Sentences with phrase «existing building performance»

The Zero Tool expands on Target Finder's features, providing simple, clear, and graphic results for visualizing baselines, design targets, and existing building performance.

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.

«Phase one would be updating the performance space: take out the existing screen, build a backstage, take out a row or two of seats, build a VIP section in the lobby,» Gerrity explained.

«process of creating awareness, building value, training on the mechanics and mechanisms for feedback on performance within a company can do wonders for link acquisition by leveraging existing content publishing and promotion activities.»

A process of creating awareness, building value, training on link building mechanics and mechanisms for feedback on performance within a company can do wonders for link acquisition by leveraging existing content publishing and promotion activities.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

USGBC recognizes four levels of green - building performance — certified, silver, gold, and platinum - level achievement — across a half - dozen rating categories, recognizing excellence in new construction, commercial interiors, existing buildings and more.

«It certifies the performance of an existing building rather than the predicted performance,» he says.

Instead, in the future, Newman says Atrium School will seek the certification status of LEED for Existing Buildings: Operations & Maintenance, which is determined by the actual performance of a building in terms of criteria such as energy use, water use, indoor quality, and storm - water management.

However, it's just as crucial to develop and build strong relationships with those who have a personal interest in the performance of a school and its pupils, whether that's governors, existing or prospective parents, or the local community.

Bates said the mandatory performance review process will build on the existing teacher performance review framework that has been in place in Queensland's public schools since September 2012, but that has not been applied appropriately, or even at all, at every school.

Whatever the application requirement; be it to add an extra storey to an existing building, rejuvenate an ageing exterior, improve the insulation performance, to clad a new extension so that it fits in with the surrounding school or to clad a new modular building in the factory before it's transported to site, Eurobrick's systems can deliver.

The overall goal of this extension of our existing work in partnership with TFF and Achievement First Bridgeport Academy (AFBA) is to continue and expand our work in Bridgeport focusing in several keys areas: (1) building knowledge about (a) children's emerging skills and areas of challenge in the social - emotional domain and why these skills are critical to school success, and (b) the ways in which adult stress and skills in the social - emotional domain can impede or foster children's social - emotional skill development; (2) identifying, deploying, and evaluating strategies to build adult and child skills in social - emotional learning with an emphasis on the Tauck Family Foundation's (TFF) five essential SEL skills; and (3) developing and testing a performance management system for SEL that (a) guides the identification of strategies, (b) provides a mechanism for ongoing progress monitoring, feedback, and changes to practice, and (c) serves as an anchor point for ongoing coaching and support in using SEL strategies.

For an organization, learning is a tool for raising performance and is necessary for developing existing staff and building future skills.

We're not building a new bureaucracy or replicating an existing one but, through collaboration and partnering, we're focused on providing schools with the needed support and assistance to accelerate student performance,» Cohn said in a statement.

We're not building a new bureaucracy or replicating an existing one but, through collaboration and partnering, we're focused on providing schools with the needed support and assistance to accelerate student performance,» said Dr. Cohn.

Built in the spirit of Carroll Shelby — making existing production cars faster and building in even higher performance — the GTR - 1 is based on the popular Ford GT that was built in 2005 and Built in the spirit of Carroll Shelby — making existing production cars faster and building in even higher performance — the GTR - 1 is based on the popular Ford GT that was built in 2005 and built in 2005 and 2006.

«The new BlackBerry WebWorks platform takes the power of existing Web tools and enhances and adds to them in order to allow developers to build sophisticated applications using their existing HTML5 skill sets with no compromise in functionality or performance.»

Policymakers throughout North America can use the Zero Tool to benchmark their existing building stock in a comparable way and identify how incremental performance targets can be introduced into policies that increase city - wide energy efficiency, energy upgrades, and renewable energy programs.

Traditional energy models have tended to try and emulate the average performance of existing built stock, so in the UK the Sap model includes typical appliance1 and lighting energy use, and a generous allowance for heat loss from hot water systems.

A Zero Score is a value calculated for an existing building or building design, which indicates a building's energy performance and progress towards achieving Zero Net Carbon.

The label, called the Home Performance Index (HPI), goes well beyond the existing building energy rating (BER) system to look at a wider range of issues that impact the quality and sustainability of new residential construction.

Building performance efforts seek to improve the energy performance of existing buildings by taking a comprehensive approach to improving their energy efficiency, comfort and productivity.

Is it reasonable to demand Net Zero Energy performance from existing buildings, regardless of size, and geographic location?

High performance enclosure retrofit can position an existing building to perform at the level of best - in - class new construction.

Declares that: (1) programs to implement such standards shall together be known as the Retrofit for Energy and Environmental Performance (REEP) program; and (2) the purpose of REEP is to facilitate the retrofitting of existing buildings to achieve maximum cost - effective energy efficiency improvements and significant improvements in water use and other environmental attributes.

«For example in 2012 our Group Headquarters in Kingscourt Ireland achieved Net Zero Energy through extensive retrofit of the existing building by incorporating our high performance building envelope, rooftop solar PV and LED lighting system.

