Sentences with phrase «cash on capital spending»

That suggests they see no reason to lavish their excess cash on capital spending, perhaps viewing it as unnecessary, given today's lackluster economic growth and tepid consumer demand.

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.

«Japanese companies have a lot of extra cash at hand because when there's deflation, the value of cash won't diminish even if they keep the money and not spend it on capital expenditure,» Iwata told Reuters in an interview in January.

Pioneer has also pledged to retain more of its free cash flow, rather than spending it all and then some on capital expenditures and incurring debt that could sap future profits, as has been common in the industry.

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.

As well, now finished with its LTE rollout, Verizon is also spending less on capital expenditures, so it's generating more free cash flow to fund a deal.

Capital raise after capital raise obviously signals an intense cash burn rate, but if Tesla is going to change the world and push electric cars to a point where they constitute more than 1 % of global auto sales, chilling out on the spending and letting the balance sheet take a breather doesn't make muchCapital raise after capital raise obviously signals an intense cash burn rate, but if Tesla is going to change the world and push electric cars to a point where they constitute more than 1 % of global auto sales, chilling out on the spending and letting the balance sheet take a breather doesn't make muchcapital raise obviously signals an intense cash burn rate, but if Tesla is going to change the world and push electric cars to a point where they constitute more than 1 % of global auto sales, chilling out on the spending and letting the balance sheet take a breather doesn't make much sense.

While rising commodity prices have certainly played their part in lifting Teck's business, management's decision to wind down capital spending as new projects come on line has allowed the company to reduce debt and significantly boost free cash flow.

O'Rourke expects cash flow to exceed capital requirements on a quarterly basis in the near future: «A lot of front - end spending is now in the rear - view mirror, and they can spend money at the drill bit instead of on gas plants and gathering systems.»

The Capital One Spark Cash Select is a good option if you are fee - averse or don't spend a lot each month (more on that later).

Since the financial crisis, several trends have kept it in check, including a surge in business models which are less asset heavy, a shift in focus toward consumer - facing technologies, and passive investing strategies that reward companies for spending free cash on stock buybacks rather than capital goods.

After they've maximized the rewards and spending limits on their special category cards, then these users can return to the Capital One ® Quicksilver ® Cash Rewards Credit Card as the base credit card for 1.5 % rewards.

The Capital One ® Quicksilver ® Cash Rewards Credit Card is a great credit card for consumers who are looking to maximize cash back on their credit card spendCash Rewards Credit Card is a great credit card for consumers who are looking to maximize cash back on their credit card spendcash back on their credit card spending.

The announcement came as the company said it spent $ 656 million on capital expenditures in the first quarter, and its negative cash flows from its operations reached nearly $ 400 million during the period, causing Tesla to burn through over $ 1 billion of cash.

I know there are cards that pay 2 % on groceries and 3 % on gas or whatever, but being a widow, I don't spend a lot of money on either one of those categories, so my Capital One Cash Rewards card is the best one for me.

In its earnings report, Tesla suggested that its spending on capital expenditures would rely on how much cash its operations bring in.

Below $ 19,000 of spending on your credit card, the Capital One ® Quicksilver ® Cash Rewards Credit Card will maximize your rewards because that $ 95 annual fee hasn't been recuperated sufficiently enough.

Failure to generate sufficient cash flows from operations, raise capital or reduce certain discretionary spending could have a material adverse effect on the Company's ability to achieve its intended business objectives.

Each of these scenarios assumes The Anderson's is able to grow revenue and NOPAT / free cash flow without spending on working capital or fixed assets.

Each of these scenarios assumes CIRCOR is able to grow revenue and NOPAT / free cash flow without spending on working capital or fixed assets.

Each of these scenarios also assumes SENEA is able to grow NOPAT / free cash flow without spending on working capital or fixed assets.

Always an interesting time when a company changes its capital management strategy - hard to know whether they'll keep wanting to spend the cash on acqusitions or capex (which is not without risk!)

