Sentences with phrase «global policy strategies»

But while Gibson has avoided attack ads, GOP strategist Karl Rove's Crossroads Global Policy Strategies super-PAC has not.

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.

«We think there's a great combination of policy, there's growth, Europe is very open and the stocks in the (Euro Stoxx 50 benchmark) are representative of global growth more than in the U.S.,» Francesco Garzarelli, co-head of global macro and markets research at Goldman Sachs, told CNBC on Monday at the bank's global strategy conference in London.

For more Morgan Stanley Research on the 2017 global midyear economic, policy and market strategy outlooks, ask your Morgan Stanley representative or Financial Advisor for the full reports, «2017 Global Macro Mid-Year Outlook: Transitioning to Self - Sustaining Growth» and «2017 Global Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4, global midyear economic, policy and market strategy outlooks, ask your Morgan Stanley representative or Financial Advisor for the full reports, «2017 Global Macro Mid-Year Outlook: Transitioning to Self - Sustaining Growth» and «2017 Global Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4strategy outlooks, ask your Morgan Stanley representative or Financial Advisor for the full reports, «2017 Global Macro Mid-Year Outlook: Transitioning to Self - Sustaining Growth» and «2017 Global Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4, Global Macro Mid-Year Outlook: Transitioning to Self - Sustaining Growth» and «2017 Global Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4, Global Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4Strategy Mid-Year Outlook: Climbing the Last Wall of Worry» (Jun 4, 2017).

«Unfortunately for the inflation hawks it's simply not strong enough, it's not a big enough pass - through to create its own unique policy directive,» said Richard Hastings, a consumer strategist at Global Hunter Strategies, of energy prices.

In a day and age in which regular asset classes that commercial portfolio managers normally consider have become overwhelmingly bloated in price as a consequence of the persistent and extended cheap money policy of global Central Bankers, an investment strategy of concentration in few select still undervalued assets versus diversification is likely the only strategy that will work moving forward in returning significant yields.

It's based on my experience leading global enterprise social business and digital marketing programs for IBM, where I led my amazing team in establishing the technology giant's social media strategy including employee advocacy, social media listening and monitoring, influencer and brand engagement guidelines, social media governance, policy and measurement standards to a global workforce of over 400,000 employees.

The Global Trade Strategy is designed to help Ontario businesses benefit from the global economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and woGlobal Trade Strategy is designed to help Ontario businesses benefit from the global economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and woglobal economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and workers.

Be willing to change your strategy as global markets, tax policies and interest - rate environments shift.

As a member of the Global Positioning Strategy (GPS) Project Panel, I had the pleasure of working with a group of «next generation» leaders who are not the «usual suspects» in Canadian foreign policy, but who work in areas that connect deeply with international policy and Canada's place in the world.

Earlier positions included Head of Global Credit Portfolio and Credit Policy and Strategy, Head of North American Structured Credit Products, co-Head of Asset Backed Securitization and Head of Global Credit Derivatives Marketing.

We need a domestic growth and jobs strategy, which recognizes that global uncertainties are going to continue for many years, and that there are policy actions that can be taken in Canada to strengthen growth and job creation.

The Bush administration's grand design for foreign policy, spelled out last September in a document titled «The National Security Strategy,» declares that the U.S. will exercise the responsibilities of the dominant power in international politics in order to resist terrorism and rogue states and to shape a global ethos of human dignity and prosperity.

The Global Strategy has not yet been fully implemented in the countries of the UK and the APPG will continue to explore the policy options, while hearing from experts on how these will contribute to improving infant and young child feeding practices, improving short and long - term health outcomes and reducing health inequalities.

- The State of Policies and Programme Implementation of the Global Strategy for Infant and Young Child Feeding in 51 Countries

Hopefully the APPG will help the government implement the aspects of the Global Strategy where there are found to be gaps and encourage it to reinstate the National Infant Feeding Survey so the impact of policies can be measured and available publicly.

Launched in 2005 by International Baby Food Action Network (IBFAN), the World Breastfeeding Trends Initiative monitors 10 key breastfeeding policies and programmes, drawn from the WHO's Global Strategy on Infant and Young Child Feeding and the Innocenti Declaration.

In 2012 policy makers adopted an implementation plan for the Global Strategy for Infant and Young Child Feeding first adopted in 2002 and need to deliver on this commitment.

