Sentences with phrase «future management changes»

The study recommends that forest managers look for strategies that enhance forest ecosystem resilience and increase flexibility to make future management changes as required by realized climate change trends.

Not exact matches

Forward - looking statements include, among other things, statements regarding future: production, costs, and cash flows; drilling locations and zones and growth opportunities; commodity prices and differentials; capital expenditures and projects, including the number of rigs employed and the number of completion crews; renegotiation of our credit facility; management of lease expiration issues; financial ratios; certain accounting and tax change impacts; midstream capacity and related curtailments; our ability to meet our volume commitments to midstream providers; ongoing compliance with our consent decree; and the timing and adequacy of infrastructure projects of our midstream providers.

According to David Yonkof, vice president of sales and marketing at global trade management software provider Precision Software, «future proofing» means seeking solutions that can be adapted to support innovation even as regulatory requirements change.

That too is changing, with the next generation of providers; and that change may represent a breath of fresh air for brands that in the future find themselves in crisis management, without any customer data.

'' [We talked about] how the money management business has changed over the years, what they should be paying attention to and how to plan their future in the business,» he writes.

In a report published May 20, RBC analysts Sara O'Brien and Elaine Lae questioned how long it would take for SNC to improve their future earnings, «given recent management reorganization, focus on ethics & compliance as well as practical distraction created by management changes and external investigations.»

The financial sector changes were later confirmed by Yi Gang, the newly appointed head of China's central bank, who said foreign investors would be allowed to hold up to a 51 per cent equity stake in brokerage firms, futures companies and fund management firms.

So as long as the guiding principles of management teams do not change, then corporations with strong histories of increasing dividends have high probabilities of doing so in the future.

A «seismic change» is underway in the workplace, according to Randstad and Future Workplace as in 2016 «3.6 million Baby Boomers are set to retire, one - fourth of Millennial workers will take on management roles and Generation Z (born between 1994 and 2010) start to enter the workforce.»

These statements may involve a number of risks, uncertainties and other factors that could cause actual results to differ materially, including the performance of financial markets, the investment performance of NexPoint Advisors, L.P.'s or Highland Capital Management L.P.'s sponsored investment products, general economic conditions, future acquisitions, competitive conditions and government regulations, including changes in tax laws.

The amount of deferred tax assets considered realizable in future periods may change as management continues to reassess the underlying factors it uses in estimating future taxable income.

Futurist, change management specialist and «X: The Experience When Business Meets Design» author Brian Solis sits down with The Young Turks» Cenk Uygur to talk about the past, present and future and how more and faster change is coming, and the only question is whether you're going to be a part of that change or a victim of it.

In author and seasoned commodity trader Carley Garner's quest to guide traders through the process of commodity market analysis, strategy development, and risk management, «Higher Probability Commodity Trading» discusses several alternative market concepts and unconventional views such as option selling tactics, hedging futures positions with options, and combining the practice of fundamental, technical, seasonal, and sentiment analysis to gauge market price changes.

Explore the top workplace trends that will change the way you view your corporation, help you better prepare for the future, and improve your talent management strategy.

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.

Despite a challenging energy market, we believe the management team has a solid plan for the future, as CEO John Christmann recently changed the company's capital allocation process to better direct capital to the highest internal rate of return projects, regardless of where they are located.

Hayden Briscoe, Head of Fixed Income, Asia Pacific, at UBS Asset Management, said in a report just before the Chinese futures launched that «We believe that in the long term this will change how oil is traded globally, create a petro - yuan currency flow, increase the role of the RMB [renminbi — Ed.]

Property, contracts, and identity management are only a few examples of how a peer - to - peer, open, and frictionless system could change business in the future.

With these changes, current and future ownership of our firm will remain with our associates and management, ensuring our independence.

The Economist World Summit of Nobel Peace Laureates Thomson Reuters Foundation YPO Sustainable Brands We Day Global Digital Leaders Global Talent Management Leaders NAWBO Dream Change Entertainment For Change SOCAP Singularity University Exponential Finance Singularity University Exponential Manufacturing Singularity University Global Summit Shared Value Initiative Green Sports Alliance Net Impact EcoDistricts Near Future Summit GreenBiz TBLI Big Path Capital Hatch Innovation Companies Vs Climate Change Social Enterprise World Forum

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.

The company is enacting a number of improvements that should help prevent such problems in the future, including changes of operations management and in the way that the engineering and operations groups interact.

No changes in farm management or cultivation practices are anticipated should GR2E Golden Rice be adopted in agriculture in the future.

This study looked at genetic (varieties) and management (row spacing and nitrogen) options to minimise the impact of climate change, using rain - out shelters to control rainfall; the results provided a platform to model wheat production in future climates.

Presentations included The Future of Food Panel Discussion, which examined how food production, manufacturing and innovation are adjusting to changing demographics and included panelists James Corwell, CMC, founder Tomato Sushi, San Francisco; Bruce Friedrich, executive director, The Good Food Institute, Washington, D.C.; Bill Franklin, CMC, AAC, corporate executive chef, Nestlé Professional, Denver; and Helmut Holzer, CMC, vice president / corporate executive chef R&D, Gourmet Foods International, Atlanta; as well as How Diversity in the Workplace Can Lead to Success, presented by Costa Magoulas, CEC, CCE, CCA, AAC, dean, Mori Hosseini College of Hospitality and Culinary Management, Daytona State College, Daytona Beach, Florida, who discussed how to develop programs to help people from different backgrounds work together and communicate more efficiently.

the obvious fact is that the club began to stagnate in football terms a decade ago after the CL semi against man utd and has been in outright retreat over the last 3 years... some fans were calling for wenger to leave in 2011 - 12 as it was clear he could not cope with a more competitive environment others have been more tolerant, hanging on to fa cup glory and hoping that he would somehow self correct his weak and erratic management style but most now realise that is not possible and that the club will deteriorate further under his management so also want him gone, that has left a hard core of wenger loyalists who are either fixated with the past (selecting episodic good and bad times to justify wengers decade long failure) or too frightened of the future to contemplate a change (with selective reference to failed managerial changes by way of justification) or both, to conclude, through a mixture of panglossian fatalism and corporate philosophising, how lucky we are to have such an honourable and educated man in charge... along with their confused references to club loyalty and addiction to computer games these are troubled souls who need our sympathy and concerned medical advice... SO JUST F OFF STOCK UP ON CANNED SOUP AND GO SUPPORT ASTON VILLA ON FIFA!

