Sentences with phrase «existing disaster risk»

Others, particularly practitioners, suggested that it would be more productive to work with existing disaster risk management and humanitarian efforts, to ensure that these incorporate the added risk from climate change.

Adaptation efforts in South Asia have so far been fragmented, lacking a strong link between national climate change strategies and plans, and existing disaster risk reduction, agricultural, and other relevant policies.

This policy document outlines seven clear targets and four priorities for action in the Sendai Framework to prevent new and reduce existing disaster risks: (i) Understanding disaster risk; (ii) Strengthening disaster risk governance to manage disaster risk; (iii) Investing in disaster reduction for resilience and; (iv) Enhancing disaster preparedness for effective response, and to «Build Back Better» in recovery, rehabilitation and reconstruction.

Not exact matches

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

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

Whilst this project will not seek to attribute the impacts of such events, it will seek to understand the existing vulnerability and exposure of these countries to such impacts to further strengthen the evidence base to inform disaster risk management and resilience efforts.

It captures national experiences whilst noting key challenges in countries where disaster risk reduction is less clearly prioritised or where specific teacher training doesn't exist.

Thirdly, climate change adaptation and disaster risk reduction can be best addressed and sustained over time through integration with existing urban planning and management practices.

It reviews existing documents to develop an understanding of current national economic environments, legislation, awareness, capacity and institutional mechanisms related to disaster risk reduction and disaster management.

For instance, if you claim to know there's certain disaster if you don't take action x, then introducing exposing existing uncertainty about that disaster may reduce both risk and cost.

But while disaster risk reduction is informed by careful analyses of existing hazards and past disasters (including return periods), climate change adaptation needs to take account of how hazards, risks and vulnerabilities will or might change over time.

Climate change is a major public health threat, already making existing problems like asthma, exposure to extreme heat, food poisoning, and infectious disease more severe, and posing new risks from climate change - related disasters, including death or injury.

But now, researchers and practitioners are starting to ask how they can help address L&D, and many are confused, particularly about how L&D mechanisms might be distinct from existing approaches to adapt to climate change, and manage disaster risk.

Whilst this project will not seek to attribute the impacts of such events, it will seek to understand the existing vulnerability and exposure of these countries to such impacts to further strengthen the evidence base to inform disaster risk management and resilience efforts.

Becoming embedded in planning processes, integrated within existing programs such as disaster risk management and water management, adaptation strategies are increasingly being adopted to mitigate the effect of global warming on humans.

This manual provides a set of tools and methods to assess existing structures and capacities of national, district and local institutions with responsibilities for Disaster Risk Management (DRM) in order to improve their effectiveness and the integration of DRM concerns into development planning, with particular reference to disaster - prone areas, vulnerable sectors and populationDisaster Risk Management (DRM) in order to improve their effectiveness and the integration of DRM concerns into development planning, with particular reference to disaster - prone areas, vulnerable sectors and populationdisaster - prone areas, vulnerable sectors and population groups.

LIVELIHOOD ADAPTATION TO CLIMATE VARIABILITY AND CHANGE IN DROUGHT - PRONE AREAS: DEVELOPING INSTITUTIONS AND OPTIONS, BANGLADESH (FAO AND THE ASIAN DISASTER PREPAREDNESS CENTRE (ADPC)-RRB-: The project, implemented under the Comprehensive Disaster Risk Management Programme and in close collaboration with the Ministry of Agriculture Department of Agricultural Extension (DAE), specifically looks at: characterization of livelihood systems; profiling of vulnerable groups; assessment of past and current climate impacts; and understanding of local perceptions of climate impacts, local coping capacities, and existing adaptation strDISASTER PREPAREDNESS CENTRE (ADPC)-RRB-: The project, implemented under the Comprehensive Disaster Risk Management Programme and in close collaboration with the Ministry of Agriculture Department of Agricultural Extension (DAE), specifically looks at: characterization of livelihood systems; profiling of vulnerable groups; assessment of past and current climate impacts; and understanding of local perceptions of climate impacts, local coping capacities, and existing adaptation strDisaster Risk Management Programme and in close collaboration with the Ministry of Agriculture Department of Agricultural Extension (DAE), specifically looks at: characterization of livelihood systems; profiling of vulnerable groups; assessment of past and current climate impacts; and understanding of local perceptions of climate impacts, local coping capacities, and existing adaptation strategies.

The problem is that funding for emergency preparedness is usually not allocated prior to a disaster, as most governments and institutions are largely in denial about existing risks or do not have the prioritization in their funding until after a disaster occurs.