Key Metrics. [***] ***Certain information on this page has been omitted and filed separately with the Commission. Confidential treatment has been requested with respect to the omitted portions. EXHIBIT 1.32
Key Metrics. Accountability Performance Metrics Design and deliver the commercial and strategic goals of each commercial region in partnership with the Regional CEO’s and Group CEO. ● Set the global strategy for commercial operations activity for Telix ● Progress and deliver against the global commercial operations strategy ● Maintain an awareness of the competitive environment and adapt strategy and deliverables as required ● Represent the needs and interests of the Commercial Operations teams at the Global Leadership Team and in Telix strategic planning ● Xxxxxx strong rapport and collaboration with senior stakeholders including Regional CEO’s and COO’s, and the Group CEO Meet revenue targets as set with the Managing Director and Group CEO, and Group Chief Financial Officer ● Meet regularly with the Group CEO and Group CFO to set and review revenue targets and strategy ● Prepare reports as required Xxxxxx collaboration and congruence between commercial regions ● Influence stakeholders with regional commercial interests to prioritise Group achievement ● Streamline processes and approaches across regions and countries where possible and practical Drive strategic commercial growth for Telix in new markets, including collaboration with internal stakeholders on regulatory, quality and manufacturing requirements. ● Drive commercialisation of product lifecycles ● Identify the most promising opportunities for market expansion ● Lead Telix in growth into new markets according to the strategic plan Negotiate commercial agreements and lead partnership engagement aligned with Telix’s strategy and objectives. ● Seek and build external partnerships that benefit the company ● Represent Telix’s commercial interests in all interactions and negotiations with external partners Appropriately manage risk ● Proactively identify and manage risks related to the portfolio and wider business ● Escalate risk appropriately as required ● Participate in Company risk management and reporting processes as required Lead the Global Commercial Strategy Function ● Act as a leader to all direct and in-direct reports ● Xxxxxx and evaluate goals and performance with team members ● Bring the company strategy and values to life in all interactions and communications with team members ● Drive effective recruitment and talent management processes Prepare and contribute to commercial analysis and reports for GLT, the Telix Board of Management, and external stakeholders as required ● Contribute to external repo...
Key Metrics. The key metrics for success for Focus Area 2 are: * High temperature operation (175 deg C), * High thermal dissipation (Theta-ja improvement by 505 on 160 PQFP to 20 deg. C / Watt), * High Temperature Reliability, * Fine Pitch stamped leadframes with heat spreaders of heat slugs, and * A cost target for the thermally enhanced package of $0.002 / lead over the standard package of $0.007 / lead.
Key Metrics. The key metrics for success for Focus Area 3 are: AGREEMENT NUMBER: MDA972-95-3-0024 ATTACHMENT NO. 1, PAGE 6 * To obtain fine pitch, stamped, low-cost leadframes. Two packages are addressed: 1. 160-lead QFP with 6.0 mil internal pitch and 4.0 mil lead flat, and 2. 304 or 240-lead QFP with 7.0 mil internal pitch and 4.0 mil lead flat; * The establishment of on-shore capability for high lead count package assembly (160 and 240 or 304 or 240-lead QFP and 625 BGA); * The development of high-density and low-cost substrates with **Interposer cost adder $0.10 for 160-lead PQFP, and **Substrate cost less than $0.40/sq in.; * To have minimal or zero-warpage of BGA; * To have reworkable, low-stress underfill for flip-chip in Plastic BGA; and * To accomplish the integration of interposer to leadframe.
Key Metrics. As of September 30, 2022, the Business had at least [***]. Of these [***], at least [***] have made investments on the SeedInvest platform. The [***] of the Business have been calculated by [***] on the SeedInvest platform who have not deactivated their accounts by request to the SeedInvest customer service team. As of September 30, 2022, the additional metrics set forth on Schedule 4.27 to the Seller Disclosure Schedules are true, correct, and complete in all material respects.
Key Metrics. Net Sales vs. Target in $USD - Net Sales vs. Target in $USD - Net Sales vs. Target - USD - Gross Margins vs. target - Gross Margins vs. target - Gross Margins vs. target - Local SG&A vs. target - Company SG&A vs. target - Logistics costs vs. target - DSO and DOS vs. target - Forecast accuracy vs. rolling estimate - DSO and DOS vs target - Net Income and Cash flow - Supply Chain performance vs target - New product intro timeliness Table of Contents Global Data Media - MBI International - Glyphics Media, Inc. Roles and Responsibilities by Area - Page 1 GDM-MBII GDM-MBII Imation Xxxxx Xxxx Description Glyphics (USA) MBII NL MBII India Dubai BOD Corp India Ltd.
Key Metrics. Substrate surface metallization suitable for flip-chip assembly. . Laminate system with glass transition temperature (Tg) higher than 210C and CTE matched to produce assembly site flatness better than 0.0005". . 2 mil Via structures that support interconnecting 0.005" diameter pads. . Membrane test heads capable of testing flip-chip sites . Soldermask registration better than +/- 0.0005" . 10 mil pad pitch grid; wiring density = die size + 100 mil apron . Cost Modeling will be performed - Cost targets: . 2 layer - $.25 / in sq . Multilayer - $.25 / in sq / layer . Membrane test head capable of testing 6 mil pad pitch . Mil Std qual capability
Key Metrics. Fully functional working prototype products. . Performance meeting design and engineering specifications. . Manufacturing cost in line with market considerations and goals of the Consortium.
Key Metrics. Note: Signature estimated LTM 9/30/14 metrics using Aleris Corporation public filings. 6 Investment Highlights GLOBAL LEADER IN ALUMINUM RECYCLING STRONG INDUSTRY DYNAMICS & OUTLOOK BROAD OPERATIONAL CAPABILITIES BLUE CHIP CUSTOMER BASE WITH STRONG RELATIONSHIPS GROWTH OPPORTUNITIES • #1 position in global third-party aluminum recycling • 24 facilities across North America and Europe • End use sectors forecast robust growth through 2022 • Demand for secondary aluminum increasing vs. primary • North America automotive body-in-white (“BiW”) transition • Capabilities cover processing, melting, milling, and disposal • Pre-processing ability provides operational flexibility • 40% of volume delivered in molten form providing significant savings for customers • Average 10+ years with Top 10 customers; consistently renews 95%+ of contracts with top customers • Facilities with close proximity to customers provides cost advantages and strong barrier to entry • Near term organic growth opportunities with existing customers • Longer term growth opportunities into other regions • Acquisition opportunities will be considered Global Footprint PROXIMITY TO CUSTOMERS PROVIDES DISTINCT COST ADVANTAGES 8 Increased Focus on Recycled Products SECONDARY ALUMINUM PRODUCTION PROJECTED TO GROW FASTER AND INCREASE SHARE • Secondary (i.e. recycled) production requires less energy than that required to manufacture primary • Can be recycled repeatedly without loss of quality • ~10%(1) cost savings in producing alloyed aluminum from recycled aluminum (vs. primary) due to existing alloying agents in scrap • Increa1sing environmental awareness raising recycling rates • Strong recycling trends in automative, can, and construction to increase scrap availability
Key Metrics. The parties agree that the Superintendent will continue to rely on the local public health experts to make decisions about the opening or closing of schools during the pandemic. The parties acknowledge that a variety of key metrics will be used to determine the best course of action related to the ability to offer in-person education to students.
