Not exact matches
My dad worked for 35 years at Stelco in Hamilton, before watching a once great
company dragged into bankruptcy, in large part because
of a
pension plan it could no longer fund.
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.
After the talk
of foreign assignments,
pension plans and leadership roles had died off, I mentioned that I was looking to start my own
company.
In his current role as President and Chief Strategist
of Optimize Advisors, Mike uses pioneering and proprietary artificial intelligence technology to advise hedge funds, banks,
pensions, mutual funds, insurance
companies, and family offices in the effective use
of listed options for enhancing returns and managing risk.
The teachers union is also putting pressure on its
pension managers, who oversee $ 3 trillion
of teacher retirement savings, to push fund
companies to shed gun - maker stocks, offer funds that specifically exclude gun - related investments or drop investment managers that refuse.
the
Company's share repurchase plans depend on a variety
of factors, including the
Company's financial position, earnings, share price, catastrophe losses, maintaining capital levels commensurate with the
Company's desired ratings from independent rating agencies, funding
of the
Company's qualified
pension plan, capital requirements
of the
Company's operating subsidiaries, legal requirements, regulatory constraints, other investment opportunities (including mergers and acquisitions and related financings), market conditions and other factors.
An earlier version
of this article referred to defined - benefit
pension plans maintained by several
companies including Weyerhaeuser Canada.
During the first quarter, the
company adopted ASU 2017 - 07, «Compensation — Retirement Benefits (Topic 715): Improving the Presentation
of Net Periodic
Pension Cost and Net Periodic Postretirement Benefit Cost.»
The
company has applied ASU 2017 - 07 retrospectively for the presentation
of the service cost component and the other components
of net periodic
pension cost and net periodic postretirement benefit cost and prospectively for the capitalization
of the service cost component
of net periodic
pension cost and net periodic postretirement benefit in assets.
To that point, 92 percent
of the 3,500 - plus readers who had taken our survey as
of Dec. 4 said they would not roll over their 401 (k) funds into a
company pension plan.
According to John Mauldin, a Texas - based wealth adviser to the rich and author
of the popular Thoughts from the Frontlines market newsletter, Solvency II is not on the radar screen
of most people outside the arcane world
of European
pension funds and insurance
companies.
GAO investigators who did undercover shopping at 38 online
pension advance
companies found a range
of «questionable business practices.»
In the table below you can see the 100 most highly - paid CEOs in Canada, their
company, and their total compensation (the CCPA includes everything from bonuses to stock options to
pensions; in most cases such non-salary pay makes up a large majority
of their overall compensation).
It's building insurance
companies; it's building
pension funds; it's building whole structures that we need for long - term investments,» said Mark Tinker, who is Head
of Framlington Equities Asia at AXA Investment Managers.
The collapse raises fears for the jobs and
pensions of the 43,000 people employed by the
company worldwide as well as questions over what will become
of the 450 projects the U.K. government has employed the
company to carry out.
If that situation sounds familiar, consider an increasingly popular way to maximize your retirement savings: stacking what's called a cash - balance
pension on top
of your
company's profit - sharing 401 (k) plan.
These families are well respected and praised because
of the large number
of jobs that their
companies offer to people, giving them stable salaries and security in
pension plans.
While the traditional
pension of the 20th century is rapidly disappearing,
companies haven't stopped caring about the later - in - life success
of their employees.
According to the Global Market Strategy team at JP Morgan,
pension funds and insurance
companies in the G4 - United States, euro zone, Japan and Britain - will buy at least $ 640 billion
of bonds this year.
Beyond the
pension issue, the CEOs believed that employees who work past the typical retirement age can be beneficial for a
company because
of their knowledge, experience and ability to mentor younger staff.
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.
With so many U.S. corporations racing to the bottom — moving manufacturing to foreign countries for cheap labor and no environmental responsibility, taking advantage
of the H1 - B Visa program to bring cheap workers in, lowering benefits and eliminating
pension plans — it's refreshing to learn that some
companies are taking the exact opposite approach.
As boomers know, the longstanding tradition
of company pension plans has been disappearing in favor
of 401 (k) plans.
In 2009 and 2010, we saw the high - profile defaults
of pension plans
of once great
companies like Nortel Networks and General Motors.
Without a
company pension to fall back on, the manager
of a specialty wood - products mill in Kamloops, B.C., has been putting at least $ 5,000 into his RRSP every year since the age
of 23.
With so many people concerned about the uncertain future
of Social Security and the continued elimination
of company pension plans, it's alarming how few small businesses offer their employees a 401 (k) plan.
Not only will you need to conduct an independent valuation
of your
company, you'll also need to hire a lawyer specializing in
pensions and trusts and a third - party administrator to oversee the program.
Established in 1991, Invesco has more than 125 employees and manages the corporate
pension plans
of over 275 large corporations in Ireland, along with over 500 small and medium
companies.
• Golub Capital invested $ 675 million in PetVet Care Centers, a Wesport, Conn. - based operator
of veterinary hospitals for pets and portfolio
company of Ontario Teachers»
Pension Plan.
