Sentences with phrase «with by personnel»

This Financial Aid Code of Conduct (the «Code») is part of those standards, and must be complied with by Personnel.

Not exact matches

Another important principle, articulated by Michael Armstrong in his book A Handbook of Human Resource Management, is that business success «is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans.»

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.

Flynn and Bannon, the former White House chief strategist who was then a top transition adviser, «celebrated» Christie's dismissal «by tossing binders full of potential personnel picks, carefully culled by Christie's team, into trash bins with a sense of ceremonial glee,» according to Politico.

The bill forbids local authorities from working with federal agents, including using «agency money, facilities, property, equipment, or personnel to assist a federal agency to investigate, detain, detect, report, or arrest a person for commercial or noncommercial marijuana or medical cannabis activity that is authorized by law in the State of California.»

Mr Sherwood said: «Cloud based services are deployed in our Australia and New Zealand environments, AI bots have been working side by side with our personnel throughout this financial year and we look forward to wider deployment of our recently initiated digital knowledge base to maximise customer retention and conversion.»

By doubling up the magazine's operations with those of his trade - publishing business, which generates $ 2 million in revenues and employs 19, he saved time and the costs of office space, equipment and personnel.

Provides support by performs duties including maintaining confidential personnel files, answering phone calls, assisting with preparing labor relations documents, processing vendor invoices, and preparing financial reports.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

By: Sascha Solomons 14th October 2016 With the South African mining industry facing the prevailing costs and uncertainties in the labour market that it does, industrial technology and solutions specialist RTS Africa Engineering says its spin filters offer an ideal solution by reducing dependence on maintenance personneBy: Sascha Solomons 14th October 2016 With the South African mining industry facing the prevailing costs and uncertainties in the labour market that it does, industrial technology and solutions specialist RTS Africa Engineering says its spin filters offer an ideal solution by reducing dependence on maintenance personneby reducing dependence on maintenance personnel.

And then Katherine Archuleta, the director of the U.S. Office of Personnel Management, was forced to resign last month after an attack by a group of hackers in China made off with a massive trove of personal information on federal employees, including many key intelligence operatives.

By encouraging people to double - check with you, via reporting suspected violations, you are educating your personnel on what is and is not a violation and gaining a clearer picture of how trade compliance actually works within your company.

The president did not mention his abrupt firing earlier this week of Secretary of State Rex Tillerson by tweet, the personnel turmoil engulfing his administration, special counsel Robert S. Mueller III's investigation of Russian interference in the 2016 presidential campaign or reports of his alleged affair with adult film star Stormy Daniels — and his lawyer paying her to keep silent about the relationship.

This smooth transition is a credit to good planning, more modern personnel policies, and effective communication by managers with affected employees.

And with Bolton in the White House, Trump is going to be advised by a guy who never saw a war he didn't like (when observed from a safe distance, of course)... Let me be clear: Bolton's appointment is on par with most of Trump's personnel choices, which is to say that it's likely to be a disaster

By the end of 2015, dealing with increased regulation, personnel costs, and loan buy - backs (foreclosures, etc.) had dropped lenders» per - loan profit, according to the Mortgage Bankers Association (MBA), to $ 493 per loan.

The home theatre enthusiast may find that Best Buy personnel and carried equipment will help to meet his or her goals whereas the aficionado might require a specialty shop with brands that are not carried by Best Buy to meet his or her goals.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

We must reject extreme positions which seek to clarify all possible uncertainties in Old Testament prophetism by analogy with associations of cultic personnel in ancient Mesopotamia, the broader West Semitic areas, and in Arabia.

Yet many mental health personnel and clergymen are still being trained to deal with these crises by classical methods.

They attend to scripture; struggle to discern the gospel's call and demand on them and their congregations in particular contexts; lead worship, preach and teach; respond to requests for help of all kinds from myriad people in need; live with children, youth and adults through life cycles marked by both great joy and profound sadness; and take responsibility for the unending work of running an organization with buildings, budgets, and public relations and personnel issues.

In the real world, Smith demonstrates that patients requesting assisted death are more likely to be suffering from untreated depression, and are more likely to be cajoled into their decision by family members and medical personnel with decidedly mixed motives.

She delivered a statement that, according to Hawkins, Jones told her would be accepted by the faculty personnel committee «with little to no revision.»

This attitude, of course, overlooks the fact that the improvement and the higher discharge rates have been possible only by means of more and better personnel and equipment, with the result that the cost per patient per day inevitably increased.

Used by themselves alone, with no supporting therapies, they simply ease the burden for personnel by making patients more tractable.

During the decades of conflict between Jordan and Israel this area was a military zone, strewn with mines and closed to unauthorized personnel, but since the 1994 Peace Treaty the mines have been cleared and the site is being developed by the Jordanian Ministry of Tourism.

«Our objective is to introduce key purchasing personnel to a vast list of supplier partners and complete that supply chain process from farm to fork by engaging them with the contracted grower / packers of the product they utilize every day,» Dyess - Mam explains.

All content is collaboratively authored and peer - reviewed by eOrganic's community of University researchers and Extension personnel, other agricultural professionals, farmers, and certifiers with experience and expertise in organic agriculture.

· Supports tasting room personnel by interacting with winery visitors and serving as an additional informed source.

Working directly with Force Brands, she rounded out her operational, strategy, sales and management skill set with experience handling executive recruiting, retention and human resources matters for a variety of food and beverage companies, evaluating and fulfilling the management and operational needs of emerging and established brands by staffing upper management and operational personnel.

