Sentences with phrase «other futures strategies»

Other strategies included in this category are systematic mean - reversion, discretionary global macro strategies, commodity index tracking, and other futures strategies.

Other strategies included in this category are systematic mean reversion, discretionary global macro strategies, commodity index tracking, and other futures strategies.

Not exact matches

«I believe the [National Defense Strategy] and other guidance requires us to adopt a more global posture and this will shape our future naval presence, especially in the Indo - Pacific region,» Neller said.

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.

In addition, any statements that refer to our plans, expectations, strategies or other characterizations of future events or circumstances are forward - looking statements.

This often takes some sort of live meeting in which leaders can talk with other leaders about the direction and strategy of the organization and revise their mental models of how they'll need to show up every day and model the culture of the future.

Forward - looking statements, which are based on certain assumptions and describe our future plans, strategies and expectations, can generally be identified by the use of forward - looking terms such as «believe,» «expect,» «may,» «will,» «should,» «would,» «could,» «seek,» «intend,» «plan,» «goal,» «project,» «estimate,» «anticipate» or other comparable terms.

Forward - looking statements can be identified by the use of the future tense or other forward - looking words such as «believe,» «expect,» «anticipate,» «intend,» «plan,» «estimate,» «should,» «may,» «will,» «objective,» «projection,» «forecast,» «management believes,» «continue,» «strategy,» «position» or the negative of those terms or other variations of them or by comparable terminology.

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.

Forward - looking statements are any statements other than statements of historical fact, including statements regarding ILG's and MVW's expectations, beliefs, hopes, intentions or strategies regarding the future.

The forward - looking statements in this presentation relate to, among other things, our objectives, goals, strategies, intentions, plans, beliefs, expectations and estimates, and can generally be identified by the use of words such as «may», «will», «could», «should», «would», «likely», «suspect», «outlook», «expect», «intend», «estimate», «anticipate», «believe», «plan», «forecast», «objective», «seek», «aim», «continue», «goal», «restore», «embark» and «endeavour» (or the negative thereof) and words and expressions of similar import, and include statements concerning possible or assumed future results.

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.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

It is a strategy that involves both a look at long term fundamental analysis for the foreseeable future, but also looking at technical indicators to figure out when these two points of view are not in sync with each other.

To understand the difference between the order flow strategy and other strategies available to traders on Binary Options Robot we need to understand that it focuses neither on future events in the market nor on the past ones.

On one hand, e-commerce is killing traditional brick - and - mortar business, but on the other, you'll have a hard time finding a company whose future growth strategy doesn't rest on developing its online channels.

This is, of course, a best - practice strategy — however, what it fails to take into consideration, is that within an artificial manipulation of a link strategy to avoid filters, there are also other patterns that take effect that Google might penalize in future iterations of their algorithm.

Other strategies gaining traction include volatility hedging (e.g., hedging the S&P 500 with VIX futures), and hedging equities against gold futures.

Identify the power and risk management strategies of investing in commodities, futures, foreign currency exchange and other investment alternatives.

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.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

That strategy can (and should) include shifting future immigration in favor of skills and English proficiency, but it must also address other working - class priorities.

Great — so, either these four young men never were abused, but simply saw an opportunity to shake down an individual with a questionable reputation (the «where there's smoke» strategy), and Pastor Long either caved in to the pressure, or sought an expedient route (possibly used before) to make the problem go away; OR, these really are four young men who've been abused, but rather than make the pastor answer for what he did to them in a court of law, and spare other young men in the future the trauma they experienced, they allowed their silence to be bought.

Strategy for emissions from landfills and other waste activities not covered by the operation of a future Carbon Pollution Reduction Scheme.

Many people are watching how the Fair Trade issue plays out, and it may shape the progress and strategies of other certification schemes in the future.

In the latest replacement prospectus, among a sea of other disclaimers was this: «no assurance as to future profitability or dividends can be given...» Wattle also emphasised its growth strategy was reliant on raising further capital.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

These factors include, but are not limited to: general economic and business conditions; our business strategy for expanding our presence in our industry; anticipated trends in our financial condition and results of operation; the impact of competition and technology change; existing and future regulations affecting our business; and other risks and uncertainties discussed in the reports Celsius Holdings has filed previously with the Securities and Exchange Commission.

