Sentences with phrase «economic management as»

Mr. Doughan said Ghana, after 60 years of independence has failed in its economic management as unemployment continues to be a great challenge facing the country in spite of its enormous wealth.

Not exact matches

Such statements are based on management's current views and assumptions that could ultimately prove inaccurate and are subject to risk factors such as (but not limited to) changes in raw materials prices, currency fluctuations, the pace at which cost - reduction projects are implemented and changes in general economic and financial conditions.

The Institute for Supply Management's Manufacturing Index is also something that Marple advises to keep a close eye on, as it gives a lead on economic growth by one or two months.

Companies offering services and products that cater to transportation management, warehousing, consulting, and logistics will see higher demand as businesses ramp up production during the economic recovery.

«As far as the overall economic management, fiscal management, we are on the right track and obviously we are better prepared and more resilient to face the challenges that may come our way.&raquAs far as the overall economic management, fiscal management, we are on the right track and obviously we are better prepared and more resilient to face the challenges that may come our way.&raquas the overall economic management, fiscal management, we are on the right track and obviously we are better prepared and more resilient to face the challenges that may come our way.»

After quintupling since 2011, these investments, known as wealth management products, now total an amount roughly equal to more than one - third of the country's annual economic output.

In addition, for her work in the technology and employment fields, Sara has joined the World Economic Forum's Young Global Leader group, won a Workforce Management Game Changers Award, and was highlighted as a Rising Star: 10 CEOs to Watch by American Express OPEN Forum.

The intensification of economic reform and innovation — including research and development of the central bank's digital currency — as well as «currency issuance» and «management methods.»

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

The government would like to run on a record of good economic management, defined as simply eliminating the deficit.

As a global retailer, Walmart's operating results are significantly impacted by macroeconomic and regional economic factors outside of management's control.

Chief Executive Officer, The Value Alliance [and] Corporate Governance Alliance Recognized internationally as an expert on Corporate Governance and a pioneer in the area of Economic Value Management, Ms. Bloxham is an author, speaker and advisor who provides advisory and education services for organizations, their CEOs and Board members.

Economic Value Management has been selected as a Featured Book Recommendation or «Recommended Read» by numerous publications including, among others, Harvard Business School's HBS Working Knowledge, CEO Refresher, Directors Monthly, Global CEO, The Corporate Board, The Institute of Chartered Accountants in Australia, Valuation Issues, On Philanthropy, Accounting Today, Cost Management, and The Journal of Accounting and Finance.

In yet another email exchange, Parrott notes that «all the investors will get this very quickly» in response to a message from Mary Goodman, a managing director at James Caird Asset Management (and a former Senior Advisor to Treasury Secretary Tim Geithner who later served as Special Assistant to the President for Financial Markets at the National Economic Council), who stated that the Net Worth Sweep «should lay to rest permanently the idea that the outstanding privately held pref will ever get turned back on.»

Given the absence of a public trading market of our common stock, and in accordance with the American Institute of Certified Public Accountants Accounting and Valuation Guide, Valuation of Privately - Held Company Equity Securities Issued as Compensation, our board of directors exercised reasonable judgment and considered numerous and subjective factors to determine the best estimate of fair value of our common stock, including independent third - party valuations of our common stock; the prices at which we sold shares of our convertible preferred stock to outside investors in arms - length transactions; the rights, preferences, and privileges of our convertible preferred stock relative to those of our common stock; our operating results, financial position, and capital resources; current business conditions and projections; the lack of marketability of our common stock; the hiring of key personnel and the experience of our management; the introduction of new products; our stage of development and material risks related to our business; the fact that the option grants involve illiquid securities in a private company; the likelihood of achieving a liquidity event, such as an initial public offering or a sale of our company given the prevailing market conditions and the nature and history of our business; industry trends and competitive environment; trends in consumer spending, including consumer confidence; and overall economic indicators, including gross domestic product, employment, inflation and interest rates, and the general economic outlook.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

It is not used to shift or hedge any economic risk or as a bet against FedEx shares and, therefore, does not create any misalignment of management and stockholder interests.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

Pacific Investment Management Co., which runs the world's biggest bond fund, is forecasting that advanced economies will stall over the next year as Europe slides into a recession, underscoring mounting investor concern about the global economic outlook.

Pal thinks economic data, such as the Institute of Supply Management's (ISM) manufacturing index, is going to start weakening.

The GIC, a group of seasoned investment professionals who meet regularly to review the economic and political environment and asset allocation models for Morgan Stanley Wealth Management clients, expects the economy — as measured by gross domestic product, or GDP — to grow, but at below the rate to which we have become accustomed, based on prior second - stage recoveries; stock and bond returns will likely follow suit.

Non-tariff concerns including services and capital - flow restrictions, operating and supply management and provisions such as Buy America challenge efforts to promote deeper regional economic linkages.

We also believe that our economic fundamentals will hold us in good stead, and that we will retain our hard - won reputation as a country with responsible economic and financial management.

James Swanson, chief investment strategist at MFS Investment Management in Boston, suggested that Kuroda's fate was tied to that of Abe's, who he says called an early election as a «reaffirmation» of his economic growth platform.

The PFRA pasture system is internationally renowned as one of the best examples of multi-purpose land management, providing both sustainable economic benefit and environmental conservation.

If you own shares of McDonald's, Johnson & Johnson, an S&P 500 index fund, or any other countless security, when you glance over your reports, you should know exactly why you own them — how much you expect earnings per share to rise over the next decade, management's capital allocation policies (dividends vs. share repurchases vs. debt reduction vs. acquisitions, vs. growing organically), as well a legal and economic trends that might affect your position.

