They were
failures of government regulation.
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.
The two most relevant
regulations were: 1) the prohibition on interstate banking, which created overly small and undiversified banks that were highly prone to
failure; and 2) the requirement that federally chartered banks back their currency with purchases
of US
government bonds, which made it prohibitively expensive to issue more currency when the demand rose, leading to the currency shortages and resulting panics that culminated in the Panic
of 1907.
In this particular instance it is not very difficult to imagine scenarios in the not - too - distant future in which there might occur resurgences
of socialist policies and ideals: the
failure of neo-capitalist regimes in developing societies and / or the formerly Communist countries in Europe to achieve economic take - off; the insight granted to sundry dictators and despots that, while socialism invariably immiserates the masses, it is a very good recipe for enriching those who claim to hold power as the vanguard
of the masses; the «creeping socialism» (still an aptly descriptive term) brought on by massive
government intervention in the economy in the name
of some societal good, e.g., there could be an environmentalist road to socialism, or a feminist one, or one constructed (perhaps inadvertently) with some other building blocks
of politically managed
regulations and entitlements; or, last but not least, the actual restoration
of socialism, by coup or by voting, in a number
of countries, beginning with Russia.
Any claim based upon an act or omission
of an employee
of the
Government, exercising due care, in the execution
of a statute or
regulation, whether or not such statute or
regulation be valid, or based upon the exercise or performance or the
failure to exercise or perform a discretionary function or duty on the part
of a federal agency or an employee
of the
Government, whether or not the discretion involved be abused.
The sequence begins with a
failure of regulation, with not enough
government, not with an overstretching
of government.
Out
of left wing, a Plaid Cymru MP says Harman was brave to say the Iraq war was a mistake, and tries to use it as a metaphor for
government failure to not impose more market
regulation before the current crisis hit.
The methods used to correct market
failure include: • Indirect Taxation • Subsidies •
Government expenditure / state provision • Buffer stock control • Price controls • Legislation and
regulation • Information provision • Competition policy • Public - private partnerships • Tradeable pollution permits These methods are used to correct the following types
of market
failure: • Negative consumption externalities • Positive consumption externalities • Negative production externalities • Positive production externalities • Merit goods • Demerit goods • Public goods • Information
failure • Inequity
So, unless something truly catastrophic happens (like the US
government defaulting on its bonds) or people in the company break the
regulations (which would invovle all kinds
of serious crimes and require complicity or complete
failure of the auditors), your premiums and the contractual obligation to you would still be there, and would be absorbed by a different insurance company that takes over the defunct company's business.
This is an ugly situation, one that is the product
of sloppy monetary policy, poor
regulation of financial companies (for two decades), poor risk controls, overlending by
government institutions, and a cultural
failure where we borrowed too much and saved too little.
Mulcoy Travel does not accept any liability in contract or in tort for any personal injury, death, damage, loss, delay, additional expenses or inconvenience caused directly or indirectly by force majeure or other events which are beyond our control, including, but not limited to, war, civil disturbance, fire, criminal activity, floods, unusually severe weather, acts
of Government or any authorities, accidents to or
failure of machinery or equipment, or your
failure to obtain a passport, visa or proper vaccinations or to comply with applicable laws and
regulations.
Mason Adventures, its agents, employees and representatives are not responsible for any damages, accidents, losses, detention, annoyance, consequential damages
of any kind; delays, and expenses due to same; strikes, force majeure,
failure of any means
of conveyance to arrive or depart as scheduled times; disturbances,
government actions, restrictions or
regulations, discontinuance or change in transit or hotel services or schedules.
Before
government intervenes in any market there needs to be a clear justification based on whether there is a real market
failure to be corrected and whether the benefits
of regulation clearly exceed the costs.
Environmental and social damages are underestimated while using coal in China, as a result
of market
failures and weaknesses in
government regulations.
When market
failures like this occur, there may be a case for
government interventions in the form
of regulations, taxes, fees, tradable permits, or other instruments that will motivate such recognition.»
By contrast, Britain's law permits juries to try
governments and to «consider the extent to which the evidence shows that there were attitudes, policies, systems or accepted practices within the organization that were likely to have encouraged any
failure [to comply with
regulations] or to have produced tolerance
of it.»
[51] Mr Willett accepts
government regulation of mining provided it is «well - designed
government measures that discriminate against certain activities in order to improve efficiency by correcting market
failure (excessive pollution, abuse
of monopoly power, etc)».
Neither party will be liable for any
failure or delay in performance under these Agent Terms due to fire, explosion, earthquake, storm, flood or other weather, unavailability
of necessary utilities or raw materials, war, terrorism, insurrection, riot, act
of God or the public enemy, law, act, order, export control
regulation, proclamation, decree,
regulation, ordinance, or instructions
of Government or other public authorities, or judgment or decree
of a court
of competent jurisdiction (not arising out
of breach by such party
of these Agent Terms).