Revenue from the sale of 78,534 oz of gold was $ 127.3 million, boosting Saracen's cash position to $ 45.2 million from $ 30.6 million after spending $ 24.6 million on growth capital and exploration, $ 4.3 million to repay finance leases, and $ 2.7 million to complete the acquisition of Kailis from St Barbara.

As noted above, this scenario also assumes Tesla is able to grow revenue and NOPAT / free cash flow without spending on working capital or fixed assets.

This scenario also assumes Tesla is able to grow revenue and NOPAT / free cash flow without spending on working capital or fixed assets.

The Capital One ® Quicksilver ® Cash Rewards Credit Card offers a sign - up bonus: One - time $ 150 cash bonus after you spend $ 500 on purchases within 3 months from account openCash Rewards Credit Card offers a sign - up bonus: One - time $ 150 cash bonus after you spend $ 500 on purchases within 3 months from account opencash bonus after you spend $ 500 on purchases within 3 months from account opening.

The knights in shining armour of GFH Capital had rode to our rescue, meaning that we would be spending on additional bling, rather than cashing in on our crown jewels.

Thus, if the state spends more on capital projects than we can raise through bond sales, we would need to cover those project costs with the state's operating cash from its cash pool.»

The Coalition is trying to divert cash away from day - to - day spending by Whitehall departments — which will endure another # 11.5 billion in cuts under plans set out on Wednesday — into capital spending, which creates jobs.»

This has since been dropped as a result of education secretary, Justine Greening's capital scheme and the cash will now be spend on buildings.

There were also concerns that the 60 % cuts to schools» capital budgets would mean schools having to find cash for repairs from budgets that should be spent on teaching.

The report does not specify what the money has been spent on but councils said cash reserves could be used, for example, to invest in additional resources, staff or capital projects.

The Fordham Institute estimated that the CCSS cost $ 12.1 billion from 2012 to 2015.27 The conservative Pioneer Institute and American Principles Project estimate a mid-range cost of $ 15.8 billion over seven years for the CCSS, with $ 1.2 billion spent on assessments, $ 5.3 billion on professional development, and $ 6.9 billion for tech infrastructure and support.28 According to the New York Times, in part due to the CCSS, venture capital investment in public education has increased 80 percent since 2005, to a total of $ 632 million in 2012, a figure that has no doubt increased since.29 Bill Gates and Microsoft have cashed in on this lucrative market: in February 2014, Microsoft announced it was partnering with Pearson to install Pearson's Common Core materials onto Microsoft's Surface tablet.30

The Capital One ® Quicksilver ® Cash Rewards Credit Card or Citi Double Cash offer 1.5 % and 2 % back, respectively, on your spending, and are more widely accepted by merchants in the U.S.

However, in non-hotel related spending, you will be earning 2.4 % with every purchase on the Starwood Preferred Guest ® Business Credit Card from American Express, as opposed to just 2 % with the Capital One ® Spark ® Cash for Business.

The Capital One ® Quicksilver ® Cash Rewards Credit Card is a great credit card for consumers who are looking to maximize cash back on their credit card spendCash Rewards Credit Card is a great credit card for consumers who are looking to maximize cash back on their credit card spendcash back on their credit card spending.

After they've maximized the rewards and spending limits on their special category cards, then these users can return to the Capital One ® Quicksilver ® Cash Rewards Credit Card as the base credit card for 1.5 % rewards.

The Capital One ® Savor ® Cash Rewards Credit Card has one of the highest cash - back rewards rates on restaurant and grocery spending we've sCash Rewards Credit Card has one of the highest cash - back rewards rates on restaurant and grocery spending we've scash - back rewards rates on restaurant and grocery spending we've seen.

The Capital One ® Savor ® Cash Rewards Credit Card is an excellent card for anyone who spends a lot on dining.

