Sentences with phrase «global production from»

EIA estimates global production from GTL facilities currently averages about 230,000 barrels per day (b / d), or about 0.2 % of global liquids production.

That's over 15 per cent of global production from almost nothing 10 years ago.

Over the weekend, OPEC agreed to an output reduction deal with 11 non-producing nations, which will combine in a historic agreement to remove nearly 2 % of global production from the market to drain supplies.

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.

Vancouver has already stolen the spotlight from Los Angeles in film production, and it could go for the global crown in this category too.

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.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

But meat is a mainstay, as evidenced by global data on its production from 2001 through 2014:

But the livestock sector is responsible for about 14.5 percent of global greenhouse gas emissions, through cows producing methane and production processes - comparable to all the direct emissions from cars, planes, ships and other transport.

Notwithstanding this, Australia does look to be well placed to benefit from strong global demand for the main inputs into the production of steel.

The global production surplus (production minus consumption) has gone on for 17 months and has grown from 1.25 mmbpd in May 2014, just before prices began to fall, to almost 3 mmbpd in May 2015 (Figure 8).

In addition to the negative repercussions of hurricane Harvey, which heavily impacted the Gulf of Mexico oil and gas production and petrochemical plants, global oil markets are facing disruptions from the Middle East.

The U.S. Global GO GOLD and Precious Metal Miners Index uses a robust, dynamic, rules - based smart - factor model to select precious minerals companies that earn over 50 % of their aggregate revenue from precious minerals through active (mining or production) or passive (royalties or streams) means.

In its monthly oil market report, the IEA said global supply rose by 800,000 bpd in October to 97.8 million bpd, led by record OPEC output and rising production from non-OPEC members such as Russia, Brazil, Canada and Kazakhstan.

Global oil prices, meanwhile, are quietly testing one - month highs ahead of next week's OPEC meeting in Vienna, where ministers from the cartel's members are widely expected to extend and agreement on production cuts into the first quarter of 2018.

From there, they make two calculations to assess the impact of the new, KXL - carried oil sands production on global emissions.

Thus the wage gains are from a one time energy glut brought about by increased supply from fracking, lower demand from a weak global economy, and some producers increasing production to make up for lower prices (not entirely self defeating as consumer nations expand inventories while prices are low).

Saskferco further strengthens Yara's scale and position in North America and is a perfect complement, bringing efficient production capacity from a world - class nitrogen fertilizer facility that is in close proximity to one of the key global fertilizer markets.

From their website, they seek to invest in companies with «high barriers to entry, low production costs and the potential to benefit from Brookfield's global expertise as an owner and operator of real assets.&raFrom their website, they seek to invest in companies with «high barriers to entry, low production costs and the potential to benefit from Brookfield's global expertise as an owner and operator of real assets.&rafrom Brookfield's global expertise as an owner and operator of real assets.»

The steel industry has shed hundreds of thousands of jobs in the country in the past two decades, partly because of automation and partly because of a flood of production from China, which has driven down global prices to a level where some American mills can not compete.

The US oil - rig count plateaued near the highest level in three years and showed signs of declining in late March (to 797), though it still stood 50 rigs above the year - end 2017 total.2 This contributed to expectations for a further increase in American crude production, which has topped 10 mb / d each week since early February, when WTI prices began to recede from their intra-quarterly high of US$ 66.14 a barrel.3 The amount of crude in US storage occasionally exceeded weekly estimates given the higher domestic output and fluctuating net import figures, reigniting fears that US production may thwart OPEC's efforts to clear global oversupply.

The Silver Institute reported in May that global silver mine production in 2016 declined for the first time in 14 years on lower - than - expected output from lead, zinc and gold projects.

Global oil supply fell in August for the first time in four months, the IEA said, a result of a dip in OPEC's oil production, combined with refinery maintenance and sizable outages from Hurricane Harvey.

But despite the glut in global oil production — somewhere around 1 mb / d — the margin from excess to shortage is thinner than most people think.

On the supply front, mine production has contributed to more than 60 percent of the global physical gold available in the markets, and the rest of the supply has come from recycled gold.

Global crude - oil production has risen about 30 percent this century; expanding from around 75 million barrels per day in 2000 to 95 million barrels in 2016, with the top 10 - producing countries accounting for more than 60 percent of the total production.

Shaken by shale oil production in the United States, softening demand from China and Europe, and rising global concern about climate change, Canada's tar...

