Sentences with phrase «term performance of your company»

We believe our long - term performance is enhanced through an equity ownership culture by our executive officers since it encourages a focus on the long - term performance of our company.

These targets can often be achieved by the bigwigs turbo - charging the short - term performance of the company at the expense of long - term performance.

It is a combination of banking on mr market's generousity and the underlying long term performance of your companies.

Another MoneySense ETF All - stars panelist, Yves Rebetez, managing director of ETFInsight.ca, says «the «value» angle these funds seek to tap into is the superior long - term performance of companies whose leadership and staff comprises a greater percentage of women in its ranks.»

Specific ESG Focus: The Fund believes that the long - term performance of companies operating in long established and / or emerging markets alike depends on progress towards sustainable development.

These key employees are critical to the long term performance of your company.

The strength of our promise to customers is backed by the financial stability and long - term performance of our company.

The strength of our promise is backed by the financial stability and long - term performance of our 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.

For Directors» equity to vest (the portion they did not purchase), hurdles would need to be achieved that reflect personal performance and long - term value creation of the company.

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.

And I think if these issues aren't addressed, very serious ones, it risks actually impacting the financial performance of the company and long - term value.»

Earlier this year, researchers published an academic study examining the long - term stock performance of companies that had won the Corporate Health Achievement Award, an annual prize that the American College of Occupational and Environmental Medicine has bestowed since 1996.

Of course, stock performance does not factor at all in a company's Fortune 500 ranking, which lists the largest U.S. companies in terms of their revenueOf course, stock performance does not factor at all in a company's Fortune 500 ranking, which lists the largest U.S. companies in terms of their revenueof their revenues.

In 2014, over 97 % of the company's employees received long - term incentive benefits, which are awarded based on their performance.

Reward them based on real performance, in terms of something like earnings or sales or market share — different systems will make sense for different companies with different strategic objectives.

Robbins and Mallouk go into detail in «Unshakeable» about how to consider diversifying your investments, but say anyone should consider investing in an index fund, which allocates money across companies in an index, essentially giving you representative ownership of that market — which, again, will grow over time regardless of short - term performance.

High - performance doesn't equal living at the office anymore, and if your goal is to have a high - functioning company for the long term and to really make it sustainable, you need to embrace the fact that your employees are people who also have lives and responsibilities outside of work.

As different as investors are, they have one thing in common: the long - term performance of any of their stocks depends on the long - term profit growth of the respective company.

As discussed in the CD&A under «Compensation Components» and «Achieving Compensation Objectives — Pay for Performance,» we have provided incentive compensation in the form of an annual cash incentive award based on Company, business line and individual qualitative performance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockhoPerformance,» we have provided incentive compensation in the form of an annual cash incentive award based on Company, business line and individual qualitative performance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockhoperformance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockholder value.

A study by independent research company Morningstar found that expense ratios are the most reliable predictor of future fund performance — in terms of total return, and future risk - adjusted return ratings.

The metric of «cash flow from operations as a percentage of revenue» has been used for more than five years as a financial metric in HP's long - term incentive programs, and HP believes that it continues to be a key metric that both drives and demonstrates improved financial performance within the company.

Among HP's peer group companies, HP executives have a higher percentage of performance - based pay, which generally means smaller bonuses and lower overall compensation in years of low performance and higher bonuses and long - term incentive payouts in years of exceptional performance, reflective of the performance achieved.

corporate goals and objectives for CEO compensation including, for long - term compensation, the Company's performance and relative stockholder return, the value of similar awards to CEOs at comparable companies and past CEO awards; and

The HRC has reaffirmed the policy of deferring a portion of annual incentive compensation for the Company's highest earners in the form of long - term awards whose vesting terms take into account longer risk - emergence periods, and has overseen the implementation of standard performance objectives for the Company's control function staff to further prevent or discourage excessive risk - taking.

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.

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.

Companies should give CEOs share units less often and stop paying them with stock options to motivate better long - term performance and minimize the role of luck in compensation payouts, a new report argues.

Companies started tying performance pay to «short - term metrics, and suddenly all the things we don't want to happen start happening,» said Lynn Stout, a professor of corporate and business law at Cornell Law School in Ithaca, New York.

Working closely with industry partners, authorities and local communities, we drill to maintain our position as one of the world's leading exploration companies — whether you measure us in terms of value creation, health, safety or environmental performance.