The club may not be willing to allow the Frenchman to make decisions on the future of the squad whilst unwilling to commit the team to him beyond the coming summer, or the player himself may opt to delay his decision until he is aware of his role, which would no doubt change under new management.

case 2 jurgen klopp he was always up on the touchline animated (he is a joy to watch just on his own without the team) talking to his players and encouraging them to keep chasing the ball down, and counter attack and he wasn't scared to make changes to the shape or tactics through out the game to gain advantage, where he could clued up manager (what wenger was once upon a time) he is the future of football management, take your bow klopp you earned it last night can only hope when the time comes we can convince to take us to the future of modern football.

The combination of advances in medical research, improved equipment, rules changes, greater understanding of concussion management, and enhanced benefits should, and hopefully will, prevent similar lawsuits in the future.

The breakthrough they have helped make possible could change the management of ADHD for the foreseeable future.

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

Based on the most current evidence base for practice, it includes four new chapters: * Normal Infant Behavior * Change Management * Developing and Managing a Hospital Lactation Service * Nutrition for the Breastfeeding Child New to this edition are figures of breast anatomy and infant suckling and sections on mentoring future lactation consultants, protecting against chronic disease for the lactating mother, and breastfeeding late preterm infants.

The new proposed model could allow a better quantification of the impacts that will likely occur under changing climate and could be considered in future ocean resources and land use management.

«There is every expectation that changes in the dairy industry will be further accentuated and additional novel technologies and different management practices will be adopted in the future.»

«The future of freshwater biodiversity is inextricably linked to land and water infrastructure management,» writes N LeRoy Poff of Colorado State University in his guest editorial for ESA Frontiers, in which he contemplates whether rivers have changed so much that we need to rethink some of our conceptions about restoration.

«Ford et al. recommend programs to monitor future changes in hybridization, and a proactive management approach similar to Florida's that controls the number of non-migratory Mallards while prohibiting future releases of game farm Mallards may also be prudent.»

The estimation of changes due to sea level rise (SLR) and climate change is a major issue with respect to future coastal management decisions.

-- 7) Forest models for Montana that account for changes in both climate and resulting vegetation distribution and patterns; 8) Models that account for interactions and feedbacks in climate - related impacts to forests (e.g., changes in mortality from both direct increases in warming and increased fire risk as a result of warming); 9) Systems thinking and modeling regarding climate effects on understory vegetation and interactions with forest trees; 10) Discussion of climate effects on urban forests and impacts to cityscapes and livability; 11) Monitoring and time - series data to inform adaptive management efforts (i.e., to determine outcome of a management action and, based on that outcome, chart future course of action); 12) Detailed decision support systems to provide guidance for managing for adaptation.

Outcomes from Mariana's study provide crucial information for the future management and conservation of sea turtle populations as climate change progresses.

By: Heherson T. Alvarez former Senator who served as Environment and Climate Change Secretary World Ocean Day is observed on June 8 with the theme «Our Oceans, Our Future» geared inform, mobilize, unite the world's population for the sustainable management of the world's ocean, considered the lungs of our planet.

In his own words, «I have diverse expertise in change implementation through my background in management and technology consulting and will apply this knowledge to help PRO evolve for the future.»

The approach for moving and shifting persons, teams and even organizations or groups from the present condition to the preferred future state describes best Change management.

Available books include «Leading Change,» by John P. Kotter, «The Innovator's Dilemma,» by Clayton Christensen and «The Future of Management,» by Gary Hamel, with chapters categorized by the time it takes to read them.

That approach, in turn, carries other risks, such as potential management changes stemming from a long tenure, or future underperformance caused by increased AUM in a small - cap sector.

Shorts work in the same way but opposite direction to calls, and forwards and futures contracts are more about cash flow management: making sure you have the right amount of money in the right currency at the right time regardless of changes in the costs of raw materials or currencies.

Risk Management Some institutions also use futures contracts to manage portfolio risks without necessarily intending to change the composition of their portfolio by buying or selling the underlying securities.

In an upcoming blog post on Mason Hawkins I included this quote about selling: «We sell for four primary reasons: when the price reaches our appraised value; when the portfolio's risk / return profile can be significantly improved by selling, for example, a business at 80 % of its worth for an equally attractive one selling at only 40 % of its value; when the future earnings power is impaired by competitive or other threats to the business; or when we were wrong on management and changing the leadership would be too costly or problematic.»

Management at home usually includes a change of diet to a high - quality, low copper diet to prevent any future buildup of copper and some dogs may need to have supplemental zinc or additional chelation treatments to maintain liver health for as long as possible.

However, the final management plan does contain a Boundary Evaluation Action Plan that describes a future process the Office of National Marine Sanctuaries will utilize to evaluate possible changes to the sanctuary's boundary.

Also new is the ability to save your team management changes for future Seasons games.