It shows how attempts are now being made in various scientific disciplines to develop viable hypotheses and models through which the findings of sustainability theoreticians can be translated into social, political and
economic strategies with practical relevance.
In the UK, Ed Miliband has acknowledged the need for a different institutional basis for Labour's
economic strategy with his embrace of «pre-distribution» (Miliband, 2012).
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.
For instance, when Ontario Premier Kathleen Wynne emerged from a January meeting
with Alberta's Rachel Notley to say warm, fuzzy things about Alberta's new climate
strategy and the quest for pipelines, the prime minister quickly praised their efforts from Switzerland, where he was attending the World
Economic Forum: «I am very much in the camp of both premiers, Wynne and Notley, who demonstrated that Canada can and should work together on economic issues for all of us
Economic Forum: «I am very much in the camp of both premiers, Wynne and Notley, who demonstrated that Canada can and should work together on
economic issues for all of us
economic issues for all of us.»
Gligo says it fits in well
with Chile's similarly open
economic strategy.
We've had a good start
with the Foundation for Puerto Rico, a not - for - profit whose mission is «to transform Puerto Rico... by driving
economic and social development through sustainable
strategies.»
In a Wall Street Journal editorial today, Rove beseeches the Romney campaign to go on offense
with an effective message that reminds voters that the Democrats» negative campaign
strategy merely aims to distract voters from the Obama administration's dismal
economic record.
A China expert
with the Centre for Independent Studies is warning of serious flaws in the Chinese
economic growth
strategy as its economy booms.
The appeal of the 401 (k) financing
strategy is pretty obvious in this
economic climate - a bad small business - lending environment, lots of people
with business skills in the unemployment line, a way to seize control of your retirement funds without penalty - but it truly is a matter of betting your future on the present.
Of these, fully half involve creating a new governmental or quasi-governmental agency (such as the Canada Infrastructure Bank), while the remaining are so ambiguous as to be potentially meaningless (for example, creating a foreign direct investment
strategy «in line
with the country's
economic growth
strategy»).
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 next five years will prove whether rich countries have the willpower and strength to adopt green growth
strategies and whether the developing giants China and India can marry their desired
economic growth
with green technology.
The U.S. National Security
Strategy notes that «China is gaining a strategic foothold in Europe» and calls for joint action
with European allies to «contest China's unfair trade and
economic practices and restrict its acquisition of sensitive technologies.»
As a U.S. delegation arrives in China
with a list of requests for Xi Jinping, the Chinese leader's
economic strategy and domestic constituencies make any compromise difficult to achieve.
«If our outlooks in November 2016 and June 2017 were something of a «group hug,»
with a view that growth and asset prices would move higher together, this round contained more tension and skepticism of the market's reaction,» adds Sheets, whose team recently published its «2018 Global
Strategy Outlook» in conjunction
with the Global
Economic team's «2018 Global Macro Outlook.»
The Conservatives are stressing their supposed credentials as «
economic managers» in their
strategy to win a majority — combined
with fear - mongering about a future coalition (although that latter part of the
strategy may be backfiring on them).
While warning against China's expansion in Europe, the
strategy suggested that America could cooperate
with its allies to «contest China's unfair trade and
economic practices and restrict its acquisition of sensitive technologies».
The guiding considerations of an effective U.S.
strategy for addressing China's inroads in Europe should be to 1) include Europe in its own thinking and considerations about China, 2) avoid adopting contradictory
economic policies that target European allies rather than China, 3) work
with Europe to shape and advance a proactive, joint transatlantic agenda to address shared concerns about China.
«Since the
economic recovery has been sluggish and episodic, retailers can come to this season
with strategies to not go promotional, but it only takes one or two to begin going promotional (to disrupt their
strategies),» said Barr.
Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business
strategy, strategic or operational initiatives;
economic, regulatory or competitive environments, particularly
with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger»)
with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.
While the CPTPP is a welcome development, we need to go beyond trade deals and develop a five - to -10-year
strategy and commitment to engaging more deeply
with our Asian
economic partners.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships
with significant customers and suppliers; execution of the Company's international expansion
strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures;
economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
With Aetna Inc. looking to move its headquarters from Hartford, on the heels of General Electric Co.'s shift to Boston, Connecticut's
economic development
strategy may now turn inward, boosting its cities to attract high - tech workers and fixing state government's crisis - prone budgeting.
«Glenn will add important insights
with regards to global
economic conditions, the state of risk factors that will influence our
strategy allocations and ultimately our manager selections,» Jonathan Horton, the managing partner of NWQ Capital Management, told The Australian Financial Review.
Tobias Carlisle of Eyquem Investment Management LLC has run the blog since December of 2008 during the global
economic crisis,
with a focus on research - based
strategies that have generated long - term, market - beating returns for investors.
In 2009, the G20 showed that, when confronted
with a serious crisis, it was capable of implementing a credible coordinated
strategy to support global
economic growth.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships
with significant customers and suppliers; the execution of the Company's international expansion
strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures;
economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated
with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships
with significant customers and suppliers; execution of the Company's international expansion
strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures;
economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated
with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.
