Sentences with phrase «key economic infrastructure»

Not exact matches

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

The Clinton Global Initiative Action Network on Post-Disaster Recovery focuses on five key areas: energy, infrastructure, health, education and economic development.

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.

With key economic decisions around international trade, transportation, infrastructure and natural resource development on the horizon, it will be important for the new government to recognize the critical role that Western Canada and B.C. play in our national economy.

PZG believes the key evaluation factors when reviewing potential projects to acquire includes: • In close proximity to Infrastructure; • proximity to other operating mines; • upside exploration potential to increase mineral inventory; • high grades to minimize projected operational cost per ounce, or potential for high grades discoveries through exploration; • good potential economic outcome in low metal price environments; • good metallurgical recoveries to have a simple and proven process for gold and silver extraction.

Like the canals and railroads of previous eras, the telecommunications infrastructure under development today will be the key to economic (and religious) development for us and for our children.

The improving economic and political conditions, significant outside investment in infrastructure and minerals and a better internal organisational structure have meant that Africa's key markets now present one of the world's biggest opportunities for medium - and long - term growth.

The Blair / Brown economic legacy was one of under - investment in key infrastructure, notably transport and energy; a continuing decline in manufacturing contributing to a structural balance of payments deficit; an accelerating regional economic divide; and a speculative property and construction boom financing public and private consumption through highly leveraged government and household debt.

Today's Budget's acknowledged that infrastructure is a key economic policy priority.

CIHT welcomes the 2013 Budget's acknowledgement that infrastructure is a key economic policy priority.

«Our highways are an essential part of New York's infrastructure, and I look forward to working with Tom to make sure the Thruway thrives as one of the state's key economic arteries.»

Fix NY also includes initiatives on key business advocacy issues including: economic development, education and workforce development, energy and environment, health insurance, government contracts, infrastructure, taxation and technology, tourism and travel, and workers» compensation and unemployment.

Gillibrand said Democrats» emphasis on government investment in job training, infrastructure and tax credits is the key to national economic growth.

A key difference between NPP and NDC however is that the impact of the NPP's infrastructure investment along with structural reforms and prudent economic policies of President J.A. Kufuor was felt positively in the economy with:

This is because infrastructure is key to faster economic growth and development.

According to the governor, infrastructure is a key component of sustainable development and «government will spare no effort in bridging identified gaps for economic growth of the state ``.

Key among the areas for improved performance are infrastructure, social services, economic development as well as environment and sanitation.

The key to a successful program is navigating tight economic conditions for the initial purchase and then maintaining your assets and infrastructure, refreshing them as the technology changes.

She is also keenly aware of the key role infrastructure plays in our nation's economic competitiveness, and in strengthening economic growth in both the urban and rural areas of our country.

One of the keys to economic growth in any nation is a solid industrial infrastructure.

The Plan continues to promote fracked gas infrastructure like Dominion's Atlantic Coast pipeline, and insists that flooding the Commonwealth with natural gas is the key to economic prosperity.

With over ten years of experience in this field, Heenan Paris» partners are particularly well positioned in Africa's key economic sectors such as energy, infrastructure, mining and natural resources.

Jon Altman notes that a crucial issue that has arisen in the past in Indigenous agreement making is that governments have tended to substitute agreement moneys for government expenditure rather than using them to supplement such expenditure.107 This emerged as a key explanation of the lack of economic benefit flowing to the Kakadu region from the Ranger Agreement signed in 1978: a significant proportion of mining payments was used to provide services (like housing, infrastructure and outstation support) that were the legitimate responsibility of government.