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.
Such statements include, but are not limited to, statements about the continued demand
for our product, the wind - down
of ExpressJet's flying agreement with Delta, and the related removal from service and / or placement into service
of certain aircraft, the scheduled aircraft deliveries
for SkyWest Airlines
for 2018, as well as SkyWest's
future financial and operating results,
plans, objectives, expectations, estimates, intentions and outlook, and other statements that are not historical facts.
Many
financial planners are doing a poor job at, well,
planning — both
for the
future of their own firms and in grooming the next generation
of advisors.
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.
Since GM's driverless cars are years away from hitting the road as part
of Lyft's service, the automaker
plans to provide short - term car rentals (
for a day, week or month) to Lyft drivers in the immediate
future, as well as lease financing through its GM
Financial arm, said Ammann.
When I'm 65 is a groundbreaking national documentary and engagement program focusing on the realities
of retirement in the 21st century and the
financial choices that all Americans need to make to
plan for a financially secure
future.
«The flawed fiduciary rule will make it harder
for low - and middle - income workers to save
for the
future, limit the ability
of individuals to receive basic
financial advice, and jeopardize the creation
of small business retirement
plans.»
Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook
for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate;
future financial or operating performance, including our ability to deliver personalized and innovative solutions
for our customers and clients;
future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent
of change in these areas; financing or capital deployment
plans and amounts available
for future deployment; our prospects
for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's
future beliefs, expectations,
plans, intentions,
financial condition or performance.
Planning for the
future — but still not confident Despite using various
financial tools
for retirement savings such as RRSPs (45 per cent), cash savings (43 per cent), or TFSAs (39 per cent), 45 per cent
of Canadians are still not confident that they will have enough money in retirement to afford the lifestyle they want.
Among other things, these forward - looking statements may include statements regarding the proposed combination
of ILG and MVW; our beliefs relating to value creation as a result
of a potential combination with ILG; the expected timetable
for completing the transactions; benefits and synergies
of the transactions;
future opportunities
for the combined company; and any other statements regarding ILG's and MVW's
future beliefs, expectations,
plans, intentions,
financial condition or performance.
Financial planning for you and your family's
future livelihood is a prodigious challenge in the process
of international divorce — an option...
As part
of its mission, Choose to Save ® develops user - friendly, multimedia materials to help individuals
plan and save
for their
financial future, including:
The
planning tool projects
future college tuition, room and board,
financial aid and more
for a number
of post-secondary institutions using data from the National Center
of Education Statistics.
When you partner with GP Wealth Management you will receive the personal attention
of a
financial advisor who will create and execute a customized
financial plan designed to meet your current needs and provide
for your
future.
At Excel Tax & Wealth Group, our team works with clients
of all ages to help
plan for a successful
financial future.
Whilst we can't know the
future of course,
for financial planning purposes the probability is that life expectancy on average will increase in the
future as medicine advances to cure or limit the big killers (cancer, cardiovascular disease etc).
Creating uncertainty in world
financial markets, the
future of the European Union, the pace
of globalization, how to strategically
plan for an eventual exit, and how to prepare
for potential risk from this event.
The signs
of capital concentration tell us we need to start thinking about how we will execute a
plan for the ultimate descent at perhaps a very crowded Hillary Step juncture somewhere in the
future when shorter term weather conditions on the
financial market mountain change.
All statements other than statements
of historical facts contained in this release, including, without limitation, those regarding our business strategy,
financial position, results
of operations,
plans, prospects and objectives
of management
for future operations (including expected charitable donations), are forward - looking statements.
As much as I am outside
of my comfort zone here (I do not attend church - nor
plan on doing so ever again, I have plenty
of non-christian friends but not one Christian friend in my current city, I DJ at a bar, I run a radio that plays secular music (yet everything is sacred), I work a regular day job, I struggle with
financial hardship and responsibilities I never asked
for..., I sometimes have fear
of the
future and many times my faith dwindles... Some days I cry because I support my family and I feel just really tired...) despite all this fractured humanity that I am....
whether
for the right or wrong reasons, our leader chose to stay on when things took a turn
of sorts... a new owner arrived on the scene,
plans for a new stadium emerged and Wenger became the bearer
of bad news... he sold us on a new story, one that required patience on our parts...
financial constraints were the order
of the day, so that the enormous sums spent on the new venue could be recouped... although some would question the validity
of such claims, why wouldn't they believe their faithful leader... according to those within the hierarchy, the
future never looked so bright, as this new home would ensure our place among the elites
for years to come... as we all know now these claims were a well constructed fabrication and so those who feel they were duped in the process are infuriated and rightly so... the fact that this club and it's manager have continually misled the fans, especially following Gazidis's claims about our
financial liquidity, simply rubbed more salt in an already gaping wound... this surely isn't how you treat your «family», especially when they supported you through the supposed «lean» years... it was a dirty trick played by Kroenke but the fact is was orchestrated by Wenger himself hurt the most... as
for those in the media, many
of whom are former players or longtime pundits, who observed the early years firsthand, saw this as the perfect opportunity to vent the anger they felt towards this pretentious man once and
for all... all in all, karma's a bitch
I'm betting there will be a much bigger focus on the CL performances and losses than the fact we're 3 pts from the top... While neglecting the fact that the
financial muscle they all want flexed so badly is only now a possibility due to the careful
planning and years
of competing with the big spenders
of the league while laying the foundations
for a better
future.
