Sentences with phrase «increased financial flows»

This is an innovative financing mechanism designed to direct increased financial flows from the growing international market in carbon emission offsets toward projects that contribute directly to meeting the Millennium Development Goals (MDGs) in the least developed countries.

Through CarbonCount, the Alliance aims to increase financial flows toward, and justify favorable capital pricing for, projects that promise superior climate benefits.

The World Water Council launched a report this week on «Increasing Financial Flows for Sanitation» during the 8th World Water Forum in Brasilia,...

The report related to this work, entitled Increasing Financial Flows for Urban Sanitation, the 8 contributing case studies, and the Policy Recommendations will be shared at the 8th World Water Forum.

The World Water Council launched a report this week on «Increasing Financial Flows for Sanitation» during the 8th World Water Forum...

The key messages for all decision - makers in this newly published report are; to save money by implementing more cost - effective urban sanitation services; increase financial flows by using a range of existing and new financing instruments and mechanisms; and achieve the urban sanitation SDG by 2030 by being positive and resolute.

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 Healthcare Reform Law, including The Patient Protection and Affordable Care Act and The Healthcare and Education Reconciliation Act of 2010, could have a material adverse effect on Humana's results of operations, including restricting revenue, enrollment and premium growth in certain products and market segments, restricting the company's ability to expand into new markets, increasing the company's medical and operating costs by, among other things, requiring a minimum benefit ratio on insured products, lowering the company's Medicare payment rates and increasing the company's expenses associated with a non-deductible health insurance industry fee and other assessments; the company's financial position, including the company's ability to maintain the value of its goodwill; and the company's cash flows.

But the informed business owner with an eye on the financials can see that if sales are slowed and the collection of receivables is stepped up, then cash flow will magically increase.

During periods of adverse changes in general economic, industry or competitive conditions, such as we experienced in calendar years 2008 and 2009, some of our vendors may experience serious cash flow issues, reductions in available credit from banks, factors or other financial institutions, or increases in the cost of capital.

The increase in the ties between national financial systems, the greater sophistication of financial markets and financial market instruments allow risks to be shared more broadly and capital to flow to where the returns are expected to be the highest.

Apex Capital Partners Corp. provides comprehensive financial guidance to enhance portfolio performance with increased flow of capital.

The remaining criteria are kept under lock and key, but Morningstar suggests that the fund also screens for financial leverage and cash flow metrics to ensure that included companies can continue to increase their dividends year after year.

Dividends are increased when and if declared by our Board of Directors after a review of our financial condition to determine whether or not a dividend increase is supported by increases in our cash flow.

While the lagged effects of the increases in interest rates in November and December are yet to flow through, the continuing rapid pace of credit growth is prima facie evidence that financial conditions remain expansionary, especially when viewed in the context of lending rates that are still below the average of the past decade.

Working with the major energy centers in the body will increase flow toward greater financial bliss.

The share of financial benefits flowing to relatively wealthy families under the K - 12 expansion is likely to increase for three main reasons:

After reading you will know: - How to break free from the 3 major tensions facing private practice - How to increase new ideal patient flow - How to market to the virtually untouched fee - for - service market - How to find the freedom and financial stability -LSB-...]

They can increase cash flows for long term capital spending, increase financial flexibility to pay off debt and smooth out earnings in the long run.

Instead, we acquire assets over time that produce increasing amounts of cash flow that will ultimately finance our financial freedom.

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Acronym for the Troubled Asset Relief Program, a voluntary Capital Purchase Program to encourage US financial institutions to build capital to increase the flow of financing to US businesses and consumers and to support the U.S. economy.

For example, if you are cashing in your policy for short term financial needs and will be left without life insurance, it may be best to look for other ways to increase your cash flow.

This could immediately help thousands of self - employed borrowers find a no income verification mortgage that provides quick financial benefits with increased cash flow.

Quality of financial position plus quantity of resources, incidentally, translates into long - term earning power, whether that earning power evidences itself as unrealized and, therefore, unaccountable for appreciation of undeveloped land (St. Joe Paper); growing cash flows (Forest City Enterprises); enhanced attractiveness as a takeover candidate (Constellation Bancorp or DCA); or rapid increases over long periods in earnings per share as reported for GAAP purposes (SunAmerica).

Simplify tracking and reporting of your business cash flow with increased financial controls.

Screening Process: Non-corporate issuers present a unique opportunity to focus on three key themes: • Increasing access to capital, especially for those historically underserved • Creating public goods, especially for those most in need • Filling capital gaps left by current financial practice These three themes flow from our belief that healthy economies must be built on a strong foundation of fairness and opportunity for all.

Financial assets are claims on future cash flows, and interest rate hikes decrease the present value of those future cash flows (i.e. they increase the discount rate).

