The key to future economic growth is about more than just increasing shareholder value.
From the beginning, he made clear that investment in education was
key to our future economic prosperity.
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.
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.
A list issued Tuesday by the U.S of products subject
to tariff hikes included aerospace, telecoms and machinery, striking at high - tech industries seen by China's leaders as the
key to its
economic future.
«While the recovery was gaining traction before sequestration took effect, these arbitrary and unnecessary cuts
to government services will be a headwind in the months
to come, and will cut
key investments in the nation's
future competitiveness,» Alan B. Krueger, the chairman of President Obama's Council of
Economic Advisers, said in a statement.
The profit motive, capitalism and free enterprise are the backbone
to our
economic system, and as such are the
key to future growth and prosperity, individually and collectively.
These include forward guidance on the
future path of its policy rate, stimulating the economy through large - scale asset purchases (commonly referred
to as quantitative easing), funding
to ensure that credit is available
to key economic sectors, and moving its policy rate below zero
to encourage spending.
Important factors that may affect the Company's business and operations and that may cause actual results
to differ materially from those in the forward - looking statements include, but are not limited
to, operating in a highly competitive industry; changes in the retail landscape or the loss of
key retail customers; the Company's ability
to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability
to leverage its brand value; the Company's ability
to predict, identify and interpret changes in consumer preferences and demand; the Company's ability
to drive revenue growth in its
key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other
key personnel; the Company's ability
to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability
to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures;
economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability
to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability
to pay such indebtedness; the Company's ownership structure; the impact of
future sales of its common stock in the public markets; the Company's ability
to continue
to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.
Under Ms. Tolstedt's leadership in 2010, the Community Bank achieved a number of significant strategic objectives, including converting approximately 750 Wachovia banking stores
to the Wells Fargo platform, record cross-sell results in legacy Wells Fargo stores and increased cross-sell results in Wachovia stores, rising customer service and satisfaction results, growing market share in
key businesses, and positioning the Community Bank for
future growth when
economic conditions stabilize.
A trend is called nascent for a reason — there is a risk it does not develop — and there is risk
to our optimistic baseline that foresees better
economic policy in
key emerging and developed economies and the possibility of
future breakthroughs in U.S.
economic policy over our secular horizon.
Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related
to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail
to obtain shareholder approval of the Merger Agreement, (c) the parties may fail
to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions
to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW
to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives
to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability
to retain or recruit
key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability
to operate its business, return capital
to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and
future litigation and other legal proceedings, including any such proceedings related
to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other
economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.
Today the White House announced major steps
to improve incentives for
future innovation in high tech patents, a
key driver of
economic growth and good paying American jobs.
The carbon tax was marched out as the
key to Alberta's
economic future by opening doors
to markets that were otherwise inaccessible.
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 inevitable rise of Southeast Asia means that digitizing banks and mastering cross-border payments is the
key to Singapore's
economic future.
The answers
to this
key question will shape the
future structure of Britain's trade relations and investment opportunities with major
economic powers such as China.
Over the next few months
key decisions will have
to be made on the EU Commission, the EU Council presidency and, more importantly, over the
future of the
economic and political union.
In his resignation letter, he accused the prime minister of «allying with UKIP and the Tory hard right
to wrench Britain out of the
key economic and political institutions of modern Europe», saying the UK was «hurtling towards the EU's emergency exit with no credible plan for the
future of British trade and European co-operation».
Borough President Diaz added, «This
key economic development project is crucial
to the
future of this borough, and my office has not wavered in our support of FreshDirect and their relocation
to The Bronx for that reason.
He observed «education is
key and an indispensable tool for accelerated socio -
economic development of any nation and therefore appealed
to parents
to give children who are the
future leaders of the nation, the type of education that will equip them with knowledge and skills
to meaningful lives in this complex world.
«The North Country has many advantages and enviable assets
to build upon: world - class natural resources, spectacular natural environment, an impressive higher education network — and that becomes so
key to an
economic future.»
The United States is «in the game
to be competitive now and in the
future,» Wince - Smith said, with a growing realization that manufacturing prowess, driven by energy innovation, is a
key to economic leadership and national security.
Inventing the
future of energy may be
key to improving U.S. national security,
economic prosperity and health
But it is not just
economic opportunity; education also is
key to restraining
future birth rates.
Evaluate and map the current status of
key snow leopard populations and habitats
to set baselines and indicators against which
to assess
future change, conduct
economic valuation of snow leopard habitats, and intensify scientific research and monitoring
to support
future policy and action.
Lady Bird has a quiet and concise outrage about
economic inequality, and
key to its emotional generosity is that even minor supporting characters seem aware of how unfair it is that their
futures can be determined by something so random as when and where they're born.
As the REC's
Future of jobs report concluded, building better bridges between the education system and the world of work is key to economic prosperity and individual fulfilment; this all starts with well - trained and highly motivated teachers who can prepare future generations for a fast - changing world of
Future of jobs report concluded, building better bridges between the education system and the world of work is
key to economic prosperity and individual fulfilment; this all starts with well - trained and highly motivated teachers who can prepare
future generations for a fast - changing world of
future generations for a fast - changing world of work.
