Sentences with phrase «at a financial cost»

In spite of all that testing — at a financial cost of untold billions of dollars and an immeasurable time cost for the patients who volunteered — no one was able to say with any certitude whether the drug would work in any one patient or not.

We must keep in mind, if our clothing doesn't come at a financial cost, it comes at a human cost.

We felt it was important enough for the kids» health and ability to focus that they not be hyped up on sugar and caffeine all day long, but it did come at a financial cost, and we did not have the cushion of community dollars to fall back on; some schools lost extra curricular funding because of it and have yet to fully recover.

«I realize this comes at a financial cost.

Certification would come at a financial cost to the state's groomers.

Becoming a successful artist may, in other words, come at a financial cost.

From a climatologist's point of view, PDI is about the most objective measure of a storm's overall strength one could possibly devise, yet the same number lacks any meaning to an economist who's looking at the financial cost.

To help you determine whether or not it is worth it to take online traffic school for your traffic ticket, let's look at the financial costs of not doing so.

Additionally, we looked at the financial costs associated with these conditions as compared to a healthy lifestyle.

Not exact matches

Loose monetary policy may come at the cost of fostering financial instability.

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.

Such statements are based on management's current views and assumptions that could ultimately prove inaccurate and are subject to risk factors such as (but not limited to) changes in raw materials prices, currency fluctuations, the pace at which cost - reduction projects are implemented and changes in general economic and financial conditions.

But at this age — still decades away from traditional retirement — fleeing the stock market would likely cost you tremendous financial gains, according to Snider.

The first part of the suggestion comprises of obliging the financial sector to write off a certain (not huge) amount of their bad debt, while also driving down the costs of doing business a little more at the same time.

In fact, hard - driving, «results - at - all - costs» executives actually hurt the bottom line, while self - aware leaders with strong interpersonal skills deliver better financial performance.

USPS's chief financial officer, Joseph Corbett, wrote in a post for PostalReporter.com in August that the service is required by law to charge retailers at least enough to cover its delivery costs.

So while the interests of fairness argue for a dramatic scaling back of seniors» discounts — or at least greater use of income testing to ensure only those in real financial need are accessing them — political dynamics are actually working to expand their scope and cost.

Former state treasurer Troy Buswell has been promoted to chief financial officer at civil and construction contractor Brierty, which today annunced that 14 positions have been made redundant as it seeks to shave costs.

BriefCam, Ltd., in which the Company has a $ 3.1 million investment reported in the Company's consolidated financial statements at cost basis, recently announced 100 % revenue growth in 2017, the release of its next generation video content analytics platform and receipt of Security Today's 2018 Platinum Govie Award for video analytics.

According to one of his drinking buddies from the financial sector: «Any measure enacted by fiat that prevents the free exchange of goods, labour and capital seeking economic gain is done at the cost of efficiency.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

«Our biggest concerns are reduced access to advice for the lower end of the investor spectrum and higher costs for individuals,» said Andy Blocker, executive vice president of public policy and advocacy at the Securities Industry and Financial Markets Association (SIFMA).

Which means it has a strong financial incentive to reduce long - term health costs (which it will likely inherit as well), even at the cost of laying out more money for screening and prevention up front.

«If you raise your deductibles, you save on premiums, but you can't deduct that higher out - of - pocket cost,» said Greg McBride, chief financial analyst at Bankrate.com.

Senior Personal Financial Reporter Sharon Epperson looks at the mix of investments and their costs.

Your 401 (k) provider might also have advice aids, like Schwab's Guided Choice and Financial Engines, which can give you more individualized advice at no added cost.

«A good financial strategist will cost at least $ 90,000 a year, so do the math,» says Steve Enright, president of SJE Partners, a Richmond, Virginia, HR consulting firm.

More importantly, Musk has proven uncannily adept at overcoming significant regulatory and financial barriers in markets with a high - cost of entry.

Seattle - based financial planner Mindy Crary agreed to split the cost of a hotel room with a colleague at a conference, only to learn at check - in that the additional bed she'd ordered was a fire - code violation.

The outcome of the wager, which concludes at the end of this year, is the latest reminder of the momentum that low - cost passive investing has gained since the financial crisis.