Our debt relief specialists will review your financial situation and then quickly provide you with debt relief solutions that will reduce your monthly payments and increase your cash flow.

The Incentives for Environmental Services (IES) will connect the financial flows to the providers of environmental services in these priority areas, and are proposed to cover some or all of the costs to: (i) increase productivity of degraded areas, (ii) generate income through sustainable forest use, (iii) protect and conserve standing forest, (iv) recuperate degraded areas through reforestation and restoration.

While this was important to inject momentum — and not just be a talking shop — it sets a precedent for work in 2018 to increase climate ambition, speed up the shift of financial flows away from fossil fuels, and build more resilient economies to the current and future impacts of climate change.

The report concluded with the plan to continue the work programme these specific areas: (a) The analysis of options for the mobilization of financial resources from a wide variety of sources, public and private, bilateral and multilateral, including alternative sources, and their linkages; (b) The analysis of the relevant analytical work on the climate - related financing needs of developing country Parties; (c) The integration of lessons learned from fast - start finance (FSF) and best practices from developing and developed country experiences in the analysis of sources and needs; (d) The exploration of the interface between public and private finance, including approaches to leveraging private climate finance; (e) The identification of enabling environments that can unlock and foster increased climate finance flows for mitigation and adaption; (f) The exploration of delivery mechanisms that could play a role in channeling climate finance.

The law firm can achieve its business objectives, smooth irregularities in cash flow through uncertainty in case settlement for example, and to ensure the firm is not reliant solely on their bank to be able to move forward, helping the law firm increase its profitability by increasing their financial muscle.

Improving collection rates increases cash flow and the practice's financial health.

Taking your historical financial data and re-forecasting your expenses with the increased labour costs your business will experience when the minimum wage increase is fully implemented will help you understand the impact the minimum wage increase will have on your cash flow.

For example, if you are cashing in your policy for short term financial needs and will be left without life insurance, it may be best to look for other ways to increase your cash flow.

The major achievements may include increased cash - flow by debt consolidation, improvement in financial standard; reduce outstanding receivables, increased revenue growth and many more.

Drive improvements in shareholder value by optimizing financial returns, increasing company cash flow, and managing business risk.

The Chasm Group, LLC and Chasm Institute, LLC (San Bruno, CA) 1997 — 2008 Business Operations Manager • Managed all daily operational tasks for leading multi-million dollar high - tech market strategy consultancy, while providing executive administration to C - level executives and venture capital partners • Developed and managed the firm's annual budget, proposing and implementing expense cuts, producing monthly reports and financial statements, and coordinating with CPA firm for accurate and timely filings • Oversaw all client relationship management efforts while cultivating new business efforts from concept to implementation, providing high - quality service in sales efforts while utilizing new lead tracking system • Negotiated and managed all contracts, stock grants, and financing arrangements, working closely with outside counsel to draft legal documents and resolve LLC - and proprietary - related issues • Led three office space build - outs and two office relocations, managing all aspects of each process under aggressive timeline and budget expectations • Reduced firm telecom expenses by 22 % by streamlining IT objectives, including migration to VOIP phone system, software / hardware purchases, domain renewals, and outsourced technical support • Directed all phases of staff recruitment while creating and implementing all HR policies and programs, including comprehensive employee benefits plans • Supervised multiple administrative staff members, conducted performance appraisals and wage / salary surveys in comparison to incentive program guidelines, and maintained HR files in accordance with legal mandates • Produced all out - going client invoices in an accurate and timely fashion to increase, cash flow and reduce aging receivables, providing consistent attention to overhead costs and vendor arrangements • Administered all company insurance policies, including E&O, general liability, bonds, partner life and disability, conducting annual benefits reviews and employee / company insurance audits • Obtained necessary certificates for consulting contracts while processing federal, state, and local business reporting requirements to maintain licenses and incorporation status • Directed all marketing efforts and oversaw logistical aspects of national educational workshop series, utilizing sponsorship arrangements to offset production costs • Transformed «brochure» website into a dynamic tool to better illustrate company opportunities through relevant case studies, as well as maintaining all other promotional media, including press kits and video Association of California School Administrators (Burlingame, CA) 1993 — 1997 Issues and Planning Committee Coordinator • Executed all phases of event planning and implementation for a membership - driven organization including 23 state committees, 5 task forces, 6 strategic planning conferences, and a conference of 1,500 attendees • Focused on facility evaluations, bid requests, site visits, contract negotiations, and all pre - and post-conference planning processes • Produced statistical and financial reports, including budget projections and cost monitoring for developmental training efforts • Oversaw all participant - level responsibilities, including inquiries, eligibility, registration, correspondence, and billing statements • Managed all legal professional standards calls for Northern California regions, including the processing of attorney authorizations, the preparation of legal assistance letters, and liens on cause of action • Served as second point of contact for computer inquiries and troubleshooting efforts as well as provided back - up executive administrative support for Executive Director, Committee Chairs, and the State Superintendent of Public Instruction • Held responsibility for software installation and hardware configuration while performing weekly AS / 400 backup and report generation

