Sentences with phrase «economic strategy which»

There are four key elements that can be identified in Corbyn's economic strategy which he outlined in a speech last week, all of which are grounded on solid economic foundations and which have little in common with Labour's policies of the early 1980s.

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.

But flex policies for older workers can make sound economic sense when you consider all the costs related to not retaining older workers, including recruitment, training and development of their replacements, says Barbara Jaworski, chief executive officer of the Workplace Institute, which helps organizations develop older - workforce strategies.

«This is a strong commitment which will eventually be unaffordable,» Bell said, in one of six academic papers raising doubts about Salmond's economic strategy post-independence released on Friday by the National Institute for Economic and Social Research economic strategy post-independence released on Friday by the National Institute for Economic and Social Research Economic and Social Research (NIESA).

Our investment strategies are based partially on Peter Schiff's personal economic forecasts which may not occur.

His recent works involve a research project on behalf of the International Labour Office, which has led to the publication of the book: Wage - led Growth: An Equitable Strategy for Economic Recovery (Palgrave - Macmillan, 2013).

His biography contains elements of an epic novel: growing up the son of a jailed Trotskyist labor leader in whose Chicago home he met Rosa Luxembourg's and Karl Liebknecht's colleagues; serving as a young balance of payments analyst for David Rockefeller whose Chase Manhattan Bank was calculating how much interest the bank could extract on loans to South American countries; touring America on Vatican - sponsored economics lectures; turning after a riot at a UN Third World debt meeting in Mexico to the study of ancient debt cancellation practices through Harvard's Babylonian Archeology department; authoring many books about finance from Super Imperialism: The Economic Strategy of American Empire [1972] to J is For Junk Economics: A Guide to Reality in an Age of Deception [2017]; and lately, among many other ventures, commuting from his Queens home to lecture at Peking University in Beijing where he hopes to convince the Chinese to avoid the debt - fuelled economic model off which Western big bankers feast and apply lessons he and his colleagues have learned about the debt relief practices of the ancient civilizations of MesoEconomic Strategy of American Empire [1972] to J is For Junk Economics: A Guide to Reality in an Age of Deception [2017]; and lately, among many other ventures, commuting from his Queens home to lecture at Peking University in Beijing where he hopes to convince the Chinese to avoid the debt - fuelled economic model off which Western big bankers feast and apply lessons he and his colleagues have learned about the debt relief practices of the ancient civilizations of Mesoeconomic model off which Western big bankers feast and apply lessons he and his colleagues have learned about the debt relief practices of the ancient civilizations of Mesopotamia.

The HFRI Macro (Total) Index is managed by trading a broad range of strategies in which the investment process is predicated on movements in underlying economic variables and the impact these have on equity, fixed - income, hard currency, and commodity markets.

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.

Our hope is that this study will lead to a regional economic strategy, which will make our economy even stronger, more diverse, and more resilient to economic upheaval in other parts of the world.

This is part of Ontario's Clean Energy Economic Development Strategy, which will create even more new jobs in the clean energy sector.

Mr Rittenberg, Mao's former interpreter, says that promoting a single popular figure may have been a deliberate strategy of the party elite, in the hope that such a politician could more effectively carry out the difficult economic and social reforms which Mr Xi says are needed.

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.

Oil sands development is a matter of provincial government policy: in a government policy paper (the Mineable Oil Sands Strategy) issued a few years ago (and since recalled), the core area of the oil sands resources in Alberta was designated a «sacrifice zone», within which it was acknowledged that significant and irreversible environmental impact would be permitted to occur, to enable the realization of the significant economic benefits such development promised.

highlights investment vehicles and strategies, including shareholder engagement, in which investors can participate to increase economic opportunities for women in the United States and around the world.

M360 favors an investment strategy focused on senior secured debt, which maximizes current income while providing significant collateral protection in the event of an economic slowdown and softening market.

On the contrary, «the U.S. economy has shown remarkable resilience considering it has endured the perfect storm of economic headwinds which were amplified by anti-growth policy priorities,» says Lisa Shalett, Head of Investment & Portfolio Strategies.

HFRI Macro Index is composed of a broad range of strategies in which the investment process is predicated on movements in underlying economic variables and the impact these have on equity, fixed income, hard currency, and commodity markets.

As the present economics of oil — which require a $ 66.70 barrel price to make Saudi crude profitable — continue to work against the world's energy producers, the KSA has turned its focus towards its long - term «Vision 2030» strategy of economic diversification.

Take immediate inventory of industrial land in the Province, and continue to develop a comprehensive provincial land use strategy which includes protection of industrial land within an overall economic strategy; and 6.

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.

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.

Social development has already made a contribution to the economic development of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourceseconomic development of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourcesEconomic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourceseconomic growth is full of risks for Kerala which has only «limited raw material and fuel resources».

The economic theory on which this plan is based is highly - contentious and given the continuance of the deterioration in the nation's (and Europe's) finances, it is being challenged by the alternative strategies like never before.

Understanding these internal political dynamics also raises interesting questions about which Western foreign policy strategies are likely to be most effective in encouraging economic reform within China.

