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.
The failure to encourage
such a development in the National Security
Strategy and the National
Defense Strategy was a missed opportunity.
From our headquarters in Fairfax, Va., and from offices and locations around the globe, our more than 6,000 employees support government clients in civilian,
defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in
such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and,
strategy development and organizational change management.
While there is no
such thing as a 100 % foolproof
strategy to protect you against fraud (although divvying your portfolio up into 30 - 40 stocks worth 2.5 % to 3.33 % of your overall wealth seems like a damn good
defense mechanism), putting most of your money into stocks with records of growing dividends seems like an intelligent way to guard against corporate fraud, particularly if you have limited familiarity with reading 10 - Ks, annual reports, and other financial statements.
The Security Project calls for the
Defense Department to be much more involved in the region to match the militaries of other Arctic nations, and questions whether current policy frameworks,
such as an Arctic
strategy released by the Coast Guard this year, will be enough to prepare for potential oil spills, accidents and shipping traffic challenges.
Ants are shown on bud and fruits of a passionflower following a study which found that flowering crops
such as beans, cotton and passionfruit offer their sweetest nectar to recruit colonizing ants — their
strategy balances their need for
defense and to reproduce.
Flowering crops
such as beans and cotton offer their sweetest nectar to recruit colonizing ants in a
strategy that balances their need for
defense and to reproduce, research suggests.
Working in tandem with
such groups as the Natural Resources
Defense Council and the Coalition for a Safe Environment, along with the Teamsters and Longshoremen's unions and local activists like Martha Cota, they've done extensive lobbying in Sacramento and community organizing to push for enforcement of the California Environmental Quality Act and compel the Port of Los Angeles to initiate a suite of pollution - reduction
strategies that have cleaned up the air.
Many campuses are relying on
strategies that prevent students from becoming easy targets,
such as blue light emergency phones, escort service, changes in landscaping and self -
defense, but taken alone, these
strategies are less likely to be successful than when combined with prevention techniques and educational campaigns.
This, primarily
strategy game blends game mechanics between tower
defense and real time
strategy with hybrid elements
such as patrolling ships, navigation towers.
Use regular walks to pacify your Leonberger Use a spray bottle to zap the dog for barking Distract your Leonberger with a chew toy filled with food Fill a soda can with small pebbles and shake it as a deterrent to barking Keep your Leonberger inside with you more often as dogs often bark when board Use background or «white noise» to block out sounds that cause the dog to bark
such as other dogs barking in the distance Use a collar that sprays citronella to discourage barking Some Leonberger dogs may bark as a territorial
defense If what you are trying does not work change
strategies Your veterinarian will be able to help if these
strategies have not worked.
Computer science researchers from North Carolina State University have developed a technique to determine which
strategies give players an edge at winning in multi-player (action) real - time
strategy (ARTS) games,
such as
Defense of the Ancients (DotA), Warcraft III and Starcraft II.
Through it, modders have developed whole systems within Skyrim
such as real time
strategy, setlement building, tower
defense, sex slave simulator... you name it, someone has modded it in to Skyrim.
CLASH &
DEFENSE is a terrific strategy combines the best of the genre such as turn - based strategy, Tower Defense, RPG and
DEFENSE is a terrific
strategy combines the best of the genre
such as turn - based
strategy, Tower
Defense, RPG and
Defense, RPG and others.
You can use
strategies,
such as equipping Shield on someone in a
Defense row, allowing them to shield the entire party, not just themselves.
Severed then adds special status abilities, increasing the need for
strategy,
such as one foe boasting a higher
defense or the ability to regain health as the battle goes on.
Yet, when a realist
such as myself calls them out and refers to them as a krank, they always fall back on the ad hominen attack
defense strategy.
She brings deep expertise in sustainability
strategy, stakeholder engagement, program development and written communications.Deborah has helped to design and implement numerous successful cross-sector partnerships and new green initiatives, including the California Environmental Dialogue, Curb Your Carbon and the Institute at the Golden Gate.She has helped create lasting alliances among
such organizations as Sierra Club, Natural Resources
Defense Council (NRDC) and the Golden Gate National Parks Conservancy with companies
such as Disney, Arco, Bank of America and Passport Resorts.You can follow her occasional tweet @GreenImpact or contact her directly at
[email protected].
Not only do they help with bankruptcy,
such as chapter 7 and chapter 13, but they can also help with credit repair, foreclosure
defense, loan modification, short sale negotiation, debt settlement, stopping repossessions and creditor abuse, and with tax resolution
strategies.
Second, certain details of your arrest,
such as field sobriety testing, may help me to formulate a more effective
defense strategy in your case.
The problem with how mass torts have historically been defended is that, while the client can get great value and a great
defense where there is an experienced lawyer engaged in what he or she does best, that is
such things as
strategy, handling and creating joint defenses, negotiations and even trial, most of the underlying work has been done by those who frankly are over qualified for what they are doing.