China's economic growth target for 2017 was announced by the country's leadership as around 6.5 %, a move widely seen as a further focus on stability and risk management, rather than on the creation of additional debt in order to sustain previous levels of growth.

Your costs will depend on factors such as: whether you include the Training Suite in the operation of your Anytime Fitness center, how the business is staffed, your sales and management skills, experience and business acumen; local economic conditions; the local market for your services; competition; the ability to obtain favorable real estate and equipment rates.

In their May 2015 paper entitled «Lumber: Worth Its Weight in Gold: Offense and Defense in Active Portfolio Management», Charles Bilello and Michael Gayed examine the recent relative performance of lumber (a proxy for economic activity via construction) and gold (a safe haven) as an indicator of future stock market and bond market performance.

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.

Legal & General Investment Management's Emiel van den Heiligenberg recently warned that investors should «check their brakes» as major economic indicators are starting to flash yellow warning signals — or in some cases, bright red alarms.

They would point out that demand management policies, insofar as they impact on economic activity, are meant to offset cyclical movements rather than lift the long - run growth rate.

In 2014 the Conservative government needs to find a way, no matter how difficult, to resurrect its «reputation» as the best managers of the Canadian economy and to make economic and financial management the dominant political issue.

Jay W. Forrester, professor of management at MIT whose sophisticated computer modeling of social and environmental issues led to the Club of Rome report on «The Limits of Growth,» sees the political and economic stresses in the world as caused by the necessary transition from worldwide growth to equilibrium.

Included are varied specifics such as: economic theory; psychiatry; systems analysis; the growth of bureaucracies; the science of management; the development of the democratic ideal; striving for universal education; personalism (fulfilling the earlier promise of the Enlightenment); the rise and fall of colonialism; and modem liberation movements.

It can be seen that audience - supported programs have not achieved economic (and therefore theological) freedom as they claim, but have simply transferred their economic dependence from one source to another: from the television industry management to the television audience.

IDFA provides a wealth of comprehensive information about the dairy industry that is not available anywhere else, such as background on dairy policy issues, food safety guidance and compliance, economic analyses and market updates, international trade and standards, crisis management, training programs and manuals, directories of members and more.

The economic stability of the U.S. agriculture as a whole as well as the individual vineyard and grower is promoted through the system of crop insurance by the USDA Risk Management Agency.

We've got a bunch of Ideological business men ruining the club (from board to management) as some kind of economic entity.

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

Unit cost estimation involved a combination of bottom - up and top - down costing methods and followed guidance on costing healthcare services as part of an economic evaluation.15 17 Detailed unit costs, derived from the finance departments of participating trusts and information provided by senior midwives, were estimated for resource inputs into the following components of intrapartum and after birth care for all settings: homebirth delivery packs; NHS reimbursement for midwifery travel; some forms of pain relief; alternative modes of delivery; active management of the third stage of labour; suturing for episiotomy; suturing third and fourth degree perineal tears; manual removal of the placenta; blood transfusions; and care after a stillbirth or neonatal death.

Despite it's disastrous track - record of macro-economic management, epitomised by the Lawson boom in the late 1980s and George Osbourne's ill - timed retrenchment since 2010, the Conservatives have consistently positioned themselves as the party of fiscal discipline and economic competence, as well as the party of entrepreneurship and material affluence.

The government's economic management team, he said, has been re-invigorated and «we will use your sense of urgency and optimism to fuel our actions as we move in the direction of change.»

Beyond the strong economic indicators, President Nana Akufo - Addo said his economic management team had found imaginative ways to deal with the «oppressive debt situation» bringing relief to the country and rebuild the «annual average rate of debt accumulation as reduced from a high of 36 percent to 13.6 percent as at September 2017.»

Four years as Vice President and Head of economic management team and four years as President.

Dr. Issahaku is an International Development Economist with several years of experience in economic policy management and development, having worked with reputable international and local institutions including the World Bank as a Senior Public Sector Specialist; the African Development Bank as a Principal Governance Expert; the United Nations Economic Commission for Africa as a Development Management Officer; the Canadian International Development Agency as a Socio - Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior Planning economic policy management and development, having worked with reputable international and local institutions including the World Bank as a Senior Public Sector Specialist; the African Development Bank as a Principal Governance Expert; the United Nations Economic Commission for Africa as a Development Management Officer; the Canadian International Development Agency as a Socio - Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior Planninmanagement and development, having worked with reputable international and local institutions including the World Bank as a Senior Public Sector Specialist; the African Development Bank as a Principal Governance Expert; the United Nations Economic Commission for Africa as a Development Management Officer; the Canadian International Development Agency as a Socio - Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior Planning Economic Commission for Africa as a Development Management Officer; the Canadian International Development Agency as a Socio - Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior PlanninManagement Officer; the Canadian International Development Agency as a Socio - Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior Planning Economic Advisor and Project Coordinator; and the National Development Planning Commission, Ghana as a Senior Planning Analyst.

The State shall enforce the self - financing system in economic management to meet the requirements of the Taean work system and make proper use of such economic levers as cost, price and profit.

Government is hopeful that this year economic activities will rebound with a projected real GDP growth of 5.4 percent — despite the International Monetary Fund, which is helping in management of the economy under a three - year Extended Credit Facility programme, lowering Ghana's economic growth in 2016 to 4.5 percent as a result of the continued fall in prices of commodities on the world market.http: / / ghanapoliticsonline.com

«The facts of the matter are that as part of the SRC week celebration, the Executive Committee of SRC had a meeting with Management of the University on 30th March, 2016 during which they requested for permission to host Dr Bawumia to talk on the topic «Peace: A Pre-requisite for Economic Development» to the general student body,» the statement said.