Promisingly, an intelligent strategy is slowly developing which is focused on building economic and cultural leverage.

Over the past two years, Nick Clegg and his advisers have been determinedly trying to focus the Lib Dem vote down to those who would vote for a European style social and economic liberal party, a triumphant strategy which has been reflected in the opinion polls.

Here he faced an obvious problem — he had no economic indicators to suggest that the strategy was working (least of all, the deficit itself, which is rising not falling.)

Critics will say, with some reason, that the electorate has heard it all before — in the Alternative Economic Strategy (AES), which the Labour left devised to restore growth after the worldwide slump of the early 1970s.

The survival strategy became necessary when revenue projections of the State got distorted as a result of the economic terrorism inflicted on the nation by the administration of Goodluck Jonathan which led to consequences, some of which the country is still grappling with today and may have to grapple with for a long time.

Poloncarz released his first economic strategy in 2013, which laid out 64 initiatives that were later distilled into 71 tracked objectives.

Governor Andrew M. Cuomo today announced the success of the state's sixth regional sustainability conference, which brought together community development experts, local elected officials and business leaders to share successful economic growth strategies in the Finger Lakes Region.

Unfortunately they have failed because the electorate simply does not believe Clegg; they think he can not be trusted because he changed his mind on economic strategy prior to the general election yet continued making arguments which ran counter to this change.

The party was widely perceived to be lacking strong leadership and economic credibility, which it assumed it could overcome with a «35 % strategy» of holding onto its core vote from 2010 and grafting on some Liberal Democrat defectors.

The ad that appears below, which was e-mailed by New Yorkers for Economic Growth to every legislator last week, is now going up on the air in the Albany media market in what a source familiar with the strategy called a «significant buy.»

But the fate of John Dramani Mahama contesting the 2020 elections remains on the balance considering recent claimed reports from the Kwesi Botchway report which is said to reveal that Mahama may have flouted some key campaign strategies including the misuse of campaign funds and the inability to relate to the economic woes of the electorate.

Interestingly, at the same time he was discussing the potential of firing thousands of people, which PEF has warned would negatively impact the state's economy, Cuomo touted the «bottom up» strategy of the regional economic councils he has tasked LG Bob Duffy with heading to create new private sector jobs.

The same NPP had boycotted a 2014 National Economic dialogue at Senchi, which had yielded local solutions that the Mahama administration had later presented to the IMF as homebred strategies to be pursued with the IMF.

The whole strategy of the Conservative leadership seems to be to go for an even more image based version of the one that Tony Blair used in 1997, the pledge by Labour in the 1990s followed a situation in which the whole economic strategy of the then Conservative government had fallen apart to the point where things that had happened by accident were being described as policy and Kenneth Clarke commented that he went into a cabinet meeting in a situation in which the government no longer had an economic policy.

Nixon also says she heard a need for help with immigrant rights and affordable housing, and took a direct shot at Cuomo's economic development strategy, which she called top down economic development.

«Although he gave specific mandates to the Acting President, he needed to be brought up to speed on the developments in the Supreme Court, the Niger Delta, the economy with particular reference to the Economic Recovery and Growth Plan, ERPG which was launched in his absence and programs like the Small and medium Enterprises Clinic which have strong connections to the agricultural strategy of the administration.»

Moreover the Economic and Monetary Union should be reformed and deepened, there should be greater euro area integration with financial solidarity, a true banking union, the definition of a convergence strategy — notably from the fiscal and social points of view — all of which based on greater democratic legitimacy — notably with stronger involvement on the part of the national parliaments and the European Parliament.

Labour should simply hammer home the message that the Tory economic strategy isn't working... that the Tories have failed to create the conditions which are needed for growth.

County Legislature Economic Development Committee Chairman Rick Updegrove, R - Lockport, and Niagara County Industrial Development Agency Chairman Henry M. Sloma delivered the address, which clocked in at just under 20 minutes, highlighting both economic development successes in 2011 and laying out part of the county's strategy fEconomic Development Committee Chairman Rick Updegrove, R - Lockport, and Niagara County Industrial Development Agency Chairman Henry M. Sloma delivered the address, which clocked in at just under 20 minutes, highlighting both economic development successes in 2011 and laying out part of the county's strategy feconomic development successes in 2011 and laying out part of the county's strategy for 2012.

«I am excited and energized by the opportunity to serve as Chairman of the Saratoga County Prosperity Partnership, which is making great strides in implementing a long - term, sustainable strategy to drive economic growth,» said Hedley.

Labour's economic strategy — to lift borrowing in the near term in an attempt to boost growth — is the stark opposite of the extended austerity programme to which the Lib Dems have signed up.

The CBI's director general, John Cridland, said there was «gathering momentum» in the economy but more needed to be done to correct the «profound economic imbalances which built up during the boom years», including developing a «coherent» industrial strategy.

«It is another row on a ledger sheet called the «spill impact mitigation analysis,»» which assesses various strategies and tools to reduce environmental and economic damage caused by oil spills.

They then played an economic game in which player A has to make a decision about whether to cooperate with player B for less individual gain (but more collective gain) or to adopt a selfish strategy which leads to greater individual gain at the cost of collective gain.