For a full list of the policy areas from the Global Strategy on which the next UK government will be assessed by WBTi, see the web page of the WBTi UK working group at: www.lcgb.org / wbtiuk

The purpose of this Planning Guide for national implementation is to help translate the aim, objectives and operational targets of the Global Strategy for Infant and Young Child Feeding into concrete, focused national strategy, policy and actioStrategy for Infant and Young Child Feeding into concrete, focused national strategy, policy and actiostrategy, policy and action plans.

This assessment tool is designed to assist in gathering and presenting relevant information; in determining the strengths and weaknesses of national policies and programmes to protect, promote and support appropriate feeding practices; and in deciding where improvements may be needed to meet the aim and objectives of the Global Strategy.

Canada's infant feeding policy should be based on those recommended by the World Health Organization (WHO), including the full implementation of the International Code of Marketing of Breast - milk Substitutes and subsequent World Health Assembly (WHA) resolutions on infant and young child nutrition; the WHO / UNICEF Baby - Friendly Hospital Initiative (BFHI)(including the BFI for communities); and the WHO / UNICEF Global Strategy for Infant and Infant and Young Child Feeding.

This finding underscoring the need for a comprehensive approach is supportive of the approach called for by the World Health Organization and the United Nations Children's Fund in the Global Strategy for Infant and Young Child Feeding, and by the United States Agency for International Development in its breastfeeding policy.

In 2005, the International Baby Food Action Network (IBFAN) launched the World Breastfeeding Trends Initiative (WBTi): a collaborative initiative to assess and monitor key breastfeeding policies and programmes (shown below), all drawn from the WHO Global Strategy and the Innocenti Declaration.

The World Breastfeeding Trends initiative is a collaborative effort, bringing together all the key stakeholders in the country to evaluate breastfeeding policies and practices and how well they conform to the Global Strategy on Infant and Young Child Feeding.

The World Breastfeeding Trends initiative (WBTi) assesses countries on their progress in implementing 10 key policy areas set out in the Global Strategy.

The European Union links climate to other strategic issues in its renewed Global Strategy for Foreign and Security Policy and the Planetary Security Initiative is in its third year of forging a «Community of Practice» of think tanks connecting climate and security.

It states that, by the end of 2016, a comprehensive EU strategy should be adopted with a cross-border dimension and an EU added value as a follow up to the first EU Alcohol Strategy (2006 - 2012) based on the work of the Committee of National Alcohol Policy and Action (CNAPA) as well as the WHO Global Strategy and WHO European Action Plan 2012strategy should be adopted with a cross-border dimension and an EU added value as a follow up to the first EU Alcohol Strategy (2006 - 2012) based on the work of the Committee of National Alcohol Policy and Action (CNAPA) as well as the WHO Global Strategy and WHO European Action Plan 2012Strategy (2006 - 2012) based on the work of the Committee of National Alcohol Policy and Action (CNAPA) as well as the WHO Global Strategy and WHO European Action Plan 2012Strategy and WHO European Action Plan 2012 - 2020.

Through its global quantitative and qualitative research, The Marist Poll offers a wide variety of services which, in turn, allow its clients to build efficient and effective policies, programs, communication strategies, and marketing initiatives.

Science Diplomacy for France The French Ministry of Foreign Affairs (Directorate - General of Global Affairs, Development and Partnerships - Mobility and Attractiveness Policy Directorate), April 2013 This report discusses ways that France can enhance its research contribution to global science and how that relates to support for international stratGlobal Affairs, Development and Partnerships - Mobility and Attractiveness Policy Directorate), April 2013 This report discusses ways that France can enhance its research contribution to global science and how that relates to support for international stratglobal science and how that relates to support for international strategies.

Policies and strategies to improve global health must include comprehensive efforts to control tobacco use, as envisaged under the Framework Convention on Tobacco Control.

«Local and global shocks, such as economic and financial crises, political instability, and environmental disasters require strategies to increase our capacity for resilience,» says Kharrazi, «Policy and decision making should consider both the short and long term growth and resilience of growth based on inclusivity or exclusivity and intensity of trading partners from a network perspective.»

Graff Zivin holds dual faculty positions at the School of Global Policy and Strategy and UC San Diego's Department of Economics.

During a day of candid dialogue organized by the European Commission's Joint Research Centre (JRC) and AAAS, participants shared concerns and strategies for a time of global economic and policy challenges involving science and technology.

