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.
When Premier Rachel Notley announced Alberta's new climate change
strategy over the weekend, analysts and pundits rushed to gauge the
impact on the oilsands and
on the electrical generation
business, still dependent as it is
on coal.
Here are 9
strategies that if adopted in any
business, will have a profound
impact on income, profitability and cash flow.
While all
business owners would be wise to ensure they're implementing some of the most basic growth
strategies, I'd be remiss if I didn't remind you that the most successful
business owners are the ones with the best attitudes — ones who know that with the right focus and positive outlook, they will have a significant
impact on their bottom line — and the US economy.
Entrepreneurs have long seen outsourcing as a
strategy reserved for big
business, but technology has made it a more accessible tool for small
businesses — and for some small firms, outsourcing has made a powerful
impact on their growth, productivity and bottom lines.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the
impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving
business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report
on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports
on Form 10 - Q (the «Reports»).
In one hour a week, I make significant progress
on business issues and the
strategies that I believe have a strong
impact on the agency.
The North American
Strategy for Competitiveness (NASCO) announced its 2018 tri-national conference will be held in Vancouver next fall, to address issues and discuss solutions to the rapidly changing state of international
business and its
impact on global trade.
While the exact
impact of the new dimension - based pricing structure will ultimately depend
on how prepared a company is to adapt its
strategy, it is clear that small
businesses will be hit -LSB-...]
Leslie focuses
on the firm's current and emerging investment
strategies,
business development, and
impact investing program.
MONTERREY, MEXICO — The North American
Strategy for Competitiveness (NASCO), kicked off its annual tri-national conference in Monterrey
on Oct. 25 to address issues and discuss solutions to the rapidly changing state of international
business and its
impact on global trade.
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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion
strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated
business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights;
impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments
on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
James Smith, head of workplace
strategy and
business development at Morningstar, says many broker - dealers are taking a proactive approach to measuring the rule's
impact on their 401 (k) advisory
business, and not waiting for courts to determine the Labor Department rule's fate.
Potential
business owners should consult with a tax professional and prepare to adjust their organizational
strategies constantly, but considering the
impact of taxes
on a fledgling
business enterprise, it can prove well worth the effort (and the paperwork) to make the C corporation setup work for you.
Our inability to raise capital as and when needed would have a negative
impact on our financial condition and our ability to pursue our
business strategy.
Alessio leads GMAG's macro
strategy focusing
on business cycle dynamics, global macro regimes, and their
impact on asset class risks and returns.
The buyer persona development process gave them insightful information
on where buyers were headed, how it was
impacting their
business, and what
strategies they could incorporate to meet buyer's goals.
The discussion focused
on how the next generation of clients is shaping the
business model and investment
strategy of private banks, and the importance of meeting their desire for social
impact investing as well as financial returns
These are just a few of many tactics and
strategies used by small
business to create a high -
impact marketing plan
on a low - budget.
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.
She is known for making a positive
impact on the
business in which she works by integrating effective and innovative human capital and
business strategies.
The report finds makes a list of recommendations for
business, industry, professional bodies and government, namely: Construction
businesses · Focus
on better human resource management · Introduce and / or expand mentoring schemes · Boost investment in training · Develop talent from the trades as potential managers and professionals · Engage with the community and local education establishments Industry · Rally around social mobility as a collective theme · Promote better human resource management and support the effort of
businesses · Promote and develop the UK as an international hub of construction excellence · Support diversity and schemes that widen access to management and the professions · Emphasise and spread understanding of the built environment's
impact on social mobility Professional bodies and institutions · Drive the aspirations of Professions for Good for promoting social mobility and diversity · Support wider access to the professions and support those from less - privileged backgrounds · Promote and develop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's
impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial
Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal
on the
impact the built environment has
on social mobility The report is being formally launched at an event in the House of Commons later today.
On an issue directly related to the state's strategy of promoting growth in growing technology sectors, including life sciences, The Business Council continues to oppose the proposed pharma marketing restrictions included in the Executive Budget, which would adversely impact on the research - based bio-pharmaceutical sector's ability to do business in New York Stat
On an issue directly related to the state's
strategy of promoting growth in growing technology sectors, including life sciences, The
Business Council continues to oppose the proposed pharma marketing restrictions included in the Executive Budget, which would adversely impact on the research - based bio-pharmaceutical sector's ability to do business in New Yor
Business Council continues to oppose the proposed pharma marketing restrictions included in the Executive Budget, which would adversely
impact on the research - based bio-pharmaceutical sector's ability to do business in New York Stat
on the research - based bio-pharmaceutical sector's ability to do
business in New Yor
business in New York State.
The panel was created by state lawmakers at the end of the 2015 legislative to analyze the
impact of state tax policies
on business and to develop
strategies to promote economic growth.
In his new book, Getting Green Done, Auden Schendler presents tested
strategies businesses can harness to lessen their
impact on the planet and to compel others to do the same.