The Capital One ® Quicksilver ® Cash Rewards Credit Card gives users a flat 1.5 % cash back reward on all their spendCash Rewards Credit Card gives users a flat 1.5 % cash back reward on all their spendcash back reward on all their spending.

On the other hand, if you have a lot of restaurant spend, perhaps for business travel, and your marginal reward rate on restaurant spending is more than the 0.375 % in this example, it can certainly make sense to add the Capital One ® Savor ℠ Cash Rewards Credit Card as one of your daily driverOn the other hand, if you have a lot of restaurant spend, perhaps for business travel, and your marginal reward rate on restaurant spending is more than the 0.375 % in this example, it can certainly make sense to add the Capital One ® Savor ℠ Cash Rewards Credit Card as one of your daily driveron restaurant spending is more than the 0.375 % in this example, it can certainly make sense to add the Capital One ® Savor ℠ Cash Rewards Credit Card as one of your daily drivers.

If you can only pick one card, here's a handy guide for when we think the Chase Freedom comes out ahead: based on our calculations, the Chase Freedom outperforms the Capital One ® Quicksilver ® Cash Rewards Credit Card's 1.5 % cash back if you spend at least 12.5 % of all your spending in the bonus categorCash Rewards Credit Card's 1.5 % cash back if you spend at least 12.5 % of all your spending in the bonus categorcash back if you spend at least 12.5 % of all your spending in the bonus categories.

To qualify for the early spend bonus on the Capital One ® Quicksilver ® Cash Rewards Credit Card cardholders must spend at least $ 500 in purchases within the first 3 months of account opening.

For businesses that would prefer not to have to manage a rewards program based on different spending categories, Capital One ® Spark ® Cash is a good middle - of - the - road card that pays 2 % on all purchases with no spending limit.

To qualify for the early spend bonus on the Capital One ® Quicksilver ® Cash Rewards Credit Card you must spend at least $ 500 on your card within the first 3 months.

Unlike the other cards on this list, the Capital One ® Spark ® Cash for Business doesn't shoehorn you into select spending categories.

[Biotechnology Value Fund] informed the Board of Directors that they think that the previously announced plan of spending [AVGN]'s remaining cash on the development of its early - stage pain drug, AV411 as well as [AVGN]'s corporate infrastructure is fundamentally flawed, especially in light of the current environment for raising additional capital.

While the card's 1 % cash back awards on most spending is definitely less than you would earn with flat rate cash back cards like the Capital One ® Quicksilver ® Cash Rewards Credit Card or Fidelity Investment Rewards, it really doesn't take much spending in the bonus categories to come out ahead overcash back awards on most spending is definitely less than you would earn with flat rate cash back cards like the Capital One ® Quicksilver ® Cash Rewards Credit Card or Fidelity Investment Rewards, it really doesn't take much spending in the bonus categories to come out ahead overcash back cards like the Capital One ® Quicksilver ® Cash Rewards Credit Card or Fidelity Investment Rewards, it really doesn't take much spending in the bonus categories to come out ahead overCash Rewards Credit Card or Fidelity Investment Rewards, it really doesn't take much spending in the bonus categories to come out ahead overall.

I got to thinking that there must be a card with better rewards, so I went looking online and found my current card, a Capital One Cash Rewards card with 1 % back on everythng, $ 100 bonus after spending $ 500 and a 50 % cash rewards bonus at payout (not including the $ 100 bonCash Rewards card with 1 % back on everythng, $ 100 bonus after spending $ 500 and a 50 % cash rewards bonus at payout (not including the $ 100 boncash rewards bonus at payout (not including the $ 100 bonus).

Managements are nearly entirely devoted to squabbling over spending money, political fiefdoms, getting the most power or resources, maximizing their options which typically reduce return on capital, buying back stock at high levels (when rationally they should be doing a dilution arbitrage, so that investors who bought at rational levels would receive a positive return of cash provided by those who irrationally buy into bubbles), not buying back stock at low levels (when rationally they should be buying, to arbitrage the other direction), etc..