Professional Experience Chase Investment Services (Charleston, WV) 06/2008 — Present Financial Advisor • Served as Financial Advisor for multiple branches with financial books ranging from $ 12M to $ 50M • Consistently promoted and given additional responsibility due to successful financial management • Exceeded corporate earnings projections through effective market analysis and sales tactics • Increased primary branch sales by 497 % and net cash flow 539 % • Increased secondary brand sales by 118 % and net cash flow by 108 % • Crafted comprehensive financial plans tailored to individual goals aFinancial Advisor • Served as Financial Advisor for multiple branches with financial books ranging from $ 12M to $ 50M • Consistently promoted and given additional responsibility due to successful financial management • Exceeded corporate earnings projections through effective market analysis and sales tactics • Increased primary branch sales by 497 % and net cash flow 539 % • Increased secondary brand sales by 118 % and net cash flow by 108 % • Crafted comprehensive financial plans tailored to individual goals aFinancial Advisor for multiple branches with financial books ranging from $ 12M to $ 50M • Consistently promoted and given additional responsibility due to successful financial management • Exceeded corporate earnings projections through effective market analysis and sales tactics • Increased primary branch sales by 497 % and net cash flow 539 % • Increased secondary brand sales by 118 % and net cash flow by 108 % • Crafted comprehensive financial plans tailored to individual goals afinancial books ranging from $ 12M to $ 50M • Consistently promoted and given additional responsibility due to successful financial management • Exceeded corporate earnings projections through effective market analysis and sales tactics • Increased primary branch sales by 497 % and net cash flow 539 % • Increased secondary brand sales by 118 % and net cash flow by 108 % • Crafted comprehensive financial plans tailored to individual goals afinancial management • Exceeded corporate earnings projections through effective market analysis and sales tactics • Increased primary branch sales by 497 % and net cash flow 539 % • Increased secondary brand sales by 118 % and net cash flow by 108 % • Crafted comprehensive financial plans tailored to individual goals afinancial plans tailored to individual goals and values

Property Management — Duties & Responsibilities Coordinate regular maintenance and repairs as well as emergency resolution through the efficient management of maintenance team and general / sub-contractors, also participating in restoration and renovation projects to ensure timely completion within designated budgets Develop annual property budget and monitor with monthly variance reports, preparing financial statements and various regular and ad - hoc reports on property status, including occupancy rates and lease expirations Provide relevant oversight and administration to tenant build - outs, utility service termination and transfer, supply purchasing, and building consolidation processes Support firm management to aid in effective customer service, maintenance, and general property operations, delegating important tasks and assignments while overseeing all critical management aspects Organize, manage, and execute all aspects of the lease process, facilitating the ease of operational aspects as well as price / term negotiations, rental agreement reviews, rent collection, impounds, and tenant eviction as necessary Generate increased revenue through tenant referrals as well as consistent lease renewals through effective service and timely issue resolution Identify and develop talent among hired staff and property personnel, utilizing focused training efforts within a performance - based work environment designed to utilize the critical strengths of assistants, supervisors, and techs Provide continuous assessment of property usage and needs, while furnishing oversight and guidance regarding effective preventative maintenance programs, renovation considerations, and cost reduction / control measures Maintain a strong working knowledge of the leasing property, respective marketplace, and general economic trends Act as a liaison between clients, vendors, sales personnel, support staff, and senior management to facilitate information flow and drive operational efficiency

Divorce can be financially devastating, so we have financial and tax experts who work with our mediators to help couples increase their cash flow and avoid financial conflict.

Our methods have helped new real estate investors start on the road to long - term financial success and have helped experienced investors improve their returns and increase their cash - flow.

Yes, the U.S. had a huge increase in market demand, but only because the property financial industry there restructured the cash flow of the poorest of Americans.

It can also help you increase your net worth and improve your cash flow, which will help you reach other important financial goals, like a vacation.

These funds can be paid out in three different ways: 1) A line of credit that will grow over time3 and can be accessed anytime extra funds are needed 2) A lump sum4 payment to be used to pay down other debts5 or renovate your house 3) Monthly payments to help further increase your monthly cash flow, or a combination of these payment methods can also be set up to help you meet your financial goals.

These financial pros told pollsters their clients preferred North American real estate (67 percent expected increased purchases there) and that money would most likely flow into residential real estate (72 percent expect clients to add to this slice of their portfolios.)