The slides analyse the role of the product life cycle and the Boston matrix and evaluate the
impact of extension
strategies on a
business and how the Boston matrix can be used in the management of a firm's product portfolio.
Allegheny Intermediate Unit (aiu3) Alliance for Excellent Education (AEE) American Alliance of Museums (AAM) American Association of Classified School Employees (AACSE) American Association of Colleges for Teacher Education (AACTE) American Association of Community Colleges (AACC) American Association of School Administrators (AASA) American Association of State Colleges & Universities (AASCU) American Council
on Education (ACE) American Counseling Association (ACA) American Educational Research Association (AERA) American Federation of School Administrators (AFSA) American Federation of State, County, and Municipal Employees (AFSCME) American Federation of Teachers (AFT) American Institutes for Research (AIR) American Library Association (ALA) American Medical Student Association (AMSA) American Occupational Therapy Association (AOTA) American School Counselor Association (ASCA) American Speech - Language - Hearing Association (ASHA) American Student Association of Community Colleges (ASACC) Apollo Education Group ASCD Association for Career & Technical Education (ACTE) Association of American Publishers (AAP) Association of American Universities (AAU) Association of Community College Trustees (ACCT) Association of Jesuit Colleges & Universities (AJCU) Association of Public and Land - grant Universities (APLU) Association of Public Television Stations (APTS) Association of School
Business Officials International (ASBO) Boston University (BU) California Department of Education (CDE) California State University Office of Federal Relations (CSU) Center
on Law and Social Policy (CLASP) Citizen Schools Coalition for Higher Education Assistance Organizations (COHEAO) Consortium for School Networking (COSN) Cornerstone Government Affairs (CGA) Council for a Strong America (CSA) Council for Exceptional Children (CEC) Council for Opportunity in Education (COE) Council of Chief State School Officers (CCSSO) Council of the Great City Schools (CGCS) DeVry Education Group Easter Seals Education Industry Association (EIA) FED ED Federal Management
Strategies First Focus Campaign for Children George Washington University (GWU) Georgetown University Office of Federal Relations Harvard University Office of Federal Relations Higher Education Consortium for Special Education (HESCE) indiCo International Society for Technology in Education (ISTE) Johns Hopkins University, Center for Research & Reform in Education (JHU - CRRE) Kent State University Knowledge Alliance Los Angeles Unified School District (LAUSD) Magnet Schools of America, Inc. (MSA) Military
Impacted Schools Association (MISA) National Alliance of Black School Educators (NABSE) National Association for College Admission Counseling (NACAC) National Association for Music Education (NAFME) National Association of Elementary School Principals (NAESP) National Association of Federally
Impacted Schools (NAFIS) National Association of Graduate - Professional Students, Inc. (NAGPS) National Association of Independent Colleges and Universities (NAICU) National Association of Private Special Education Centers (NAPSEC) National Association of School Psychologists (NASP) National Association of Secondary School Principals (NASSP) National Association of State Directors of Career Technical Education Consortium (NASDCTEc) National Association of State Directors of Special Education (NASDSE) National Association of State Student Grant & Aid Programs (NASSGAP) National Association of Student Financial Aid Administrators (NASFAA) National Center for Learning Disabilities (NCLD) National Center
on Time & Learning (NCTL) National Coalition for Literacy (NCL) National Coalition of Classified Education Support Employee Unions (NCCESEU) National Council for Community and Education Partnerships (NCCEP) National Council of Higher Education Resources (NCHER) National Council of State Directors of Adult Education (NCSDAE) National Education Association (NEA) National HEP / CAMP Association National Parent Teacher Association (NPTA) National Rural Education Association (NREA) National School Boards Association (NSBA) National Student Speech Language Hearing Association (NSSLHA) National Superintendents Roundtable (NSR) National Title I Association (NASTID) Northwestern University Penn Hill Group Rutgers, The State University of New Jersey School Social Work Association of America (SSWAA) Service Employees International Union (SEIU) State University of New York (SUNY) Teach For America (TFA) Texas A&M University (TAMU) The College Board The Ohio State University (OSU) The Pell Alliance The Sheridan Group The Y (YMCA) UNCF United States Student Association (USSA) University of California (UC) University of Chicago University of Maryland (UMD) University of Maryland University College (UMUC) University of Southern California (USC) University of Wisconsin System (UWS) US Public Interest Research Group (US PIRG) Washington Partners, LLC WestEd
We are keenly aware of our role and
impact on the world, and we are committed to developing and implementing
business strategies that bring sustainable technology solutions to our consumers and communities.
In part one of this two - part interview, Connie talks about the history of Battenkill Books, the
strategies that have kept the
business growing despite the difficult economic climate, her perspective
on ebooks and their
impact on publishing and bookstores, and the variety of customer preferences that she encounters
on a daily basis.
Quarterly performance reviews have had a profound
impact on investing
strategies and
on the investing
business.
