Sentences with phrase «change the risk of»

They found that children who were sicker upon arrival at the hospital were more likely to die from their illness, not from the spinal tap, which did not change their risk of death.

They found that low - dose radiation didn't change the risk of cancer in most mice.

But such efforts are useful in communicating the changing risks of extreme weather to the public, say the scientists, who are working with Climate Central's World Weather Attribution program.

We understand now that most of the risk for developing age - related macular degeneration (AMD) comes from environmental causes, particularly our diets and nutrition; however, we don't know why these dietary factors change the risk of AMD or how they affect our bodies.

Climate change encompasses both increases and decreases in temperature, as well as shifts in precipitation, changing risk of certain types of severe weather events, and changes to other features of the climate system.

Second, the Alpholio ™ analysis of the fund shows that in the past eight years, it practically generated no alpha for its shareholders, when fully adjusted for the ever - changing risk of its positions:

This requires a certain degree of dynamism within portfolio managements and our management style seeks to evolve over time with the changing risks of the market and the changing needs of our clients.

The changing risk of one type of asset will effect the market prices (and risk premium) of other asset types.

Another is to build an allocation that systematically adjusts to the constantly changing risks of the market.

This will provide context for the role of changing risks of meteorological extremes in the attribution of harm.

Does not change the risk of an extreme event happening but produces a lot of comfort in the organization which is good for morale.

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.

Shum and Colaco point out that any reclassification of risk would be heavily scrutinized by Canadian regulators, in order to make sure that changes aren't self - serving on the part of policy providers and in fact benefit consumers.

Related: Your Guide to the High - Risk, High - Reward World of Investing in Startups When Fundamental Finance Law Changes Go Into Effect May 16

Aside from subjecting our allies to strategic whiplash with our dramatic change of strategic and diplomatic course, both of these approaches by themselves pose their own risks.

There's still the risk of these giant partners changing course or getting the better part of the deal — outcomes familiar to once - promising Canadian biotechs.

With 90 per cent of Australians at risk of developing a chronic disease and the workplace being where most of us spend up to half our waking hours, it's only right employers become drivers of change.

Apple will need game - changing hardware or software for its next iPad or it risks losing a large chunk of the tablet market to cheap — and just as capable — competition.

Keep finding those Tig moments of discovery, keep laughing and taking risks, and keep being «the change you wish to see in the world.»

«This incident has really contributed to changing the strategic environment in which these key pipeline infrastructure decisions are going to be made,» says Mark McClelland, head of North American research for risk - analysis firm Maplecroft.

She has learned what it takes to turn a hunch into a massive business: a clear vision, yes, and the conviction to see it through, of course, but also an appetite for risk, a willingness to make changes on the go and nerves of highly tempered steel.

His question to them: «If I'm completely stupid in a world that is changing beyond recognition, in ways that we can not imagine at this point in time, and we do not take account of it in our decision - making, what is the likelihood that I will end up with value at risk?»

Calculating risk is part of growing, and risk involves change as well.

Large corporations are risk - averse and bureaucratic but there are ways of speeding up the pace of change and acting more like a start - up.

The volatility of bitcoin has made it more useful as a vehicle for speculation than as a currency, say critics — when the value can change drastically from hour to hour, it introduces undesirable risk for sellers and buyers alike.

Such factors include, among others, general business, economic, competitive, political and social uncertainties; the actual results of current and future exploration activities; the actual results of reclamation activities; conclusions of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as plans continue to be refined; future prices of metals; possible variations of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2018.

No, that goes without saying and with the current pace of change, we risked having a mission statement that became outdated quickly.

Kim Jong Un has told the US it's at risk of nuclear attack, so what changes now?

Krim said that sharing long - term hiring plans with all employees significantly reduces the risk of these necessary changes feeling like demotions or lack of recognition.

While investors will have to find stocks with higher yields, pay more for them and take on more risk in bonds, the biggest change in a permanently low - rate world is that people will need to set aside more of every paycheque if they want to keep the same goal for retirement income.

Raising an Entrepreneur: 10 Rules for Nurturing Risk Takers, Problem Solvers, and Change Makers is a fun approach to parenting young innovators by sharing the stories of 60 entrepreneurs, including Blake Mycoskie, founder and «Chief Shoe Giver» of TOMS; Kevin Plank, founder, CEO and Chairman of Under Armour; Robert Stephens, founder of Geek Squad; Michael Chasen, co-founder of Blackboard, and more.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

Comments: «In 2013, it will likely be the change in valuation that drives most of the performance of stocks, and the sentiment shift and willingness to take on risk reflected in that movement will be meaningful for bonds as well.

So, although «the risk of climate change is clear and the risk warrants action» (in the form of greater energy efficiency and emissions - reducing technology), the big oil company will not be writing down any of its reserves.

But a company that only changes itself in tiny, incremental ways runs a different sort of risk: being put out of business altogether by a new idea that challenges the whole business.

«The impact of these events is really to spark cultural change in West Virginia as it relates to risk taking and entrepreneurship.

«Climate change both threatens [Department of Defense] assets globally and appears to enhance the risk of civil conflict in conflict - prone countries,» Dr. Robert Kopp, a professor in the department of Earth and planetary sciences at Rutgers University and associate director of the Rutgers Energy Institute, told Business Insider.

For some months, ExxonMobil Inc. (xom) has been under investigation about allegations that it lied to investors about the risks of Climate Change.

These entrepreneurs are agents of change, taking risks that may someday generate jobs and build communities.

Their joint project on the economic risks of climate change is a bold attempt to galvanize business people and investors.

«That was just not sustainable and certainly not healthy, and greatly increased the risk of a severe correction if economic circumstances changed.»

And respondents to a recent survey by the Entertainment Software Association of Canada (ESAC) cited changes in the industry's dynamics as a top risk, and feared an inability to adapt quickly enough.

While cryptocurrencies are currently too small an asset class to pose systemic risks to the financial system, that may change as the space continues its rapid evolution, Mark Carney, chairman of the Financial Stability Board, said in a letter to G - 20 finance leaders published Sunday.

But if climate change isn't stabilized soon, the authors wrote,» [t] he large - scale loss of functionally diverse corals is a harbinger of further radical shifts in the condition and dynamics of all ecosystems, reinforcing the need for risk assessment of ecosystem collapse.»

As for where clients» «spare change» actually goes, Acorns invests it in one of five portfolio options, designed with different levels of risk by Nobel Prize - winning economist Harry Markowitz.

But because of longevity risk, target - date funds have changed.

Page said the recent change of guard at the Fed's helm, with Jerome Powell taking over for Janet Yellen as chair, further complicates the Fed's ability to telegraph its intentions to markets, increasing the risk of further hiccups.

For example, varying assessments of risks involved will change the capitalization and discount rates.

«The appeal of Donald Trump was significant enough that taking a risk to vote for him for some economic change was reasonable,» he said.

«This points to the unexplored risks of changing climate on aviation,» said study co-author Radley Horton, a climatologist at Columbia University's Lamont - Doherty Earth Observatory.