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...
The Strategic
Plan provides direction
for the
future allocation
of resources,
financial stability, staffing levels, internal support and communication, organizational culture efforts, and the capacity
for learning and growth.
The Office
for Budget Responsibility will issue independent assessments
of the public finances: this is an institution specifically intended to improve long - term
financial planning, and which will help not only this Government but
future governments to remain on the fiscal straight and narrow.
The multi-year tables in New York State's just - released Enacted Budget
Financial Plan for fiscal 2015 make continued use
of Governor Andrew Cuomo's new fiscal conjuring device: a lump - sum, below - the - line reduction in
future projected spending, based on the assumption that the governor will «propose, and negotiate with the Legislature to enact budgets that hold State Operating Funds spending growth to 2 percent.»
As illustrated in the Executive Budget
financial plan, the state will be facing significant budget gaps in each
of the next three years, and a new payroll tax on employers will be a tempting target
for future administrations and Legislatures looking
for increased revenues, but reluctant to impose new or higher taxes directly on individuals.
«The MoD is in the difficult position
of needing to maximise
financial savings by cutting headcount before it has detailed
plans for how it will operate in the
future,» Amyas Morse, head
of the National Audit Office, said.
All statements other than statements
of historical facts included in this announcement, including, without limitation, those regarding Rio Tinto's
financial position, business strategy,
plans and objectives
of management
for future operations (including development
plans and objectives relating to Rio Tinto's products, production forecasts and reserve and resource positions), are forward - looking statements.
In this show John Testa discusses with Rob Astorino all the major changes the County Executive made while developing the 2011 Westchester County Budget and how taxpayer relief was accomplished, while also providing
for the neediest
of the county; leaving essential services intact and establishing a sound
financial plan for the
future.
For a second consecutive year, Cuomo also is relying on his 2 percent growth assumption — as expressed in the magic footnote at the bottom
of the
financial plan — to obscure the existence
of future budget gaps.
Except
for historical information contained in this press release, the matters set forth herein including, but not limited to, any projections
of revenues, earnings or other
financial items; any statements concerning our
plans, strategies and objectives
for future operations; and any statements regarding
future economic conditions or performance, are forward - looking statements.
And
planning for our
financial future is particularly relevant
for those
of us who, like myself, work independently (rather than own a studio).
For simplicity, one person may manage paying all the day - to - day expenses, but both should be fully engaged in the responsibility of planning for a joint financial futu
For simplicity, one person may manage paying all the day - to - day expenses, but both should be fully engaged in the responsibility
of planning for a joint financial futu
for a joint
financial future.
«The opportunity to focus on my studies and research without
financial consequences looming over me has created a sense
of peace in my daily work and
planning for future semesters,» Malone said.
This pilot has efficiently addressed short - term problems, created reliability and confidence in the operation and
financial stability
of the schools, all while freeing school leadership to focus on
planning for the
future.
Gather best practices
for all areas
of your work — learn how to recover from a
financial crisis, respond to school violence, or how to use operational assessments to
plan for the
future
These statements are likely to address matters such as the company's
future financial condition and performance (including earnings per share, the profitability
of Waldenbooks, liquidity, sales, inventory levels and capital expenditures), its cost reduction initiatives and
plans for store closings and the expansion
of product categories, as well as the timing
of the launch
of the Borders - branded eBook store and mobile application and the completion
of the contemplated transactions with Spring Design and the benefits thereof.
One
of the keys to managing your student debt repayment is to have a
financial management
plan, not only
for your loan debt, but your
financial future.
When we look at being a
financial ninja, and we look at
planning for the
future,
planning for retirement, and even if you don't think you're going to pay the house off, the acceleration
of building equity happens all along the way.
Bharti AXA Life Samriddhi — a Non-linked, Participating, Endowment
plan, that offers protection
for your family's
financial future by providing an opportunity to participate in the profits
of participating fund
of the company by way
of Non-Guaranteed bonuses payable to you at the time
of maturity or in case
of any eventuality
Parents with a
financial plan in place reported saving an average
of $ 6,300 last year toward
future college expenses, versus only
of $ 4,700
for those without a
plan.
While student loans continue to be inescapable
for the vast majority
of college attendees, the
financial habits you develop in the process may transform into spend - happy patterns that do little to
plan for your
future.
Take advantage
of this wide variety
of calculators to help you
plan for the
future and to decide whether your current
financial trajectory is in line with your long - term objectives.
According to Ross McShane, director
of financial planning at McLarty & Co in Ottawa, Hui is smart to save the bulk
of his RRSP room
for the
future.
Not only that, but I learned WAY more about what
plan of action I should take
for my
financial future.
The nature
of the workout
plan will depend upon the seriousness
of the default, whether your
financial problems are short - term or your payment ability has been impaired
for the foreseeable
future, your prospects
for obtaining funds to cure the default and the current value
of your property.
Our trusted
financial advisors provide services that help you
plan for the
future and ensure your finances are ready
for each stage
of life.
When I'm 65 is a groundbreaking national documentary and engagement program focusing on the realities
of retirement in the 21st century and the
financial choices that all Americans need to make to
plan for a financially secure
future.
You might have had a particular retirement lifestyle in mind when you were
planning for retirement, but your credit card debt is compromising your
financial health and it's important that you focus on taking care
of your debt now so that it won't impede your
future.