Sentences with phrase «pension costs from»

The issue, as Governor Rauner points out, is that districts can establish generous back - end salaries to attract educators, knowing that the increase in pension costs from those higher salaries will be picked up by the state.

The most significant change is a partial exclusion of pension costs from the 2 percent cap.

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.

In many cases, employee pension costs go from just about 4.5 percent of payroll to 7.5 percent, he adds.

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.

Much like a pension fund that buys securities with the money that flows in from paycheque deductions, retail investors can contribute equal amounts of money at regular intervals (say, monthly) in a strategy called dollar - cost averaging.

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»).

The OECPs mandate directed it away from this field of inquiry.35 The inquiries in Alberta and BC and in Nova Scotia devote less consideration to plans that involve joint cost sharing and governance than does the OECP, and this may reflect the fact that their mandates exclude provincial employee pension plans.

In short, because they pool longevity risk, can offer a well - diversified portfolio with longer - term investments, and are professionally managed, public pension funds deliver the same level of benefits as DC plans at only 46 percent of the cost.15 Any funds invested with the state pension fund would be kept in a separate investment pool from public sector funds.

That opportunity is to attract or retain the business of public pension funds and union related funds (which control approximately $ 3 trillion in assets), the institutional leaders in the shareholder empowerment movement, which are shifting their portfolios away from high cost, actively managed mutual funds and hedge funds to low cost indexed funds, the kind of funds that the top 10 largest mutual fund advisors dominate in terms of market share.

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.

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.

As the state is struggling to pay pension costs and balance the budget, new statistics show that the top 10 retired state employees are all receiving more than $ 225,000 per year from the state.

Cities and villages across the state are raising taxes or implementing new ones for a variety of functions, from attracting a fast - food restaurant to catching up on rising pension costs.

The chart below from the Congressional Research Service describes the costs to taxpayers of the four former presidents and one widow, Nancy Reagan, who were given pensions and benefits in fiscal year 2015.

The Ontario Energy Board ordered the Ontario Power Generation to cut the «excessive» costs associated with pensions and benefits from its nuclear business» administration, operations and maintenance budget.

The challenges are to pay down a $ 272,000 mortgage with a 30 - year amortization which costs her $ 1,091 per month, to get more income from her $ 580,609 of financial assets, and to make the most of Canada Pension Plan benefits which could start to flow as early as her age 60 next year.

Benefits have also been trimmed in recent years by switching from defined contribution pensions to 401 (k) s and increasing employee contributions to health care costs.

But to the extent that it ignores the finger Lincoln points at the Civil War — to the extent that it forgets the decimation of a generation of young Americans at the beginnings of manhood; to the extent that it forgets the windrows of corpses at Shiloh, the odor of death in the Wilderness, the walking skeletons of Andersonville, 623,000 dead all told, not to mention the interminable list of those crippled, orphaned, and widowed whose pensions became the single largest bill paid by the federal government for the following half - century; to the extent that it ignores how the war cost the United States $ 6.6 billion, rocketed the national debt from $ 65 million to $ 2.7 billion, retarded commodity growth for the next thirty years, and devalued its currency — then the call for reparations opens itself up to a charge of willful forgetfulness so massive that resentment, anger, and bitterness, rather than justice, will (I fear) be its real legacy.

The strains on pension and medical care that Neuhaus invokes as the «big problem» of declining birthrates in the West arise primarily from the success, and cost, of medical technology in prolonging physical life.

In the 1990s, Sweden reformed its pension system away from an expensive defined - benefit system to a defined - contribution system in order to contain costs amid concerns that the former system would be unsustainable as the population aged.

Two days after the Times reported a tenative deal between legislative leaders and Gov. David Paterson to allow the state and municipalities to borrow from the pension fund to pay pension costs, Comptroller Tom DiNapoli has issued a harshly - worded statement insisting he'll protect the fund from raids «under any circumstances.»

Edwards has blamed Albany for much of his county's fiscal woes, noting everything from Medicaid costs to state pension fund contributions are going up.

The next major change came in the costs reported for the 2011 - 12 financial year, when another large (but unknown) number of staff were classified out of administration, mostly from the Department for Work and Pensions (DWP), and HM Revenue and Customs (HMRC).

