Sentences with phrase «need of change at»

«As long as he enables the club and the very rich shareholders to earn money, there is no need of change at Arsenal.

There's an acute need of change at the club.

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.

This is the impasse the industry stands at: while nearly all players acknowledge the need to deal somehow with climate change, none are prepared to leave four - fifths of their product in the ground, unsold.

While a lot has changed in the business world over the past several decades, the fundamentals of building a strong business have not, Branson notes: «The principles are the same and still fit what I am good at: finding markets that need shaking up, coming up with ways to make people's lives better, then finding brilliant people to bring it to life.

«In the worst - case scenario, if you have to work through lunch, working in a different location will at least offer up a much needed change of scenery and perspective.»

«This is a much - needed, pragmatic look at U.S. electricity reliability and resilience, including the priority of maintaining critical clean baseload power as electricity markets change,» said Rich Powell, director of ClearPath, which advocates for nuclear and hydropower.

An ACAP is a highly integrated multi-core heterogeneous compute platform that can be changed at the hardware level to adapt to the needs of a wide range of applications, including Artificial Intelligence, and workloads resulting from explosive growth of unstructured data such as database acceleration and video transcoding.

The Bank of Canada wasn't so disenchanted that it felt a policy change was needed: policy makers left the benchmark interest rate unchanged at the ultra-low setting of 0.5 %.

If an interoperating system allows a lot more diversity, creativity, and meets the real needs of communities while at the same time not shutting them out of the greater network effect, then Facebook will certainly have to change.»

«For our civilization to become a new kind of entity on the planet, we need to live comfortably, over the long haul, with world - changing technology,» David H. Grinspoon, an astrobiologist at the Library of Congress, said Dec. 12 here at the annual meeting of the American Geophysical Union.

At its core of this first hackable product will be a durable aluminum profile, made of 40 percent recycled material, which creates a flexible base to build seating or bedding «where comfort and functions can be altered to meet the changing needs in a home,» IKEA said last year.

Asked about the worst career advice she ever received, Ahrendts tells of the time she was working at a big corporation and a human resources manager told her that she needed to make changes — like not talking so emotionally with her hands — if she wanted to be considered «CEO material.»

The amount of knowledge available and the skills needed to be successful in the workplace are constantly changing, and the best employees know how to find the information they need and continually be honing their skills to be at the top of their game.

According to the New York Times, he said that Black Lives Matter activists need to be willing to sit down and actually discuss the issues with those who have the power to enact social change, instead of simply shouting at them from a distance.

Bank of Japan governor Haruhiko Kuroda said he is in regular talks with Japanese Prime Minister Shinzo Abe about opening Japan to more immigration and other politically sensitive changes needed to improve potential growth, currently estimated at only around one percent annually.

Automate as You Go As the size of your eBay - bound inventory grows, you may find that the processes and systems you had in place at the outset no longer serve you as well as you need them to, says Bastos, who advocates changing your system, despite the challenges that come with it.

Bledsoe, at the University of Georgia, said there's no need to wait for big changes in the program to start making progress.

But once I learned about the trend «phubbing» — snubbing your partner in favor of looking at your phone — and how it can negatively affect relationships, I decided that I needed to at least try and make a change.

This acclimation process gives the software a chance to record your brain waves and trains you to use them consistently before it throws a series of increasingly difficult challenges at you, such as reconstructing simply via thought a fallen bridge needed for a mystical journey while a fiery sky changes hue in response to your emotional state.

As McKinsey has noted, in order to achieve a change of scale at requisite speed, particularly in a digital setting, an organization today needs to start by realigning its technology infrastructure to handle the new levels of customer interactions that will come.

Ambron, the company's CEO, boasts of an 89 percent customer retention rate, because, unlike competitors, he says, customers at BrandYourself move between tiers of service as their needs change.

Buxton says the study's results point to a need for a culture shift in organizations toward a provision for greater flexibility and a change in mentality from a focus on congratulating those who burn the candle at both ends to an appreciation of the benefits of sleep.

