Rothman breaks down his list
of key changes by math and English language arts, the two subject areas affected by the Common Core standards.
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.
While it is
key to be aware
of the new
changes made
by the CRA, it equally important for Canadians to look at
changes in their own life, and what that means for their taxes, she added.
Such risks, uncertainties and other factors include, without limitation: (1) the effect
of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any
changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels
of end market demand in construction and in both the commercial and defense segments
of the aerospace industry, levels
of air travel, financial condition
of commercial airlines, the impact
of weather conditions and natural disasters and the financial condition
of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization
of the anticipated benefits
of advanced technologies and new products and services; (3) the scope, nature, impact or timing
of acquisition and divestiture or restructuring activity, including the pending acquisition
of Rockwell Collins, including among other things integration
of acquired businesses into United Technologies» existing businesses and realization
of synergies and opportunities for growth and innovation; (4) future timing and levels
of indebtedness, including indebtedness expected to be incurred
by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability
of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope
of future repurchases
of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level
of other investing activities and uses
of cash, including in connection with the proposed acquisition
of Rockwell; (7) delays and disruption in delivery
of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits
of organizational
changes; (11) the anticipated benefits
of diversification and balance
of operations across product lines, regions and industries; (12) the outcome
of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact
of the negotiation
of collective bargaining agreements and labor disputes; (15) the effect
of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect
of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect
of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act
of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability
of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition
of conditions that could adversely affect the combined company or the expected benefits
of the merger) and to satisfy the other conditions to the closing
of the pending acquisition on a timely basis or at all; (18) the occurrence
of events that may give rise to a right
of one or both
of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee
of $ 695 million to United Technologies or $ 50 million
of expense reimbursement; (19) negative effects
of the announcement or the completion
of the merger on the market price
of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation
of their businesses while the merger agreement is in effect; (21) risks relating to the value
of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered
by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability
of United Technologies and Rockwell Collins, or the combined company, to retain and hire
key personnel.
According to a 2013 survey
of more than 22,000 business executives
by the Katzenbach Center at Strategy &, most leaders understand the
key point I just mentioned — that culture plays a critical role in achieving great financial performance - and successfully leading and managing
change.
A Forbes piece recently highlighted the next five years
of user experience trends, and made
key points about how users are being
changed by the internet
of things, voice and bots.
Georgia Congressman Tom Price has been cleared as the next Secretary
of the Department
of Health and Human Services after an ugly confirmation battle which included Senate Democrats boycotting his vote
by a
key panel (a tactic that was rendered useless as the majority Republicans
changed committee rules to push his nomination forward).
«One
of the
keys to selling tax reform is the president making the point that tax reform will unrig this economy
by stripping out the special - interest deductions and carve - outs that riddle this code,» said Tim Phillips, president
of Americans for Prosperity, a group founded
by the billionaire industrialist Koch brothers that is spending heavily to push
changes to the tax code.
Observers point to
key legal
changes in the industry that have contributed to historical consolidation — the Riegle - Neal Act
of 1994 expanded interstate banking and led to a wave
of mergers and the Gramm - Leach - Bliley Act drove consolidation
by permitting banks, securities firms and insurance businesses to merge.
Following are nine
key types
of wealth management industry players, listed in order
of biggest potential losers to biggest winners in asset gains or losses
by 2020, and some
of the
changes they will have to make.