Excellent schools are the
key to America's
economic future, and superb teaching is the
key to great schools.
The
key point is that the people of this state understand the value of investment (tax effort) in education in order
to attain
economic and social benefits in the
future.
John Engler, president of The Business Roundtable and former governor of Michigan, recently wrote an article for U.S. News and World Report entitled «STEM Education Is the
Key to the U.S.'s
Economic Future.»
By that I don't mean we need
to recognize that education is
key to kids»
future economic opportunity.
«We expect
key economic indicators like historically low interest rates, rising wages, stable fuel prices and strong employment
to continue for the foreseeable
future,» said Mustafa Mohatarem, GM's chief economist.
There are many factors affecting rates and it is often difficult
to accurately predict interest rates as the national economy itself, but an understanding of
key economic indicators can provide clues
to the
future direction of interest rates.
I think the
key learnings from the
economic tumble are that: 1) we all need a diversified portfolio (and the closer we are
to needing the money, the safer investment vehicle you need it
to be invested in) and 2) we shouldn't build our financial
futures on expectations (like borrowing way too much for a house because we «know» it's going
to go up in value.)
Factors that could cause Blizzard Entertainment's actual
future results
to differ materially from those expressed in the forward - looking statements set forth in this release include, but are not limited
to, sales of Blizzard Entertainment's titles, shifts in consumer spending trends, the seasonal and cyclical nature of the interactive game market, Blizzard Entertainment's ability
to predict consumer preferences among competing hardware platforms (including next - generation hardware), declines in software pricing, product returns and price protection, product delays, retail acceptance of Blizzard Entertainment's products, adoption rate and availability of new hardware and related software, industry competition, rapid changes in technology and industry standards, protection of proprietary rights, litigation against Blizzard Entertainment, maintenance of relationships with
key personnel, customers, vendors and third - party developers, domestic and international
economic, financial and political conditions and policies, foreign exchange rates, integration of recent acquisitions and the identification of suitable
future acquisition opportunities, Activision Blizzard's success in integrating the operations of Activision Publishing and Vivendi Games in a timely manner, or at all, and the combined company's ability
to realize the anticipated benefits and synergies of the transaction
to the extent, or in the timeframe, anticipated.
I mean, they're a great thing, and a
key to our nation's
future economic success, but the term gets tossed around so much, people are starting
to wonder where they actually are.
Whereas, if left unaddressed, the consequences of a changing climate have the potential
to adversely impact all Americans, hitting vulnerable populations hardest, harming productivity in
key economic sectors such as construction, agriculture, and tourism, saddling
future generations with costly
economic and environmental burdens, and imposing additional costs on State and Federal budgets that will further add
to the long - term fiscal challenges that we face as a Nation;
The scope of this chapter, with a focus on food crops, pastures and livestock, industrial crops and biofuels, forestry (commercial forests), aquaculture and fisheries, and small - holder and subsistence agriculturalists and artisanal fishers, is
to: examine current climate sensitivities / vulnerabilities; consider
future trends in climate, global and regional food security, forestry and fisheries production; review
key future impacts of climate change in food crops pasture and livestock production, industrial crops and biofuels, forestry, fisheries, and small - holder and subsistence agriculture; assess the effectiveness of adaptation in offsetting damages and identify adaptation options, including planned adaptation
to climate change; examine the social and
economic costs of climate change in those sectors; and, explore the implications of responding
to climate change for sustainable development.
As Thomas Friedman and Michael Mandelbaum put it in their new book That Used
to Be Us, «[many on the right] assert that the
key to our
economic future is
to close our eyes and click our heels three times,» and miraculously the market creates innovation and
economic growth.
