Sentences with phrase «with key employee»

You might even write down a list of key clients that may be doing business with you due to a great relationship they have with your key employee.

Their team helped us with key employee retention plans, capital planning, mitigating certain business risks, and has remained a true business advisor to our management group.

I've personally spent eight hours in a car to get to a one - hour face - to - face with a key employee.

The due diligence provision should set forth the items to be reviewed by the buyer, the time frame, and any special provisions, such as if, and when, contact with key employees and customers will occur.

This also means you keep up with key employees who interact with your clients on a day - to - day basis.

Conduct all of them (with all your key employees) within weeks of each other.

Employers are enhancing their working relationships with key employees who meet the requirements for permanent residency and want to remain — introducing them to specialist agricultural immigration advisers and supporting employees through the application process.

It is critical for organizations to practise implementing their plans and doing walk - throughs with key employees / stakeholders / vendors.

Not exact matches

With some key strategies in place, entrepreneurs can deter, detect and root out fraud while still finding the trusted employees they need to build success.

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.

ID badges are also important for customer relations as customers can easily spot employees when they need help, and it helps the customer connect better with the employee by instantly providing the worker's name and other key information.

Key Lesson: Make sure to role play with your employees to ensure that your scripts are delivered naturally and meaningfully.

With that in mind, here are five key ways for executives to build a work environment that employees will fall in love wWith that in mind, here are five key ways for executives to build a work environment that employees will fall in love withwith:

They may also be used by firms that are trying to attract key employees, prospect for new business, deal with suppliers or simply to understand how to manage their companies better.

This year's awards are open to all Australian business women that meet the entry criteria in the following categories: * Westpac Group Business Owner Award (owners with a 50 per cent share or more in a business, with responsibility for key management decision making); * Australian Government Private and Corporate Sector Award (employees in the private and corporate sectors, or owners with less than a 50 per cent share of a business); * Hudson Community and Government Award (employees of government departments, statutory bodies and not - for - profit organisations); * Panasonic Young Business Women's Award (women aged 30 years and under, with any of the above criteria).

Another option she said was to invest in satellite phones for key employees to communicate with each other.

Clay Calvert, director of cybersecurity at IT firm MetroStar Systems, said communication with employees in a position to turn rogue is key.

Iceland's law stands out in a key way: Companies and organizations with at least 25 full - time employees must actually obtain government certification proving their pay policies are based on factors such as education, skills and performance, not gender.

When working with employees to set annual or monthly goals, ground those goals in the key purpose of the position.

The employees who are happy with your business and value the work that they do will be the key to helping your company grow.

Local restaurants make up a key portion of small businesses, with nine out of 10 restaurants have fewer than 50 employees.

We engage with every employee as a key ally in helping customers succeed, providing opportunities for education and training.

Reviews include employees» opinions on some of the best reasons to work for their employer, any downsides, advice to management, and whether they'd recommend their employer to a friend, as well as ratings on how satisfied they are with their employer overall, their CEO, and key workplace attributes like career opportunities, compensation and benefits, culture, and values.

To kick off the training, the leadership team staged a re-enactment of the actual ESOP transaction with employees playing several key roles: Uncle Sam, the selling owners, themselves as employees, trustees, and bankers, among others.

Some business owners set goals, but then fail to share that knowledge with others in the organization, employees, consultants and key business partners.

Authors of the Australian study say the key to avoiding conflict with employees is clarity from the first salary negotiation.

Employee stock options align the interests of key players in a company with what's needed to add shareholder value, and that's beneficial.

With new rules on CEO pay ratios, the U.S. is taking a key step forward in teaching companies and their employees a little financial literacy.

Stick close to home, so that it's possible — in fact, essential — to develop a personal relationship with your loan officer and other key bank employees.

Party employees have led communication at key points of the investigations into whether the Trump campaign had anything to do with Russian interference in the presidential election.

Key employees are key for a reason, but this way, you will have the best - case backup scenario, and you can get through the absence with a minimal amount of business disruptiKey employees are key for a reason, but this way, you will have the best - case backup scenario, and you can get through the absence with a minimal amount of business disruptikey for a reason, but this way, you will have the best - case backup scenario, and you can get through the absence with a minimal amount of business disruption.

While employee relationships are one of the key reasons customers choose to do business with you, you are in a dangerous situation if that relationship is the single strong tie between customer and company.

Not surprisingly, the grapevine's buzzing with rumors that he's lost significant clients and key employees as a result.

Flexibility and improved efficiency seem to be the key drivers of BYOD adoption, with 64 percent of IT managers saying they think allowing employees to use their own devices would improve productivity.

As the managers with the closest working relationship with injured employees, supervisors» support is the key to making a policy succeed.

We share this content through Hootsuite across the social identities of our company brand and our key customer facing Nimble team members because it's not just your brand identity that you want to be inspiring and educating customers with, you need to empower the emerging social employee to engage the emerging social customer.»

The LTIP provides us with an additional option when considering incentives for key employees, including our executives.

A strong mission statement that aligns with the employee's values is key.

In an interview with HBR's editors, the low - key Sørensen shares his thoughts on counterintuitive strategy, connecting with employees, and managing for a triple bottom line.

We believe that this approach of seeking to align the interests of our key employees with those of the investors in our funds has been a key contributor to our strong performance and growth.

With organic reach in social becoming ever more elusive, the keys to success include unlocking customer and employee advocacy, and combining them with smart, paid social placemWith organic reach in social becoming ever more elusive, the keys to success include unlocking customer and employee advocacy, and combining them with smart, paid social placemwith smart, paid social placement.

One of the reasons why these jump teams are the key to the chain's success is because employees may not be able to work if they're dealing with their own hurricane damage.

In connection with the acquisition of XA Secure, the Company also issued 265,012 shares of restricted stock, issued 318,966 options to purchase the Company's common stock and may be required to pay an additional $ 3.92 million to certain key employee - shareholders of XA Secure.

Kelso's idea and Long's legislation directly addressed the key issue of risk of earlier employee share ownership plans in the 1920s where workers bought the stock with their wages and savings.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

Key findings for the North American (U.S. and Canada) workforce surveyed in the study include: • 51 % of employees are not happy at work • 45 % of employees trust their company's leadership • 61 % of employees don't know their company's mission • 57 % of employees are not motivated by their company's mission • 60 % of employees don't know their company's vision • 57 % of employees don't feel recognized for their progress at work • 61 % of employees don't know their organization's cultural values • 50 % of employees don't expect to be with their organization a year from now

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.

The key is to remember that an employee advocacy program should be opt - in, with proper support offered along the way.

With retirement savings taking a back seat to more immediate financial concerns, and the percentage of workers confident that they'll have enough money for a comfortable retirement at low levels, it's more important than ever for plan sponsors to consider retirement readiness as a key — if not the key issue — their employees are facing.

Tell us about the key relationships involved with your business: customers, vendors, suppliers, employees and you, the business owner.