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.
But here's the essence of the findings: according to work
by Christopher Barnes, a University of Washington management professor, the mismatch between many employees» natural
preferences and the workday's official start not only results in decreased productivity and creativity (not to mention increased misery), but might also
impact the ethical decisions of late risers forced out of bed prematurely.
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»).
The pay - to - play provision
impacts the economics of the deal
by reducing liquidation
preferences for the non-participating investors.
Xiaomi made a net loss of 43.89 billion yuan versus a profit of 491.6 million yuan in 2016, though this was
impacted by the fair value changes of convertible redeemable
preference shares.
Colour is the first attribute considered
by consumers, accounting for 75 % of product assessment.1 What's more, 85 % of the actual purchase decision is based on colour.2 Manufacturers can use the power of colour to gain consumer
preference, differentiate products, or even mask the
impact of processing.
«These are impressive results, particularly in light of the challenges posed
by global mega trends
impacting our industry, from macroeconomic and political volatility, the continued rebalancing of the economic world, to shifting consumer
preferences and increasing demand for healthier products, to the disruption of retail caused
by the rapid growth of e-commerce and the blurring of channel lines,» Ms. Nooyi said.
Head
impacts can be measured and quantified
by accelerometers placed in the helmet, mouthguard or an adhesive patch, according to the player's
preference.
Although the Irish electoral system is classified as a proportional electoral system, the proportion of seats won
by parties will not measure up exactly to their actual share of the first
preference votes, mainly because geography has a very significant
impact here.
He held that the company's performance this year was
impacted by two major factors of tough economic challenges around consumer spending, which according to him driving consumer
preferences towards value brands across the sector as well as the effects of FX policy and Naira devaluation.
Low levels of pesticides can
impact the foraging behaviour of bumblebees on wildflowers, changing their floral
preferences and hindering their ability to learn the skills needed to extract nectar and pollen, according to a study co-authored
by a University of Guelph professor.
the challenge of simultaneously maintaining environmental and economic sustainability and how countries of the GCC are likely to be
impacted by shifting
preferences for low carbon energy resources in the developed world, including the economic and geopolitical stresses that may follow (forthcoming).
A new study on Mobile's
Impact on Dating and Relationships (commissioned
by ChristianMingle and JDate) sheds some blue light onto singles» texting habits and
preferences by dating stage and device.
For example, those arguing for a return to zip code assignment of students to schools because such schools are somewhat more likely to be racially balanced than schools of choice have to discount: 1) the strong
preference of parents to choose their children's schools, 2) the likelihood in some districts that a voluntarily segregated school of choice will provide a much better education than a child's marginally less segregated neighborhood school, and 3) the
impacts of the competition among education providers that occurs when school enrollment is determined
by choice.
High -
impact schools established teaching assignments to meet the needs of students; average -
impact schools tended to determine assignments
by staff seniority and teacher
preferences.
We are in agreement with most of what is written
by Richard Tol on the state of the art of economic research into the
impacts of climate change and climate change policies, but we highlight a complementary approach that is based on a direct elicitation of (revealed or stated)
preferences for climate change.
Authored
by Tufts University economist Gilbert Metcalf, it finds that repeal of these three tax
preferences would reduce U.S. oil and gas production
by less than 5 %, and global oil demand
by about 0.5 % —
impacts he considers relatively small.
That said, my business model
preference is
impacted by the type of product that is being offered.
While mental illness is often one factor, its
impact may be offset
by other concerns, such as the relationship each parent has to the child, the child's
preference, and the proximity of each parent to the child's school and activities.
Impact of Low Social
Preference on the Development of Depressive and Aggressive Symptoms: Buffering
by Children's Prosocial Behavior.
In this study focused on school aged children, we hypothesize that the
impact of maternal depressive symptomatology on child social
preference is mediated
by the quality of mother - child interactions, particularly the emotional availability, warmth, and sensitive - responding of the parent to child.
Real estate, though cyclical, is being influenced
by new parameters that have to be weighed in the balance — including demographics and
preferences of aging baby boomers, the economic
impact of ever - increasing oil prices and the like.