Sentences with phrase «key strategies include»

The two key strategies include truck idle reduction (where not required by law) such as with a truck - stop electrification project and efficiency upgrades to trucking equipment in order to improve fuel economy above prevailing regulated standards.

Key strategies included harnessing the full authority of the City health department and mobilizing the existing workforce to focus on targeted reforms, according to a study in the March / April issue of the Journal of Public Health Management and Practice.

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.

Throughout his career, Paul has been a key contributor to Delta's strategies and has been instrumental in a number of initiatives, including the purchase of the Trainer refinery from ConocoPhillips; the balance - sheet initiatives that have resulted in nearly $ 7 billion in debt reduction; the structuring of $ 1.8 billion in revolving credit facilities, the expansion of the T - 4 facility at JFK and the recently announced capital allocation strategy.

The addition of an individual with her vast experience and stellar reputation represents The Private Bank's deep commitment to Women & Wealth, a key component of our core strategy, which not only includes a strong focus on serving women clients but also represents our focus on recruiting top talented women to join our organization.»

That includes some key new management positions, including a COO, the slate financing deal, and now the unveiling of a going - forward strategy, which I am very excited about.

A new Strategic Support Force was created that includes the military intelligence service, and space warfare and cyber warfare forces, key elements of China's asymmetric strategy aimed at defeating more advanced U.S. forces in a war.

Other important keys to success include: An effective marketing strategy, a drive - thru shop designed for speed and efficiency, equipment layout, time management, the quality and taste of your beverages, and continuous effort and dedication.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Prime, Amazon's loyalty club that includes fast shipping, video streaming and other benefits, has been key to Amazon's strategy.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Our goal is to collaborate closely with each startup, focusing on key areas including: community building, go - to - market strategies, corporate partnerships, and connections with all our mentors from the blockchain...

Coupled with Disney's already well - known properties, including «Star Wars» and Marvel's hit films, the additions create a new pipeline of content for Disney's forthcoming streaming service — a key aspect of its strategy to sell direct to consumers instead of through the pay TV ecosystem that has long fueled the media industry.

Key PNC thought leaders explore Responsible Investing topics including trends, strategies and research through white papers.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

Foster ongoing community engagement between all platforms, including participating in conversations online with StartCharlotte readers and other key influencers, devising strategies to increase engagement and responding to direct messages

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

It is understood the company pitched a four - legged growth strategy which included pushing further into export markets, expanding its higher margin branded pork products range sold in supermarkets and redeveloping a key plant that is already operating at full capacity.

Led by Su Birch, former CEO of Wines of South Africa (WOSA), the campaign is targeting EU trade in the first phase of its activities, but will be expanding its communication to include wine lovers in key markets across the region with a follow - up social media strategy.

Accolade Wines» general manager for Australia and New Zealand, Michael East, says the company saw the brands as a key part of its global portfolio strategy: «The suite of brands, which also includes Dusky Sounds, Haymaker and Skyleaf, covers outstanding wines from key regions — Marlborough for Sauvignon Blanc, Central Otago for Pinot Noir and aromatics from the Waipara Valley including Riesling and Pinot Gris.»

At the time, Rivalea pitched a four - legged growth strategy which included pushing further into export markets, expanding its higher margin branded pork products range sold in supermarkets and redeveloping a key plant that is already operating at full capacity.

Whilst one of the key strategies remains to grow penetration of True Aussie at point of purchase, MLA Japan also conducts non-branded business development work designed to improve brand loyalty with the trade, including education seminars and workshops, technical support and training, new product and menu development.

Agriculture Minister Cao Duc Phat and Vice Minister Le Quoc Doanh convened a multi-stakeholder effort to refine key elements of the strategy, which includes developing rice varieties with high export value, adopting advanced crop management techniques, and more intensive use of machines and other technologies in rice farming.

The guide includes descriptions of key functions, best practices, and «how - to» strategies for establishing and operating food hubs that are based on successful food hubs operating in other regions, specifically adapted for application in Illinois» food system.

These initiatives include the National Produce Program, which identifies key strategies to introduce fresh produce into the emergency food system; the Healthy Food Bank Hub, which encourages good nutrition among Feeding America clients; and the Feeding Possibilities Program, which builds the capacity of its member food banks.

Following this, Hopkins was promoted to Group Public Relations Manager to manage the Company's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK markets.

As a Senior Community Manager, Nutrition & Wellness at GolinHarris, she offers expertise in key areas including the development of healthcare professional outreach strategies, nutrition toolkits, presentations, strategic partnerships and media messaging.

Detailed profiles of the providers are also included in the scope of the report to evaluate their long - term and short - term strategies, key offerings and recent developments in the stevia space.

Core training includes trauma - informed practice, key parent - child attachment principles and how to support parents in implementing these, as well as reflective strategies that support parents in feeling competent and empowered to make positive changes in their lives.

