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»).
In
Phase One
of the initiative, the Nevada NSFY team created a strategic
plan for career readiness, formalized processes for employer engagement, and focused on
restructuring state - level organizations to accomplish this work.
After establishing a common goal and set
of objectives for the ACE program through the initial
phase of the strategic
planning effort, TEA began to
restructure the program to provide program staff the tools and resources needed to develop a sustainable afterschool program.
The Obama administration
plans to submit long - promised proposals to Congress this month on what to do with the two problem children:
phase them out,
restructure them, privatize one or both
of them, or implement other solutions.