Sentences with phrase «n't following a cost»

There were reports early on that Oregon's public utility commission (PUC) had some concerns about the bill, so an amendment was added that would allow the PUC to intervene if prices went up too quickly or if, in its judgment, the utilities weren't following a cost - effective strategy.

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.

When it comes to your career, do what you want to do and follow your passions — not somebody else's, the chief executive of a Malaysian low - cost carrier told CNBC Monday.

We matter to others, and we cost them and ourselves when we miss or malign that, or when we simply don't follow through.

Wag N» Wash Natural Food & Bakery has relationships with third - party sources which offer financing to cover the following: franchise fee, startup costs, equipment, inventory, accounts receivable, payroll

In an analyst call following the release of its earnings in April, Antero said if Mariner East 2 does not come online when expected and is delayed until the end of the year, it would cost the company about $ 30 million in cash flow.

The law followed now - familiar protests from traditional taxi firms, furious at the competition posed by services such as Uber, which do not adhere to the same licensing standards and can offer lower prices by having drivers bear the costs of their vehicles.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

The company, whose low - cost smartphones have won a loyal following not just in China but in other emerging markets like India as well, said it would raise an unspecified amount from the public in order to fund the development of new smartphones and other devices like household gadgets.

As you suggest, I follow a strong dollar cost average approach, but I feel bonds will not make up a portion of my portfolio until my 50s.

The following month, SolarCity, having determined that Silevo would not achieve two of its three production and technology milestones, decided that it had to bring in an outside partner, Panasonic, to help bear the costs and to take over solar - cell manufacturing.

In the follow sections, we will look at the primary Personal Capital products, how the online platform works, the costs, and whether or not it makes sense for you.

It Starts with a Buzz The University of Life Service, Service, Service What Business Should You Be In When is the right time to Start a business Don't Be a Flake Get It Right from the Start - Build Your Business like an Egyptian Pyramid My First Business Venture How I Started My Business Where It Went Wrong Making a Mistake Don't Burn Your Bridges Damage Limitation and Control How I Moved On Controlling Your Financial Exposure Getting Help with Your Idea How do You Research Your Idea Why You Have a Business Always Be Prepared Vertical or Horizontal Vision What Direction to Follow Leadership and Employing Staff Guiding Your Management Team Enjoy Your Work and Your Life Get Your Products and Services Right Low Cost Products and Service is not the Way Ahead Do You Need a Business Partner Business Expansion If You Want to Diversify, of What Should You Be Aware More Examples of Business Expansion The Importance of Good Time Keeping Time Management Real Estate Investment Finding the Solution

The rising fuel and energy costs include, but are not limited to, the following areas:

Our sense is that the bank will not go another year between interest rate increases, but rather will raise borrowing costs some three times — or more — in 2017 and then follow that up with an encore in 2018.

Because the funds are so new, it's not yet clear how much following your conscience in emerging markets will cost you in terms of returns.

The approaching cost rallies that should have followed the end of the bearish marketplace haven't -LSB-...]

Bitcoin transaction fees fell to a 10 - month low last month and following the implementation of a new protocol, not only only has the speed of digital currency transfers improved, the costs associated have also decreased.

But I often wonder if, in this particular environment, the cost of NOT following him is actually greater.

But still, I think it's important not to compromise on the cost of following Jesus.

He has chosen to come out of the «Christian Closet» in a backwards Islamic country, now let him be the Jesus he claims to follow, and not cost the US taxpayers the check for the War Industry and Halliburton for an endless war.

The biblical view of salvation is not about earning salvation through works but about obedience to Jesus Christ and taking up our cross and following him no matter what the cost.

If we follow your «plan»... oh, wait, your plan seems to be find out who has food and got steel it because you did not do a very simple low cost thing.

Jesus called all of us to a sold out follow at all costs faith not a magical witchcraft belief system.

But to the extent that it ignores the finger Lincoln points at the Civil War — to the extent that it forgets the decimation of a generation of young Americans at the beginnings of manhood; to the extent that it forgets the windrows of corpses at Shiloh, the odor of death in the Wilderness, the walking skeletons of Andersonville, 623,000 dead all told, not to mention the interminable list of those crippled, orphaned, and widowed whose pensions became the single largest bill paid by the federal government for the following half - century; to the extent that it ignores how the war cost the United States $ 6.6 billion, rocketed the national debt from $ 65 million to $ 2.7 billion, retarded commodity growth for the next thirty years, and devalued its currency — then the call for reparations opens itself up to a charge of willful forgetfulness so massive that resentment, anger, and bitterness, rather than justice, will (I fear) be its real legacy.

If the husband isn't following Christ, the wife should continue to be obedient to the Lord at all cost.

Berrigan's complaint, in short, is that the reestablishment of a Jewish state (a justifiable goal) has come at a tremendous cost in human suffering, armed violence and moral decay; that the course of the new state has been a betrayal of everything the term «Israel» has stood for — justice, compassion, succoring the humiliated and injured; that a «settler state» was established through the expropriation of the people of the land, followed by an imperialist venture, based on the subjugation and exploitation of the conquered; and that, to add moral insult to physical and spiritual injury, the spokesmen of and for the state claim for it a special virtue and glorious achievement which may not be criticized.

