Sentences with phrase «change with global»

Center for Climate and Life scientists are investigating how the frequency and intensity of these events will change with global warming, and how fast and how far sea levels will rise.

The focus is on the east - west (or zonal) variations of P — E, and how they change with global warming.

But temperature isn't the only thing that will change with global warming — so will the water cycle.

Some assessments still rely on simple reasoning about how extremes might be expected to change with global warming (e.g., warming could be expected to lead to more heat waves).

What's more, O'Gorman found that there's a narrow daily temperature range, just below the freezing point, in which extreme snow events tend to occur — a sweet spot that does not change with global warming.

The team expects relatively few alien species to survive discharge at colder ports like those around the North Sea, but caution that this could change with global warming.

As a 36 - year veteran to real estate investing, Larry understands that times have changed with the global economy and investment strategies must change as well.

The study — «Has the magnitude of floods across the USA changed with global CO2 levels?»

Published in 2011, that study produced a chart of sea levels that bounced up and down over time, changing with global temperatures, and then ticked sharply upward as industrialization triggered global warming.

«In the nearest future we will observe a transition (between global warming and global cooling) period of unstable climate changes with the global temperature fluctuating around its maximum value reached in 1998 - 2005.

Professor Solomon Hsiang and colleagues described in the journal Nature in 2011 how they had investigated whether anything linked «planetary - scale climate changes with global patterns of civil conflict».

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.

With these and other changes afoot, it's worth taking a look at current global rankings to see how China, the US, and other countries stack up when it comes to air quality, total energy use, and renewable contributions to power production.

Actual operational and financial results of SkyWest, SkyWest Airlines and ExpressJet will likely also vary, and may vary materially, from those anticipated, estimated, projected or expected for a number of other reasons, including, in addition to those identified above: the challenges and costs of integrating operations and realizing anticipated synergies and other benefits from the acquisition of ExpressJet; the challenges of competing successfully in a highly competitive and rapidly changing industry; developments associated with fluctuations in the economy and the demand for air travel; the financial stability of SkyWest's major partners and any potential impact of their financial condition on the operations of SkyWest, SkyWest Airlines, or ExpressJet; fluctuations in flight schedules, which are determined by the major partners for whom SkyWest's operating airlines conduct flight operations; variations in market and economic conditions; significant aircraft lease and debt commitments; residual aircraft values and related impairment charges; labor relations and costs; the impact of global instability; rapidly fluctuating fuel costs, and potential fuel shortages; the impact of weather - related or other natural disasters on air travel and airline costs; aircraft deliveries; the ability to attract and retain qualified pilots and other unanticipated factors.

But for several years, companies in southern Louisiana, where his business is located, have suffered along with the oil industry, which is affected by changes in global oil supplies and technologies like fracking.

The global product value chain has changed, and the supply chain must change with it.

He spoke with Canadian Business about the changes Canada needs to make to be more competitive on the global stage.

«Now more than ever, we are excited to lead our company's global effort toward a renewable future and, partnering with Enel, set an industry example of how major companies can help to make a difference in climate change,» he added.

In that encyclical, the Pope described climate change as a «global problem with grave implications.»

Media analyst Kaan Yigit, president of Solutions Research Group says the global media landscape has changed with new players like Facebook, Netflix and YouTube, and while may $ 3.38 billion sound like a lot to pay right now, the real value of Astral's assets won't be determined until multi-platform media consumption across TV, mobile and online really goes mainstream.

This will help you to get in touch with global needs and changes so that your business can always be one step ahead.

«Since the global financial crash, there has been a change to the workplace regarding employment generally and pay specifically,» said Simon North, a UK career expert with career consulting firm Position Ignition.

«Operating a global business in a fast - changing world, you have to be grounded real - time in the external environment, have complete transparency, be fact - based and working with a great, collaborative team.»

«But the industry we're in and the global nature of our business is rapidly changing, and we need to change with it.»

But the world has changed a great deal since the height of OPEC's power in 1979, when member nations accounted for 50 % of global oil production, compared with less than one - third today.

According to the International Energy Agency, reducing pollution to levels consistent with limiting climate change to less than two degrees would see 715 million EVs cruising the streets in 2040 — which would also shrink global oil demand by 20 % relative to today.

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.

The group's first clinical trial, undertaken with Thrive Global, the behavioral change and wellness company founded by Brainstorm Health co-chair Arianna Huffington, begins in May.

The economist accused Jill Stein of spoiling Clinton's chances in Florida and said with Trump as president there would be no way to reverse the impact of global climate change.

«The enlarged group would be geographically diversified with a large portfolio of businesses across both regulated and developing markets, with the scale and resources to address the dynamics of a rapidly changing global industry.»

The Great Barrier Reef, one of the most bio-diverse places on Earth, teems with marine life and will be the focus of Australia's Earth Hour — a global campaign which encourages individuals and organisations to switch off their lights for one hour on April 29 for climate change.

The Financial Times global ranking, one of only two that combine U.S. schools with others around the world, provides a good picture of those changes.

For these reasons, Uber is Fortune's most important private company of 2016, a global bully that is ferociously fighting competitors with names like Lyft, Didi, and Ola, even while it is changing assumptions about everything from drunk driving to seamless payment for services rendered.

While some companies Far Eastern is looking at have to deal with the excess capacity, others need management changes to adapt to a global market, he said, adding that companies broadly need to evolve as technology advances, he said.

In exclusive interviews with Reuters in Davos, Gates and Chambers both voiced concern about leadership changes in the U.S. and in United Nations bodies and what these might mean for funding and commitment to global health.

And with looming leadership changes at organizations key to global health and development aid — the heads of the United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk of setbacks is unneglobal health and development aid — the heads of the United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk of setbacks is unneGlobal Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk of setbacks is unnerving.

Along with these kinds of changes, and the growing popularity of autonomous driving, the consistent design of services and experiences from within the car and beyond will become much more important to car manufacturers — to a point where it will drive brand identity, said Nils Uellendahl, the Shanghai - based design director of BMW Group's (bmwyy) global creative consultancy Designworks.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

There has been a sea change in the interim, with a majority of larger international companies now considering China to be a market where they must prevail in order to have sustainable success on a global basis.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing developments.

The proposal has generated a great deal of often vitriolic debate over the future of the wheat board, and the C.D. Howe Institute recently weighed in with a report arguing that global grain markets have changed significantly over the past few decades, to the point that the CWB is more often than not a price taker.

A new global ad campaign by 72andsunny, acquired by Toronto - based MDC in December, shows just how much times have changed, both for sports like skateboarding and their relationship with the Swoosh.

Matthew Strauss, vice-president of portfolio management with Toronto's Signature Global Advisors, adds that, since the recession, the focus has changed from buying export - focused companies to businesses that sell to the domestic consumer.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

HSBC Chairman Mark Tucker, in an exclusive interview with CNBC, talks about the bank's prospects in an ever - changing global environment.

If the material were to be presented in a manner which melded training with causes that truly interest students like Global Warming, species extinction, and catastrophic weather changes, it is more likely that they will be able to find time outside of school to learn more of the necessary techniques.

«There's a massive opportunity here to change the global financial structure, to change a lot of ways that society interacts with technology,» says Elizabeth Stark, the CEO of Lightning Labs, which, in March, released an early version of much anticipated software that is designed to make Bitcoin transactions faster, cheaper, and more private.

As we gradually put the crisis behind us, we are inevitably confronted with how much the global landscape has changed and what this means for future growth.

With the current global political situation, there is desire and an opening for Canada to become a partner for change within the region.