Hiring locally is an important part of the company's
strategy to support
economic development and build stronger connections
with the community.
According to sources, Beijing is also eager to discuss a five - year development plan for trade and
economic cooperation
with India as part of its
strategy to increase its presence in Asia.
Other
economic policies include reducing the regulatory burden for small businesses and northern development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements
with emerging markets; as well as a reorganization of federal regional development
strategies.
The momentum factor — securities
with strong recent price gains — has outperformed in
economic expansions, our Factor - based
Strategies Group's analysis of U.S. factor performance since 1990 suggests.
ABLAC gathers a C - suite group of business leaders in Asia and Canada to provide a forum for an open and candid dialogue on how Canada can realize the full potential of its business and
economic engagement
with Asia, as well as providing strategic policy advice informing the development of an Asia
Strategy for the Government of Canada.
With all the focus on «competitiveness,» has anyone wondered what happened to the Premier's
Economic Strategy Committee that was announced last summer?
After all, if the official plan to address a «price inflation» problem involves fixing prices and distributing «Whip Inflation Now» buttons, and at the same time the central bank and the government are experimenting
with Keynesian demand - boosting
strategies, then there's only one way for
economic confidence to go, and that's down.
During the event, more than 20 learning sessions and interactive workshops will engage attendees
with details of the latest commercial advances, as well as
strategies and techniques to prepare for
economic developments in the coming years.
New volatility along
with economic and market shifts may change the course of long - held investment
strategies.
Choosing to ignore reality, and instead placing unshakable faith in central banks to make everything well
with their manipulation and fraud, is not a
strategy to protect oneself if / when an
economic crisis takes hold.
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.
Chapter 3, «Low - Intensity Conflict: The
Strategy,» will examine the
economic, psychological, diplomatic, and military components of low - intensity warfare,
with specific examples drawn from U.S. policy in Central America.
President of Berom Youth Movement, Choji Chuwang, told a local newspaper: «As we gleefully wallow in the false sense of peace on the Plateau, know it today that a deliberate
economic terrorism and land - grabbing
strategy is being launched on Christians of Riyom and Barkin Ladi on a daily basis
with the sole aim of making them poor, weak and destitute in their own land.»
But the history of the voting privilege in the twentieth century shows that it takes the combined power of mass movements,
economic pressures, and the Federal Government
with its military force to give even a relative assurance that this requirement of justice will be realized.3 It seems, therefore, that when we move from the perspective of love to concrete issues of social
strategy and political power, justice is accomplished by a confluence of historical forces and humane considerations which indeed may be enforced by love, but which must have other sources.
(5) Inner - city urban ministry either as a one - year resident or one day a week for thirty weeks to mingle
with the people wherever they are, to engage the power structure of the community, to explore the
economic and political
strategies of community planning, to discover the potentialities for a ministry to total needs of persons who are deprived or in stress.
With the global organic food industry affected by the
economic slowdown, market leaders are adopting «Organic Plus
Strategies» whereby they go beyond organic and undertake sustainability initiatives.
These factors include, but are not limited to: general
economic and business conditions; our business
strategy for expanding our presence in our industry; anticipated trends in our financial condition and results of operation; the impact of competition and technology change; existing and future regulations affecting our business; and other risks and uncertainties discussed in the reports Celsius Holdings has filed previously
with the Securities and Exchange Commission.
By examining 20 + years of betting line data
with our proprietary betting trends, we've developed profitable betting
strategies based on cutting edge «market efficiency»
economic theory.
Lack of breast feeding is significantly associated
with higher use and cost of health care.28 Improved short and long term health of breastfed children, improved wellbeing of mothers who have breast fed, and the cost of goods consumed are major factors leading to
economic benefits from the promotion of breast feeding.6 29 30 31 Future research should compare the specific cost effectiveness of such
strategies for improvement of breastfeeding practice.
A randomised trial in Brazil that compared a hospital based protocol (similar to the baby friendly hospital initiative)
with another incorporating intensive home visits, however, found that while the protocol achieved high rates of exclusive breast feeding in hospital, the rates fell rapidly thereafter.27 These findings were confirmed in the UK by the millennium cohort study, 5 and the authors recommended that the baby friendly hospital initiative as a
strategy for promotion of breast feeding should be reassessed and that other
strategies are required to support mothers in the UK to breast feed for the recommended duration.5 27 Although combined antenatal education and postnatal support is ideal, this may be limited by
economic or time resources.
2) Most European countries do not see all out war
with Russia (or anybody) as a viable
strategy eg even if you spend enough to guarantee that you would win any hypothetical conflict it is still something to be avoided at all costs ie the
economic and human cost would be unacceptable regardless of who «wins».
«They were programmed into the national budget and utilized by the Nigerian government in line
with its National
Economic Empowerment and Development
Strategy (NEEDS).