This move, combined with
other changes to the benefit, will lead to savings of # 1.8 bn a year by the end of this Parliament.
Not exact matches
Actual operational and financial results of SkyWest, SkyWest Airlines and ExpressJet will likely also vary, and may vary materially, from those anticipated, estimated, projected or expected for a number of
other reasons, including, in addition
to those identified above: the challenges and costs of integrating operations and realizing anticipated synergies and
other benefits from the acquisition of ExpressJet; the challenges of competing successfully in a highly competitive and rapidly
changing industry; developments associated with fluctuations in the economy and the demand for air travel; the financial stability of SkyWest's major partners and any potential impact of their financial condition on the operations of SkyWest, SkyWest Airlines, or ExpressJet; fluctuations in flight schedules, which are determined by the major partners for whom SkyWest's operating airlines conduct flight operations; variations in market and economic conditions; significant aircraft lease and debt commitments; residual aircraft values and related impairment charges; labor relations and costs; the impact of global instability; rapidly fluctuating fuel costs, and potential fuel shortages; the impact of weather - related or
other natural disasters on air travel and airline costs; aircraft deliveries; the ability
to attract and retain qualified pilots and
other unanticipated factors.
Steve Seelig, senior regulatory advisor at
benefits consulting firm Willis Towers Watson, said that, of three
changes related
to executive compensation in the tax reform plan — the
other two involve stock options and performance - based pay — it's the hit on tax - exempt executive compensation that is the most significant.
These forward - looking statements include, among
other things, statements about full - year 2018 guidance, project milestones, increased opportunities in the market, backlog, bids and
change orders outstanding, target projects and revenue opportunity pipeline,
to the extent these may be viewed as indicators of future revenues or profitability, the expected impacts of the F2G program and progress toward completing the proposed combination with CB&I and the anticipated
benefits of that transaction.
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.
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»).
These risks and uncertainties include: Gilead's ability
to achieve its anticipated full year 2018 financial results; Gilead's ability
to sustain growth in revenues for its antiviral and
other programs; the risk that private and public payers may be reluctant
to provide, or continue
to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due
to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix
to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments
to the Affordable Care Act or
other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability
to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability
to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the
benefits of the Sangamo partnership; Gilead's ability
to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability
to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability
to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over
other therapies and may therefore be reluctant
to prescribe the products; Gilead's ability
to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability
to pay dividends or complete its share repurchase program due
to changes in its stock price, corporate or
other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and
other risks identified from time
to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).
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.
This
change in the law preserves the fairness of the incentives
to delay, but it means that you can not receive one type of
benefit while at the same time earning a bonus for delaying the
other benefit.
For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated
benefits or cause the parties
to abandon the transaction, the ability
to successfully integrate the businesses, the occurrence of any event,
change or
other circumstances that could give rise
to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able
to satisfy the conditions
to the proposed transaction in a timely manner or at all, risks related
to disruption of management time from ongoing business operations due
to the proposed transaction, the risk that any announcements relating
to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz
to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable
to achieve cost - cutting synergies or it may take longer than expected
to achieve those synergies, and
other factors.
Not everyone will
benefit: now that Republicans have swept the US government for the first time since 1928, it means Obamacare is over - just a matter of time - and Affordable Care Act - vulnerable stocks such as Universal Health Services, AmSurg and Mednax will likely plunge; on the
other hand pure pharma stocks like MCK and ABC will
benefit as rhetoric on drug pricing will diminish significantly, leading
to more stable earnings if / when
changes in drug pricing become more stable.
Other characteristics that are shared due
to the common methodology include: (1) The estimates encompass both transfers and
changes in society's real resources (the latter being
benefits in the context of the 2016 RIA but costs in this RIA because gains are forgone); (2) the estimates have a tendency toward overestimation in that they reflect an assumption that the April 2016 Fiduciary Rule will eliminate (rather than just reduce) underperformance associated with the practice of incentivizing broker recommendations through variable front - end - load sharing; and (3) the estimates have a tendency toward underestimation in that they represented only one negative effect (poor mutual fund selection) of one source of conflict (load sharing), in one market segment (IRA investments in front - load mutual funds).
Her attempt
to reconstruct the staff cost -
benefit analysis concluded that tipped workers would lose $ 5.8 billion a year, that the take - home pay of back - of - the - house or
other non-tipped workers would hardly
change, and that employers in the aggregate would gain $ 5.8 billion a year.
Within program expenses, major transfers
to persons were up $ 1.1 billion, primarily due
to higher old age security payments, reflecting an increase in the number of recipients and higher inflation, as
benefits are indexed
to quarterly
changes in the consumer price index, major transfers
to other levels of government were up $ 0.6 billion, reflecting legislative increases; while direct program expenses declined by $ 0.2 billion, as lower «
other transfer» payments more than offset increases in departmental / agency operating costs.
Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation, evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity based benefit plans and approving any changes to such plans involving a material financial commitment b
Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant
to executive officer compensation, evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and
other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity based benefit plans and approving any changes to such plans involving a material financial commitment b
other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity based
benefit plans and approving any
changes to such plans involving a material financial commitment by HP;
Such risks and uncertainties include, but are not limited
to: our ability
to achieve our financial, strategic and operational plans or initiatives; our ability
to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and
other health care providers; the impact of modifications
to our operations and processes; our ability
to identify potential strategic acquisitions or transactions and realize the expected
benefits of such transactions, including with respect
to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or
changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and
other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability
to obtain shareholder or regulatory approvals required for the Merger or the requirement
to accept conditions that could reduce the anticipated
benefits of the Merger as a condition
to obtaining regulatory approvals; a longer time than anticipated
to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability
to retain key personnel; the availability of financing, including relating
to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.
However, there may be potential
benefits to incorporation and you should consult with an attorney or
other trusted legal advisor
to determine if
changing the nature of your business entity makes sense for your business objectives.
The Institute also proposes
changes to federal employee pension plans and
other post-retirement
benefits.
Important factors that may affect the Company's business and operations and that may cause actual results
to differ materially from those in the forward - looking statements include, but are not limited
to, increased competition; the Company's ability
to maintain, extend and expand its reputation and brand image; the Company's ability
to differentiate its products from
other brands; the consolidation of retail customers; the Company's ability
to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability
to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or
other indefinite - lived intangible assets; volatility in commodity, energy and
other input costs;
changes in the Company's management team or
other key personnel; the Company's inability
to realize the anticipated
benefits from the Company's cost savings initiatives;
changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy;
changes in laws and regulations; legal claims or
other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure
to successfully integrate the Company; the Company's ability
to complete or realize the
benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability
to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability
to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law
changes or interpretations; pricing actions; and
other factors.
Develop responsible contracting standards for service contracts
to ensure that cafeteria workers, janitors, security officers and
other onsite service workers are paid a livable wage, receive
benefits equitable
to those received by directly employed workers, have the right
to a voice at work without fear of discrimination or retaliation, do not suffer mass layoffs when contracts
change hands, and are protected from misclassification and
other forms of wage theft;
Factors that could cause actual results
to differ materially from those expressed or implied in any forward - looking statements include, but are not limited
to:
changes in consumer discretionary spending; our eCommerce platform not producing the anticipated
benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated
benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn;
changes in the competitive market and competition amongst retailers;
changes in consumer demand or shopping patterns and our ability
to identify new trends and have the right trending products in our stores and on our website;
changes in existing tax, labor and
other laws and regulations, including those
changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating
to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.
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;
Important factors that may affect the Company's business and operations and that may cause actual results
to differ materially from those in the forward - looking statements include, but are not limited
to, operating in a highly competitive industry;
changes in the retail landscape or the loss of key retail customers; the Company's ability
to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability
to leverage its brand value; the Company's ability
to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability
to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or
other indefinite - lived intangible assets; volatility in commodity, energy and
other input costs;
changes in the Company's management team or
other key personnel; the Company's ability
to realize the anticipated
benefits from its cost savings initiatives;
changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law
changes or interpretations; legal claims or
other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability
to complete or realize the
benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various
other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability
to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability
to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability
to continue
to pay a regular dividend;
changes in laws and regulations; restatements of the Company's consolidated financial statements; and
other factors.
Important factors that may affect the Company's business and operations and that may cause actual results
to differ materially from those in the forward - looking statements include, but are not limited
to, increased competition; the Company's ability
to maintain, extend and expand its reputation and brand image; the Company's ability
to differentiate its products from
other brands; the consolidation of retail customers; the Company's ability
to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability
to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or
other indefinite - lived intangible assets; volatility in commodity, energy and
other input costs;
changes in the Company's management team or
other key personnel; the Company's inability
to realize the anticipated
benefits from the Company's cost savings initiatives;
changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy;
changes in laws and regulations; legal claims or
other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure
to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability
to complete or realize the
benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability
to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability
to pay such indebtedness; tax law
changes or interpretations; and
other factors.
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.
The economic cost of
changes in behavior due
to taxes, government
benefits, monopolies, and
other forces that interfere with the otherwise - efficient operation of a market economy.
A
change in the rules in late 2015 closed the door on the popular claiming strategy for couples that allowed one spouse
to file and suspend his or her
benefit while the
other spouse files a restricted application for a spousal
benefit based on the first spouse's earnings record.
These
changes will apply
to EI - eligible workers, as well as self - employed Canadians who opt into the EI program for access
to EI special
benefits, and who meet minimum income and
other requirements
to qualify for EI special
benefits.
The increase in non-interest expenses primarily reflects higher salaries and
benefits, mainly resulting from hiring activity and the compensation
changes described above, as well as increased premises and
other expenses
to facilitate business growth.
Some
changes, like these and the simplified home office tax deduction, will be a
benefit to many businesses, while
others may be problematic.
These
changes are related
to, among
other things, the calculation of
benefits and admissible earnings.