• Neiman Marcus, a Dallas, Texas - based department store operator backed by Ares Management and Canada
Pension Plan Investment Board, ended talks regarding a partial or full sale
of the
company, according to Reuters.
In addition, as discussed in 3M's Form 8 - K dated March 15, 2018, the
Company adopted Accounting Standards Update (ASU) No. 2017 - 07 relative to the presentation
of pension and postretirement benefit costs in the first quarter
of 2018 with retroactive impact to prior periods.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the
Company's control, including natural and other disasters or climate change affecting the operations
of the
Company or its customers and suppliers; (2) the
Company's credit ratings and its cost
of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance
of new product offerings; (6) the availability and cost
of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact
of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation
of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the
Company's information technology infrastructure; (10) financial market risks that may affect the
Company's funding obligations under defined benefit
pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the
Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
Investment bank Jefferies & Co. provided $ 1.6 billion, or 30 percent
of the overall $ 5.2 billion in committed financing with the remainder
of about $ 179 million coming from 14 institutional funds, including
pension funds and insurance
companies, according to a U.S. Securities and Exchange Commission filing.
While there are programs like Social Security to help ease the financial burden, most workers have to depend on savings, 401k's and the dwindling number
of pension plans that some
companies offer, to see them through their after - work years.
Second, a rethinking
of corporate models since the Great Recession has led to a more agile lean way
of doing business that abandons the «corporate monolith» model once again makes small - time entrepreneurship a realistic career alternative to the nearly - obsolete ideal
of getting a job at a big
company, staying for 30 years to retire with a
pension and gold watch.
Precautionary measures include transferring
pensions, investments and other long - term savings to new
companies to ensure they remain part
of Britain's currency and tax regime.
And that is a trend that keeps snowballing, thanks primarily to the activities
of two groups: first, the
pension funds, insurers, and other large investors that continue to accelerate their investments in growth
companies; and second, the investment - world professionals, who are responding to the deluge
of money by continually setting up new funds.
Trapani and Shindler have also discarded their old
pension plan entirely since the «defined benefit plan» was set up to provide payouts only to employees who stayed until age 60, which just didn't meet the needs
of the
company's somewhat transient work force.
A simple warning to all
companies that provide employees with some type
of pension plan or health, welfare, or fringe benefits: don't mess up federal reporting requirements or you'll face hefty late - filing penalties.
-- Leah Miller, CEO
of Red Anchor Wealth Management, a
company that creates custom retirement coordination
of the major impactors
of modern retirement, such as Medicare, Social Security,
pension, 401 (k) distribution, and investments.
That's in part due to the dwindling number
of companies providing defined benefits; lack
of pensions have caused many to hang in longer, said Amanda Sonnega, an associate research scientist with the University
of Michigan Health and Retirement Study.
The billions
of dollars managed by mutual funds, hedge funds, insurance
companies, university endowments,
pensions, foundations, sovereign wealth funds and the like need to find returns for their money.
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.
The introductory clause is amended to reflect the June 9, 2017 applicability date
of that section, as follows: «On or after June 9, 2017, if the insurance agent or broker,
pension consultant, insurance
company or investment
company Principal Underwriter is a fiduciary within the meaning
of ERISA section 3 (21)(A)(ii) or Code section 4975 (e)(3)(B) with respect to the assets involved in the transaction, the following conditions must be satisfied, with respect to the transaction to the extent they are applicable to the fiduciary's actions -LSB-.]»
[31] Therefore, from June 9, 2017, until January 1, 2018, insurance agents, insurance brokers,
pension consultants and insurance
companies will be able to continue to rely on PTE 84 - 24, as previously written, [32] for the recommendation and sale
of fixed indexed, variable, and other annuity contracts to plans and IRAs, [33] subject to Start Printed Page 16917the addition
of the Impartial Conduct Standards.
Cumulative employer contributions in excess
of accrued net
pension cost for plans based in the
company's home country.
Although high finance obviously has been shaped by the Industrial Revolution's legacy
of corporate finance, institutional investment such as
pension fund saving as part
of the industrial wage contract, mutual funds, and globalization along «financialized» lines, financial managers have taken over industrial
companies to create what Hyman Minsky has called «money manager capitalism.»
Lacy Hunt is the executive vice president
of Hoisington Investment, a firm that manages $ 6.5 billion for
pension funds, endowments, and insurance
companies.
(a) Schedule 2.7 (a)
of the Disclosure Schedule contains a list setting forth each employee benefit plan, program, policy or arrangement (including any «employee benefit plan» as defined in Section 3 (3)
of the Employee Retirement Income Security Act
of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee
pension benefit plans, as defined in Section 3 (2)
of ERISA, multi-employer plans, as defined in Section 3 (37)
of ERISA, employee welfare benefit plans, as defined in Section 3 (1)
of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result
of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant
of the
Company (collectively, the «
Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the
Company or (ii) the
Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligation.
On August 2, 2005, CIBC paid US$ 2.4 billion to settle a class action lawsuit brought by a group
of pension funds and investment managers, including the University
of California, which claims that «systematic fraud by Enron and its officers led to the loss
of billions and the collapse
of the
company.»