Sentences with phrase «achieve change at»

In order to achieve change at the magnitude and depth needed, we need everyone to be involved.

They are practical people who have been quietly meeting with county supervisors and county staff for nearly a year in an effort to achieve change at the shelter.

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.

A trip to South Korea is an eye - opening look at how companies there are achieving positive social change while turning a profit.

Smart people know that we achieve our best life when we take time to look honestly at who we are and where we are and then make a change.

And the best way to do that is monitor which tools and tactics are best at helping you achieve your goals and changing behavior in your favor.

Actual results and the timing of events could differ materially from those anticipated in the forward - looking statements due to these risks and uncertainties as well as other factors, which include, without limitation: the uncertain timing of, and risks relating to, the executive search process; risks related to the potential failure of eptinezumab to demonstrate safety and efficacy in clinical testing; Alder's ability to conduct clinical trials and studies of eptinezumab sufficient to achieve a positive completion; the availability of data at the expected times; the clinical, therapeutic and commercial value of eptinezumab; risks and uncertainties related to regulatory application, review and approval processes and Alder's compliance with applicable legal and regulatory requirements; risks and uncertainties relating to the manufacture of eptinezumab; Alder's ability to obtain and protect intellectual property rights, and operate without infringing on the intellectual property rights of others; the uncertain timing and level of expenses associated with Alder's development and commercialization activities; the sufficiency of Alder's capital and other resources; market competition; changes in economic and business conditions; and other factors discussed under the caption «Risk Factors» in Alder's Annual Report on Form 10 - K for the fiscal year ended December 31, 2017, which was filed with the Securities and Exchange Commission (SEC) on February 26, 2018, and is available on the SEC's website at www.sec.gov.

According to a 2013 survey of more than 22,000 business executives by the Katzenbach Center at Strategy &, most leaders understand the key point I just mentioned — that culture plays a critical role in achieving great financial performance - and successfully leading and managing change.

As McKinsey has noted, in order to achieve a change of scale at requisite speed, particularly in a digital setting, an organization today needs to start by realigning its technology infrastructure to handle the new levels of customer interactions that will come.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Under current legislation, employee premium rates can not change by more the 10 cents a year until the Account achieves a «surplus» of at least $ 2 billion.

We support wellness visionaries in their quest to change the world one employee at a time to achieve healthy living — while protecting their intellectual property.

The main thing that will change at 45 years old will be my job if I can achieve FI.

UTI's purpose is to change the world one life at a time by helping people achieve their dreams.

This was supported by findings in the Equality and Human Rights Commission report in 2008 which said that at the current rate of change, it would take more than 70 years to achieve a gender balance in the boardrooms in the UK's largest 100 companies.

MissionPoint empowers a select group of families, foundations and institutions to achieve social change at scale while preserving rigorous financial oversight, with an extensive history of investing in and launching new impact - driven ventures.

The 2010 Skoll World Forum focuses on Catalyzing Collaboration for Large - scale Change, recognizing that social entrepreneurs with innovative solutions to critical issues can not achieve impact at scale without forging cross-sector partnerships and alliances.

The drivers weren't able to achieve «global changes» at Lyft, but those changes are still possible at Uber, explained Shannon Liss - Riordan, the attorney representing both Lyft drivers and Uber drivers in their respective cases.

The new life in Christ, the consequent transformation of all their hopes and expectations, the sense of fresh power to achieve the hitherto impossible, the vital awareness of the change which had been effected in their relations with God, the confidence of sin forgiven and of restoration to divine favor, the «joy in the holy Spirit,» and confident looking forward to great events still to come, and soon, as the result of Christ's exaltation at God's right hand and of his promised coming as Redeemer and Judge — all this lies behind the choice and the use of technical terms or concepts borrowed, first of all, from current Jewish messianism.

So you go on using violence, even if at first you had thought that violence would be only a temporary expedient, even if you have achieved thorough change in your own or the general political situation.

Such short - term therapy aims not at deep underlying problems, but at helping the person do things that will improve his chances of achieving productive sobriety — things such as accepting the fact that he is an alcoholic, learning how to face and handle his fears and resentments constructively, changing his ways of relating so that the guilt - isolation - anger spiral is not triggered so often.

Animals have to constantly adapt to a changing environment and thus «conscious mental imagery, explicit anticipation of likely outcomes and simple thoughts about them are likely to achieve better results than thoughtless reaction» (AT 41).

«Reconciliation is a mixture of event which gives momentum and patient work which brings a change of heart deep down and is almost unknown in our world today, even in places which have achieved some kind of peace... We have to be willing to spend years at this.»

There is one system which must be replaced, but there are also various different levels of change and varying times at which changes need to be implemented, not to mention the very many different places in which the changes will take place and the individuals in each of those places who will be working together to achieve that goal.

But if God's aim at beauty explains the limitation by which individual occasions achieve definiteness, then in its continual adaptation to changing circumstances it must involve propositional feelings of each of the becoming occasions as realizing some peculiar satisfaction.

The criticisms were directed rather at the nature of the changes being sought and the methods used to achieve these changes.

In this unchanging form it must be indifferent to how this beauty is attained.16 But if God's aim at beauty explains the limitation by which individual occasions achieve definiteness, then in its continual adaptation to changing circumstances it must involve propositional feelings of each of the becoming occasions as realizing some peculiar satisfaction.

Being efficient at Commodore means achieving low scrap percentages and fast line change over during high - volume production.