For instance, construction of high - performance buildings and deep energy renovations of existing buildings could save around 330 exajoules (EJ) in cumulative energy savings to 2060 — more than all the final energy consumed by G20 countries in 2015 (ETP 2017).

(B) the Secretary of Energy shall make appropriate use of existing programs, including delegating authority to the Director of Commercial High - Performance Green Buildings appointed under section 421 of the Energy Independence and Security Act of 2007 (42 U.S.C. 17081), who shall designate and provide funding to support a high - performance green building partnership consortium pursuant to subsection (f) of such section to support efforts under thPerformance Green Buildings appointed under section 421 of the Energy Independence and Security Act of 2007 (42 U.S.C. 17081), who shall designate and provide funding to support a high - performance green building partnership consortium pursuant to subsection (f) of such section to support efforts under thperformance green building partnership consortium pursuant to subsection (f) of such section to support efforts under this section.

While the ZERO Code incorporates the latest ASHRAE Standard 90.1 - 2016 requirements for minimum building efficiency, other existing or new prescriptive and performance standards can also be accommodated, such as the International Green Construction Code (IgCC), ASHRAE Standard 189.1 - 2017, or any building energy efficiency standards that are more stringent than ASHRAE Standard 90.1 - 2016.

Even higher energy performance levels are being successfully applied to new and existing buildings, including non ‐ residential buildings.

-- The Administrator may use information, measurements, and other forms of energy performance information developed under this section to establish a voluntary Energy Star program that recognizes high efficiency retrofits of existing commercial and residential buildings.

The Zero Tool normalizes building performance by climate, space type, building size, occupancy, and schedule, allowing users to compare a new or existing building's fossil fuel energy consumption with other buildings.

Building performance efforts seek to improve the energy performance of existing buildings by taking a comprehensive approach to improving their...

Long - term solutions to the energy cost burden and comfort problems of existing masonry construction buildings will require measures to improve the performance of the masonry wall assemblies.

Lumileds Singapore's facility has won the coveted BCA Green Mark Platinum Award for Existing Buildings — the first for an existing manufacturing plant here — thanks to an innovative technology by Barghest Building PerfExisting Buildings — the first for an existing manufacturing plant here — thanks to an innovative technology by Barghest Building Perfexisting manufacturing plant here — thanks to an innovative technology by Barghest Building Performance.

At a minimum, an equal amount of existing building area shall be renovated annually to meet a fossil fuel, GHG - emitting, energy consumption performance standard of 70 % of the regional (or country) average / median for that building type.

Having such differentiation may be misleading towards consumers, as would be the case if there were separate Energy Performance Certification ratings for new and for existing buildings.

Using the LEED for Existing Buildings: Operations and Maintenance rating system as a framework, this workbook will help your team implement a green existing buildings program and establish a culture of perfExisting Buildings: Operations and Maintenance rating system as a framework, this workbook will help your team implement a green existing buildings program and establish a culture of perBuildings: Operations and Maintenance rating system as a framework, this workbook will help your team implement a green existing buildings program and establish a culture of perfexisting buildings program and establish a culture of perbuildings program and establish a culture of performance.

2030 Districts are unique private / public partnerships in designated urban areas across North America committed to reducing energy use, water use, and transport emissions Overseen by Architecture 2030, 2030 Districts are in the vanguard of grassroots collaborative efforts to renovate hundreds of millions of square feet of existing buildings and construct high - performance infill development and redevelopment.

For the renovation of existing buildings, PHI developed a similar, slightly more lenient performance standard.

At the same time, improving the heating and electrical performance of even a portion of America's 300 billion square feet of existing building stock would significantly reduce energy consumption.

Building from scratch permits a comprehensive, whole systems approach, and more degrees of freedom than adaptation of an existing city (just as new green buildings can generally deliver better ecological performance than retrofits).

Occasionally, a strategy results in building performance that greatly exceeds that required in an existing LEED credit.

Building owners and designers are increasingly considering upgrading the exterior enclosure's thermal performance in existing buildings.

There is a large existing stock of uninsulated mass masonry buildings: their uninsulated walls result in poor energy performance, which is commonly addressed with the retrofit of interior insulation.

An EPC provides an energy rating for a building based on the performance of the structure and its existing services.

Their risk management consulting services include conducting reviews and assessments of existing systems (including data collection and management) based upon best practices and providing guidance on building successful proactive risk management programs that are designed to identify and respond to risk issues across the organisation with the over-arching goals of improving performance and efficiency and reducing liability.

Lykke, a Swiss Fintech company building a global blockchain - powered marketplace, announced today that its open - source platform and apps can be integrated with existing products to accelerate performance.

The Thread networking technology - launched in 2014 and backed, among others, by ARM, Qualcomm, and Texas Instruments - builds on existing wireless standards like 802.15.4 and supports IPv6, but uses a mesh network for greater resilience and performance