The Bongará Zinc Mine Project was in production from 2007 to 2008, but was closed due to the global financial crisis and concurrent decrease in the zinc price.

US crude oil production shattered a 47 - year output record in November, and then retreated slightly in December, the Energy Information Administration said on Wednesday, as oil production from shale continued to upend global supply patterns.

Comments from global oil producers for additional signals on whether they plan to extend their current production - cut agreement into next year will also remain on the forefront.

The global oil stocks surplus is close to evaporating, OPEC said on Thursday, citing healthy energy demand and its own supply cuts while revising up its forecast for production from Continue Reading

Just - released data from the U.S. Energy information Administration (EIA) continue to show the formidable impact on global energy trade patterns caused by the surge in U.S. crude oil production.

«Western Asset is actively seeking to bring blockchain projects from the lab environment into production and will continue to work on applications designed to benefit our clients,» said Penny Morgan, Manager — Global Securities Operations, Western Asset Management Company.

Now, investors are eyeing an OPEC meeting on November 27 to see whether the organization could even cut prices further in an attempt to retain its global market share, particularly in the face of competition from the U.S. where oil production has increased thanks to the shale gas industry.

And while there is pressure on pricing in the industry, global oil consumption has continued to grow and the oil must move from production to refining operations.

A surge in North American production made possible by technological revolutions contributed to a global crude oil glut that toppled prices from more than $ 100 a barrel in 2014 to under $ 50 today.

Geographically, this report is segmented into several key Regions such as North America, United States, Canada, Mexico, Asia - Pacific, China, India, Japan, South Korea, Australia, Indonesia, Singapore, Rest of Asia - Pacific, Europe, Germany, France, UK, Italy, Spain, Russia, Rest of Europe, Central & South America, Brazil, Argentina, Rest of South America, Middle East & Africa, Saudi Arabia, Turkey & Rest of Middle East & Africa, with production, consumption, revenue (million USD), and market share and growth rate of Global Cryptocurrency in these regions, from 2012 to 2022 (forecast)

Methanol production is also experiencing a global resurgence, particularly in China where the finished product — typically extracted from solid waste / biomass, but also from natural gas and coal feedstocks — is widely used in chemical production and industrial processes, as well as in blended vehicle fuel.

The stark drop in natural gas prices from an all - time high of more than $ 15 per 1,000 cubic feet in 2005 to near $ 4 today results from a range of factors including the global economic downturn, competitive coal prices, unusually warm winters, the improvement of hydraulic fracturing («fracking») drilling techniques, and the production of natural gas as a byproduct when drillers frack for petroleum.

Protests in Libya and oil theft in Nigeria have reduced global supply and violence in Iraq has led to concerns that oil production may be cut from the country in the future.

«The steel industry in China boomed from 5 percent of global steel production in the late 70s to almost 50 percent today; on the back of that surge was a voracious appetite for iron ore» he says.

Mr Anand warned that production from Balama (about 350,000 tonnes per year at full production) would be a large percentage of the world's total supply and could therefore push down global graphite prices.

From 2011 to 2015, Chinese aluminum production doubled, eventually accounting for more than half of total global production.

S&P Global Platts» monthly survey of OPEC crude production puts compliance among the 12 OPEC members from January - November at 108 %.

The power of the global corporations is derived from their unique capacity to use finance, technology, and advanced marketing skills to integrate production on a global scale in order to form the world into one economic unit and a «global shopping centre.»

better yet — he's the type of guy to extort money from a congregation that doesn't understand global economics, fiat currency, OPEC, oil production, the supply chain, the exploration of oil reserves or how foreign / state run companies keep supply low to drive up demand which they then use the proceeds to seed their Islamic theocracies which in turn oppress woman and preach anti-American propaganda.

Turning from per capita production to total global production, the total production from forests has been declining for several years (Brown 1991).

A report from the Global Harvest Initiative states that the demand for food, feed, fiber and fuel will likely outpace food production in 2050.

Evolving our global food production system so that it supports the economic well - being of farmers, as well as long - term ecological stability, is not only the right thing to do — it is in the best interest for every single player in the supply chain, from farmers in the most remote regions of the world to consumers in every major metropolis.

«In food production, the «sorting and cleaning» stage for raw materials is by no means a precise science» explains Global Product Manager Inspection Michael Zabawski from Minebea Intec.