Either way: Surely we can agree that the Sixers were able to engage in a strategy of team - building that no other team was willing to embrace to nearly a similar extent, and that while they eventually got pressure from the league to reform, by that point they had successfully pulled off the Process and set themselves up marvelously for the future.

Financial Advisor Colleen Walsh will discuss these risks and other financial considerations of losing a spouse and provide helpful tips and strategies that you can implement to ease the transition and protect your financial future.

Recently, the Metropolitan Chicago Futures Forum, funded by the MacArthur Foundation and Chicago Central Area Committee, brought together 10 experts on metropolitan development trends to examine strategies that have benefited other metropolitan areas and might be relevant for greater Chicago.

On the other hand, the UK is not the US: regarding South America, future British governments might have to stop following the United States and think of a genuine, different strategy.

Whitehall must let go of skills strategy - and the associated # 3.8 bn annual funding pot - to enable local associations of businesses, skills providers and other agencies to identify the future skills needs of the emerging local economy.

All statements other than statements of historical fact are statements that could be deemed forward - looking statements, including any statements of the future plans, strategies and objectives of management.

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.

While the other party leaders grapple with their own futures — Mr Clegg to hold on to his leadership; Mr Miliband to ponder whether he needs to adapt his «no risk» strategy to get into Number Ten; and Mr Cameron to try to deliver progress on EU reform sooner rather than later and to head off calls for an electoral pact with UKIP — Mr Farage has the luxury of planning his next steps while momentum is on his side.

He subsequently said that his economic strategy was not as effective as he hoped in changing other state lawmakers» minds, and that he would focus on legal remedies in the future.

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.

One of the «strategies for the future» that the report identifies is: «Party leaders, advocacy organizations, and other political groups also need to make an active effort to reach out to individual women about running for seats.

Some of the other presentations at the summit include discussions on strategies for eradicating homelessness, social determinants of health and the future of Medicaid.

The workshop was grounded in a recognition that many research ethics issues are relevant to the practice and application of science, from developing hypotheses and designing a protocol, to data management and analysis, to reporting findings and advising others on the uses of the work, and that integrating ethics instruction in the context of performing those various stages of research can be an effective strategy for educating future researchers.

By combining this strategy with cancer cell - targeting materials, we should be able to develop a therapy for glioblastoma and other challenging cancers in the future.»

«Future research to clarify the mechanisms underlying the link between PTSD and heart disease in Vietnam veterans and other groups will help to guide the development of effective prevention and treatment strategies for people with these serious conditions.»

It also indicates a future in which quantum information may converge with other disciplines that strongly rely on computational strategies, such as materials science and nanotechnologies.

On the other hand, the also member of the Academy of Engineering of Mexico warns that aggressive strategies should be triggered to train experts in each of the major categories of IOR - EOR «expert engineers in these techniques... we have to train national professionals to take charge of our camps in the near future.»

«Our future research will examine this and other defense strategies.»

And they say future research should explore «feasible strategies of iron delivery» as well as «evaluation of the effectiveness of other strategies, such as fortification and dietary diversification.»

Therefore, «this finding may represent a future therapeutic strategic to combine with other strategies, such as immunotherapy, chemotherapy or inhibitors against specific signalling routes of the tumour cells.»

«In the future we hope to apply this strategy to target other disease - causing RNAs, which range from incurable cancers to important viral pathogens such as Zika and Ebola,» added Research Associate Sai Pradeep Velagapudi, the first author of the study and a member of the Disney lab.

Future treatment of OS patients with this type of antibody could reduce amputations among young patients and future studies will clarify if such a treatment strategy will also block lethal spreading of the OS cells to other oFuture treatment of OS patients with this type of antibody could reduce amputations among young patients and future studies will clarify if such a treatment strategy will also block lethal spreading of the OS cells to other ofuture studies will clarify if such a treatment strategy will also block lethal spreading of the OS cells to other organs.