The Bolivian text is broadly in keeping with the Principles of Organic Agriculture.The current UNFCCC agriculture text is likely to be adopted at Mexico unchallenged with most countries not wanting to risk failing to achieve an overarching agreement on climate change due to what is sure to be huge differences on agriculture.

«Reducing greenhouse gas emissions while still growing as a company is one of the defining business challenges of the 21st century, and we're proud to be addressing that challenge head - on, starting with our new 2025 goal to achieve absolute reductions of no less than three percent year - over-year,» said Dean Scarborough, Avery Dennison's chairman and CEO, who will travel to Paris this December to discuss climate change with other business leaders at COP21.

Sodexo is committed to playing a role in achieving this goal and is redoubling our efforts to eliminate food waste at every client site we serve through programs that focus on raising awareness and influencing the behaviors of our customers and employees; continuously improving our back - of - house processes and upgrading equipment in the kitchen; measuring our impact; and sharing our expertise with our clients and external industry partners to drive fundamental change on the issue of food waste.

She shows girls that it doesn't matter where you came from, what university you studied at, or if you are starting at the bottom, anyone can achieve success, if they are willing to put in the work and change their lifestyle.

If we can show the most influential people in the club just how far reaching our disgust is at our owner and his complete disregard for everything we care about, then we have the potential to achieve change.

One of the biggest things achieved by Arsene Wenger at Arsenal in recent years is the formation of a plan B, something that many football observers were beginning to believe was a foreign idea to the prof.. It is still true that the boss wants his team to play in a certain style that is fluent, exciting and easy on the eye but he also wants to win and that need has forced him into a change of tactics.

Arsenal is impostor, pretending to be good, it's a shame no good Players can achieve anything in this Club at the moment, I'm so sorry for Players like Sanchez, Coquelin and koscieny, but so Obvious lack of fighting spirit and winning mentality in Wenger is affecting this Club and it's not changing any moment.

I'm so sick of people telling those of us who are disgruntled fans to relax and give this club time to correct itself... for anyone who believes that taking a wait - and - see approach is appropriate at this juncture they should take a good long look at themselves in the mirror because they are a big part of the problem... no other «big» club's fans would stand for this shit for nearly as long as we have... think about it, we've witnessed a changing of the guard at every major club in England, Spain, France and Germany in the last several years because those «big» clubs failed to live up to expectations (Barcelona, Real Madrid, Bayern, PSG, Chelsea, ManU, ManCity etc...)... for some reason, many fans have become as fragile as our current manager, believing that there couldn't possibly be a suitable replacement, even though everyone of these clubs have found multiple replacements and still achieved far more than our club... this mindset has been created by an organization that has been milking it's fans, telling countless lies (no world class players available) and lowering expectations every since they rolled out the biggest lie of all: that we couldn't spend because of the new stadium but once it was paid off we could compete with any team in the world... this organization is rotting from the inside out and if we don't demand that those in charge put soccer first this despicable behaviour won't end with Wenger's ridiculous 2 year contract... I think the real fear isn't that a suitable replacement doesn't exist, but that this organization is so money hungry and poorly mismanaged that we will sink even lower by choosing our next coach the same way they choose our players, on the cheap... even so, we need to see what mustache will do if left to his own devices so he will have to show his true colours... only then can we purge this club and start anew

Do you not think that Wengers targets changed and as such, he achieved his new targets at the cost of titles and that is the underlying fault?

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

If we can help him achieve this at Arsenal, it may change his mind and sign for another one or two seasons, don't you think so?

Once Liverpool changed their manager in October, it was always known that this season would not be where we would be competing at the top table and hence anything achieved would be a bonus.

Its been obvious to most that this squad of players has not been right since the end of that 1st great season under Bilic orchestrated on the pitch by Payet.This was followed by a disastrous Summer window when we bought bulk instead of quality, top that off with the Payet wanting to leave fiasco and we have never been the same since.Odd good displays which flattered to deceive but in general a gradual and consistent decline to the bottom.Moyes has inherited this group and i can honestly not see how it will change until January in the transfer market.He will not get a bumper warchest to improve thats for sure and who would want to buy some of these under achievers to create money for new buys.Its a mess and has been since that awful Summer transfer window plus on top of which far too many of this lot have under achieved drastically be it new players we have bought or the OLD boys.Its an ageing side especially at the back and needs a serious overhaul.

Rodgers achieved one of these things through an enforced change at half time; Benteke had a tight hamstring and was replaced by Danny Ings up front.

At the midpoint of the season just 7 points separate 10th from the relegation zone and the title race looks set to be one of the tightest battles in years after a week in which top spot changed hands three times, so many teams could be looking to spend big to achieve their goals.

They've been imperious at home this season, where they are undefeated in 26, winning 23, and although Sir Alex Ferguson has confirmed he will make a number of changes from the side which comfortably secured victory in the first leg over in Germany, the 69 - year - old has assured fans that the defence will still posses plenty of experience, which is a smart move on his part, as so long as United don't concede, a feat they've achieved in 15 of 26 home games this season, they'll sail through.

Given the current rate of change, it will be some time before Josh and Mia get together: we have at least another 100 years to wait before gender parity is achieved.

At the same time, Dover - Sherborn is experimenting with an even more unconventional goal — not just changing the means for achieving success, but trying to change the definition of success itself.

No one can control how and when an individual will respond to medications; whether or not travel plans will need to be changed at the last minute; or whether, despite seemingly ideal conditions, a pregnancy will be achieved on a given transfer.

Achieving positive structural change in the father experience at MGH during well - child and medical visits is desired across multiple specialties.

The best way to help us achieve our goals is to work at the grassroots level to spearhead school food change in your own community.