The key findings about the effectiveness on these strategies included:

The proposal includes support for BFHI designation as a key strategy for maternity care practice improvement, however it continues to be optional.

First, integration is key — these ads weren't floating out in a vaccuum but were part of an overall communications strategy that included the proposed television ad, online petitions and direct outreach to journalists and the outlets they read.

Alan taught the first - ever college course on digital politics (1995), created and built the Center for American Progress's social media program (2007 - 13) and has trained more than 15,000 people across the world in digital & social media strategy, including civil society leaders across the Arab world in 2009; key staff at leading advocacy groups and news media outlets; Members of Congress and their staff; as well as political and business leaders from several countries, including a couple future kings.

But the fate of John Dramani Mahama contesting the 2020 elections remains on the balance considering recent claimed reports from the Kwesi Botchway report which is said to reveal that Mahama may have flouted some key campaign strategies including the misuse of campaign funds and the inability to relate to the economic woes of the electorate.

ABI Fraud Conference, in Partnership with Ordnance Survey, will provide an opportunity for senior fraud practitioners to come together and discuss key insurance fraud issues including government anti-fraud strategy, regulatory changes, and the perception of insurance fraud as a victimless crime.

The 100 - day strategy also includes forcing out general - secretary Mr McNicol and purging key staffers deemed unhelpful, while seeking to build bridges with angry MPs.

A BDM's key responsibilities include developing new business opportunities, managing existing products, developing market strategies, and building new business partnerships.

Important details include how your key measurement strategies stand up to scrutiny: comparisons made, and their reliability and validity.

While the Gallions Park development includes several earth - friendly features, such as community greenhouses, a key element of the zero - carbon strategy will be a combined heat and power (CHP) plant to generate electricity and provide hot water.

The initiative included 10 key strategies to achieve faster door - to - needle (DTN) times for tPA administration, provided clinical decision support tools, facilitated hospital participation, and encouraged sharing of best practices.

Key points include that surgeons are adapting their surgical strategies to more aggressively treat aortic dissections with improved outcomes.

A team, including Professor Clare Mills from the Institute of Inflammation and Repair at The University of Manchester, has published an open access paper in the journal Analyst outlining a strategy to address the key measurement challenges in allergen analysis.

Also, we expanded our search strategy to include more key words and found more trials that were missed in my earlier reports.

Agriculture Minister Cao Duc Phat and Vice Minister Le Quoc Doanh convened a multi-stakeholder effort to refine key elements of the strategy, which includes developing rice varieties with high export value, adopting advanced crop management techniques, and more intensive use of machines and other technologies in rice farming.

Topics that will be explored include: • Cellular and developmental origins of pediatric cancer • Key findings of pan-cancer analysis efforts • Computational pipelines to analyze large - scale sequencing data • Opportunities for leveraging existing cancer genomics datasets • Strategies for integrative analysis of germline and somatic variants • Correlation of germline / somatic variation to clinical features such as tumor subtype.

Various types of stretching as well as other supportive self - care strategies, such as self - myofascial releasing using a foam roller, can help to enhance unrestricted movement of the major joints of the body, including key areas that are designed to be mobile, such as the hips and shoulders.

Critical to Jacobs» creative strategy were the designer's hugely successful collaborations with contemporary artists, including Stephen Sprouse (2001), Takashi Murakami (2005), Richard Prince (2007) and Yayoi Kusama (2012), which played with Louis Vuitton's key brand signifiers: the «LV» logo and famous monogram.

Key recommendations for government in the report that won API support were: for play to be embedded within a Whole Child Strategy under the aegis of a Cabinet Minister for Children responsible for cross ‑ departmental roll out and co-ordination; for government to require local authorities to prepare children and young people's plans including strategies to address overweight and obesity with its physical, mental and emotional consequences; for funding for play to be ring - fenced within local authority budgets; to address barriers to outdoor play for children of all ages and abilities; to extend the Sport England Primary Spaces and Sport Premium programmes to all schools with a broader scope to incorporate a wide variety of physical literacy activities including play; to communicate through public information campaigns to parents and families the value of active outdoor play, including risk or benefit assessment; and to improve public sector procurement practice for public play provision.

The following resources are available to download throughout the lessons: • Advanced Guide to Microsoft ® Access 2013 • Microsoft Access 2013 Advanced Sample files In Microsoft Access, you'll cover basic through advanced topics, including: • Understand how to create and Normalize a database • Learn how to create relationships between Tables in a Database: using Key data • Understand Primary Keys and Relationships • Create a Receipt Form that uses a Report and Subreport to calculate the total • Become skilled at working with Dates in a Query • Visualize the results and export the Reports • Learn strategies for Archiving data using Action Queries • Optimize a database for Multi-Users and improve network performance The Microsoft Access 2013 Certification Training Program is part of the Microsoft Business Certification program: Microsoft Office Specialist (MOS).