - term viability of such companies.

I was so focused on alleviating the near - term pain of my employee's departure that I didn't focus on the best long - term solution, the best hire not just for the role but also for the company.

If you accept this, prioritizing short - term gains comes through the optimization of management and spending, which allows the company to grow, in turn supplying higher returns, more jobs and other benefits to society, and better products.

Now more mature, it's considering hiring more salespeople to better sell its products to large companies with which it acknowledged that is has limited experience in terms of direct sales.

That encouraged ease of interaction and better coordination of their efforts, but it also cashed out for the company in terms of increasing its productivity while lowering costs.

For more about millennials» opinions of employee loyalty and long - term goals, as well as the importance of health care and working for an ethical company, check out the infographic below and Bentley University's study.

The Silicon Valley worker benefits and perks — the free, fresh produce and transcendental meditation pods — have become symbols of the riches created in the tech sector and how good it has been to workers, but the hype belies the truth that many of the employees operating within big tech companies are working on second - class contract terms.

Customers are incredibly forgiving in the short term, but they are well aware of whether a company cares more about short - term financial gain or longer - term loyalty.

Another stock that did not perform well after hours Thursday was Visa, after the company amended the terms of its deal so that it would be required to pay, roughly, an additional $ 1.98 billion.

Even though debate rages over whether the tech talent shortage is real or a myth in terms of raw numbers, tech companies know this: good programmers and good designers are definitely hard to find.

«A company like Match, they have the best potential to gain significant market share in terms of the number of subscribers,» Anthony said.

«Remember, most of these companies are interested in making money, not your long - term financial well - being.»

«Small business owners are seeing the number of alternative sources for financing their companies grow at an unprecedented rate, and while this is a good thing in terms of increasing access to capital, borrower protections have not caught up,» Mills said last month while introducing the borrowers rights bill in Washington.

It's long - term - thinking strategy and one of the best investments companies can make in their futures.

The CFO is also focused on the long - term finances of the company in terms of forecasting as well as how the business might fund, say, an acquisition by borrowing or other means.

So it is constantly looking for new tools and better ways to get the job done; and (d) the company is struggling — right along with every other tech firm — with how it can make the work force more diverse even though, in terms of gender at least, it's already as diverse as any firm in the city.

«Things are already changing in terms of how French companies and others are operating in Africa,» he added, noting that the exchange would put an emphasis on good governance and transparency.

The quick - and - dirty fix is akin to both companies dipping their toes in the water in terms of dealing with each other, but they know all too well the disadvantages they face in dealing with their conglomerate - like competitors.

While doing this might not be easy in today's economic environment, it may be worth any short - term hardship, because your company will attract some of the best people in the business, and they will help you to stay ahead of the competition.

Better governance will help these companies to take better decisions, for their own long - term benefit and that of the economy overall.&Better governance will help these companies to take better decisions, for their own long - term benefit and that of the economy overall.&better decisions, for their own long - term benefit and that of the economy overall.»

«The aim of this strategy is to significantly improve total shareholder returns and near - term profitability and is in the best interest of the company and all its stakeholders,» added Buckland.

«Well, I've always been fascinated with people who say companies can't have long - term plans because of the demand on quarterly earnings,» he said at the CECP's CEO Investor Forum in February.

Hudson's Bay said in a statement on Wednesday the company «believes that there is no merit to this appeal, particularly in light of the fact that written consent in support of the equity investment, from sophisticated long - term shareholders representing well over 50 percent of HBC's outstanding common shares.»

I don't think we're there yet in terms of getting it down to the one - to - one marketing level, but at least leveraging it for insights that can provide better direction is the fact that, payments companies have essentially customer behavior data of purchases before and after someone leaves your store.

The fact that viable companies are able to sustain their business models by infusing them with readily available capital while they move closer to determining the best course of action for their long - term viability makes it more likely that they will succeed over time.»

«Companies are recognizing that talent is critical to their long - term success and that cities are the best place to find it,» Bruce Nolop, former Pitney Bowes Inc. and E * Trade chief financial officer, and the author of «The Essential CFO: A Corporate Finance Playbook,» tells The Wall Street Journal.

