Sentences with phrase «key infrastructure within»

Not exact matches

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.

It's actually a cold - eyed strategy to gain prominence and regional security by investing heavily in key parts of Western infrastructure, and leveraging financial muscle to exploit weak regulations within the sport, thereby capitalising on an undervalued market to massively inflate the price of their asset.

Though the numerous issues facing the nation could never be resolved within four years, the evidence is clear that the Mahama - led government has made immense strides with respect to infrastructure, schools, hospitals, industries, social intervention programs, and other key areas.

Members collaborate in developing research directions and large - scale infrastructures; they encourage and facilitate discussions between like - minded experts within our organisations and beyond; they share developments and results; they collaborate in activities such as technology transfer and outreach; and they provide a coordinated representation on key issues affecting our organisations to the EU and outside world.

The firm's key industries — financial institutions; energy; infrastructure, mining and commodities; transport; technology and innovation; and life sciences and healthcare — are set to maintain their importance, though with Fulbright historically a Texas - based litigation shop, «we'll be looking to grow our New York and DC offices, and add more US - based transactional work within our key industries.»

Some key interactions with each are very familiar; however, the context of operating within a purely virtual universe where the data is publicly distributed and infrastructure is community owned is very important to how you choose to engage.

There are four key trends within the market: 1) Application projects driven by digitization, paperless working and data - management trends (BI and Big - Data) 2) Financial Regulatory projects including banking transformation due to regulation (e.g. Mifid, Fatca, EMIR and Prybs) 3) IT infrastructure outsourcing: Luxembourg is one of top countries for datacenters with powerful players in the market (IBM, EbRC or CSC) and multiple «Tier IV» datacentres 4) Security and risk control consulting focused on control and governance.

Goals: Increase the employment rate of Aboriginal and Torres Strait Islander people; reduce the number of Aboriginal and Torres Strait Islander people who are long term CD&EP participants or CD&EP participants where there is access to mainstream labour market; increase the average income of Aboriginal and Torres Strait Islander people within the NNYR and reduce the number of Aboriginal and Torres Strait Islander people living below the poverty line; safe and viably sustainable Indigenous communities, families and individuals (in terms off housing, infrastructure, essential services, employment, health, law, justice and education); identify the key stakeholders.