Sentences with phrase «impact strategies grew»

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

The passive strategies are intended to «democratize» impact investing as investor interest in ESG products grows.

We are likely to see growing pressure on companies to be transparent and demonstrate a responsible approach in their strategies for deploying new technologies and managing the impacts of these changes.

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 State.

«Establishing the Next Wave Network to build on the impact of GLOBALFOUNDRIES and further spur our growing technology sector is the right strategy at the right time,» said Edward Kinowski, Chairman of the Saratoga County Board of Supervisors.

It might signal a strategy change for CBS, whose founding philosophy of mid-range films has grown questionable over a string of low - impact wide releases (e.g..

Although this study looked at college students, it's part of a growing body of research showing that this and similar strategies, known as wise psychological interventions, have an outsized impact on students of all ages.

Growing the best charter schools is one strategy Public Impact has previously addressed.

According to McGregor (2012), both internationally and nationally there is a growing practice to adopt art - based teaching strategies as more and more social activists, cultural workers and educators realise their benefits to learning and their social impact.

Pay Teachers More and Reach All Students with Excellence — Aug 30, 2012 District RTTT — Meet the Absolute Priority for Great - Teacher Access — Aug 14, 2012 Pay Teachers More — Within Budget, Without Class - Size Increases — Jul 24, 2012 Building Support for Breakthrough Schools — Jul 10, 2012 New Toolkit: Expand the Impact of Excellent Teachers — Selection, Development, and More — May 31, 2012 New Teacher Career Paths: Financially Sustainable Advancement — May 17, 2012 Charlotte, N.C.'s Project L.I.F.T. to be Initial Opportunity Culture Site — May 10, 2012 10 Financially Sustainable Models to Reach More Students with Excellence — May 01, 2012 Excellent Teaching Within Budget: New Infographic and Website — Apr 17, 2012 Incubating Great New Schools — Mar 15, 2012 Public Impact Releases Models to Extend Reach of Top Teachers, Seeks Sites — Dec 14, 2011 New Report: Teachers in the Age of Digital Instruction — Nov 17, 2011 City - Based Charter Strategies: New White Papers and Webinar from Public Impact — Oct 25, 2011 How to Reach Every Child with Top Teachers (Really)-- Oct 11, 2011 Charter Philanthropy in Four Cities — Aug 04, 2011 School Turnaround Leaders: New Ideas about How to Find More of Them — Jul 21, 2011 Fixing Failing Schools: Building Family and Community Demand for Dramatic Change — May 17, 2011 New Resources to Boost School Turnaround Success — May 10, 2011 New Report on Making Teacher Tenure Meaningful — Mar 15, 2011 Going Exponential: Growing the Charter School Sector's Best — Feb 17, 2011 New Reports and Upcoming Release Event — Feb 10, 2011 Picky Parent Guide — Nov 17, 2010 Measuring Teacher and Leader Performance: Cross-Sector Lessons for Excellent Evaluations — Nov 02, 2010 New Teacher Quality Publication from the Joyce Foundation — Sept 27, 2010 Charter School Research from Public Impact — Jul 13, 2010 Lessons from Singapore & Shooting for Stars — Jun 17, 2010 Opportunity at the Top — Jun 02, 2010 Public Impact's latest on Education Reform Topics — Dec 02, 2009 3X for All: Extending the Reach of Education's Best — Oct 23, 2009 New Research on Dramatically Improving Failing Schools — Oct 06, 2009 Try, Try Again to Fix Failing Schools — Sep 09, 2009 Innovation in Education and Charter Philanthropy — Jun 24, 2009 Reconnecting Youth and Designing PD That Works — May 29.

And our Long - Term Impact strategy ensures that City Year will continue to grow and reach the students and schools that need us the most.

Dr. Marzano makes the connection between growing teacher practice and the impact on student achievement that is highly probable when teachers use specific strategies in the correct lesson segment, with a specific group of students.

The i3 funding will allow New Leaders to move forward with strategies to grow in scale and impact.

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.

Investing in growing companies solving sustainability challengesImpact companies: The fund invests in growth companies that directly demonstrate positive impact in social, environmental, or economic development.Active strategy: The managers utilize bottom - up research to identify companies with attractive sustainability, fundamental, and valuation characteristics.Veteran team: A dedicated sustainable investing team is backed by Putnam's equity research and quantitative / risk analysis groups.

If your client is looking to grow her wealth over the long - term and is not concerned with generating immediate income, funds that focus on growth stocks and use a buy - and - hold strategy are best because they generally incur lower expenses and have a lower tax impact than other types of funds.

The demand for socially responsible investing strategies is growing as a means to manage environmental, social, and governance (ESG)-- related risks — which can impact long - term returns — and as an opportunity to promote social and environmental issues, but much remains unknown about the performance potential of these strategies.

And so, evaluating its current valuation / prospects, I'd put much less weight on its inability to overcome an implacable secular trend which continues to negatively impact currency strategies, and put far more weight on its ability to grow passive hedging revenue at consistent super-charged rates for almost a decade now.

Given that long - term analysis is often seen as the best barometer in judging the effectiveness of a stock strategy, since it reduces the impact of volatility, the data appears to back up a growing sentiment among investors that active stock funds may not be worth the cost.

Using the data collected from your loyalty program will allow you to craft retail strategies to succeed in your market, increase the impact of your marketing dollars, and grow sales and profits.

By pioneering new renewable energy projects and establishing forward - thinking innovation centers, many countries in Africa are looking to renewable energy as a solution to meet their growing energy needs in a sustainable way, while working toward practical adaptation strategies to mitigate global warming impacts.

ICLEI has finalized a new guide and toolkit aimed at helping municipal governments in Asia build City Resilience Strategies to cope with the growing impacts of climate change as part of its engagement with the Asian Cities Climate Change Resilience [continue reading...]

For almost 30 years, I've watched the career marketing industry grow more sophisticated as traditional lists of duties, dates and job titles have made way for personal marketing and branding strategies enriched through power wording and high - impact strategic formatting crucial for capturing the attention of today's business - savvy decision makers.

For two - and - a-half decades we have watched the career marketing industry grow more sophisticated as traditional lists of duties, dates, and job titles have made way for personal marketing and branding strategies enriched through power wording and high - impact formatting crucial for capturing the attention of today's business - savvy decision makers.

Finally, for children growing up with family conflict, exposure to community violence may have a cumulative impact on distress symptoms and thereby influence both physiological and behavioral coping strategies that elevate risk for early obesity.