Sentences with phrase «manage business impacts»

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.

«Market moves within a 10 percent band [don't] impact small businesses at all,» John Backus, founder and managing partner of New Atlantic Ventures, a venture capital firm in Cambridge, Massachusetts, says.

Harrods Managing Director Michael Ward speaks about the upcoming holiday season, and how a Brexit - weakened pound is impacting the business.

No longer can any business interested in profitability afford to let the invisible hand manage its environmental and social impacts.

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.

BUSINESSES that are involved in e-commerce need to improve customer service levels to make an impact on the marketplace, says Sybiz managing director John Krokosz.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

Future Ready Singapore, 12 February 2015: As the international corporate community rethinks the way it conducts business to address global challenges, solving water scarcity and managing water use could be the top untapped opportunity that will have the biggest positive impact on societies.

Earlier this summer the Federal Government announced a series of proposed changes that stand to impact how small businesses operate; specifically, how small businesses pay tax, how they manage money / capital, and how family members can engage in the business and / or plan for retirement.

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.

• The character and integrity of those with whom you are doing business • Changing technology as it impacts industries (including the banking industry) • Future changes in the law or even how the law might be interpreted differently 10 years from now • Deteriorating international competiveness (as what happened to our tax code) • Emerging competitive threats • Changes in industrial structure; e.g., new sources of competition • Political influence and unexpected litigation • Public sector fiscal challenges, demographic changes and challenges managing the nation's healthcare resources

Each day has been an opportunity to meet new business leaders and make a meaningful impact on our existing portfolio companies through counsel and guidance,» said Jon Kossow, managing partner, Norwest Venture Partners.

Educational Session # 1: When: June 3rd, Wednesday, 3:15 PM — 4:00 PM Where: Institute 2015 Pre-conference Cybersecurity, Technology and Infrastructure Advancements Forum What: Optimize PBM Value Proposition to Payers through Disruptive Innovation by Terry Ramey, EVP, Business Development and Client Engagement Session Details: PBMs that manage over $ 300 billion of pharmacy benefits for plan sponsors have historically been challenged to support plan sponsors» goals to reduce avoidable drug - impacted medical costs and optimize overall pharmacy costs.

Diageo believes that its sustainability as a business «depends not only on our economic performance, but also on the way we manage our social and environmental impacts.»

In response to dbHK, Peter Dixon, TWE's managing director of Asia, Middle East, Africa and Global Travel Retail, commented: «We're confident we can manage the impact of any geo - political issues of this nature in the ordinary course of business.

Mr Palmquist, the Minnesotan headhunted by GrainCorp from CHS almost three years ago, said US President Donald Trump's early decisions were not having an impact on managing an export oriented business «in the short term».

«The area where we are having the most impact on margin is our frozen fruit business,» Patties Foods managing director Greg Bourke said.

This is increasingly paramount to businesses as they seek ways to lower their environmental impact, manage warehouse complexity and reduce costs to help them grow successfully and sustainably.

«Treasury Wine Estates is confident it can manage the impact of any geo - political issues of this nature in the ordinary course of business,» a spokeswoman said on Thursday.

As part of its sustainability commitment to double the size of its business while reducing its environmental impact, Unilever has announced that it will work with its suppliers to source 75 % of its paper and board packaging from sustainably managed forests or from recycled material by 2015, rising to 100 % by 2020.

Working with Worms to Fight Climate Change Global studies show that water scarcity and water stress are increasing, and as much as 15 % to 35 % of human withdrawals of water for agriculture are considered unsustainable.1 Achievement of climate change - related commitments like those made at last year's Paris Climate Conference («COP21») will require that businesses strategically manage their water footprints for maximum efficacy while mitigating negative impacts.

It featured contributions from Blake Ewing (Graduate Editor, Politics in Spires, DPIR), Chris Gilson (Managing Editor, LSE USApp — American Politics and Policy), Sierra Williams (Managing Editor, LSE Impact of Social Sciences blog), Chris Bertram (Department of Philosophy, University of Bristol, blogger with the group blog Crooked Timber), William Dutton (Oxford Internet Institute), David Levy (Director, Reuters Institute for the Study of Journalism) and Will de Frietas (Business & Economy Editor, The Conversation).

Event: Managing the impact of infrastructure on the economy and environment Organiser: Dr Leslie Budd, The Open University Business School Date: 4 November 2013 18.00 - 20.00 Venue: Open University, Walton Hall, Milton Keynes MK7 6AA Audience: General audience This public debate is hosted by The Open University Business School and will include speakers» presentations and a question and answer session.

In its recent submission to HMRC, 2 the CIOT said that careful consideration should be given to mitigating the impact on businesses, particularly managing adverse cash flow impacts because split payment will reduce, eliminate or even reverse the cash flow effects of VAT for many businesses.

