Sentences with phrase «borrowing for capital»

$ 12.8 million in debt service payments by delaying until February 2016 borrowing for capital projects, termination pay and tax refunds.

Earlier this year, the county executive directed the comptroller to conduct the County's annual General Obligation borrowing for capital projects of approximately $ 32.1 million.

Since March, Democrats have voted to block hundreds of millions in borrowing for capital projects in an effort to force Republicans to create an independent office to investigate county contracts.

Paterson also said he will temporarily use some cash from previously scheduled borrowing for capital projects.

Curran has touted her vote with legislative Republicans last year to approve borrowing for capital projects as a sign she'll work in a bipartisan way, even if the GOP maintains control of the legislature.

At that time, the Joliet Park District owed only $ 200,000, and the inability to borrow beyond that amount has limited the district's ability to use bonds to borrow for capital improvement funds and then levy taxes to repay the debt.

Our commitment to borrow for capital investment at a time when the cost of borrowing is zero and the economy is still underperforming was a huge and important dividing line between us and the Conservatives that we seemed to want to obscure.

In a Citi News interview, he said, «I'm comfortable if «Ghana Beyond Aid» is saying we will only borrow for capital investment and not recurrent obligation.

The cash - strapped agency has $ 34.1 billion in debt it borrowed for capital spending to repair the subway system, starting in the 1980s.

«I'm comfortable if «Ghana Beyond Aid» is saying we will only borrow for capital investment and not recurrent obligation.

«I'm comfortable if «Ghana Beyond Aid» is saying we will only borrow for capital investment and not the current obligation.

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.

As for Gallo, who started his own company in 1985 with $ 10,000 in borrowed capital, the contest enabled him to help another small business get started, while giving his Norwalk, Connecticut, company significant exposure.

For the owner of a small business to earn a «wage» similar to that of a non-owner employee, there is a prerequisite: he or she must first come up with capital, either borrowed or retained.

You have a job, you go to the bank, you justify the need for a capital expenditure and you borrow money.»

When business owners borrow start - up capital from family members or friends, it's best, most CEOs agree, to prepare for the worst — before it happens.

Corzine also chaired a presidential commission on capital budgeting for Bill Clinton and served as Chairman of the U.S. Treasury Department's borrowing committee.

There are more options available than ever before for businesses looking for borrowed capital — but there is no one - size - fits - all loan for every business.

Access to the Canada Pension Plan surpluses would provide the provinces with a valuable and much - desired borrowing source for development capital.

Instead of borrowing money from financial institutions, you can give a slice of your company to investors in exchange for capital.

Although it might not always be the best place for every small business to look first, it makes sense that many businesses start at the bank when they need to borrow capital.

People borrow for 10 years or 30 years to fund long - term capital projects, like to build a house or maybe a factory.

When you need to borrow even more than the original amount you requested, you can apply for more capital halfway through a one - year term or after 9 months for terms longer than one year.

First, the cost of capital has improved, so companies may be encouraged to borrow to increase shareholder - friendly policies for investors, such as dividends and share buybacks.

Western governments are now demanding that the borrowings undertaken to sustain this capital flight be repaid by depreciating the rate at which Russian products exchange for the imports on which Russia is increasingly dependent.

It might also require an investment in borrowed capital to ramp up for the additional hours if your restaurant is moving from a breakfast / lunch menu to add dinner.

Most municipalities are allowed to borrow for certain types of capital spending but need to finance current expenditures from current revenues.

It is an investment company or mutual fund entitled to borrow capital for its operations.

Borrowings, within certain limits, are allowed for capital spending (strictly defined) while spending on current goods and services must be balanced over the economic cycle.

A venture company or mutual fund entitled to borrow capital for its operations.

You can borrow up to $ 250,000 for working capital or other needs with a maximum interest rate of 9.75 %, which are great terms for new businesses.

You can borrow up to $ 150,000 with six - or 12 - month terms, making this line of credit a good choice for short - term working capital needs.

During the 2008 crisis, high LIBOR rates meant capital markets were frozen, since the banks» borrowing rates were too high for them to turn a profit.

State and local governments consistently tap capital markets to borrow money for projects designed to positively impact the lives of residents, such as building schools and hospitals.

To borrow from abroad, America must give its trading partners something in return for their capital: US demand for products made overseas.

Far more common, and often much more important for most types of businesses, interest expense on the income statement represents the cost of borrowing money from banks, bond investors, and other sources to meet short - term working capital needs, add property, plant, and equipment to the balance sheet, acquire competitors, or increase inventory.

This suggests that access to capital and the cost of borrowing may become increasingly challenging for oil sands companies.

These gains should more than offset marginally higher borrowing costs for Berkshire's BNSF railroad and Berkshire Hathaway Energy, which finance their large capital investments with borrowed money.

We, on the other hand, view it with hope: because more than anything, the events of the past few days show that the truth is getting out — the truth that capital markets simply can not exist under the authoritarian rule of central planners, the truth that the stock market is a casino in which the best one can hope for a quick flip, and finally the truth that our entire socio - economic regime, whose existence has been predicated by borrowing from the uncreated wealth of the future, and where accumulated debt could be wiped out at the flip of a switch if things go wrong in the process obliterating the welfare of billions (of less than 1 % ers), is one big lie.

Boosting revenue is the best option, but borrowing money or finding investors to make capital contributions in exchange for an equity interest in the business are also available.

Based on my experience in the manufacturing industry, I would bet the people who don't think they needed financing are the same ones that went out and spent a significant chunk of their working capital on a new machine, figuring they would save themselves the interest, and then the following year they were part of the 49 per cent of respondents who said they needed to borrow money for working capital.

It would make sense for business entities to «borrow for longer» with private capital crowded out by central banks now clamor for long - term cash flows, and this dynamic has tightened credit spreads to record narrow levels.

This is why you see the most common reason for needing to borrow is for working capital, with second place being fixed assets.

The boom is, in essence, a response to today's extraordinarily low interest rates, which have translated into abundant liquidity for corporations seeking to borrow cheaply in the capital markets.

[Subordination: The Note shall be subordinated to all indebtedness of the Company to banks, commercial finance lenders, insurance companies, [leasing or equipment financing institutions] or other lending institutions regularly engaged in the business of lending money -LSB-(excluding venture capital, investment banking or similar institutions which sometimes engage in lending activities but which are primarily engaged in investments in equity securities)-RSB-, which is for money borrowed, [or purchase or leasing of equipment in the case of lease or other equipment financing,] whether or not secured.]

Notably, the two companies make similar use of debt to fund their operations, with borrowings accounting for about 50 % of total capital in both cases.

For small businesses to grow, sometimes you need to borrow capital.

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.

In 1995, several months after shuttering a plant in Indiana and firing roughly 200 workers, Bain Capital borrowed more money to have Ampad buy yet another company, and pay Bain and its investors more than $ 60 million - in addition to fees for arranging the deal.

It is our assumption that financing the purchase of goods for immediate consumption either by borrowing money or by selling our capital assets is not a sustainable practice.