For me, it ends up costing around the same price as if I went to the normal supermarkets to buy all my groceries (when I'm not on a diet that is — it would be majorly expensive to follow this diet and buy all the food from Coles!)

«Other states should follow the lead set by Queensland and instead embrace the far more efficient industry alternative that will not cost families a cent,» Mr Parker said.

Not that I can't follow them, but frequently I choose not to, usually for convenience or cost reasoNot that I can't follow them, but frequently I choose not to, usually for convenience or cost reasonot to, usually for convenience or cost reasons.

Personally I'll go with Mahrez for the following reasons: - Fits better into Arsenal playing style - younger player who would cost exactly the same - Prem experience (look what Kante brought to Chelsea) Sure Turan would bring some toughness that Marhez doesn't but not enough to justify going for him.

Schemes like the Red Bull programme and its Mercedes / Ferrari counterparts pretty much cover all the costs of a race season, meaning that in the championships that followed such as Formula Renault 3.5 and GP2 Gasly didn't need to find money or a good seat, because Red Bull was helping to sort it all out for him.

Wenger himself didn't want Welbroke but the board spent # 16mil to get him and took that transfer window cost to nearly # 90mil... Any wonder we had a tight fisted window the following summer?

Setting expectation is where the deception lays because winning goal EPL trophies sets the bar at champions league the following season and THAT costs major major money with no real guarantee of success If Wenger goes expect a like minded or very junior weak willed manager to take over because the board won't be employing anyone who will want to change the way things are.

if the Ox was played to either showcase his skills or to increase any potential bids because of his perceived importance to our starting 11, this was an incredibly risky move that could have cost us dearly... imagine if he was injured or played poorly, like he did, and this negatively impacted our ability to get the best available deal... more importantly, why was Wenger willing to play someone who obviously wants out in such an important game under false pretenses... this kind of behaviour might be less offensive in April, when things are done and dusted, but to do this following a loss against a supposed main rival that pipped us for fourth by a point last year, could be considered at best inappropriate and at worst treasonous... we can't afford to let this coach make business decisions on game day, which has gone on for far too long

Wenger and his staff main faults have been on recruiting / deploying the correct tactics for the boys to follow / motivating the team to win at all cost beyond paying their huge salary's / and not been innovative or moving with the new trends.

Secondly, Wenger needs to become far more flexible when it comes to his formation selections... remember this is the same individual that hadn't used a 3 - back system for 20 years and only conceded to the experiment when the proverbial shit hit the fan... you know it killed him to adopt «Conte's» system, which is probably why he resisted so long; in fact his stubbornness to adjust even earlier might have cost us the 4 hole... much like most sports that have tactical formations, every team should have a «base» offensive and defensive scheme, but they likewise need to have some inherent flexibility depending on the opposing teams tactics and / or when specific substitutions are made... how many times have you watched a Wenger - run team make a late substitution but not change their shape on the pitch... furthermore, how many times have you seen our team fail to make the necessary adjustments at halftime due to Wenger's tactical stubbronness, which often led to giving up goals in the early minutes of the second - half... the best teams in the world know how to make halftime adjustments whereas we always seem to be surprised when the opposing team throws a wrinkle into the mix following halftime... this my friend is soccer 101

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

But the midfielder, who cost Arsenal a fee reported to be close to $ 40million, does not feel any additional pressure to perform following his transfer from Borussia Monchengladbach.

It might not mean much in the corporate, win at all costs, atmosphere that is promoted in the EPL, but a huge reason for Arsenal's following in Asia, despite their lack of PL wins is that culture / brand identity.

According to The Mirror, United will follow up their interest with a huge offer for Bale, but not before they sell striker Robin van Persie and current club record signing Angel Di Maria — who cost the club a hefty # 59.7 m just last summer.

Rumours of a move to Chelsea gathered momentum when Messi followed the club on social media, but Sky Sports» Spanish football expert Balague says he may well stay and even if he does leave, Chelsea probably can't afford the total cost of luring him away from Camp Nou.

Anthem subsequently did not directly respond to queries around the MommyXpress and Aeroflow price lists, which indicated that several of the breast pumps listed above would no longer be available through all of their suppliers to consumers at no cost, following the fee schedule change.

Please note that the cost of the following services / items are NOT included: (this is NOT an all inclusive list)

Midwives who cling to past ideals of < 5 % c section rates at all costs are living in lala land, and are at higher risk for being sued, if they do not follow the midwifery laws impeccably.

While the prices of some... MORE top - of - the - line vacuums can soar into the thousands, the following products will get the job done well and won't cost more than a few hundred dollars.

If you don't follow these laws, it can result in an unsafe atmosphere for your child, can leave you with fines and even traffic violations and cost you points on your record.

The Child Care and Development Block Grant Act of 1990 (42 U.S.C. 9801 et seq.) is amended --(1) in section 658E (c)(3)(C) by adding at the end the following: «Provision of diapers for use by eligible children within the State who receive or are offered child care services for which financial assistance is provided under this Act is a direct service and shall not be included in administrative costs.»

The backlash against the private sector is hardly surprising: when financial institutions broke down following the collapse of Lehman Brothers in 2007, the costs fell not on wealthy financiers but society as a whole in an era when middle income households were suffering an unprecedented squeeze.

At the time, state officials had not issued any cost - benefit guidelines for local zone administrators to follow when evaluating an application.