Not exact matches
Investing for a
future large purchase, your retirement, or to simply build your wealth is a smart financial decision, but factors such
as lack of general knowledge and high
costs of investing often deter people from jumping
in the
investment world.
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.
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.
Ultimately, Kleibeuker said that the CAP reforms were vital for ensuring farmers could cover
costs in a way that ensured value for processors and consumers
as well
as allowing for
future investment.
Time for some brutal honesty... this team,
as it stands, is
in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis...
in goal we have 4 potential candidates, but
in reality we have only 1 option with any real
future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest
in,
as they seem to have a pretty good history when it comes to that position...
as far
as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or
investment,
as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie
in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base...
in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has
cost us numerous special players and certainly can't help make the player
in question feel good about the way their
future potential employer feels about them)...
in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did
in our most glorious years before and during Wenger's reign... with this
in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players
in the final third... he was never a good defensive player
in Real or with the German National squad and they certainly didn't suffer
as a result of his presence on the pitch...
as for the rest of the midfield the blame falls squarely
in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just
as much time on the training table
as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)...
in their places we need to bring
in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model
in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore
as the game has changed quite dramatically
in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking
in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...
«The policies to reduce child poverty should not be seen
as a
cost, but
as a saving, an
investment in all of our
futures.
He sees the construction and electrical
cost of $ 750,000 for the robotic milking system — called the Lely Astronaut —
as an
investment in both a machine and reliable
future labor.
It is time to stop viewing education spending
as a
cost and to start seeing it
as an
investment in England's
future, and
in our children's.»
We support this bill because it is the right thing to do for our students,
as well
as a smart
investment in our state's
future that will
cost taxpayers nothing.
For example — commodities, hedged
futures, US bonds, foreign bonds —
as well
as being well - invested
in the «market» so that
in any significant market downturn, you always will have still some significant
investments that are
in the black to sell, and
in the meantime you have these extra assets invested due to the interest - only mortgage and the low -
cost (and deductible) margin.
But a quick summary of some of my thoughts: I think a case can be made for some combination of equal per - capita payback and tax reduction, but the rationale for this must be that this somehow compensates for the
costs of global warming or adaptation to that;
as much of this occurs
in the
future (with different people), this is private sector economic
investment to boost the economy now so that it may make itself more robust
in the
future -LRB-?).
These clean development
investments, however, need to be made
in the near
future as otherwise the energy
future of Pakistan will get locked into the lower
cost - higher carbon options.
At a plausible GHG emissions price of $ 50 / t CO2eq under a
future US carbon mitigation policy, such co-production systems competing
as power suppliers would be able to provide low - GHG - emitting synthetic fuels at the same unit
cost as for coal synfuels characterized by ten times the GHG emission rate that are produced
in plants having three times the synfuel output capacity and requiring twice the total capital
investment.
Filling
future generational capacity with clean energy offers a low -
cost option that can be especially beneficial to low - income counties,
as nearly 75 % of clean energy
investment in North Carolina since 2007 has occurred
in Tier 1 and Tier 2 counties.
Thus, the problem with the proposals currently being discussed
in Congress: They will, for the foreseeable
future, direct private
investment toward the least expensive emissions reductions (such
as burning methane from landfills, purchasing forest land for carbon sequestration, or retrofitting power plants and buildings so they operate more efficiently) rather than toward breakthrough technologies (like low -
cost solar energy and carbon capture and storage), which are too expensive to become widely adopted today but which are vital for creating a new energy economy and thus drastically reducing emissions.
As Mike pointed out recently, «since [R&D;] can be spread over many vehicles, over a long period of time, and since it can help automakers
future - proof (a lot of hybrid tech will probably be useful
in plug -
in hybrids and electric cars), it would probably
cost more not to make those
investments.»
Because much of the
cost will be realized after the emissions occur, the funds would have to be invested
in order to produce resources
in the
future to compensate or make the best of conditions then; this can be
investment in infrastructure (aquaducts and flood water management planning) and such things
as R&D for drought / flood resistant crops, efforts to save ecosystems (those parts that will survive the climate change, or otherwise planting trees, etc, where they will do well
in the
future, or otherwise reducing other stresses so that ecosystems will be more resilient to climate change)(remember that ecosystems provide us with ecosystem services), etc, and / or
investment in the economy
in general so that more resources will be available
in the
future to compensate for losses and pay for adaptation.
Whether they are seen
as a hedge against
future energy
costs; an
investment in a new energy paradigm which Apple may become a major player
in; or simply a powerful symbol of corporate responsibility which serves to build brand loyalty and win favorable press coverage, Apple's sustainability commitments can not be compared
in an apples - to - apples (sorry!)
This includes income, assets, car payments, b mortgage, money
in retirement plans, benefits packages,
investments, Social Security, insurance payments and the aforementioned
future expenses such
as a college fund, wedding expenses, unexpected medical or funeral
costs, etc..
The
cost of your premarital program is an
investment in your
future as a happily married couple.
«Because general (non-real estate)
investment returns have not been high enough to meet
future return obligations, pension funds and other institutional funds have been reducing the headcount of managers
as a
cost - saving measure,
as well
as «shooting for larger returns» by looking at increased levels of
investment in real estate.»
It doesn't
cost as much
as you think it does... and it's an
investment in your
future happiness.