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.
His biography contains elements of an epic novel:
growing up the son of a jailed Trotskyist labor leader in whose Chicago home he met Rosa Luxembourg's and Karl Liebknecht's colleagues; serving as a young balance of
payments analyst for David Rockefeller whose Chase Manhattan Bank was calculating how much interest the bank could extract
on loans to South American countries; touring America
on Vatican - sponsored economics lectures; turning after a riot at a UN Third World
debt meeting in Mexico to the study of ancient
debt cancellation practices through Harvard's Babylonian Archeology department; authoring many books about finance from Super Imperialism: The Economic Strategy of American Empire [1972] to J is For Junk Economics: A Guide to Reality in an Age of Deception [2017]; and lately, among many other ventures, commuting from his Queens home to lecture at Peking University in Beijing where he hopes to convince the Chinese to avoid the
debt - fuelled economic model off which Western big bankers feast and apply lessons he and his colleagues have learned about the
debt relief practices of the ancient civilizations of Mesopotamia.
They are to pay for their rising
debt service not by taxing the population, but by selling public assets to the financial, insurance and real estate (FIRE) sectors — the very sectors which are receiving the
growing interest
payments on the national
debts resulting from lowering taxes
on wealth.
Logistically speaking, management only gets to use $ 0.23
on the dollar to buy back stock, pay down
debt, and
grow the company so that it can make even larger dividend
payments in the future.
We can also agree with the prophets that
payment of interest
on debts is a major source of
growing inequality.
If UNO fails to secure more buildings and more students, the
growing financial burden will likely have an adverse impact
on its students as per - pupil classroom spending will suffer due to an increasing portion of the network's income being diverted to cover
debt payments.
The number of consumers with bad credit has
grown in recent years and its well known that one late
payment on a credit account can result in high APR as well as high late fees added to the
debt balance.
Debt consolidation comes into play when you spend more than what you make; your card's debt keeps growing and not shrinking; the interest payments on your card debts exceed the amount spent every month; you're even finding making minimum payments difficult; your debts extend to more than five credit cards; your interest rates are more than 18.99 % on your outstanding card balances; and your credit score is dropping alarmin
Debt consolidation comes into play when you spend more than what you make; your card's
debt keeps growing and not shrinking; the interest payments on your card debts exceed the amount spent every month; you're even finding making minimum payments difficult; your debts extend to more than five credit cards; your interest rates are more than 18.99 % on your outstanding card balances; and your credit score is dropping alarmin
debt keeps
growing and not shrinking; the interest
payments on your card
debts exceed the amount spent every month; you're even finding making minimum
payments difficult; your
debts extend to more than five credit cards; your interest rates are more than 18.99 %
on your outstanding card balances; and your credit score is dropping alarmingly.
In fact, they'll save hundreds of dollars each month
on their
debt payment and be able to put more money at work to
grow their business.
Missed card
payments tick up As cardholders rack up charges
on their rewards cards and pack
on more
debt, a
growing number of cardholders are falling behind
on payments.
The main danger of
growing debts and deficits, they would have argued, would be a default
on payments or higher interest rates for borrowing and reduced power of the US in the global economy, so what do they do now?
The
debt increases each month with interest
on the loan, and in many cases fees to the servicer and an insurance
payment to HUD, which guarantees to take over the
debt from the lender when it
grows bigger than the value of the house.