[01:10] Introduction [02:45] James welcomes Tony to the podcast [03:35] Tony's leap year birthday [04:15] Unshakeable delivers the specific facts you need to know [04:45] What James learned from Unshakeable [05:25] Most people panic when the stock market drops [05:45] Getting rid
of your fear
of investing [06:15] Last January was the worst opening, but it was a correction [06:45] You are losing money when you sell on corrections [06:55] Bear markets come every 5 years on average [07:10] The greatest opportunity for a millennial [07:40] Waiting for corrections to invest [08:05] Warren Buffet's advice for investors [08:55] If you miss the top 10 trading days a year... [09:25] Three different investor scenarios over a 20 year period [10:40] The best trading days come after the worst [11:45] Investing in the current world [12:05] What Clinton and Bush think
of the current situation [12:45] The office is far bigger than the occupant [13:35] Information helps reduce fear [14:25] James's story
of the billionaire upset over another's wealth [14:45] What money really is [15:05] The story
of Adolphe Merkle [16:05] The story
of Chuck Feeney [16:55] The importance
of the right mindset [17:15] What fuels Tony [19:15] Find something you care about more than yourself [20:25] Make your mission to surround yourself with the right people [21:25] Suffering made Tony hungry for more [23:25]
By feeding his mind, Tony found strength [24:15] Great ideas don't interrupt you, you have to pursue them [25:05] Never - ending hunger is what matters [25:25] Richard Branson is the epitome
of hunger and drive [25:40] Hunger is the common denominator [26:30] What you can do starting right now [26:55] Success leaves clues [28:10] What it means to take massive action [28:30] Taking action commits you to following through [29:40] If you do nothing you'll learn nothing [30:20] There must be an emotional purpose behind what you're doing [30:40] How does Tony ignite creativity in his own life [32:00] «How is not as important as «why» [32:40] What and why unleash the psyche [33:25] Breaking the habit
of focusing on «how» [35:50] Deep Practice [35:10] Your desired outcome will determine your action [36:00] The difference between «what» and «why» [37:00] Learning how to chunk and group [37:40] Don't mistake movement for achievement [38:30] Tony doesn't negotiate with his mind [39:30]
Change your thoughts and change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom fo
Change your thoughts and
change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom fo
change your biochemistry [40:00] The bad habit
of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out
of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out
of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out
of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The
key to life — gratitude [51:40] What is freedom for you?
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.
These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation
of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature
of the restaurant industry; factors impacting our ability to drive sales growth; the impact
of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack
of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability
of key food products and utilities; shortages or interruptions in the delivery
of food and other products; volatility in the market value
of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk
of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value
of our goodwill or other intangible assets; a failure
of our internal controls over financial reporting or
changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed
by Darden with the Securities and Exchange Commission.
By now, child and foreign labor has become such a
key part
of the fabric
of Walmart, and
of the product they sell, it's hard to imagine anything less than a complete overhaul
of Walmart's business methods will
change that.
The
key economic
change introduced
by the Internet is the effective elimination
of marginal distribution and transaction costs.
With growing need for transparency triggered
by MiFID II, the increasing fragmentation and lack
of liquidity, the
changing participants roles are
key factors in the fixed income market reshaping.
Following years
of operational stagnation, substandard share price performance and all but negligible
change to
key oversight functions, Ultratech now faces a contested campaign led
by Neuberger Berman LLC, a well - known, but generally passive investment manager.
The
key to understanding the implications
of global reserve
changes is knowing that these
changes are mostly driven
by attempts to manipulate exchange rates.
But same - store sales, a
key measure
of retail performance that strips out the effects
of square footage
changes, rose only slightly,
by 1.1 per cent excluding gas.
Examples
of these risks, uncertainties and other factors include, but are not limited to the impact
of: adverse general economic and related factors, such as fluctuating or increasing levels
of unemployment, underemployment and the volatility
of fuel prices, declines in the securities and real estate markets, and perceptions
of these conditions that decrease the level
of disposable income
of consumers or consumer confidence; adverse events impacting the security
of travel, such as terrorist acts, armed conflict and threats thereof, acts
of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread
of epidemics and viral outbreaks; adverse incidents involving cruise ships;
changes in fuel prices and / or other cruise operating costs; any impairment
of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount
of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion
of our assets pledged as collateral under our existing debt agreements and the ability
of our creditors to accelerate the repayment
of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in
key markets or globally; our inability to recruit or retain qualified personnel or the loss
of key personnel; future
changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price
of, or major
changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times
of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability
of attractive port destinations; pending or threatened litigation, investigations and enforcement actions;
changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings
by the Company with the Securities and Exchange Commission.
This capacity has been further enhanced
by a
change in operating procedures, which has seen public announcements
of every
change in the official cash rate — the
key policy interest rate — since January 1990.
In The Philosopher's Pupil (1983) a man's life is
changed by his vision
of a flying saucer; a
key episode in The Good Apprentice turns on what appears to be the effects
of a love potion; a young girl in The Green Knight exerts an involuntary telekinesis over the stones that she has collected in her room; in the same novel the goodness
of a man named Peter Mir (Mir meaning, in Russian, both «world» and «peace,» as several characters note) seems to be contagious, bringing sweet dreams and love to those with whom he comes in contact.
Citing statistics that show that 70 percent
of young people leave the church
by age 22, Powell contends that fostering intergenerational relationships in church may be the
key to
changing the trend.
And he understood, better than many churchmen but in harmony with the thinking
of John Paul II, that the
key to resolving the dangers posed
by the nuclear deterrence system, in which the United States and the Soviet Union both had the capacity to «bounce the rubble,» was the collapse
of the communist project and dramatic
change in the governance
of what was then the USSR.