But in a letter sent last month to CEOs of the S&P 500 and large companies in Europe, the Middle East, Africa, and Asia Pacific, BlackRock CEO Larry Fink criticized corporate leaders» use of share buybacks and dividends when they might be better served by investing in «innovation, skilled workforces or essential capital expenditures necessary to sustain long - term growth.»

«Companies that have the long - term view of things will want to get the results but also have the good work - life balance,» says Jay Starkman, CEO of HR outsourcing company Engage PEO.

Genentech 100 Best Companies rank: 11 At Genentech all exempt employees and hourly workers who put in at least 20 hours per week are eligible for the company's Long Term Incentive program and receive the grants as part of their overall compensation package.

The company's ESOP - training plan calls for role - playing games to help employees better understand their impact on stock value as well as a series of what - if exercises to help explain the delicate balance between short - term profit taking and long - term growth needs.

«We continuously strive to create a better, more innovative and compelling place to shop and to work, for the near and long term success of our company.

While there are many different home security options out there, the Dropcam camera — from the eponymous San Francisco - based company — is one of the best - rounded in terms of features, quality and price.

«To serve a company our size you have to have your back room in order, and they do very well in terms of delivery,» says Sally Jewell, CEO and president of REI, an outdoor gear retailer with just over $ 1 billion in sales.

These terms will allow the shark to get a good return even if the exit of a start - up is far below the valuation of the company.

Exxon has argued against all the other shareholder proposals as well, including a «policy to explicitly prohibit discrimination based on sexual orientation and gender identity»; a policy articulating Exxon's «respect for and commitment to the human right to water»; «a report discussing possible long term risks to the company's finances and operations posed by the environmental, social and economic challenges associated with the oil sands»; a report of «known and potential environmental impacts» and «policy options» to address the impacts of the company's «fracturing operations»; a report of recommendations on how Exxon can become an «environmentally sustainable energy company»; and adoption of «quantitative goals... for reducing total greenhouse gas emissions.»

While the long - term impact on these stocks may not be as clear, there may be some good news for half of these companies on Tuesday night.

In a deposition related to the case, he said: «These are the people who I want and — and who I think will serve the company best, and I think that the compensation plan that we have is doing its job of attracting and retaining them over the long term.»

Such policies might include providing more incentives for companies (both large and small) to invest in R&D and capital infrastructure, encouraging post-secondary institutions to better tailor their programming to meet market demand in terms of subjects and skills, and making Canada a more attractive country for foreign or start - up companies to invest in by deregulating industries that have no business being as regulated or as protected as they are, such as telecommunications, airlines, and broadcasting.

And unlike their counterparts, these companies often don't stick to widely - acknowledged best practices in terms of corporate governance — but their results may surprise you.

Kullman didn't comment on the DuPont - Dow merger specifically, but she said that deals in which companies are put together only to be broken up — which is what is happening in the DuPont - Dow transaction — are the product of short - term thinking, and not what's best for long - term shareholders or the company.

I think about going public, or maybe a partnership, but we're entering into a very high - risk, demanding phase of the company's development, and strategically I think being private will allow us to make some good long - term choices.

CEO Kotick said in a statement, «We should emerge even stronger — an independent company with a best - in - class franchise portfolio and the focus and flexibility to drive long - term shareholder value and expand our leadership position as one of the world's most important entertainment companies... The transactions announced today will allow us to take advantage of attractive financing markets while still retaining more than US$ 3 billion cash on hand to preserve financial stability.»

The Beacon Institute, a new think tank created by EY (formerly Ernst & Young), studied companies that are best in class in terms of «embedding and exploiting organizational purpose.»

THIS will go a long way in terms of increasing both the company's product quality as well as quantity of production and sales.

This is a good problem for a company to have, as it typically means there is an up - round financing, existing investors can help drive company - friendly terms in the new round, and the investor syndicate increases in strength by virtue of new capital (and — presumably — another helpful co-investor) in the deal.

«We share the belief of our counterparts at 21st Century Fox that extending his tenure is in the best interests of our company and our shareholders, and will be critical to Disney's ability to effectively drive long - term value from this extraordinary acquisition.»