Sentences with phrase «industry environmental strategy»

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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.

Its Energy, Environmental Health, Waste, and Human Rights programs create positive, industry - wide change through corporate dialogue, shareholder advocacy, coalition building, and innovative legal strategies.

There is significant concern within the coffee industry about meeting future demand, notes Bambi Semroc, vice president of sustainable markets and strategies for Conservation International, a nonprofit committed to environmental protection.

CAPP's strategy then tied this approach to «political engagement» with the federal government to ensure «streamlined policies» for the industry, specifically naming the National Energy Board and the Canadian Environmental Assessment Agency.

He is Senior Advisor of GreenOrder, a strategy consultancy called by Fortune «the go - to consulting company for green business», helping clients including GE, GM, Duke Energy, Saudi Basic Industries, DuPont, Dell, and Disney drive growth through environmental innovation and clean technology.

The Scotch Whisky Environmental Strategy — first launched in 2009 and the only one of its kind covering an entire Scottish industry — has been refreshed to broaden its remit to reflect an evolving world and changing business operations.

Drinks giants Diageo, Pernod Ricard and Bacardi have also pledged to stop using plastic straws and stirrers across their businesses, while drinks industry group the Scotch Whisky Association has also pledged its support as part of its Environmental Strategy.

The Scotch Whisky Environmental Strategy — first launched in 2009 and the only one of its kind covering an entire Scottish industry ---LSB-...]

A number of dairy companies acknowledged that GHGs are a reality of the industry but that they are working to reduce their environmental impact with long - term sustainability strategies.

Federal prosecutors revealed Mr. Skelos had arranged a meeting between fracking industry leaders and the state Department of Environmental Conservation at the same time that his son both held an alleged «no - show» job at AbTech and was in the process of negotiating the contract to sell filters through his consulting firm Rockville Strategies.

Additionally, the techno - economic challenges and environmental impacts of algae - to - fuel strategies need to be properly assessed (comprehensive impact assessments are lacking) before implementing systems integration strategies leading to the deployment of the algal biofuels industry.

Yesterday afternoon, experts from abroad and from the United States shared strategies on scaling up the industry at a hearing held by the Environmental and Energy Study Institute.

As governments and industries expand their use of high - decibel seismic surveys to explore the ocean bottom for resources, experts from eight universities and environmental organizations are calling for new global standards and mitigation strategies.

Another key element was initiating the development of monitoring strategies and guidelines for the above as well as potential impacts on fisheries to enable long - term environmental management in relation to the hydrocarbons industry.

A fund's environmental, social, and / or corporate governance (ESG) investment strategy may result in the fund investing in securities or industry sectors that underperform the market as a whole or underperform other funds screened for ESG standards.

(2007) • Contribution of Renewables to Energy Security (2007) • Modelling Investment Risks and Uncertainties with Real Options Approach (2007) • Financing Energy Efficient Homes Existing Policy Responses to Financial Barriers (2007) • CO2 Allowance and Electricity Price Interaction - Impact on Industry's Electricity Purchasing Strategies in Europe (2007) • CO2 Capture Ready Plants (2007) • Fuel - Efficient Road Vehicle Non-Engine Components (2007) • Impact of Climate Change Policy Uncertainty on Power Generation Investments (2006) • Raising the Profile of Energy Efficiency in China — Case Study of Standby Power Efficiency (2006) • Barriers to the Diffusion of Solar Thermal Technologies (2006) • Barriers to Technology Diffusion: The Case of Compact Fluorescent Lamps (2006) • Certainty versus Ambition — Economic Efficiency in Mitigating Climate Change (2006) • Sectoral Crediting Mechanisms for Greenhouse Gas Mitigation: Institutional and Operational Issues (2006) • Sectoral Approaches to GHG Mitigation: Scenarios for Integration (2006) • Energy Efficiency in the Refurbishment of High - Rise Residential Buildings (2006) • Can Energy - Efficient Electrical Appliances Be Considered «Environmental Goods»?

Regrettably, your colleagues in the liberal environmental movement responded at first by pretending we don't exist, and when opinion polls and political decisions revealed that strategy wasn't working, by denouncing us as «deniers» and «shills for the fossil fuel industry.»

Recently released internal documents indicate that the strategy to put multiple changes to a series of environmental protection laws into a single piece of legislation was recommended by lobbyists for the oil and gas industry.

This platform enables to identify an emission reduction strategy (ies) that is (are) able to attain the desired environmental protection at a minimum cost to the industry.

In this more recent case of largesse, the mayor will give Environmental Defense Fund $ 6 million to carry out the «strategy of securing strong rules and developing industry best practices in the 14 states with 85 percent of the country's unconventional gas reserves.»

Since that meme stems from a strategy to protect profitable polluting industries, the GOP's eagerness to roll back more conventional environmental protections is therefore unsurprising.

Stockholm Environment Institute, «Costs and strategies presented by industry during negotiation of environmental regulations», Stockholm, 1999.

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Highly accomplished and detail - oriented EH&S professional with a demonstrated track record of development of cost containment EH&S program strategies within the manufacturing, environmental remediation and construction industries.