Attracting and losing talent comes at a cost — not just financial, but also the impact on productivity and morale.

But everyday American women face even greater costs for giving birth at average U.S. hospitals — and don't even receive better prenatal care or maternal services for their financial troubles.

Given the trouble the company got itself into under previous CEO John Manzoni — overinvesting in North America and failing to control costs at its far - flung global ventures — the theme for 2013 will continue to be divestitures and financial discipline — «living within its cash flow,» as Kvisle likes to put it.

According to tax partners at PwC and EY with knowledge of the consultation, the proposal would require multinationals to submit three sets of tax filings: one revealing transactions with affiliated companies, a second on how these transfers occurred within the group's global operations, and a third detailing shared financial or manufacturing costs.

But instead of enjoying the profitability that could result from such a classic strategy, Bezos kept moving into industry after industry, often at great and seemingly foolish financial cost.

Miller also wanted to «keep our financing costs at some kind of fixed interest rate, because then I'd be able to factor that into potential acquisitions to see if they made financial sense for us.»

Just as debt deflation diverts income to pay interest and other financial charges — often at the cost of paying so much corporate cash flow that assets must be sold off to pay creditors — so the phenomenon leads to stripping the natural environment.

IOU Financial offers small business loan rates without the bureaucracy encountered with a bank and at a fraction of the cost of a merchant cash advance.

The unique, «scavenger hunt» - like contest attracted an estimated 1,300 individuals at participating locations who learned and then were quizzed about key investing topics: financial fraud, building a nest egg, selecting financial advisers, and the cost of investment fees.

And that private adoption process can easily put a financial strain on families, with the cost spiking as high as $ 30,000 said Josh Kroll, a project coordinator of the Adoption Subsidy Resource Center at the North American Council on Adoptable Children.

Ray Ferrara, the former chairman of the Certified Financial Planner Board of Standards who's chairman and CEO of dually registered ProVise Management Group in Clearwater, Florida, noted on a panel discussion at the event that he expects his firm to shell out «less than $ 10,000 in our hard costs» to comply with the fiduciary rule, but didn't anticipate «any significant ongoing [compliance] costs.»

thanks, and yes, a pittance of a pension and regular checkups keep us on budget and head off any problems — best decision i ever made (financial or otherwise) was serving our country doing search - and - rescue, oil and chemical spill remediation, etc. (you can guess the branch of service)-- along the way, frugal living, along with dollar - cost averaging, asset allocation, and diversification allowed us to retire early — Vanguard has been very good over the years, despite the Dot Bomb, 2002, and the recession (where we actually came out better with a modest but bargain retirement home purchase)... it's not easy building additional «legs» on a retirement platform, but now that we're here, cash, real estate, investments and insurance products, along with a small pension all help to avoid any real dependence on social security (we won't even need it at full retirement age)-- however, like nearly everybody, we're headed for Medicare in several years, albeit with a nice supplemental and pharmacy benefits — but our main concern is staying fit, active, and healthy!

SINGAPORE (Reuters)- Financial technology firm Mesitis Pte Ltd plans to launch a robo - advisory business for high net worth individuals in the next two months, its CEO said, capitalizing on a growing trend by the rich to seek online investment advice at a lower cost.

Banking and Insurance need to be reinvented - to offer better financial services at lower costs.

It may promote a financial bubble but at the cost of austerity for consumption and direct investment.

The platform allows investors to identify screened investment opportunities, reducing the time and cost burden of due diligence, and provides ventures and funds with increased access to capital and financial expertise at low cost.

The operative question was, how much was mortgage credit and stock market credit fueling a financial boom that increased the prices at which assets were being transferred above what it would cost someone to simply create these assets afresh.

When the bubble burst, and the entire financial system was faced with a possible meltdown, governments had to intervene at stupendous cost.

Mr Alexander has also overseen a dramatic cost - cutting project at Crown, which saw its costs halved in its latest financial result for the six months to December.

The customer would pay back SolarCity and its financial partners over the course of a 20 - year lease, ideally at a monthly cost that would be lower than their traditional utility bill.