Commenting
on the news, Asaf Lahav, CEO, said: «As a consequence of the regulatory changes which have
impacted the binary options sector, these subsidiary holdings have become non-core to future
business growth
strategy.
Solis studies the
impact of emerging technologies
on business, marketing and culture and, in his role as Principal Analyst at Altimeter Group, advises companies
on marketing
strategy and change management.
And now, I get to turn a little bit more attention towards some of the strategic partnerships that can have a very big
impact on our
business, that align with the
strategy that we've put in place.
«GAMEHOTEL's trademark mix of leading speakers gave attendees first - hand insights into critical trends in interactive entertainment, and brought them up to speed
on gaming's
impact on marketing methods and
business strategies,» said GAMEHOTEL producer Tina Cassani.
Spearheaded by Bank of England Governor Mark Carney (also the head of the FSB) and the former New York mayor and United Nations special envoy
on climate change, Michael Bloomberg, the TCFD recommends that companies across all sectors describe the potential
impacts of global warming in line with a 2 degrees Celsius scenario
on their
business,
strategy and financial planning.
Whether you have an intentional social media
strategy or not, social media can have a tremendous
impact on how your
business is perceived.
«By valuing the positive
impact of a healthy compliance function
on the rest of the
business, banks and financial institutions can create CDD processes that will meet current and future demands,» said Thomas Cosgrove,
Strategy Leader, Global Compliance Solutions, Dun & Bradstreet.
Drawing
on our attorneys» own
business and marketing backgrounds, we also consider and advise
on the myriad issues that may positively or negatively
impact the
business as well as exit
strategies to prevent hurdles to growth and maximize realization of the value of the enterprise.
As a result, firms need to understand the potential
impact of technology
on their
business and ensure that their
strategy properly anticipates and provides for the changes that it will cause.
The program explored changes in the U.S. health care industry and assessed their
impact on business and commercial
strategies.
Effective attorney advertising requires keeping a close eye
on how your marketing
strategies are
impacting your
business.
We counsel clients
on how to prepare for and benefit from regulatory and marketplace changes that
impact their
business strategies and operations, including:
Participants, who include a number of client delegates, are inspired by what they see as a genuine demonstration of the importance that our
business places
on impact, whether as part of our own
business model or where
impact forms part of our clients»
strategies.
Forward - looking information includes, but is not limited to the likelihood of the transaction closing as detailed in this news release or at all, the proposed use of proceeds and the expected closing date of the Offering, the receipt of required regulatory approvals including the TSX Venture Exchange, the
impact of the appointments
on the Company, the Company's projected asset allocations,
business strategy and investment criteria, the timing for implementation of financial auditing and corporate governance standards applicable to cryptocurrencies and Initial Coin Offerings («ICO's»), the rate of cryptocurrency adoption and the resultant effect
on the growth of the global cryptocurrency market capitalization.
Yet there is no doubt that many aspects of policy can, directly or indirectly, have a significant
impact on both a country's overall economic performance and the
strategies adopted by
businesses, whether positive or negative.
ITA Group (West Des Moines, IA) 11/1993 — 9/1994 Account Executive,
Business Development • Created and lead client sales presentations regarding ITA Group's corporate travel business unit • Developed quarterly sales plans setting targets, projections, and strategies • Orchestrated airline industry research and its impact on the commercial travel agency to formulate business plans to supplement decreased commissions • Coordinated and implemented on - site corporate travel fa
Business Development • Created and lead client sales presentations regarding ITA Group's corporate travel
business unit • Developed quarterly sales plans setting targets, projections, and strategies • Orchestrated airline industry research and its impact on the commercial travel agency to formulate business plans to supplement decreased commissions • Coordinated and implemented on - site corporate travel fa
business unit • Developed quarterly sales plans setting targets, projections, and
strategies • Orchestrated airline industry research and its
impact on the commercial travel agency to formulate
business plans to supplement decreased commissions • Coordinated and implemented on - site corporate travel fa
business plans to supplement decreased commissions • Coordinated and implemented
on - site corporate travel facilities
During the session, Realtors ® will learn about the
impact that the new top - level domains will have
on how consumers use the Internet, find out more about NAR's
strategy to secure other desirable top - level domains, and hear ideas
on how Realtors ® can leverage top - level domains in their
business.
Responsibilities: • Negotiating, writing and executing real estate investment agreements as well as contracts
on behalf of the company • Offering counsel
on a variety of legal issues • Advising executives within the company • Working alongside other departments within the company • Advising
on contract status,
business risks and risk mitigation
strategies, and the legal liabilities associated with different real estate related deals including but not limited to: the evaluation of existing property special assessments, restrictions, zoning issues, building codes, lien releases, ADA, etc.) • Conduct title and survey review and perform due diligence
on prospective loan deals; prepare and review contracts, and coordinate closings • Researching and anticipating unique legal issues that could
impact the company • Reviewing advertising and marketing materials to ensure that they are in compliance with legal requirements • Manage real estate disputes including litigation • Providing training to the company
on legal topics • Performing other duties as required or assigned