With such a huge turnover of personnel, skipper Alex Urwin had a huge task on his hands to ensure the team were ready to match the precedent set by hugely successful Blues sides of years gone by.

Thin - lipped personnel men laugh heartily as they splash around in the mustard with union stewards; paunchy executives play two innings of slow - pitch softball and then rush off to recuperate at their country clubs; the president kisses babies belonging to graveyard - shift workers and delivers a speech prepared by the PR boys about the glorious future awaiting those who continue to love grand old Amalgamated Sponge.

Childress shored up his Nationwide program by merging with Kevin Harvick's team this summer, bringing personnel, equipment and sponsorship.

By matching Notre Dame's TE sets with base personnel, Georgia dared the Irish to either win mano y mano in the trenches or win by passinBy matching Notre Dame's TE sets with base personnel, Georgia dared the Irish to either win mano y mano in the trenches or win by passinby passing.

«Teams wanted great left tackles and got by with slugs at right tackle,» says Green Bay Packers pro personnel director Reggie McKenzie.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

To enforce vital change of personnel in all those owning and (mis --RRB- running our club, things need to get far worse, with hostilities shown to Wenger, the board and owner, making last years displays look like a children's tea party by comparison.

Plan B can be generated / created by different tactics using a multitude of personnel to achieve a plan B it could be welbeck it could be apkum it could be nakitiha even ramsy can be a plan B Giroud is contracted with Arsenal he and Mr wenger have an understanding else he would have moved on in the summer so to just dismiss Giroud just like that is unfair and no good at all but if Giroud is turned on by the idea it could be done else it wont and I reckon it will drag on and the press and co such in here will have the material to fill in the empty pages as seen with the alixes henrick move it took 20 odd days for it to move we do not have 20 more days before the window shut down we only have a week to complete so time is not in our hand and if Dortmund want to keep auba they have the time in their hand all they can use delaying tactics to burn the time so the Arsenal must move swiftly if they see a need in strengthening the attacking force.

If it had, it would have found that some of this was related to «barriers created by conversations with University personnel that discouraged, rather than encouraged, participation in the University's Title IX processes.»

He faces a bit of a short - term issue with the fact that his offensive personnel has to basically forget everything it has been taught for the last 12 months and shift back to more of a grind - it - out mentality, but lord knows the players on hand were more likely to have been recruited by Dave Wannstedt to play this type of ball than whatever Todd Graham was attempting to do.

Keeping Giroud on this squad with the promise of substantial playing time... the offensive tactics of this squad is way too indirect and is much more reflective of a hold up play / cross in the box scheme that suits Giroud's skill - sets but can't continue if Wenger really wants Lacazette to be successful... without Sanchez on the pitch this offence is a little bit like a headless chicken, passing sideways, providing relatively poor service to undersized players and sub-par finishing... this isn't to suggest that Arsenal can't perform without Alexis but this offensive scheme is antiquated and ill - advised, especially considering our personnel (poor man's Barca)... if Arsenal doesn't want to pay the price to get topnotch players so we can press high and play all out attack, we would be better served by adopting a counterattack approach... unfortunately that would mean developing a far less skittish defensive group that could withstand the pressure and we all know that Wenger hasn't opted for that approach considering our defensive pickups in recent years and the lack of a «boss» in the midfield

Every back three shares certain characteristics, but every manager has to figure out how their personnel can best deal with the new issues presented by a bottom - heavy formation.

With some key personnel out and and after being hammered by a top four rival on the weekend, it's not going to be easy for them.

Lucas and Gerrard held their ground for much of the game, with less adventure being shown by the full backs, which was maybe down to limited personnel rather than a tactical decision.

But few are well equipped to handle the strain of a hectic festive schedule than Tottenham's squad and with key personnel returning from long - term injuries at just the right time — Michael Dawson and Jermain Defoe both back from injury and involved in first - team affairs — this could be a defining period of the season for Spurs, a period where others may falter as they capitalise by defying the physical demands of Christmas fixtures by using strength in numbers.

To begin with, the signs of concussion are often either subtle or non-existent, so they escape detection by sideline personnel.

They are developed by school personnel, university faculty, or private consultants, with corporate sponsors» funding and highly visible corporate branding.

My experience with the Newcastle football team in Oklahoma leads me to believe that, as long as impact sensors are strictly used for the limited purpose of providing real - time impact data to qualified sideline personnel, not to diagnose concussions, not as the sole determining factor in making remove - from - play decisions, and not to replace the necessity for observers on the sports sideline trained in recognizing the signs of concussion and in conducting a sideline screening for concussion using one or more sideline assessment tests for concussion (e.g. SCAT3, balance, King - Devick, Maddocks questions, SAC)(preferably by a certified athletic trainer and / or team physician), and long as data on the number, force, and direction of impacts is only made available for use by coaches and athletic trainers in a position to use such information to adjust an athlete's blocking or tackling tec hnique (and not for indiscriminate use by those, such as parents, who are not in a position to make intelligent use of the data), they represent a valuable addition to a program's concussion toolbox and as a tool to minimize repetitive head impacts.

In an interview with Romper, Weiss says a mom can «place her hands on her abdomen and feel her contractions with her hands, be directed to push by personnel watching the fetal monitor, or have an epidural that allows her to have a sensation to push without pain.»