Sentences with phrase «managing change in law»

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.

He now pitches himself to companies in transition — like the major law firm where he works today — and has a more fulfilling career managing organizational change.

All of the inquiries recommended significant changes to regulatory law that, if adopted, should make EPPs easier to manage in the future, and they made recommendations that would broaden the range of pension and retirement savings opportunities available to Canadians.

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.

• 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 rechanges 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 reChanges 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 rechanges and challenges managing the nation's healthcare resources

A number of factors could cause actual results or outcomes to differ materially from those indicated by such forward - looking statements, including but not limited to, (1) our ability to open new restaurants and food and beverage locations in current and additional markets, grow and manage growth profitably, maintain relationships with suppliers and obtain adequate supply of products and retain our key employees; (2) factors beyond our control that affect the number and timing of new restaurant openings, including weather conditions and factors under the control of landlords, contractors and regulatory and / or licensing authorities; (3) changes in applicable laws or regulations; (4) the possibility that the Company may be adversely affected by other economic, business, and / or competitive factors; and (5) other risks and uncertainties indicated from time to time in our filings with the SEC, including our Annual Report on Form 10 - K filed on March 30, 2016 and our Quarterly Report on Form 10 - Q filed on August 15, 2016.

We also helped achieve key changes in laws and regulations on biomass energy to ensure forests are managed sustainably in their roles in providing renewable energy and sequestering carbon.

Recently there have been big changes in areas like tax law, bankruptcy, and consumer debt management that could mean big changes in the way people manage their personal finances.

In the fundamental change, in those 25 to 30 ABS law firms has been external investment and a new ownership structure whereby investors have come into the law firm to acquire an interest, normal substantial interest, and then substantially influenced the manner in which the law firm is operated, is managed and taken forwarIn the fundamental change, in those 25 to 30 ABS law firms has been external investment and a new ownership structure whereby investors have come into the law firm to acquire an interest, normal substantial interest, and then substantially influenced the manner in which the law firm is operated, is managed and taken forwarin those 25 to 30 ABS law firms has been external investment and a new ownership structure whereby investors have come into the law firm to acquire an interest, normal substantial interest, and then substantially influenced the manner in which the law firm is operated, is managed and taken forwarin which the law firm is operated, is managed and taken forward.

Embracing and managing change and demanding the same of law firm partners is certainly the direction that was reported in our panels last year.

«Blogging Forces Change in Law Firm Layoff Policies Main In - House GCs Can't Afford to Manage Outside Counsel&raquin Law Firm Layoff Policies Main In - House GCs Can't Afford to Manage Outside Counsel&raquIn - House GCs Can't Afford to Manage Outside Counsel»

Bruce was remarking on the fact that the law firm managing partners are, in many ways, more aware of the pressure to change than their law department peers.

«Besides helping to ease my own transition to the company, their flexibility in allowing Debbie's role to evolve was the ideal fit for MSD's changing needs, enabling us to manage our legal spend without having to add headcount or rely exclusively on traditional law firms.»

The biggest gap in comparing the managing partner survey with the CLO survey is the perception as to how serious law firms are about changing.

As the result of the recent changing economic environment and increasingly competitive markets in which most law firms practice, Managing Partners and members of Management and Compensation Committees in the more successful law firms have identified and re-defined those objective and subjective criteria that have been especially designed to motivate partners to attract new clients, proliferate work from existing clients, perform those fee producing and non-fee producing activities that are necessary to retain existing clients and recognize those partners who have been given responsibility for managing the performance of clients and client work that other members of the firm have oriManaging Partners and members of Management and Compensation Committees in the more successful law firms have identified and re-defined those objective and subjective criteria that have been especially designed to motivate partners to attract new clients, proliferate work from existing clients, perform those fee producing and non-fee producing activities that are necessary to retain existing clients and recognize those partners who have been given responsibility for managing the performance of clients and client work that other members of the firm have orimanaging the performance of clients and client work that other members of the firm have originated.

In this ever changing legal services market, in - house counsel of businesses and managing partners of law firms are finding themselves under pressure to be creative and innovative and find the most efficient and cost - effective way of delivering legal serviceIn this ever changing legal services market, in - house counsel of businesses and managing partners of law firms are finding themselves under pressure to be creative and innovative and find the most efficient and cost - effective way of delivering legal servicein - house counsel of businesses and managing partners of law firms are finding themselves under pressure to be creative and innovative and find the most efficient and cost - effective way of delivering legal services.

We work with in - house law departments, law firms and compliance operations to manage complexity, risk and change.

on Managing Change in International Law and the Dream of the Managerialist International Lawyer

With extensive knowledge and experience in the healthcare field, our lawyers at ADLI Law Group are able to provide insight to our clients and help them manage and implement the changes necessary for their businesses» success in this rapidly evolving industry.

In concluding their interviews, several managing partners opined that as their law firms have evolved, the values and the culture of their partners also changed.

Sue Remley, Senior Vice President of Marketing & Business Development, recently spoke with Law360 about how law firms can best manage this change in leadership for their clients.

Managing the cost of litigation by changing results in settlements or judgments would require a change in law, like tort reform.

Bill Tuer, managing partner at Macleod Dixon LLP in Calgary, describes the compensation system as «the largest tool the law firm has to motivate and change behaviour.»

Legal Project Management — Sweeping changes in today's legal marketplace have created powerful incentives for law firms to manage legal matters more efficiently and effectively.

Managing Partners on Change: Clients Don't Ask, Partners Resist by D. Casey Flaherty is the first of a pair of posts on the challenge of effecting deep change in BigLaw model law Change: Clients Don't Ask, Partners Resist by D. Casey Flaherty is the first of a pair of posts on the challenge of effecting deep change in BigLaw model law change in BigLaw model law firms.