According
to the Department of Finance, the deficit in August 2015 was primarily due
to updated accrual estimates of employee pension and
other employee future
benefits, reflecting
changes to the interest rate assumptions.
I know, I know, Japan is a bug in search of a windshield according
to John Mauldin and some
other smart people, but I think there are major
changes underway there that will
benefit Japanese companies for years and maybe decades.
Polls by CNN and
others showed the tax
changes were unpopular because of a perceived
benefit to the wealthy.
Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation and evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity-based benefit plans and approving any changes to such plans involving a material financial commitment by HP; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its cha
Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant
to executive officer compensation and evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and
other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity-based benefit plans and approving any changes to such plans involving a material financial commitment by HP; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its cha
other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity-based
benefit plans and approving any
changes to such plans involving a material financial commitment by HP; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending
to the Board any
changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its charter.
It is only
to say that, if the aim is
to radically
change live expectancies, then there are many things
to be considered
other than the
benefits of health and mortality.
Hopefully he will
benefit by being able
to: (1) Get
to know himself better; (2) Become more keenly aware of how he needs
to change; (3) Recognize danger signals
to his sobriety before he takes the first drink; (4) Live more comfortably with himself and
others; (5) Have the door opened for a more personal and meaningful relationship with God.
Rahn... Do i really need
to back up what i think online... and you being the expert... why do nt you fully explain
to me the state that the country is in... enlighten me... but you already know how far that will go... just as my attempt
to change others mind's fell short... so will any
others opinion... i have my mind made up for my own well founded reasons... all im saying is that spending all day protesting and postulating is of no
benefit to anyone... going about your life and making things best for yourself is in the best interest of this country as a whole... I believe Adam Smith said it best... the best results come from one person doing whats best for himself and the team... not throwing a hissy fit
In the light of this analysis, then, my own scenario is cautiously hopeful, depending on (1) whether a creative minority of dreamers and doers with visions of a new life - fulfilling social order really emerges in strength, (2) the alliances that can be worked out with blacks, the poor, and
other minorities now excluded from major social
benefits, (3) the extent
to which the populist idealism of the lower middle classes and working people generally favoring the extension of rights and equality
to the «little man» everywhere wins out over the reactionary fears and prejudices which establishment elites and opportunist politicians are all too willing
to exploit, and (4) what takes place at the center of the political spectrum itself under the pressure of events and in response
to challenges
to the established system from militant seekers of
change.
Maybe we don't have
to change each
other's minds
to lighten one another's load by not assuming motives, by giving each
other the
benefit of the doubt that we arrived at our beliefs through honest searching.
So when did it
change from people offering you a given amount of money and
benefits to work for them or
to join them in some way
to that of us demanding things and expecting the
others have
to provide it no matter what.
For health
benefits and how long it will take
to experience them, there are a lot of factors
to consider such as
other dietary and lifestyle
changes.
I decided
to try this stuff for the health
benefits, but seeing noticeable physical
changes tells me that this product is making
other changes that I can't see that are beneficial.
The hundreds of personal letters I have received testify
to how a
change to The World's Healthiest Foods Way of Eating can help promote healthy weight loss, improve blood pressure and cholesterol levels, and increase energy (and many
other health
benefits).
«We believe any transition period should ensure that domestic regulatory frameworks remain certain, and that UK businesses continue
to benefit from EU free trade agreements (FTAs) with third countries; as well as ensuring that businesses have the time
to prepare in advance for any
changes to exporting procedures and
other regulations that will be required once the UK is fully outside the EU.»
Other changes, like
changes to the Pharmaceutical
Benefits Scheme (PBS), could be made by
changing regulation rather than through legislation.
In the cutthroat world of F1 teams will do pretty much anything
to gain even the tiniest advantage over each
other, whether it's by pestering stewards for a rival
to get a penalty, or voting for rule
changes which
benefit themselves over the greater good.
This is an incredibly difficult question
to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only
to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel
to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards
to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems
to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early
to tell)... unfortunately Mustafi has a tendency
to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs
to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious
to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently
to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow
to ever boss the midfield and he tends
to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed
to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready
to throw him in the trash heap when injuries forced him
to use Francis and then he had the nerve
to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary
to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed
to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends
to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little
to no sense considering what he has
to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford
to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try
to reinvent the wheel and / or not surround such a talent with the necessary components... in regards
to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair
to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went
to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had
to choose one of those 3 players
to stay on it would be Ox due
to his potential as a plausible alternative
to Bellerin in that wing - back position should we continue
to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all
change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due
to his infectious energy and the fact that the numbers he has achieved seem
to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the
other was just sold
to Juve... man, this is theraputic because following this team is like an addiction
to heroin without the
benefits
Jones is solid but yeah he lacks awareness
to play safety, he's more of a CB and I think the
change would
benefit him, that shouldn't prevent
to use him in some
other ways every now an then.
«Ridiculous» because
other teams wanted it
to benefit this rule
change, and Mercedes objected
to this
change about the exact same reason they used it for!