Sentences with phrase «key changes at»

The rest of the Clio range benefits from new styling, too, with the key changes at the front.

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.

While it is key to be aware of the new changes made by the CRA, it equally important for Canadians to look at changes in their own life, and what that means for their taxes, she added.

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.

The companies most adept at change, innovation, and transformation all prioritize some mix of the following key factors:

«The key is to be able to read statements under IFRS and understand that one change occurred because of a business change while another occurred because of an accounting change,» says Anthony Scilipoti, executive vice president at Veritas Research Corp..

According to a 2013 survey of more than 22,000 business executives by the Katzenbach Center at Strategy &, most leaders understand the key point I just mentioned — that culture plays a critical role in achieving great financial performance - and successfully leading and managing change.

And with looming leadership changes at organizations key to global health and development aid — the heads of the United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk of setbacks is unnerving.

Garry Mathiason, a longtime litigator at the labor and employment law firm Littler Mendelson, can remember a key moment that cemented his interest in how fast - changing technologies intersect with law.

On the downside, hitting the shift key doesn't change the letters at all — they're in a permanently capped state, which frequently threw me off.

A key component of the package is a requirement that fast food restaurants schedule their workers at least two weeks in advance or pay extra for shift changes.

In an interview on CNBC, Buffett called the changes «part of the movement toward succession over time,» saying Abel and Jain are «the two key figures» at Berkshire and «have Berkshire in their blood.»

«Our managers look at three key areas — passion, proven history, and an employee's willingness and ability to adapt to change and take on new things,» David Stafford, chief human resources officer and executive vice president of personnel for Michelin North America, told Business Insider.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

«That's a key change from the past seven years, when weakness in at least one major region offset strength elsewhere and created fragility that made the global economy more sensitive to shifts in growth at the margins.»

Monsanto's New Chief Information Officer IT sales experts should be alerted to a key management change at Monsanto's.

Trade Minister Michael Fortier asserted at the negotiations that «our position on supply management will not change,» but this assertion did not have to be tested since the key players walked away from the table.

In such situations, we are finding companies we regard as extremely well run, growing at a fast pace, and providing exposure to key themes such as economic growth, demographic changes, and local consumer trends.

Rebecca Skvorc, SVP of Finance at Wave shares with Anthony Lacavera how she made the transition from a corporate environment into the startup world and her key takeaways for anyone who wants to make the change.

Search engine optimization experts suggest the key to understanding a search engine's algorithmic changes is to look at its past updates and think about what each was designed to accomplish.

VICTORIA — Dan Woynillowicz, policy director at Clean Energy Canada, made the following statement in response to the federal government's 2018 budget: «Today's budget announced support for implementing key pieces of the government's climate change and clean growth plan, including putting a price on carbon pollution and extending tax support for clean energy.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Deutsche Bank WM is also pursuing a digital revamp of sorts and the change of leadership at the very top of the bank — John Cryan is out and former wealth management and commercial banking boss Christian Sewing is in — may bode well for the German lender, which has stated on record that it will focus on building its wealth management business in key markets, including Hong Kong and Singapore.

Earnings / Macro Pulse: But if you look at a couple of key indicators we track: the «nominal surprise index» (this tracks a combination of the Citi US inflation surprise index and the economic surprise index - giving a view on how the inflation and general economic data is turning out vs expectations), and the «earnings revisions indicator» (this combines earnings revisions ratio and the rate of change in forward earnings).

Price action can change at certain times of the day, such as when key major market hours overlap.

The Council's key initiatives are aimed at addressing present and future challenges facing the federation, in order to better meet the changing needs of Canadians.

Sandy Silver, Premier of Yukon and Chair of the Council of the Federation, chaired the meeting at which Premiers discussed several key issues including health care and climate change.

The Hillary Step is the key bottleneck on the Everest summit climb and can often become a juncture where human life is lost dependent on two variables --(1) the number of climbers concentrated at the Step that either want to ascend or descend at any one time, and (2) the change in trend in the weather at the top of the mountain.

It concluded: «At least for now, the changing fortunes of key cryptocurrencies are closely tied to the earning potential of the leading cryptocurrency exchange sites through advertising.»

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.

The key to religious fervor, on both sides is education, and until children can be allowed to choose their religion, if they want one at all, we will not see anything change.

