Sentences with phrase «other key actions»

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.

There are other use cases, too: a Chicago law firm told Microsoft that it wants to roll the screen into a courtroom and play videos of a crime scene, tracing ink circles over key moments in the action.

But administration officials said that action on other key tax code elements would ensure the plan would largely help the middle class instead of the affluent.

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.

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.

If you can learn to read basic price action, understand how to plot key levels on charts and understand the general trend of a market, you are already on - track to be in the top 10 % because you're looking at the real market without the hazy goggles that your competition (other traders) are looking through.

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.

In the event that (i) the Board of Directors proposes, recommends, approves or otherwise submits to the shareholders of the Company, for shareholder action, a Deemed Liquidation Event, and (ii) a Holder has not received written notice from the holders of a majority of the shares of Key Holder Common Stock that such holders approve the Deemed Liquidation Event, then such Holder hereby agrees to vote (in person, by proxy or by action by written consent, as applicable) all shares of capital stock of the Company now or hereafter directly or indirectly owned of record or beneficially by such Holder against the Deemed Liquidation Event, to assert statutory dissenters» rights with respect to the Deemed Liquidation Event, and to take such other action in derogation of the Deemed Liquidation Event as shall be requested by the holders of a majority of the shares of Key Holder Common Stock in order to carry out the terms and provision of this Section x.y..

This key employee is none other than Vice President Matt Card, who has been testifying in favor of strong trade action on global imports.

We have a daily market commentary which talks about potential price action setups, key levels, market bias and other relevant information.

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.

The same kind of coordinated action could unite evangelicals with other Christians and concerned persons of goodwill to address the key social needs of the late 20th century — if not to solve them, at least to hold them before God responsibly in prayer to seek whatever measure of progress may be consistent with the church's task before the return of Christ.

In other words, the outcome of an action sequence may be a specific idea or concept distinguished by explicit substantive content, or an underlying metaphor that influences ideas without becoming a key concept itself, or a formal structure that has to be inferred from the relations among ideas.

The key difference here that all other major world wide religions condemn that kind of behavior, not condone it as do MUSLIMS by their IN - ACTIONS and SLIENCE!!

To be sure, Cone believes as strongly as other liberation theologians that the hermeneutical key to Scripture is God's saving action to liberate the oppressed.

We call on governments at all levels to come together as a matter of urgency to develop in collaboration with Aboriginal and Torres Strait Islander organisations and communities, health and community sector peak bodies and other key stakeholders, a policy framework, funding commitments and national action plan for food sovereignty and food security.

The new School Meal Flexibility Rule... reflects USDA's commitment, made in a May proclamation to work with program operators, school nutrition professionals, industry, and other stakeholders to develop forward - thinking strategies to ensure school nutrition standards are both healthful and practical... This action reflects a key initiative of USDA's Regulatory Reform Agenda, developed in response to the President's Executive Order to alleviate unnecessary regulatory burdens.

BY PAUL SCHINDLER Sweeping clemency action by Governor Andrew Cuomo on December 30 — in which he commuted the sentences of seven felons, pardoned five others, and conditionally pardoned 101 nonviolent youthful offenders — came as welcome news to a longtime gay leader who in recent years has made rehabilitated convicts a key mission -LSB-...]

Our own PM will be happy, not least because his decision to play the key role in this operation, pushing President Obama and others to take military action has paid off.

Professor Oshita said the acrimony being promoted by the actions and utterances of politicians and other key personalities in the state was counterproductive and not in the interest of the ordinary citizens and residents of Rivers State and Nigeria as a whole.

«The Government expects that the evidence at trial will establish that the Governor's election in 2010 transformed Howe, then primarily a federal lobbyist based in Washington, D.C., into a key contact for individuals seeking public funds and other official action from New York State,» the government writes, «due to Howe's longstanding personal and professional relationships with the Governor and other senior officials in the Governor's administration.»

Action Network vows to give organizers ownership over their own data — a key question in digital politics when databases are being updated by more than one group or shared in other ways.

Adesina said the presidential address would highlight, among other key issues, Nigeria's commitment to implementing the Nationally Determined Contributions and policy actions aimed at tackling climate change through environmental sustainable efforts.

Reproductive isolation is the key to understanding how new species form, and many types of barriers can divide a population and split it into two different groups: geographic (such as a mountain range, desert, ocean or river), morphological (a change in coloration, body type or reproductive organs), behavioral (a change in breeding season, mating calls or courtship actions), and others.

Mentally simulating the actions of others is thought to be a key component of empathy.

