Not exact matches
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.
Up front we have a few world - class players surrounded by some serious pretenders... Sanchez is by far the most accomplished player in our attack but the controversy surrounding his contractual mishandling could see him go before the window closes or most definitely by season's end... obviously a mistake by both
parties involved, as Sanchez's exploits have never been more on display than in North London, but the club's irresponsible wage
structure and lack
of real intent have been the real undoing in this mess... Lacazette, who I think has some world - class skills as a front man, will only be as good as the players and system around him, which is troubling due to our current roster and Wenger's love
of sideways passing... Walcott should have been sold years ago, enough said, and Welbeck should never have been brought in from the get - go... both
of these players have suffered numerous injuries over their respective careers and neither are good enough to overcome such difficulties: not to mention, they both are below average first - touch players, which should be the baseline test for any player coming to a Wenger - led Arsenal team... Perez should have been played wide left or never purchased
at all; what a huge waste
of time and money, which is ridiculous considering our penny pinching ways and the fact that fans had been clamoring for a real striker for years... finally Giroud, the fact that he stills wears the jersey is a direct indictment
of this club's failure to get things right... this isn't necessarily an attack on Giroud because I think he has some highly valued skills, but not for a team that has struggled to take their sideways soccer to the next
level, as his presence slows their game even more, combined with our average,
at best, finishing skills... far too often those in charge have either settled or chosen half - measures and ultimately it is us that suffer because no matter what happens Wenger, Gazidis and Kroenke will always make more money whereas we will always be the ones paying for their mistakes... so every time someone suggests we should just shut - up and support the team just think
of all the sacrifices you've made along the way and simply reply... f *** off
Underpinning
Party consensus is an elaborate maze
of structures and organizations, creating different regional, institutional and professional power bases, the top
levels of which create a selectorate which negotiates key appointments
at central
Party and government
levels.
The Trade Union and Labour
Party Liaison Organisation is the co-ordinating
structure that supports the policy and campaign activities
of affiliated union members within the Labour
Party at the national, regional and local
level.
However, Silver members may be considered for commissionership appointments as well as other benefits that may accrue to the
party such as «procurements, contracts and projects»
at the state
levels of the
party's governance
structures.
A typical
party website would be strong, have detailed information on
party organization and
structure including profiles
of some
party officials
at both the national and state
levels».
Abonyi said that as a committed loyal
party man who had held virtually all critical positions in the
party at various
levels of the
party structure, Secondus stood out and that he was well - equipped more than anybody in the race
at this time to take the
party back to power.
The campaign will be a fully decentralised one, with the grassroots
structures of our
party,
at the polling station, electoral area, constituency and regional
levels in the forefront.
By this time, the
party's
structure in the nation was complex, with constituency
parties, and branches
of affiliated
parties, but no co-ordination
at the national
level.
They included Wa Central, Nandom, Jirapa, Wa west, Lambuise, Daffiama Bussie Issa, Wa East, Nadoli - Kaleo, Lawra, Sissala West and Sissala East constituencies.Mr Boadu who is currently the National Organiser
of the NPP used the campaign tour to express his strong commitment to strengthening the
party's
structures at all
levels.
We represent
parties at all
levels of the capital
structure of financially distressed companies and municipalities in insolvency proceedings, related litigation, and out -
of - court workouts.
Professional Experience Marine Corps Network Operations Security Center (Quantico, VA) 12/2008 — Present Information Technology Project Manager • Serve as Project Manager responsible for Network Enterprise Services strategic plans and process development • Tasked with the engineering and design
of enterprise services for the largest IT project facing the Marine Corps • Oversee project acceptance, manage third
party contractor relations, identify requirement gaps, evaluate integration requirements, document solutions, and facilitate the turnover to the operations group • Administer email messaging system, active directory infrastructure, storage area networks, and virtual server infrastructure • Additional systems
of responsibility include DMS (Defense Messaging System), DAR (Data
at Rest, Guardian Edge's enterprise encryption), HBSS (Host Based Security System), MOSS 2003/2007 (Microsoft SharePoint), SCOM (System Center Operations Manager, Enterprise Event Monitoring) • Provide full time Tier II & III Help Desk Support for the ~ 50,000 users in both the classified and unclassified networks • Directly manage subordinate IT supervisors determining workflow and ensuring efficient and effective operations • Serve as a member
of external boards, committees and working groups representing the USMC and the MCNOSC • Champion the MCNOSC's adoption
of the ITIL (Information Technology Infrastructure Library) processes, implement the MCNOSC's Change Management Process, and establish the first enterprise
level Change Management Approval Board • Serve as Project Manager during the Marine Corps first implementation
of HBSS on the classified and unclassified networks • Responsible for the Marine Corps» Network Consolidation
of the SIPRNet involving the collapsing over 36 separate Active Directory Domains into one forest and a single domain
structure and the migration
of over 300 servers and every workstation on the USMC SIPRNet