Sentences with phrase «environmental market failure»

UEMF; Recognizing and Addressing The Universality of Environmental Market Failure.

Included in this resource: Definitions and Key terms about Globalisation Features of Globalisation Real world impacts on the 2008 Financial Crisis Full Key Comparison of the benefits and drawbacks of globalisation e.g. Increased Competition, Export Opportunities, Development e.g. Environmental Market Failure, Consumer Choice, Unemployment DO N'T FORGET TO REVIEW!

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.

Because in the absence of policy, individuals generally don't take the environmental consequences of their actions into account, and the result is «market failure» and excessive levels of pollution.

That certainly didn't match with my recollection — the second half of my microeconomics 101 course was all about market failures due to monopoly, incomplete information, public goods, or environmental pollution.

Not just about baby food marketing, but trade union busting; failure to act on child labour and slavery in its cocoa supply chain; exploitation of farmers, particularly in the dairy and coffee sectors; and environmental degradation, particularly of water resources.

«This is happening for the failure of the market economy to equally account for many of the negative human and environmental impacts that are imposed upon society and the life support system.»

The more I talk to social scientists and psychologists about humanity's growing pains in its current population and appetite surge, the more it's clear that the «market failures» described by economists examining environmental issues derive from fundamental patterns of behavior rooted deep in the brain.

Stern agrees with the environmental economic convention that climate change is fundamentally a problem of «market failure.»

17 January, 2018 — Until the world makes polluters pay for the damage they cause, market failure like climate change will increase the environmental risks we all face.

Reinhardt, F., 1999: Market failure and the environmental policies of firms, economic rationales for «beyond compliance» behavior.

For instance, in Nisbet's typology, «ecological activists» such as Bill McKibben and Naomi Klein frame climate change as a product of the global capitalist system, «smart growth reformers» such as Al Gore and Nicholas Stern diagnose climate change as a market failure that can be corrected with more efficient price signals, and «ecomodernists» such as Ted Nordhaus and Michael Shellenberger believe climate change has been misdiagnosed as an environmental problem and should be reframed as a resilience and innovation challenge.

To help correct the «world's greatest market failure,» MDBs must do more to internalize the environmental and social costs of climate change into their decision - making including:

Environmental and social damages are underestimated while using coal in China, as a result of market failures and weaknesses in government regulations.

In no particular order, there are the Leftist economists for whom global warming represents a supreme example of market failure (as well as a wonderful opportunity to suggest correctives), UN apparatchiks for whom global warming is the route to global governance, Third world dictators who see guilt over global warming as providing a convenient claim on aid (ie, the transfer of wealth from the poor in rich countries to the wealthy in poor countries), Environmental activists who love any issue that has the capacity to frighten the gullible into making hefty contributions to their numerous NGOs, Crony capitalists who see the immense sums being made available for «sustainable» energy, Government regulators for whom the control of a natural product of breathing is a dream come true, Newly minted billionaires who find the issue of «saving the planet» appropriately suitable to their grandiose pretensions, Politicians who can fasten on to CAGW as a signature issue where they can act as demagogues without fear of contradiction from reality or complaint from the purported beneficiaries of their actions.

The EC has also liberalised the rules around state support to address market failures in areas such as research, development and innovation, growth of SMEs and environmental protection.