Sentences with phrase «term success of the company»

The ability to interact with others is essential to the long term success of your company.

«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.

Access Silicon Valley is ultimately my attempt to provide access to all of those resources that I never had access to as an entrepreneur, which I believe can significantly contribute to the long term success of a company.

Schroders once again appeared to ignore the guidance of the UK Code, which advocates remuneration structures designed to promote the long - term success of the Company, by awarding an annual bonus of almost # 8 million to Mr. Dobson under the uncapped short - term incentive plan.

On the other hand, those family members have a significant financial and personal interest in the long - term success of the company and certainly have an argument for being at the table.

Look for leaders who are committed to the long - term success of the company.

Nestlé Waters recognizes that the long term success of the company is built on effective water stewardship in the watersheds where our factories are located and where suppliers and consumers live.

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 hurricane of hyperbole leading up to Facebook's IPO set it up to disappoint, but the company made moves to build a foundation for longer - term success.

All deals, all companies, all projects go through ebbs and flows in terms of success and failure, but the general thesis of a smart home is one I believe in strongly.

Rigor is not always a recipe for long - term success when a company has basically built a product offering by sheer willpower and under the leadership of a trigger - happy leader.

Even though Google's long - term social plan doesn't necessarily depend on the success of Plus, the company is still bullish on its chances of playing giant killer.

Having a clear vision of your company's long - term trajectory is essential to ensuring its success.

The real shocker is that psychopaths have a high rate of «success,» at least in terms of garnering popularity, making lots of money, and advancing to high positions in companies and political circles.

Like many, he points to the CSeries, which is expected to be ready for test flights in June, as far more important to the company's long - term success than a handful of big deals in the business line.

«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 knowing when to scale, how to scale, and who to scale with can make all the difference in the long term success of a fledgling company.

«To secure economic success and the viability of our journalism in the long term, the company has to look for judicious savings everywhere, and that includes the newsroom,» he said.

As for the future, if the Switch is a long - term success, the result is clear: Nintendo's hardware business will be revived, revenue and profits will surge, and talk of the company's troubles will be forgotten.

These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.

If you're looking to grow the sales for a company, you want potential clients to associate your personal brand with a feeling of trust and long - term success and satisfaction.

Focused on what is normally termed the «pre-commercial» phase, before a new product is broadly available on the market, the «Commercialization Research and Preparedness Assistance (CRPA) Program would provide support to companies for innovation in commercialization and market preparedness measures to achieve higher levels of business success.

While Canada is ranked fifth in the world (behind the U.S., China, India and the U.K.) in terms of global venture capital investment, and many Canadian companies achieve success in their first five years, only three per cent of firms that survive beyond that point classify as high growth.

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 a privately held company, Fidelity has the freedom to focus on the long - term success of our customers.

Giving these potentially successful individuals the support that they need can make all the difference in the world in terms of the long - term success of a potential company.

The list is part of the prestigious Branham300 and honors Canadian companies that demonstrate the unique combination of innovation and creativity critical to long - term success.

It guides you step - by - step through the process of recruiting top employees and building an engaged culture — one that will drive your company to long - term success.

We intend to adopt a 2015 Incentive Award Plan in order to facilitate the grant of cash and equity incentives to directors, employees (including our named executive officers) and consultants of our Company and certain of its affiliates and to enable our Company and certain of its affiliates to obtain and retain services of these individuals, which is essential to our long - term success.

The most valuable employees understand more than just their jobs; they understand the industries in which their companies operate, the way in which their companies functions in big - picture terms and the way in which their individual job roles contribute to the success of their firms.

The objectives of our long - term incentive awards, including equity - based compensation, are to encourage executives to focus on our long - term growth and to incentivize executives to manage our company from the perspective of stockholders with a meaningful stake in our success.

The Compensation Committee, which administers the 2003 Plan and will administer the 2014 Plan, if approved, recognizes its responsibility to strike a balance between shareholder concerns regarding the potential dilutive effect of equity awards and the ability to attract, retain and reward employees whose contributions are critical to the Company's long - term success.

A good accountant, a CPA with a diverse background, provides more of a holistic consultative role to a new company, and can be key in its long - term success..

We believe this correctly aligns the interests of management with shareholders and creates a stronger commitment to position the company for long - term success.

A relevant mission is the cornerstone of any game - changing company, but having the values to execute is the key to long - term success.

The event had a significant impact on the long - term success of the eCoinomic.net project as we learned a great deal from the featured speakers who had shared their experience on succesfully launching companies via token sale.

Mining companies neglect the design because of the need for short - term success against strategic, medium - term success, and they usually place more importance and urgency on meeting production quotas, which actually results in production losses, Chikosha adds.

As President Max Hurtado explains, the company has become a major success in the industry over the last two decades by concentrating on providing customers with everything they need in terms of protein and providing it at exactly the right time.

And the company has a number of long - term employees — Sendik's says it measures its success not just in dollars and cents, but also in how it has developed employees and built lasting relationships with them.

As well, Kiesel is eager to underscore that a company's culture is nothing short of imperative for building a successful, growth - oriented operation, noting, «The investment is in the long - term success of our clients, for sure, but in gaining the loyalty of our people within the company, as well.»

A reliable and trustworthy supply chain is a prerequisite for success — and companies that fail to deliver pay a heavy price in terms of costly recalls.

Nayquonabe said MLCV is continually analyzing deals in search of opportunities that meet its stringent investment criteria and will position the company for long - term success.

Good public transport connects communities supports businesses and strengthens the UK economy Go - Ahead is one of the UK's largest transport companies with more than a billion journeys made on our buses and trains each year Running our business sustainably is vital to our long term success for Customers Our People Investors Society

«Vision» is a broad term, but leaders of companies that scored well on corporate vision easily defined it: a long - term commitment to science, communicated strongly and regularly from leadership, backed by action such as allocation of resources and recognition of successes.

Redefining success in terms of what a person or a company creates rather than the amount of money a person or company accumulates.

Perio wants all stakeholders to sense an intrinsic value within the Company based upon this commitment to service, along with our resolve to sell and produce only the highest quality products, and the development of trust through a willingness to refuse short - term opportunities which threaten our integrity and long - term success.

Powell told me the company has an annual run rate of 150 million, 44 of online daters who had success said that their use of online dating led to marriages or serious long - term relationships.

Should big companies be more concerned about the long - term success over the plights of individuals?

Soon after their success in resurrecting someone, which is only known to those five, the lab is raided by a pharmaceutical company that, according to the terms of the grant that was funding Frank and Zoe's research, owns all intellectual property in the event the terms of the grant are broken, which happened once they started testing on animals.

Ironically, because I measured «success» in terms of the likely returns to the original investors at the moment these companies exited — that is, went public or were sold — my list of companies overlapped greatly with Knee's, including both Amplify and K12, a Knowledge Universe company.