Supporting commercial lines businesses Progress on fixed fees for costs of noise - induced hearing loss claims Support for fair compensation for mesothelioma sufferers Expansion of the Insurance Fraud Bureau's scope to commercial liability Campaigning for solutions fit for our future Our Flood Free Homes campaign Forward thinking policy for data and cyber Engaging Government to support the role of income protection Delivery of Flood Re, a world first solution for affordable flood cover Fighting fraud Partnering with Government on the Insurance Fraud Taskforce Renewing the Insurance Fraud Enforcement Department Securing new insurer access to the DVLA registered owners database Influencing sensible regulation On Solvency II, we: Secured changes to secondary legislation Clarified treatment of deferred tax Negotiated a favourable calibration of the EIOPA's fundamental spread Supporting insurance businesses Pushing for sensible development of global capital standards Securing better targeted tax legislation Managing the impact of international financial reporting standards.

I have managed change and leveraged opportunities related to business expansion while staying mindful of the environmental impact of these actions, and this balance is critical to ensure our community's long - term economic and environmental sustainability.

For example, if you're managing a business, you may need to know whether there may be more droughts in the future because that may impact supply chain logistics and, ultimately, your bottom dollar,» said Titley.

Despite giving the agency the benefit of the doubt, our account was very poorly managed and they were never able to positively impact our PPC campaign, resulting in sizeable financial and opportunity costs for the business.

While there are many similarities among business credit cards, a business should consider the key factors that will most impact their cash flow and their capacity to manage credit.

Ideal for: Businesses that need to quickly impact their D&B scores and ratings, or simply don't have the time or resources to manage their own business credit file

Get a team of experts to help manage your business credit file and help impact your business credit file more quickly

«We are pleased to be opening the BEST WESTERN PLUS Wanda Grand Hotel in North Bangkok and expect this stylish upscale hotel will become a magnet for corporate travelers, due to its proximity to local businesses, government offices and IMPACT — Thailand's biggest conference and events facility,» said Oliver Berrivin, managing director of Best Western International Operations — Asia.

IFC provides its client companies with expert advice on reducing, managing, and mitigating the impacts of climate change on their businesses and on investing in sustainable energy and carbon finance.

More developers and business owners around the world are designing, building, and managing their properties in a way that reduces negative impacts to air, water, and the earth.

First published on Triple Pundit At ClimateCare we help businesses manage their impacts on people and the environment.

The list, managed by non-profit, B Lab, «represents the gold standard for high impact companies and honours those companies whose ground - breaking business models are improving our world.

At ClimateCare we help businesses manage their impacts on people and the environment.

Provide information, data and tools for climate change preparedness and resilience: Scientific data and insights are essential to help communities and businesses better understand and manage the risks associated with extreme weather and other impacts of climate change.

You already know that your reputation has a huge impact on your business, but what are you doing to manage that reputation?

Please contact Hazel Brasington, Abigail McGregor, JP Wood or Greg Vickery to discuss further how modern slavery legislation may impact on your business and ways to manage your supply chain risks.

Maybe that's high, maybe it's more 60/40, but I think it's that way because the volume still demands it and ultimately because of the way our firms set up because we have a blend of attorney's who are independent contractors versus W2 employees so the way our firm is setup, the firm still currently relies on me to be a significant revenue generator for the firm and if I step back where I was doing more marketing and managing than attorney work, we would see I think a significant impact on the financial end without me continuing to be a revenue generator, and that's something I'd love to tackle longterm because frankly the best advice I got in this process when I was considering expanding was do you want to be an attorney or do you want to be a business owner?

We discussed the genesis of Embroker, how it differs from a traditional insurance brokerage firm, the benefits that technology provides in the process of purchasing or managing insurance, and how this business will impact the overall market for professional services insurance.

With Brexit on the horizon, as well as other economic uncertainties impacting business confidence, using employees on zero hours contracts gives firms the flexibility to manage fluctuating demand.

This, the third in a series of videos in which law students put questions to Berwin Leighton Paisner managing partner Neville Eisenberg, looks at the impact of alternative business structures and the return of the big accounting firms to law on the legal market of the future.

Three - quarters (75 %) of respondents believe that CDD (Customer Due Diligence)- related delays have a negative effect on the customer experience, with increased regulation resulting in significant business impact such as taking on less business and a third (32 %) of respondents saying they have had to build larger teams to manage the process.

This, the third in a series of videos in which law students put questions to Berwin Leighton Paisner managing partner Neville Eisenberg, looks at the impact of alternative business structures on the legal market, and the ways in which big law firms are developing innovative ways of delivering value to their clients.

James Lindop has been advising global businesses on trade - related issues, including the likely impact of the UK falling back on WTO rules to manage its international trade.

By using our expertise in managing regulatory change, we are able to map the impact of proposed regulatory changes across your business.

Canon Business Process Services is at the forefront of providing managed print solutions and impacting the marketplace.