«It is encouraging to see this major central bank seeing the need to move with the times and understand its role in dealing with one of the major challenges facing our economies today: climate change,» said James Leaton, research director at the Carbon Tracker Initiative.

These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.

Similarly, we need both Ottawa and the provinces at the table: climate change is an area of shared jurisdiction.

While the ideas are by no means earth shattering, they are fundamental to driving the kind of sea - level change needed at Uber:

Titov, who is reportedly a friend of Putin's as well as a «part of the Kremlin establishment,» seconded the president's fervor and opined that there exists «a need for change in [Russian] society» that may be addressed, at least in part, through the «development of the blockchain, cryptocurrencies, IT spheres.»

Our work at CIBC Live Labs is all about delivering on changing banking needs with innovative solutions developed in a highly collaborative, fast - moving environment,» said David Williamson, Group Head of Retail and Business Banking, CIBC.

«There already has been a lot of turmoil at this company, but maybe they still need more change.»

A more well - rounded assessment of a trade deal like TPP would also look at whether important social institutions, including manufacturing unions, would be negatively affected by more openness to trade, and what changes to labor law we would need to make to soften the blow.

However, the reality is that the overwhelming percentage of the population needs to change how they think about the world at a fundamental level in order to actually follow through on starting a business and getting customers.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

Some say a technological shift at companies like HP and IBM away from traditional manufacturing, which requires large investments in buildings and equipment, and toward data - based products is also changing the calculation of how much investment is needed in innovation.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

Our work at NARPP has demonstrated that to fully realize the benefits of automation, effective behavior changing communications need to be applied in tandem.

It is impossible for an employer to satisfy every employee's needs at all times and to predict how the flow of business may change in the future.

With 2,400 + of the world's best companies, innovators, and problem solvers listed at the New York Stock Exchange, we're helping fuel the visions of today's greatest leaders and providing access to the resources they need to change the world.

But hiring at a big corporation is much different from what startups really need because of the constant change and unknown variables.

Some offices they looked at, though, needed a lot of work: tearing down and moving walls, electrical, plumbing, HVAC (heating, ventilation, air conditioning), disability access changes, and more.

But De Gregorio acknowledges the challenge they present going forward and fears that, particularly at a time when growth in the region is slowing and external circumstances are changing, a flair for populism and the power of vested interests might undermine the process of continued economic reforms needed to foster, among other things, shared prosperity and social inclusion.

Cele states that the rebranding centres on foregrounding Hatch's understanding of its client's challenges and requirements and responding quickly with innovative solutions to those needs in an environment that is changing at an unprecedented pace.

«Clients need to be mindful of changes in the rates» market dynamics,» says Antoine Jacquemin, deputy head of Western - Europe foreign exchange and interest - rate derivatives corporate sales at Societe Generale, in Paris.

Lasting change needs to start at the top with the largest of the institutional investors.

To stay competitive and profitable in the ever - changing Oilfield Services (OFS) industry, you need to make the right business decisions at the right time.

The Council's key initiatives are aimed at addressing present and future challenges facing the federation, in order to better meet the changing needs of Canadians.

Business leaders at Booz Allen Hamilton, a strategy and technology consulting firm, discussed areas of change that could be implemented at graduate business schools in the article «What Business Needs from Business Schools.»

This change of behaviour needs to occur at the banks that issue the bank bills, as well as those that buy them including the investment funds and state treasury corporations.

In terms, I think of inflation and bond markets, it took six, seven, eight, maybe 10 years of high inflation in the 1970s before you had Paul Volcker brought in to say «enough is enough,» and then again whether it's led by American monetary policy but similar moves in Europe, obviously in the UK, a significant tightening of monetary policy because people got fed up with inflation and I don't think that we are kind of yet at the point where real wages have been suppressed so much by that irritation that inflation is always running ahead, life is becoming more expensive, so we need the central bank radically to change their policy.

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