In determining the long - term incentive component of CEO compensation, the Committee shall consider, among other factors, the Company's performance and relative shareholder return, the value of similar incentive awards to chief executive officers at comparable companies, the awards given to the CEO in past years, and other factors considered relevant by the Committee.

In addition, the HRC recently expanded the use of Performance Share awards to a broader group of management, and reaffirmed the Company's directive to provide a portion of annual incentive compensation in long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risPerformance Share awards to a broader group of management, and reaffirmed the Company's directive to provide a portion of annual incentive compensation in long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risperformance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risk - taking.

As our study has consistently shown over the past eight years, there is no long - term correlation between the amount of money a company spends on its innovation efforts and its overall financial performance; instead, what matters is how companies use that money and other resources, as well as the quality of their talent, processes, and decision making.

The dollar values of the long - term compensation targets were then converted to shares of Company common stock using the stock price on the date of grant for the Performance Share awards.

The following illustration provides an analysis of the performance of the top five US companies in terms of market capitalization in 2017.

'' [Public companies] can continue to resist pressures to focus on the short term at the expense of long - term strategy, growth and sustainable performance.

Many times, investors drive up those multiples much faster than the earnings and revenues actually increase, which means that a company whose earnings are growing at 15 % a year can have stock price gains of multiples of that within a year, boosting the investor's short - term performance.

This means that they are much better suited to recognising any warning signs in the company performance, know the impact of any key personnel leaving, and are not worried if earnings over a cycle are «lumpy» rather than the perfect, consistent increases in earnings that managers with a more short - term outlook prefer.

a) investing their own money alongside you, so your interests are aligned b) a stake in the company they work at i.e. it is a partnership or employee - owned c) a proven ability to outperform an index over the long - term (at least 10 years) d) reasonable charges — preferably no more than a 1 % management fee and no performance fee e) a concentrated, high conviction portfolio i.e. they do not just hug their benchmark f) a low - asset - turnover ratio i.e. they have a long - term investment horizon and rarely sell investments g) a proven ability to preserve capital during the bad times h) a stable team who have worked together for a number of years.

The company then uses its deep global operating experience to improve long - term performance on behalf of its clients.

I should note that I make no assurances or promises about the future long - term performance of any of these companies, and it is up to each investor to only purchase stocks after their own independent verification of the facts, consultation with professional advisers if need be, and with a willingness to accept full responsibility for the consequences of your own investment decisions.

It helps Fortune 500 companies in three areas: 1) Lease Sourcing - Save money on financing terms by more efficiently sourcing new equipment leases 2) Lease Performance - Reduce evergreen fees by proactively managing enterprise leases through end - of - term 3) Lease Accounting - Comply with new IFRS and FASB accounting rules governing leases

Making long - term projections based on past performance and the ability of a company to move forward is not gambling.

On average, there has been 97.55 % approval across 147 companies for proposals seeking the approval of material terms of performance goals under Section 162 (m).

In making the forward - looking statements in this release, the Company has applied certain factors and assumptions that are based on the Company's current beliefs as well as assumptions made by and information currently available to the Company, including that all conditions to the closing of the Transactions will be satisfied, including receipt of all required approvals, and the Transactions will complete on the terms set out in the APA and the SPA, the acquisition of the NODE40 Business will have the benefits to the Company anticipated by management, the 5,000 Rigs will be successfully ordered and delivered, the 5,000 Rigs will perform as expected by management and the timing, installation and performance of the 770 Rigs will be consistent with management's expectations.

While we expect many of the first quarter's headwinds to be transitory, our focus remains on diversifying our portfolio across different end markets, macroeconomic influences and company - specific factors that we believe can contribute to long - term performance regardless of the overall direction of the US economy.

The determination this year reflected the Committee's assessment of Mr. Iger's strong leadership and vision in achieving strong overall financial performance while driving the Company toward the attainment of long - term goals including:

«Netstal machines meet the highest standards in terms of process management, quality of molded parts and production performance, and are primarily employed in the manufacture of particularly complex technical and thin - wall plastic molded parts,» the company says.

Their Scrappage Incentive was conceived to assist food businesses with their growth and expansion plans, leveraging the company's industry knowledge and relationships with the best - in - class suppliers in terms of performance, ROI and reliability.

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 cCompany, 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 ccompany and no C - suite experience at any companycompany.