Jeremy have been asking the holy spirit for his help with this and in regards to the lame man that Jesus healed I do nt believe that sin was the issue for him just like the blind man was it his parents or did he sin the answer was neither but so that God would be glorified.What was the sin that may have been worse for him.The two situations are related
of the woman caught in adultery the
key words being go and sin no more only two references in the bible and will explain later the lame man we see at first his dependency on everyone else for his needs he cant do it he is in the best position to receive Gods grace but what does he do with it.Does he follow Jesus no we are told he goes to the temple and Jesus finds him now that he has his strength to do things on his own what his response to follow the way
of the pharisees that is what is worse than his condition before so he is warned
by go and sin no more.We get confused because we see the word sin but the giver
of is speaking to him to go another way means death.Getting back to the two situations
of the woman caught in adultery and the lame man here we see a picture
of our hearts on the one our love for sin and on the other the desire to work out our salvation on our terms they are the two areas we have to submit to God.My experience was the self righteousness was the harder to deal with because it is linked in to our feelings
of self worth and self confidence so we have to be broken so we are humble enough to realise that without God we can do nothing our flesh hates that so it is a struggle at first to
change our way
of thinking.brentnz
The Reformation was utterly dependent on what came before it, but it transformed the past
by using parts
of it against other parts,
by taking
key emphases already widely accepted among the faithful and showing that, if one saw this doctrine or that practice from a slightly different angle, everything was
changed — all the while managing to maintain continuity with the deepest sources
of the tradition.
The «Common Chest» was an actual piece
of well - made furniture, and with its prescribed number
of locks whose
keys were held
by specified officials representing various strata
of society, it was to become a veritable symbol
of the social and economic
changes as it was set up in town after town in the coming decades.
With nearly 90 %
of all the seafood consumed
by Americans coming from imports and nearly 50 %
of these imports coming from often unregulated aquaculture sources *, Dock to Dish
Key West is dedicated to engineering a fundamental
change in the seafood marketplace through a revival
of traditional values and principles, while focusing on freshness and transparency under an ecosystem - based management approach to sustainability.
Grace Boyle, chair
of the student union's Love Veggie society, played a
key role in Ulster's adoption
of MFM
by starting a petition to gather support for the move, because
of a lack
of meat free and vegan options at Ulster, and because the university does not formally acknowledge that the meat and dairy industries are major contributors to climate
change.
The Internet
of Everything is
Key to Optimizing Supply Chain Processes December 8, 2015:
By adopting an IoE strategy, manufacturers and supply chain operators across industries can prepare for
changes in product demand or packaging design.
The Chemistry Research team's new laboratory is an essential part
of the range
of «turnkey» projects provided
by Leatherhead Food Research; our experts offer
key input into projects such as evaluation
of changes in levels
of active and functional ingredients on storage or processing, and analytical support for bioavailability and bioaccessibility nutrition projects.
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.
A club run
by joe Lewis lol when was the last fuking time Spurs won a trophy give it a fuking rest Wenger has won more trophies then spuds in their whole fuking history Sick
of plastic fans constantly knocking the manager and players like you are fuking genius experts in knowing all about football We have the worst fan base in football a bunch
of ingrates Why would any top player come and join Arsenal when they see how fans treat their own players like ozil Lol at people talking about Spurs and pool fukers don't win any trophies but their fans stay loyal ours turn nasty every game werther we win or lose It won't
change even if we get a new manager they will turn on him at first defeat What we need is for the vocal minority
of plastic
key board fans to fuk off and stop bringing the club down Coyg
I remember some
of you posted pics
of our midfield and praised ev some drew comparison with lucho, ev has a style that is very similar to the Barca way, but he loves defensive stability and because we lack the true Barca MF to do it we are like this, we all agree some players must go, but carefully looking at things you see that most
of what ev does was done
by pep (
of course not as boldly) but his style looks ugly and boring, guys let us give him a chance it hurts but let us do it, let us see the big picture, he may not be capable
of beautiful football but at least while we build we are confident
of results which we need, when we rebuild then let us fire him, but if this is down to the players then we are making a mistake, I am not asking anyone to
change but just stop insulting and criticising ev, patience is the
key.
As expected
by most Arsenal fans and watchers, the manager has rung the
changes for the EFL cup match at home to Southampton because
of our numerous injury problems and also to allow a few
of the
key players to get some well earned rest after a hectic fixture schedule.
Having this conducted
by parts
of the campus community outside
of Greek life is
key, and should go a long way toward ID - ing what needs to
change, and how they can get there.