Aging is a key risk factor for sAML because, over time, hematopoietic stem cells (which give rise to all other blood cell types) accumulate DNA mutations and changes in other molecules that put DNA instructions into action, such as RNA and proteins.

In 2008, Chile launched its first National Climate Change Action Plan, for the period from 2008 to 2014, to gather information on what was happening in the country, identify the baselines for emissions cuts and measure other key variables.

«This supports other data that GABA receptors are key in the actions of alcohol and that targeting this interaction is a viable approach to reducing alcohol intake,» says David Nutt of Imperial College London, former head of the British government's advisory committee on drugs.

According to Chang, that action could involve addressing boat traffic — one of the key ways invasive species arrive in San Francisco Bay — or other tactics to pump up native species or ensure invasive ones stay low.

He was the lead in the development of the USGCRP's new Ten Year Strategic Plan and a key player in the Third National Climate Assessment, the President's Climate Action Plan, and other activities related to the federal climate change enterprise.

April 18, 2018 - Week 1 looks at key concepts, beginning with how waves interfere with each other and leading toward quantum entanglement, which Einstein called «spooky action at a distance».

Since invasion is dependent on extracellular matrix remodeling capabilities, this inhibitory effect strongly suggested that the two key extracellular membrane remodeling enzymes expressed by endothelial cells, namely, MMP - 2 and uPA could be other main key targets of the pharmacological action of kahweol on endothelial cells.

There are multiple causes of the detailed processes involved in global amphibian declines and extinctions [107]--[108], but global warming is a key contributor and portends a planetary - scale mass extinction in the making unless action is taken to stabilize climate while also fighting biodiversity's other threats [109].

The researchers described these â $ profoundâ $ and â $ long - lastingâ $ neural effects as â $ particularly noteworthy, â $ and they highlighted that one of the main regions that showed this increased sensitivity â $» the â $ pregenual anterior cingulate, â $ which is known to be involved in predicting the effects of oneâ $ ™ s own actions on other people â $» overlaps with a key brain region identified in the only previous study on the neurological footprint of gratitude.

It therefore showed that the aspects of an exercise that determine transfer to sport are not limited to the movement pattern, but include other factors such as the muscle group being trained (the hamstrings are key to sprinting ability), and the mode of the contraction (eccentric muscle actions are very important during sprinting).

In addition, Disney's 2019 live - action release The Lion King touts a large Black cast that includes Beyonce, Donald Glover, Chiwetel Ejiofor, Keegan - Michael Key, James Earl Jones, Alfre Woodard and Eric Andre, among many others.

My cluelessness didn't bother me, because the film depends more on mood and character than many of the others, and key actions seem to be alarmingly taking place off - screen.

She's worked with great directors and other great actors in big and small movies, she's been a key part of one of the biggest franchises of all - time and has even proved she can lead a summer action film by herself.

Eros's nice two - disc edition of the film includes a packed bonus disc featuring all the film's trailers and TV spots, behind - the - scenes featurettes on the film's action sequences and key musical numbers, as well as a collection of 30 complete (but, alas, unsubtitled) song scenes from other films by producer Boney Kapoor.

Interestingly, both of the main plantation owners shown utilize scriptures in the Bible as their justification for their actions, though they only key in on a handful out of context and ignore all of the many, many others that run counter to their twisted philosophy.

Since communication is so much a part of a principal's job, knowing how to communicate effectively is a key to our success in Building Relationships with Actions that Value Others.

In addition to «action learning sets», there are four other key components that may be applied in an action learning sets:

During the webinar, we will share the processes and resources districts can use to: • Develop literacy around school climate / culture and social - emotional learning • Understand survey data in order to surface key insights • Create school site and district action plans for promoting positive school climate and SEL SBCUSD and 400 other districts partner with Panorama Education to collect and use school climate and SEL data and to deliver professional development trainings and workshops.

These key ingredients of change, taking a systems approach, can be applied to district and state - level action and policy — which are ideally working in alignment with each other.

The Rationale and Overview goes on to state that «Assessment for Learning involves the following key actions: sharing learning intentions; sharing and negotiating success criteria; giving feedback to pupils; effective questioning; and encouraging pupils to assess and evaluate their own and others» work.»

As the primary force for mobilizing leadership in others and setting in motion a culture of continuous reflection and growth, motion leaders are key to the kind of whole - system reform that Fullan says needs to remain continuously in action.

It concludes that they carry out five key actions particularly well, including shaping a vision of academic success for all students and cultivating leadership in others.

Schools that can carry out three key internal practices — developing a shared understanding and a common theory of action, effectively dealing with hiring and turnover, and fostering a productive staff work environment — are in a much better position to manage the external environment than are other schools (Hatch, 2009).