At Key Stage 3 (age 11 to 13 +, Years 7 to 9) schools have to teach: that fertilisation in humans and flowering plants is the fusion of a male and a female cell; about the physical and emotional changes that take place during adolescence; about the human reproductive system, including the menstrual cycle and fertilization; how the foetus develops in the uterus, including the role of the placenta.

Jeremy have been asking the holy spirit for his help with this and in regards to the lame man that Jesus healed I do nt believe that sin was the issue for him just like the blind man was it his parents or did he sin the answer was neither but so that God would be glorified.What was the sin that may have been worse for him.The two situations are related of the woman caught in adultery the key words being go and sin no more only two references in the bible and will explain later the lame man we see at first his dependency on everyone else for his needs he cant do it he is in the best position to receive Gods grace but what does he do with it.Does he follow Jesus no we are told he goes to the temple and Jesus finds him now that he has his strength to do things on his own what his response to follow the way of the pharisees that is what is worse than his condition before so he is warned by go and sin no more.We get confused because we see the word sin but the giver of is speaking to him to go another way means death.Getting back to the two situations of the woman caught in adultery and the lame man here we see a picture of our hearts on the one our love for sin and on the other the desire to work out our salvation on our terms they are the two areas we have to submit to God.My experience was the self righteousness was the harder to deal with because it is linked in to our feelings of self worth and self confidence so we have to be broken so we are humble enough to realise that without God we can do nothing our flesh hates that so it is a struggle at first to change our way of thinking.brentnz

Creative writing in schools gets very mixed treatment: while it is privileged at key stage 2 and, to a certain extent, at key stage 3, it usually receives less attention at key stage 4 and almost none at key stage 5 (though there are signs of change here with a renewed emphasis on recreative writing as an A Level coursework option).

«That's the real key to our success, the fact that we're hands on and that our goals haven't really changed concerning our long - standing commitment of providing the best products and service at a great value.»

These adjustments, coupled with a key executive change at Ballast Point and the purchase of Florida's Funky Buddha Brewery, are all part of Constellation's renewed focus on the craft beer category — something it wasn't participating in until it purchased Ballast Point in late 2015.

Speaking of CFB's changing approach, Casella, a member of the new Australian Grape & Wine Authority board, said the industry had neglected key areas of the market and needed to do a better job at promoting itself: «Australia has a job of rebuilding its image.»

Keeping up with consumers» changing attitudes and demands, particularly on convenience and quality, will be key for stealing share at lunchtime.

Grace Boyle, chair of the student union's Love Veggie society, played a key role in Ulster's adoption of MFM by starting a petition to gather support for the move, because of a lack of meat free and vegan options at Ulster, and because the university does not formally acknowledge that the meat and dairy industries are major contributors to climate change.

David Olivier, a postdoctoral research fellow at the Global Change and Sustainability Research Institute, University of the Witwatersrand, on why social networks are a key spinoff of urban farming

At NiceLabel, we have studied the regulation thoroughly to prepare simplified guides about the key changes coming your way and we have updated our label and printing solutions to help you become compliant with the regulation as quickly as possible.

... The kosher community rises to the challenge of helping Jewish poor this past Passover... Chicago's kosher scene to experience reset as Hungarian Kosher changes hands... Kosher caterers are a key part of the lucrative Passover resort program... Kosher options expand in Las Vegas... Record number of ads placed in pre-Passover blitz... In My Sixth Sense, I look at spending Passover at a luxury resort... Eda Kram in her New Product Showcase covers new Olive Turkey Breasts.

Chelsea have made just one change from the side that secured a 1 - 1 draw at Anfield, with Pedro in for Willian as the Spaniard's pace, movement and intelligent runs will be key to hurting Arsenal.

United are in the perfect position to chop and change as they sit 12 points clear at the top of the Premier League, allowing Ferguson to rest several key players against Norwich before their decisive Champions League last 16 second leg encounter with Real Madrid on Tuesday.

Antonio Conte is preparing to make major changes to Chelsea squad over the next two windows according to the Mirror, including the removal of many older key players that are lingering at Stamford Bridge.

One key change that has gone under the radar was Wenger's reaction to the changes at halftime (which LVG got terribly wrong).

Luiz was a key part of Chelsea's title - winning squad last season, but the Blues have not looked as convincing at the back lately, prompting Conte to make a big change for the visit of United.

The West Ham full - back's energy has been a key aspect in the deliberate change in philosophy at Upton Park this season.