Sentences with phrase «parties changes strategy»

It is a bit like business partners: if one of the two parties changes strategy to keep the business going, the other has to adapt in turn.

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.

By all indications, the Conservative party is about to once again go on a federal campaign with little more than a fig leaf in lieu of a serious climate change mitigation strategy.

Facebook changed its policy in 2015 after concerns about misuse of data by third parties and a shift in strategy tied to its relationships with developers.

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.

Lord Oakeshott, the party's former Treasury spokesman in the Lords who is a close ally of Vince Cable, called last week for Lib Dems to consider a change in «strategy and management».

The Conservative Party is changing the way it is organised so that the Northern regions have more autonomy to set budgets and organise campaigns - albeit «within the Party's overall national strategy».

Murphy also wanted to spend # 5,000 on campaigns in every Labour - held Scottish constituency at Holyrood and Westminster, as well as seats the party planned to target at future elections, and pledged a «radical change» in Labour's campaign strategy.

Haidt: Ultimately, the solutions to our polarization and political dysfunction will be legal and institutional changes which reduce the power of extremists in both parties, and which force the parties back to their traditional strategy of competing for the middle, rather than the strategy, used since 2004, of pleasing one's own base.

Twitter recently evolved its strategy and this will result in a change to the way Tweets appear in third - party applications.

TAP reserves the right to entrust the operation of the Victoria Programme to successor companies or to a third party and to transfer agreements with programme clients to such successor companies or to a third party to that end.The Programme may be changed on the basis of TAP alliance strategies.

Microsoft has rebooted its Xbox Live Arcade strategy, with a number of changes on the way intended to improve the service — although it's not yet clear how welcome to the moves third - party developers will be.

This marked a significant change in Nintendo's strategy as they had said they previously said that they would not develop games for smartphones as it did not fit with their business model of not developing for third party systems.

Thus, a strategy with a dual focus on both air quality and climate change mitigation may present a unique opportunity to engage parties and nations not yet fully committed to climate change mitigation for its own sake.

Recognizing strategies that actually work is especially important now, coming off of the climate change talks last December in Lima, Peru, and looking ahead to the next Conference of the Parties (COP) in Paris, at the end of 2015, negotiations characterized by the Guardian as the «world's last best chance to reach an agreement on cutting carbon emissions.»

a) the World Heritage Centre, in collaboration with the Convention's Advisory Bodies, interested States Parties and the petitioners to convene a broad working group of experts to review the nature and scale of the risks arising from climate change and prepare a strategy and report for dealing with the issue.

The Committee endorsed a «Strategy to assist States Parties to implement management responses» and took note of the report on «Predicting and managing the impacts of Climate Change on World Heritage».

In addition, Article 9 states that the provision of scaled - up financial resources should aim to achieve a balance between adaptation and mitigation, taking into account country - driven strategies, and the priorities and needs of developing country Parties, especially those that are particularly vulnerable to the adverse effects of climate change and have significant capacity constraints, such as the least developed countries and small island developing States, considering the need for public and grant - based resources for adaptation.

The strategy and action plan are intended to assist interested parties to strengthen regional and national cooperation and develop capacity in addressing climate change impacts and disasters in the fisheries and aquaculture sector.

If Duke doesn't like ALEC's history shilling for climate change deniers, nor the National Rifle Association, nor the Republican party's voter disenfranchisement strategies, what is making Duke stay?

«Rightly or wrongly, Yvo is associated in many minds with the perceived failure of Copenhagen and no longer has the confidence of parties,» said Elliot Diringer, vice president for international strategies at the Pew Center on Global Climate Change.

He argued that I should assume that the parties «exposed» their trial strategies to each other at the mediation, thereby giving the plaintiff the unfair strategic advantage of changing the trial «landscape» to suit what was learned at the mediation.

Facebook changed its policy in 2015 after concerns about misuse of data by third parties and a shift in strategy tied to its relationships with developers.

That's a big change in strategy for Apple, which typically maintains a tight grip on which third - party companies get access to its native functions.

System - level changes are now being made that match this strategy, with third - party services even making an appearance directly on the console.

Snapchat's advertising strategy changed earlier this year when the company made an agreement with Oracle Data Cloud for creating targeted ads using third - party data.

Specialties Business Development, business process improvement, sales and marketing, strategy, change management, contract negotiation, partnering: third party / vendor alliance management, Risk Management, Audit, Commercial Lending Best Practices, Payment Processing (STP), Performance Improvement, OFAC, KYC, Anti-Money Laundering (AML), USA PATRIOT ACT, and other Regulatory Compliance Issues.

Launched effective change management strategies for clients, collaborating with all parties focused on decision - making processes.

Women and Families Center (Meriden, CT) 5/2003 — 7/2004 Sexual Assault Crisis Counselor & Internship • Developed curriculum for autistic pilot program while supervising the implementation of camp activities and overseeing the proper placement of children within program activities • Hired, trained, and monitored support staff to ensure proper adherence to teaching techniques • Managed camp budget, including trip expenditures, to ensure successful cost - benefit relationship • Communicated effectively with parents and other interested parties regarding student behavior / progress Safe Haven of Waterbury (Waterbury, CT) 9/2001 — 7/2004 Family Violence Victim Advocate • Utilized a complex variety of instructional and assessment strategies while effectively implementing behavior - change interventions at both the individual and student level • Developed and integrated media and other technological aides to improve classroom experience • Facilitated and fostered constructive communication with parents and other interested parties • Created an effective and constructive «curriculum writing project»