Sentences with phrase «economic management by»

Hidden in an otherwise positive Guardian / ICM poll is the alarming fact that David Cameron and George Osborne are more trusted by the public on economic management by a margin of 40 % to 22 %.

«The progress made in England under the Coalition Government is not being repeated here in Wales due to poor economic management by the Labour Party in Wales over the last decade or so.»

«What is clear is that even though we're heading in the right direction by reducing unemployment, the leaps forward made elsewhere in the UK under the Coalition Government are not being repeated here in Wales due to the poor economic management by the Labour Party in Wales over the last decade or so.»

«What is clear is that even though we're heading in the right direction by reducing unemployment, the leaps forward made elsewhere in the UK are not being repeated here in Wales thanks to over a decade of poor economic management by the Welsh Labour Government.»

Not exact matches

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.

Indeed, the evidence I reviewed does not support the view — expounded by the new Bank of Japan management — that by buying more longer - dated securities (i.e., running printing presses a bit faster) will boost upward pressures in labor and product markets to bring stronger economic growth and an inflation rate of 2 percent.

Human resources vice-president Sylive Bourdon said despite encouraging economic signs, challenges facing the aerospace industry require prudence by management to ensure Bombardier's long - term success.

«We're not seeing great sentiment one way or another, but bursts of enthusiasm this morning definitely got squelched by the comments and economic data,» said Boris Schlossberg, managing director of FX strategy at BK Asset Management.

According to data compiled by business management software firm Sage, if just 10 percent of annual spending in San Francisco was redirected from chains to local businesses, it would generate $ 192 million in local economic activity and create almost 1,300 new jobs.

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»).

The deal can fall through, can be executed poorly by management or economic conditions can conspire against profits and keep leverage high.

«With the modest economic recovery of the past few years, finance functions are preparing the enterprise for challenges that could materialize at any time by working to preserve margins and by sustaining a strong focus on working capital management,» said a Protiviti managing director in a release.

All three of these reasons — evidence that U.S. monetary policy is currently only moderately accommodative, the fact that U.S. financial conditions have been influenced by economic and financial market developments abroad, and risk management considerations — argue, at the moment, for caution in raising U.S. short - term interest rates.

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 grade was determined by the Board of Trade's Government Budget and Finance Committee, based on four key criteria — economic vision, spending management, tax competitiveness, and debt management — which were originally submitted to Finance Minister Bill Morneau in December 2015.

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

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.

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.

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.

Self - taught, his management style is based on the strict application of the principles of value management (Graham, Buffet, Peter Lynch, etc.), underpinned by a deep understanding of the Austrian theory of economic cycles.

Data from the Institute for Supply Management, along with other statistics, suggest the US economy continues to be driven by the services sector, whereas growth in manufacturing (outside the buoyant auto sector) showed signs of slowing in August, possibly due to dollar strength and weakening economic prospects outside the United States.

Global economic weakness has hurt the company's results, but we are encouraged by management's ability to innovate, cut costs and allocate capital wisely.

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.

Home values in the area are still 30 percent below their 2006 peak, according to the Global Real Estate Bubble Index for 2017, published by UBS Wealth Management's chief investment office, which blamed sluggish employment and lackluster economic and income growth.

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.

The robust growth in the Philippines is widely attributed to President Benigno Aquino III's economic reforms, favourable fiscal management and strict anti-corruption campaign which earned the country several rating upgrades by major credit rating agencies to investment grade last year and kicked off a remarkable inflow of foreign direct investment.

Learn the answers to these pressing questions and more at the Third Annual Economic Summit presented by a team of economists from Saint Xavier University's (SXU) Graham School of Management (GSM) and the Federal Reserve Bank of Chicago, and hosted by Graham School of Management (GSM).

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.

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.

Then there is wisdom, human wisdom, man's intelligent ordering of his life, the serious employment of right reason, the attempt to find the proper way of life, the whole enterprise that takes form in political action and personal morality, in social work and poetry, in economic management and the building of temples, in the constant improvement of justice by changing laws, in philosophy and technology, the manifold wisdom of man which is also inscribed in the wisdom of God and which may be an expression of this wisdom, the first of all God's works that rejoiced before him when he laid the foundations of the world (Proverbs 8:22 ff.).

While great attention therefore needs to be paid to the manipulation of power and the management of economic and political forces, we know that the primary mode by which a community reconstitutes itself is by its interpretation, by its reflection on ancient memory and tradition, and by its recasting of that memory and tradition in new ways that are resonant with the new situation.

These «economic crises» have been accompanied by political crises, be it Russia or ex-Yugoslavia, central Africa or the Middle East and all have appeared to be endless and without solution in the framework of political management of the said globalisation.

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.

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.

By Luke Tate, Special Assistant to the President for Economic Mobility, White House Domestic Policy Council & Josh Miller, Director of Product Management, White House Office of Digital Strategy

With regards to the growth rate, it is important to stress that the Ghana Statistical Service, which is the primary source of data on economic management in Ghana and on whom even development partners rely for information on our economy, are yet to release figures for the last quarter of 2016, hence the figure of 3.6 % quoted by President Akufo Addo can only provisional if not to create mischief for political gain.

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.

In reality, the huge growth in the two decades up to 2007 was not produced by judicious economic management but by the reckless policies of central bankers and politicians.

For those who continue to be obsessed by the size of my government, let me, with due deference to the chairperson of the Economic Management Team, my brilliant Vice President, cite from his speech, two days ago, at Legon, at the opening of the New Year School:

Immediate freeze on new economic development activity by SUNY Poly, Fort Schuyler / Fuller Road Management Corp.;

López Varona criticized the board, created by the Puerto Rico Oversight, Management and Economic Stability Act (PROMESA), for making what he called «life - threatening» decisions for the people of Puerto Rico outside of the public eye, away from the island and close to Wall Street.

The statement said «though the government has till date not issued a comprehensive response to the Lecture delivered by Dr. Bawumia a fortnight ago, we are encouraged by the suggestions made by the Head of the Economic Management Team and Vice-President, H.E. Kwesi Bekoe Amissah - Arthur, over the weekend in Sunyani, that the government is still studying the Lecture and will in due course respond comprehensively to the Lecture.»

President Nana Addo Dankwa Akufo - Addo says the hard work exerted by the Economic Management Team led by Vice President Dr...

He's been a key player in designing the state's Buffalo Billion and other economic development projects and is credited with inventing the opaque nonprofit management model that is now under scrutiny by U.S. Attorney Preet Bharara.

Falling copper prices, the oil crisis, and failed economic management in the 1970s led to shortfalls and severe economic crisis in Zambia by the early 80s, instigating a nationwide famine and forcing the government to borrow massive amounts of money and commit to extreme IMF economic reforms which led to anti-government riots and the devaluation of the kwacha.

Ghana, according to the Vice President, Dr. Mahamadu Bawumia, was able to secure the commitment due to new financing model designed by the Economic Management Team.

A letter signed by lawyer for Smarttys Management and Production Limited, Mr Kissi Agyebeng, to which the cheque paid into the account of the Economic and Organised Crime Office (EOCO) was attached said, «See attached a cheque intended as the settling of the agreed first instalment of three hundred thousand cedis drawn on the client's account of Cromwell Gray LLP.»

A former Deputy Minister and Member of Parliament for Ejumako - Enyan - Essiam said at the Minority's Roundtable on the 2018 budget held on Monday, 13 November that: «This monumental failure is a classic vote of no confidence in the economy and the economic management team led by the Vice-President of the Republic.»