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.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements,
including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices,
including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact
of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations,
including risks related to recent political and economic developments in Venezuela and the impact
of foreign currency restrictions; risks relating to network disruptions and other business interruptions,
including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits
of its CORE
program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain
key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure
of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers
of functional
components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or
components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations,
including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation,
including litigation claims arising from BlackBerry's practice
of providing forward - looking guidance; potential charges relating to the impairment
of intangible assets recorded on BlackBerry's balance sheet; risks as a result
of actions
of activist shareholders; government regulation
of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.
A
key and growing
component of our business, NGKF offers a full range
of services
including: leasing advisory, global corporate services, investment sales and capital markets, property and facilities management,
program and project management, and valuation and advisory services.
Program consolidation is a
key component of simplification, and moving to «one grant, one loan» was
included in House Republicans» HEA reauthorization bill and has also received support from Senator Lamar Alexander, who chairs the Senate committee responsible for HEA.
The authors outline
key components of Linked Learning (
including core and technical curriculum and instruction, work - based learning, and supplemental support services); essential characteristics
of effective Linked Learning
programs (such as informed student choice and alignment both to middle grades and to postsecondary); and options for designing Linked Learning in a district (such as deciding on the amount and focus
of the pathways).
The Every Student Succeeds Act (ESSA) maintains the
key components of previous federal education law in this area,
including establishing certain parental rights, requiring a variety
of involvement activities, and providing funding for
programs to support these rights and activities.
Risks and uncertainties
include without limitation the effect
of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's products; continued competitive pressures in the marketplace; the ability
of the Company to deliver to the marketplace and stimulate customer demand for new
programs, products, and technological innovations on a timely basis; the effect that product introductions and transitions, changes in product pricing or mix, and / or increases in
component costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order product
components in advance
of customer orders; the continued availability on acceptable terms, or at all,
of certain
components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or cost
of products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact
of a finding that the Company has infringed on the intellectual property rights
of others; the Company's dependency on the performance
of distributors, carriers and other resellers
of the Company's products; the effect that product and service quality problems could have on the Company's sales and operating profits; the continued service and availability
of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand
of products; and unfavorable results
of other legal proceedings.
The Department
of Mental Health and Substance Abuse
of the WHO recommends certain
key components of any suicide prevention
program, which
include: staff training in suicide prevention, intake screening
of inmates, post-intake observation, and sufficient mental health treatment.
Michael Hurlburt and colleagues derived a list
of eight
key components of three leading parent education
programs — the Incredible Years, Parent - Child Interaction Therapy, and Parent Management Training — with a history
of some success with child maltreatment populations.71 What the three
programs had in common was that each strengthened positive aspects
of parent - child interaction, decreased the use
of parent directives and commands, used specific behavioral approaches,
included detailed materials to support parent skill building,
included homework, monitored changes in parenting practices, required role - playing, and lasted at least twenty - five hours.
In each site, the
key component of the evaluation was an impact analysis that used a rigorous research design to measure the
programs» effects on outcomes,
including employment, welfare use, and child well - being.
Key components include ongoing professional development for all PreK - 12 staff in SEL combined with a focus on cultivating mindful awareness practices for educators, parents, and students; the development
of district and school leaders who provide support for continual training for new staff; Skills for Life workshops for families; student conflict mediation school
programs; and weekly implementation
of SEL curriculum.
A
key component of LeadingRE's learning
programs is Institute, a robust online learning platform that currently boasts 350 online courses with new classes each month,
including certifications for sales, service, leadership, marketing and relocation, as well as an extensive resource library for managers and agents.
A
key and growing
component of our business, NGKF offers a full range
of services
including: leasing advisory, global corporate services, investment sales and capital markets, property and facilities management,
program and project management, and valuation and advisory services.