Taxpayers» share of city pension costs has skyrocketed more than 900 percent in the last decade — from $ 703.1 million in 2000 to $ 6.5 billion in 2009, according to the NYC comptroller's office.

As the Institute for Fiscal Studies has pointed out, the prime minister's decision means the state pension cost to taxpayers is likely to rise from # 60 billion to around # 75 billion.

Tax - funded public - pension costs for every level of state government rose from absolutely minimal levels in 2000 to a grand total of more than $ 16 billion last year, half of it in New York City alone.

Many schools plan to add new student programs and services next year, aided by millions of dollars in fresh financial assistance from Albany, as well as reductions in state pension costs.

New York taxpayers are at risk of hundreds of millions in added costs from the 119 pension - sweetener bills now before the Legislature.

The ripples from Wesminster are being felt across the whole of the UK and through financial starvation, the removal of the rights of workers, pay freezes and pay reductions and increased pension costs those ripples are turning into the waves of a destructive of tsunami.

That is from the conference that just passed a bill to repeal part of the pension reforms passed in 2012, and that law did not go far enough to reign in the costs of the programs.

Cuomo convened the mandate relief council in 2011, and during his first three years in office has helped localities by capturing cost increases in the Medicaid program and taking over its administration from counties, giving school districts more flexibility in how they set up bus transportation and imposing a less - generous pension plan for newly hired workers.

The mayor unveiled a $ 47 million proposed bill that would call for Albany to increase disability benefits of «uniformed» public employees hired after 2009 by changing the payment formula, boosting cost - of - living adjustments and ending the policy of subtracting the workers» Social Security earnings from their pension checks.

I suggest to him, and to the whole House, that a fully fledged veterans administration might go even further, overseeing all military welfare, from widows» pensions to mental health provision, and that it need not cost too much; rather, it would merely tie all military welfare together.»

Cuomo and other state officials acknowledged this predicament and omitted a few costs, like a portion of escalating pension bills, from counting against the 2 percent ceiling.

Bloomberg said pension costs alone have ballooned to $ 8.2 billion from $ 1.5 billion a year during his 12 - year tenure.

Taxpayers» share of city pension costs has skyrocketed more than 900 percent in the last decade — from $ 703.1 million in 2000 to $ 6.5 billion in 2009, according to the city comptroller's annual reports.

McKinney says he would re-open contracts and seek concessions from state employees to make pension and health care costs more affordable.

The current increases in pension costs don't result from increased pension benefits.

To take one example, the cost of pensions and health benefits for active and retired state employees will increase to $ 6.2 billion in 2013 - 14 from $ 1.3 billion in 1998 - 99.

Because of savings in a number of areas, such as the cost of employee pensions, the Executive Budget actually contains a property tax decrease of a penny from $ 4.95 to $ 4.94 of equalized assessed valuation.

Mr Brown has been under increasing pressure since the Times obtained documents seeming to show the chancellor ignored advice from civil servants that his planned # 5 billion reduction in tax relief would cost the pension fund up to # 75 billion.

When Arbetter explained what she was asking about — mandated spending being items like pension and health care costs — Serino said greater Medicaid costs should be assumed by the state from the county level.

Costs from complaints to the Department of Work and Pensions add up to # 11 million for taxpayers, an influential group of MPs has said.

«This wicked bedroom tax is going to rip neighbour from neighbour, force vulnerable people to food banks and loan sharks, and end up costing Britain more than it saves as tenants are forced to go homeless or move into the expensive private rented sector,» shadow work and pensions secretary Liam Byrne said.

Rather than cost - of - living measures, retirees benefit from exceptional stock market gains and face lower pensions when investments decline.

The mayor's pension proposal — coming one day after a shrunken state budget from the new governor, Andrew M. Cuomo, with similar tough talk — represents a clear bid to capitalize on growing concerns about pension costs and rising anti-union sentiments, even among traditional labor allies.

Then on Monday, as first reported on this blog, BBC bosses were hit by the bombshell that the Treasury now instead planned something far more burdensome to the BBC - transfering the # 556m cost of providing free TV licences for over-75s from the books of the Department of Work and Pensions to the BBC.

Cuomo said in the memo accompanying his veto that passing the bill showed the Legislature «has chosen to ignore its commitment to shield property taxpayers from the costs of new statewide pension enhancements.»