Sentences with phrase «for economic performance»

Wisconsin made the CFED's honor roll for the seventh straight year, and this year the state received «A» grades for economic performance and development capacity.

«Last year McKinsey and the Centre for Economic Performance, at the London School of Economics, looked at the relationship between management and performance in more than 700 midsize...»

The report is published by the Sustainable Development Solutions Network (SDSN) and is edited by Professor John F. Helliwell, of the University of British Columbia and the Canadian Institute for Advanced Research; Lord Richard Layard, Director of the Well - Being Programme at LSE's Centre for Economic Performance; and Professor Jeffrey D. Sachs, Director of the Earth Institute at Columbia University, Director of the SDSN, and Special Advisor to the UN Secretary General.

The research was conducted by Richard Murphy of the Centre for Economic Performance at the London School of Economics.

Researchers at the LSE's Centre for Economic Performance had a blunter description of Osborne's new policy: «a non-evidence based shot in the dark».

Peer Group Versus Schooling Effects on Academic Attainment,» London School of Economics Centre for Economic Performance

And so education has become and likely will continue to be even more important for economic performance at the individual and the national level.»

Beland, an Associate Professor at Louisiana State University, and Murphy, an Assistant Professor at the University of Texas and Associate at the Centre for Economic Performance at LSE, collected data from schools in Birmingham, Leicester, London and Manchester in 2013.

The Centre for Economic Performance paper by Louis - Philippe Beland and Richard Murphy, that gave rise to an article in the Guardian claiming that banning mobile phones in schools raises the performance of pupils, is a classic example of the danger of taking a micro view of a macro phenomenon.

The analysis, from the Centre for Economic Performance (CEP) at the London School of Economics, also found the teaching method has large, initial benefits for all students at age five and age seven.

- Stephen Machin is a professor in the Department of Economics, University College London, Director of the Centre for the Economics of Education, and Research Director of the Centre for Economic Performance, London School of Economics.

When presidents know they are being held accountable for economic performance, they act more responsibly — or suffer the consequences.

[xxi] David W. Johnston and Grace Lordan (2014), «When Work Disappears: Racial Prejudice and Recession Labour Market Penalties,» CEP Discussion Paper No. 1257, London: Centre for Economic Performance.

Based on this observation, The Centre for Economic Performance suggest that low - achieving students are more likely to be distracted by mobile phones, and so banning them could be a low cost way for schools to reduce educational inequality.

The Centre for Economic Performance at the London School of Economics has released research that suggests the banning of mobile phones at school could lead to better academic results.

Co-authors of «Top Incomes and Human Well - Being Around the World» are Jan - Emmanuel De Neve, associate professor in economics and strategy at the Said Business School, Oxford University, and Nattavudh Powdthavee, principal research fellow with the Wellbeing Programme at the Centre for Economic Performance, London School of Economics.

In a separate Brookings study published last year, the Syracuse area ranked near the bottom (294th) for economic performance among the world's 300 largest metropolitan areas.

Or you can leave and stay in the customs union, which would be worth about 4.5 % on GDP, according to an average taken from studies by the Treasury, NIESR and the Centre for Economic Performance, and the London School of Economics.

Many of the themes in Re-igniting Growth are being taken forward by the LSE Growth Commission, funded by the Higher Education Innovation Fund (HEIF) and the ESRC, and co-chaired by Professor Tim Besley and Professor John Van Reenen, Director of the ESRC's Centre for Economic Performance.

A Centre for Economic Performance report by the London School of Economics and Political Science (LSE) found there had been an incentive effect for those teachers gaining above - average performance related pay, but that this was offset «by a more widespread demotivating effect arising from difficulties of measuring performance fairly».

A 2010 paper by researchers at the Centre for Economic Performance at the London School of Economics found the long - run effect was negligible or positive.

Or a recent study from the Centre for Economic Performance that examined the negative impacts of trade barriers.

He worked at the Centre for Economic Performance, an interdisciplinary research centre at the LSE.

He is currently serving as Faculty co-Director of the Labor and Worklife Program at the Harvard Law School, and is Senior Research Fellow in Labour Markets at the London School of Economics» Centre for Economic Performance.