It is against this rapidly changing backdrop that corporate counsel are challenged to identify ways to contain spend, mitigate risk, take on ever - increasing responsibility, manage a legal supply chain, defend the enterprise and simultaneously advance its business agenda within established risk parameters and the bounds of the law, and proactively identify — and defuse — problems before they result in legal exposure.

While these legal visionaries are able to articulate a new and exciting way of practicing law, or managing the business of law, the true challenge often arises in affecting change within... Read More»

I suggested that strong business management is managing through constant change, and that this change should be actively managed in a law firm at three levels: the Partnership (and eventual transfer of ownership); practice groups, and individual lawyer careers.

I suggested that strong business management is managing through constant change, and that this change should be actively managed in a law firm at three levels: the Partnership (and eventual transfer of ownership); practice groups, and... [more]

The company's Vice President of Strategic Marketing for Large Law Firms Brian Knudsen (as quoted in the press release) points out: «firms are finding that they need to make changes in the way they price, budget and manage for a matter.»

As I wrote a few years ago when I first tackled the role of procurement: «A law firm that can demonstrate its prowess in managing to a budget through effective project management, that keeps the client fully informed of any changes to expectations, that staffs appropriately and doesn't «overwork» matters or expect clients to subsidize young associate training, is in a better position to present clear, quantifiable evidence of its higher rates.»

The regulations have managed to win strong support from the state's insurance companies, many of whom are eager to see changes to insurance laws in order to better manage modern trends and risks in the state's market.

In the event that only your children would be able to claim and / or manage your estate according to state law, your term life policy will insure that your partner is well - cared for after your passing, regardless of changes in the legal climatIn the event that only your children would be able to claim and / or manage your estate according to state law, your term life policy will insure that your partner is well - cared for after your passing, regardless of changes in the legal climatin the legal climate.

I changed careers in 2006 from practicing labor and employment law to career counseling and helping manage Career Key, becoming certified as a Global Career Development Facilitator in 2010.

Observed strict confidentiality and safeguarded all patient - related information.Developed and managed budget and revenue expectations while actively seeking ways to eliminate or reduce expenses.Organized and led weekly personnel meetings with team members.Established and maintained positive relationships with government regulators, residents, families, other area health care providers, physicians and community at large.Minimized staff turnover through appropriate selection, orientation, training, staff education and development.Diligently monitored the QA (Quality Assurance) program to improve performance and maintain high standards of care.Regularly evaluated employee performance, provided feedback and assisted, coached and disciplined staff as needed.Jumped in to fill gaps for on call rotation when necessary.Provided thorough supervision for day - to - day operations of facility in accordance with set policies and guidelines.Actively maintained up - to - date knowledge of applicable state and Federal laws and regulations.Ensured the accuracy of public information and materials.Cooperated with other health related agencies and organizations in community activities.Served as liaison between management, clinical staff and the community.Administered, directed and coordinated the activities of the agency.Created annual goals, objectives and budget and made recommendations to reduce costs.Evaluated patient care procedural changes for effectiveness.

Professional Duties & Responsibilities Managed all daily operations in each zone of Ford's Trim and Chassis Departments Oversaw manufacturing processes, 120 employee team, and final product quality Served on company Continuous Progress Improvement teams developing best practices Observed product manufacturing process and recommended improvement strategies Reduced personnel overtime, manpower, and production scrap while increasing efficiency Identified design flaws, offered remedial measures, and implemented changes Received numerous awards for process and product improvement recommendations Ensured product and manufacturing process compliance with all applicable laws Chosen to lead the launch of multiple products from Ford's Kentucky and Kansas plants Directed and improved the 2009 F - 150 Product Development Launch Team Met all production and launch timelines while remaining compliant with ISO - 9001 standards Responsible for the enforcement of all safety protocols and procedures Handled union contract negotiations and grievance discourses Leader of and participant in Ford's Diversity Committee Participated in company workshops focused on environmental preservation techniques Performed environmental safety examinations including air and chemical emission testing Maintained machinery ensuring effective and safe operation Completed all assignments in a professional and positive manner

Medical Assistant — Duties & Responsibilities Provide an informed point of contact to patient, communicating effectively with other medical staff and interested parties to facilitate the efficient execution of procedures for patients as well as ensure timely information flow Execute frequent patient evaluations upon escort to examination rooms, including the monitoring and tracking of vital signs and assistance with minor procedures including EKG, Pap smears, cultures, urinalysis, and others Coordinate all pharmacy - and insurance - related aspects between doctors, physicians, and licensed nursing professionals, including prescription submission, insurance pre-authorization, and referrals Alert physicians to any change in condition and raise concerns when necessary Provide support and supervision to other staff and coordinate all care efforts, including material and equipment prep, procedure and appointment scheduling, vaccine administration, patient charting, and records management Collaborate in the execution of all plans of treatment, providing assistance and answering questions related to all instructions for home care Aid in the delivery of informational support to patients, families, and other interested parties, helping them understand conditions, treatments, and potential outcomes Develop and maintain competencies and knowledge of medical techniques, information, conditions, treatments, medications, and potential interactions Adhere strictly to local, state, and federal health - related laws, as well as facility policies, rules, and procedures, in the administration of care and treatment of patients Address patient and doctor queries, resolving them in an expedited manner, while participating in training practices to continue advanced education and leverage facility resources and personnel Track, file, and view important medical documents, receipts, insurance records, and billing invoices on a daily basis, organizing and managing sensitive files and patient information in an efficient manner Maintain patient files, entering results into respective databases while auditing for accuracy and completion Assist other personnel with various duties as assigned to facilitate efficient administrative and business operations