(11/15/07) «Ban the Bulb: Worldwide Shift from Incandescents
to Compact Fluorescents Could Close 270 Coal - Fired Power Plants» (5/9/07) «Massive Diversion of U.S. Grain
to Fuel Cars is Raising World Food Prices» (3/21/07) «Distillery Demand for Grain
to Fuel Cars Vastly Understated: World May Be Facing Highest Grain Prices in History» (1/4/07) «Santa Claus is Chinese OR Why China is Rising and the United States is Declining» (12/14/06) «Exploding U.S. Grain Demand for Automotive Fuel Threatens World Food Security and Political Stability» (11/3/06) «The Earth is Shrinking: Advancing Deserts and Rising Seas Squeezing Civilization» (11/15/06) «U.S. Population Reaches 300 Million, Heading for 400 Million: No Cause for Celebration» (10/4/06) «Supermarkets and Service Stations Now Competing for Grain» (7/13/06) «Let's Raise Gas Taxes and Lower Income Taxes» (5/12/06) «Wind Energy Demand Booming: Cost Dropping Below Conventional Sources Marks
Key Milestone in U.S. Shift
to Renewable Energy» (3/22/06) «Learning From China: Why the Western
Economic Model Will not Work for the World» (3/9/05) «China Replacing the United States and World's Leading Consumer» (2/16/05)» Foreign Policy Damaging U.S. Economy» (10/27/04) «A Short Path
to Oil Independence» (10/13/04) «World Food Security Deteriorating: Food Crunch In 2005 Now Likely» (05/05/04) «World Food Prices Rising: Decades of Environmental Neglect Shrinking Harvests in
Key Countries» (04/28/04) «Saudis Have U.S. Over a Barrel: Shifting Terms of Trade Between Grain and Oil» (4/14/04) «Europe Leading World Into Age of Wind Energy» (4/8/04) «China's Shrinking Grain Harvest: How Its Growing Grain Imports Will Affect World Food Prices» (3/10/04) «U.S. Leading World Away From Cigarettes» (2/18/04) «Troubling New Flows of Environmental Refugees» (1/28/04) «Wakeup Call on the Food Front» (12/16/03) «Coal: U.S. Promotes While Canada and Europe Move Beyond» (12/3/03) «World Facing Fourth Consecutive Grain Harvest Shortfall» (9/17/03) «Record Temperatures Shrinking World Grain Harvest» (8/27/03) «China Losing War with Advancing Deserts» (8/4/03) «Wind Power Set
to Become World's Leading Energy Source» (6/25/03) «World Creating Food Bubble Economy Based on Unsustainable Use of Water» (3/13/03) «Global Temperature Near Record for 2002: Takes Toll in Deadly Heat Waves, Withered Harvests, & Melting Ice» (12/11/02) «Rising Temperatures & Falling Water Tables Raising Food Prices» (8/21/02) «Water Deficits Growing in Many Countries» (8/6/02) «World Turning
to Bicycle for Mobility and Exercise» (7/17/02) «New York: Garbage Capital of the World» (4/17/02) «Earth's Ice Melting Faster Than Projected» (3/12/02) «World's Rangelands Deteriorating Under Mounting Pressure» (2/5/02) «World Wind Generating Capacity Jumps 31 Percent in 2001» (1/8/02) «This Year May be Second Warmest on Record» (12/18/01) «World Grain Harvest Falling Short by 54 Million Tons: Water Shortages Contributing
to Shortfall» (11/21/01) «Rising Sea Level Forcing Evacuation of Island Country» (11/15/01) «Worsening Water Shortages Threaten China's Food Security» (10/4/01) «Wind Power: The Missing Link in the Bush Energy Plan» (5/31/01) «Dust Bowl Threatening China's
Future» (5/23/01) «Paving the Planet: Cars and Crops Competing for Land» (2/14/01) «Obesity Epidemic Threatens Health in Exercise - Deprived Societies» (12/19/00) «HIV Epidemic Restructuring Africa's Population» (10/31/00) «Fish Farming May Overtake Cattle Ranching As a Food Source» (10/3/00) «OPEC Has World Over a Barrel Again» (9/8/00) «Climate Change Has World Skating on Thin Ice» (8/29/00) «The Rise and Fall of the Global Climate Coalition» (7/25/00) «HIV Epidemic Undermining sub-Saharan Africa» (7/18/00) «Population Growth and Hydrological Poverty» (6/21/00) «U.S. Farmers Double Cropping Corn And Wind Energy» (6/7/00) «World Kicking the Cigarette Habit» (5/10/00) «Falling Water Tables in China» (5/2/00) Top of page
•
Key economic sectors and services — Global impacts on
economic sectors are variable, with limitations
to the accuracy of
future estimates of global warming impacts.
Specifically,
key parameters of the Human System, such as fertility, health, migration,
economic inequality, unemployment, GDP per capita, resource use per capita, and emissions per capita, must depend on the dynamic variables of the Human — Earth coupled system.26 Not including these feedbacks would be like trying
to make El Niño predictions using dynamic atmospheric models but with sea surface temperatures as an external input based on
future projections independently produced (e.g., by the UN) without feedbacks.
The child plans by IDBI Federal help you build a healthy financial
future for your child by helping you invest in the below two plans that provide
economic support
to your child at every
key stage of their life.
It is absolutely right that we are now starting
to focus on this challenge as increasing productivity is
key to driving
future economic growth, higher wages and better living standards.
«As the nation's leading advocate for homeownership and housing issues, NAR knows that a strong housing market recovery is
key to the nation's
future economic strength,» said NAR President Moe Veissi, broker - owner of Veissi & Associates Inc., in Miami.
It is
key to economic survival of the
future owners, or renters, especially considering that homes built now should last another 80
to 100 years with proper care.»
Although not officially a big component of the rosy Canadian
economic forecast, Alberta and Calgary are
keys to the
future.
There are many factors affecting rates and it is often difficult
to accurately predict interest rates as the national economy itself, but an understanding of
key economic indicators can provide clues
to the
future direction of interest rates.
«As the nation's leading advocate for homeownership and housing issues, NAR knows that a strong housing market recovery is
key to the nation's
future economic strength,» says NAR President Moe Veissi.