Such an option would raise the costs of exporting to the EU for UK firms and it would decrease the access to EU markets for UK companies, a joint research paper from the London School of Economics and the think tank Centre for Economic Performance stated.

In March, the think - tank found that Canada was sixth among the nations for economic performance.

The organization, along with three economists from Columbia University, the University of British Columbia and the London School of Economics» Center for Economic Performance, created the report using data from the Gallup World Poll to reveal which countries are happy and why.

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.

While the GGEI is recognized as a leading international measure of the green economic performance of many countries, researchers at Yale (who also produce their own green country ranking each year) have criticized it for having limited geographic coverage.

Investors and international institutions often criticize France for its rigid labor market and how that's a drag on its economic performance.

«Contrary to what some people in the business world think, the 1990s were not that different from the 2000s for top - line economic performance results — GDP and employment growth,» says Finlayson.

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.

The larger point Wolfers seems to be making with his response to Trump is that looking at the number of record - high closes in a narrow period is not a particularly good indicator of economic performance — particularly for a president who inherited a stock market that was already relatively high in value.

Now, what we have is an incredibly efficient, incredibly progressive industry that is very cost - sensitive, it improves dramatically, looks at scraps, reductions in fuel reductions in water usage, better yeast for the fermentation, better enzymes to convert the starch to sugar... every scrap of economic performance they can get.»

The positive for cash - strapped employers is that economic uncertainty gives them credibility to remain conservative with raises unless directly tied to outstanding performance.

For 2013, Ares reports $ 306 million in net economic income, a metric favored by publicly - traded private equity firms that don't believe GAAP accounting best explains their financial performance.

The transition from a radical regime guided by a utopian ideology to a pragmatic one with a laser - like focus on maintaining power by delivering superior economic performance is one of the main drivers for how China has managed to engineer an economic revolution since the late 1970s.

Our aging population, a mismatch between where our prices are and where they should be based on our economic performance, and rising interest rates are all reasons for this.

Conference Board of Canada The Conference Board builds leadership capacity for a better Canada by creating and sharing insights on economic trends, public policy and organizational performance.

For instance, the June FOMC minutes state: «Most participants noted that the upcoming British referendum on membership in the European Union could generate financial market turbulence that could adversely affect domestic economic performance.»

«In light of the continued solid performance of the labor market and our outlook for economic activity and inflation, I believe the case for an increase in the federal funds rate has strengthened in recent months,» Yellen said in prepared remarks to a central bankers conference in Jackson Hole, Wyo..

We are grateful to all donors for your continued support and we will continue evaluating our endowment performance and the economic environment with the long - term perspective of maximizing value to our students, researchers, donors and community.

The government has been in denial about the poor economic and job performance of the Canadian economy for some time.

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.

«Our Government's sound economic management and unwavering commitment to balance the budget this year — while creating jobs, growth and long - term prosperity for Canadians — has resulted in a resilient economic performance in a challenging global economy.

«Since Canadian productivity performance is often compared to the productivity performance in the United States, the methodology behind the estimates for Canada should be comparable to the largest extent possible to that used by the U.S. Bureau of Labor Statistics (BLS),» wrote (pdf) Wulong Gu, of StatsCan's Economic Analysis Division.

The favorable market performance associated with many historical economic expansions is fully accounted for by 1) favorable post-recession valuations, with the S&P 500 averaging less than 9 times prior peak earnings at the recession low, expanding to just over 11 times peak earnings in the first year of the bull market, and 2) favorable trend uniformity, which typically emerges almost immediately in the form of a powerful breadth thrust off of a bear market low, and is confirmed within a few weeks by much broader trend uniformity.

Soglin blasted Fitzgerald, Gov. Scott Walker, Wisconsin Manufacturers & Commerce and the Wisconsin Economic Development Corp. for the state's weak economic performance over the past five years compared with otherEconomic Development Corp. for the state's weak economic performance over the past five years compared with othereconomic performance over the past five years compared with other states.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Economic cycles have a clear impact on factor performance Some factors show pro-cyclical while others highlight anti-cyclical characteristics Given that real GDP is not published in real - time, it is unlikely effective for factor selection INTRODUCTION Financial commentators frequently explain a