I think it has reached a point where enough is enough.the only way to save our club is if all fans are singing one thing and are together.there is no way we will anything while some guys sing only one arsene wenger and others wenger out.we need to open our eyes and sing one song altogether only then can we propel
change that is essential for our beloved club.if we keep going on this road then some fans will cme and regret when our club is officially a mid table team
by then it would hve been too late for
change.i told guys and will keep saying which club in there right mind would sell a
key player
of there squad with just days to go before window is shut.its clear we weren't intrested to invest into the market and yet again the club is showing us how ambitionless they are.sad but true our season has ended before it has even kicked off!!.
If enough players oppose the
changes, they could absolve themselves
of responsibility and allow Manfred to force the issue
by introducing the two
key elements
of MLB's plan: a 20 - second pitch clock and reduction in mound visits.
Arsene Wenger, sitting out the final match
of his ban, made one
key change from the 1 - 0 defeat at Carrow Road
by replacing striker Olivier Giroud with midfielder Francis Coquelin.
In the second half, one
key tactical
change was made with Karamoh having more
of a free role which was very smart
by Spalletti since Miangue was very defensive like I previously mentioned so now instead, with the role he had, he could help Perišić to double up on Romagna since Cagliari had switched to a 4 -4-2 at this point and Faragò wasn't helping defensively throughout the match.
One
of the
key changes of the match though was made
by Alex Neil.
It would appear not, as on Saturday, when his side face up to Blackburn Rovers in the FA Cup, Houllier is willing to jeopardise his relationship with his squad
by making a host
of changes to his starting XI in a bid to protect the conditioning
of his
key figures ahead
of a potentially make or break finish to the season.
As I mentionned above that ive just watched all the Arsenal game 2007 and 2008, Ive personnaly gave up with this idea
of strngthenin our defence.Its obvious, we need CDM, and I strongly recommend Toure for that job, but finally, I found out our main PBM: AW is a man who beleives in: THE BEST DEFENCE IS ATTACKIN.He has built the team that way.When I watched our 2007 games, i could see that most
of these teams who has defeated us this season played exactly the same style
of game last season but they couldnt perform so much as our attackin side were so strong for them so that they were always held at their own defensive side.The game is completely Psycological.At the 1st 10mn
of the game, they try to attack @their best, but just when we start attackin then all their mdlfldr start to pull back coz most
of our attack are all dangerous.And this is what makes the diffrence between the so called BIG 4 and the rest
of the league.The Pbm isnt really that our defence is so weak, It is our attack which is WEAK.Durin the first half
of this season, Our guys couldnt perform any attackin strategy planned
by AW, coz 1st: they were new to it, coz they have only practiced it durin trainin session.2 nd: Some
of the
key players are gone.3 rd: Even AW did nt know where exactly is the best position for those new players, the likes
of Nasri, Vela, and some
of them were all subsitute last year.Plus they are all young players who can improve and
change their style game after game.
The study, supported in part
by the National Institutes
of Health (NIH), marks the first time that tolerance to the allergen (i.e., peanuts) was measured in conjunction with
key immunologic
changes.
Harlow's work, as well as important research
by psychologists John Bowlby and Mary Ainsworth, helped influence
key changes in how orphanages, adoption agencies, social services groups, and child care providers approached the care
of children.
e) Re-commit to open government and open data — in the coming years, transparency will be one
of the
key mechanisms
by which the government can explain what it is doing, and ordinary people can feel they are well informed about the
changes to come.
What I mean
by this is that even if a given leader decides to respond to domestic and international pressure to reform
by repressing the opposition, they may not be able to successfully pursue this course
of action if the opposition is strong and united,
key international partners are pushing for
change, and the country is effectively bankrupt and can not afford to pay the security forces.
A
key requirement
of democracy is equal protection
of all stakeholders - i.e., if at some point there is a completely fair vote
of 2/3 population preferring the choices advocated and implemented
by party A; and 1/3 preferring the choices
of party B - then a system must ensure that the minority gets adequate protections and fair treatment; so that while at this moment country gets steered to choice A, the minority doesn't get punished in any way for saying that in their opinion choice B might be best; and if some
of the original voters
change their mind, the choice B can still be known even if the governing clique that was elected on the idea
of A wants to continue with A forever.
Doubtless that will
change the further we get from June's political car crash, but the
key question is whether that average can be pushed up
by the six per cent necessary to breach the psychological threshold
of 30 per cent, above which Labour politicians can console themselves that they are within striking distance
of the Tories.