As temperatures rise due to global warming, she believes that study findings present health care professionals with an opportunity for targeted interventions and policy makers with the need to develop mitigation strategies to protect those most vulnerable to heat.

Japan must incorporate science diplomacy into its foreign policy strategy if it is to rebuild important relations with key countries and remain a global player in science and technology.

2015 Amy Paul, PhD, MPH AAAS Science and Technology Policy Fellow Strategy and Research Team Center for Digital Development Global Development Lab United States Agency for International Development Carleigh Krubiner, PhD Research Scholar Berman Institute of Bioethics Johns Hopkins University Lee - Lee Ellis, PhD, MA Health Researcher Mathematica Policy Research

As acknowledged by The Honolulu Strategy: A Global Framework for Prevention and Management of Marine Debris, developing and promoting compliance with waste management legislation and policies would increase capacity and infrastructure.

James A. Edmonds • Member, IPCC Steering Committee on «New Integrated Scenarios» (2006 - present) • Lead Author, Working Group III, «Framing Issues,» IPCC Fourth Assessment Report (2007) • Lead Author, Working Group III, «Global, Regional, and National Costs and Ancillary Benefits of Mitigation,» IPCC Third Assessment Report (2001) • Lead Author, Working Group III, «Decision - Making Frameworks,» IPCC Third Assessment Report (2001) • Lead Author, Working Group III, Summary for Policy Makers, IPCC Third Assessment Report (2001) • Lead Author, Working Group II, «Energy Supply Mitigation Options,» IPCC Second Assessment Report (1996) • Lead Author, Working Group II, «Mitigation: Cross-Sectoral and Other Issues,» IPCC Second Assessment Report (1996) • Lead Author, Working Group III, «Estimating the Costs of Mitigating Greenhouse Gases,» IPCC Second Assessment Report (1996) • Lead Author, Working Group III, «A Review of Mitigation Cost Studies,» IPCC Second Assessment Report (1996) • Lead Author, Working Group III, «Integrated Assessment of Climate Change: An Overview and Comparison of Approaches and Results,» IPCC Second Assessment Report (1996) • Lead Author, IPCC Special Report, Climate Change 1994: Radiative Forcing of Climate Change and An Evaluation of the IPCC IS92 Emission Scenarios (1994) • Lead Author, IPCC Special Report, Climate Change 1992: The Supplementary Report to the IPCC Scientific Assessment (1992) • Major contributor, IPCC First Assessment Report, Working Group III, Response Strategies Working Group (1991).

In some contexts, national laws and policies, and even the preferences of refugee community members, may conflict with the global strategy.»

In CECIP's perspective, Brazil needs to foster Global Citizenship Education — with whatever denomination it takes -, since its methodologies and strategies for active learning, racism / sexism deconstruction, democracy reinforcement and glocal citizens formation make us more and more able to value and to use our great assets of joy, art, movement, ancestral sustainable values, attitudes and skills to increase our capacity to develop creative alternatives to unsustainable public policies.

This panel examined key policy takeaways from the 2015 PISA results, reviewed strategies to increase the global competitiveness of American students, and previewed opportunities and challenges in regard to the implementation of the Every Student Succeeds Act and the incoming Trump administration.

Although neither ConnCAN nor Global Strategies released the questionnaire that served as the survey instrument, it is clear from today's memo that the poll was designed to collect valuable political information, as well as perspectives on policy issues.

Thematic chapters focus on critical policy debates and on key driving forces, notably ebook bestsellers and pricing strategies across European markets, self - publishing, regulation, piracy, and the expanding activities of the leading global players such as Amazon, Apple, Barnes & Noble, Google, and Kobo.

Investment strategies that rely on different segments of the market behaving differently, such as managed futures and global macro, can thrive as global central bank policies diverge.

What really sets this policy apart is the 2 year and 5 year Global Indexed Strategy, which use the S&P 500, EURO STOXX 50 and Hang Seng Indexes.

Fundamental topics to be discussed include China's latest industrial policies, major theme park projects progress, and global theme park management strategies.

A turn - based strategy game which simulates the effects of global warming, you use cards to enact policies to try and...

Societal response strategies are also investigated, focussing on international environmental treaties, international and Australian policy approaches to global warming, and management and adaptation strategies.

Since the early 1990s we have made basically no progress in cutting global emissions — in part, as Kerry says, because the conversation about climate change policy strategy hasn't really changed.