Sentences with phrase «plans follow a cost»

Top up plans follow a cost - sharing model and is functional in situations where the insured has to bear the treatment cost that exceeds the deductible limit of assured limit.

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.

Plan Ahead Events has relationships with third - party sources which offer financing to cover the following: franchise fee, startup costs

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 departure follows several difficult years for the UK hedge fund company and comes amid plans to rein in costs and reverse an exodus of investors from its funds.

No organization, regardless of size, is exempt from cybersecurity threats, and having an established plan of action that immediately executes following a security breach is crucial to limit incident costs and damages to the company's reputation.

Thus, the investor is less likely to panic, dividends can be reinvested, dollar cost averaging plans followed, and the wealth manager has protected the client from their psychological urge to «conquer» the market by trading trends.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Shares of Tesla Motors Inc (NASDAQ: TSLA) were trading lower in Monday's premarket following news that Genera Motors Company (NYSE: GM) plans to launch the Chevrolet Bolt in 2017, an electric car that could travel 200 miles between charges and would cost $ 30,000.

If we follow your «plan»... oh, wait, your plan seems to be find out who has food and got steel it because you did not do a very simple low cost thing.

The organization plans to pay for «outplacement service costs» for a month following.

«Following the 2008/2009 recession, we worked on managing our cost structure and made sure we're providing services in the most efficient way possible,» Kiesel says, noting that its drivers use telematics and routing systems to plan deliveries.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

The competition showcases the hard work and creativity of Middle School teams across the district as they are challenged to plan a reimbursable lunch menu that includes the appropriate meal components (meat / meat alternate, grain, milk, fruit and vegetable), follows the USDA National School Lunch guidelines, and costs no more than $ 1.20 for the entire meal.

Following a meeting with the Home Office last year, JCWI told Bolt that they «remain deeply concerned that no robust or adequate system for monitoring and evaluating the scheme's operation and measuring its success, cost - effectiveness and proportionality has been put in place, nor is there any plan to do so».

Cuomo said the move is a cost shift and just adds to the estimated $ 4.6 billion burden that the state already faces if Republican members of Congress follow through with a plan to eventually trim Medicaid payments to states.

Its demise seemed all but guaranteed in October, when President Trump followed through on a threat to halt payments under Obamacare's cost - sharing reduction program, which a court had ruled to be unconstitutional and which was the source of more than $ 900 million a year in Essential Plan funding.

«Following the decision to abandon plans for police force mergers in the immediate future, I agreed in principle to provide police authorities with assistance towards the additional costs incurred through the preparatory work they had carried out,» said Mr McNulty.

The Main Street Manager needed Tom's attention... he got the money, ($ 50K, but at the cost of NOT having work done on a Comprehensive plan) but didn't follow through and the result is no visible progress, no progress on a BID such that the BID proposal was very poorly done and not suitable for presentation for public consideration.

Following testimonials that managed health care plans often fail to adequately cover the full costs for rehab programs, the legislation now prohibits insurers from requiring prior approval for emergency supplies of these medications.

The increase and improvement of such facilities consisting of the following projects: (i) Waste Water Treatment Plant disinfection system at the estimated maximum cost of $ 1,200,000; (ii) baseline Waste Water Treatment Plant projects at the estimated maximum cost of $ 1,300,000; and (iii) inflow / infiltration pilot project and reduction program improvements at the estimated maximum cost of $ 1,000,000; all as more fully described in the report and estimate of cost prepared by the County Engineers (Erie County Department of Environment and Planning) which has been filed with the County Legislature and which has been approved by the Board of Managers of said District on June 21, 2016 (the «Report»).

Lettre's competence was a topic of derision following his failure to provide a rational cost analysis for the repair of the Senior Citizen Centers at a Planning Board meeting last year.

NASA's big plan for a follow - up space observatory, the James Webb Space Telescope, has survived a near - death experience and is now on track for launch in 3 years — but at a cost so steep, amid stagnating government funding, that it has squeezed out or delayed other missions.

The Science and Technology Facilities Council, which sets research priorities and disburses government monies, said that cost overruns have forced it to withdraw support from experiments, including the International Linear Collider (a proposed follow - up to the Large Hadron Collider) and a number of ground - based telescopes, as well as trim its investments in planned space missions such as the European Space Agency's Planck spacecraft (set to study the early universe).

By following this plan, you may be able to avoid the cost, hassle, and potential side effects of prescription drugs — or at least keep your dose down.

Even if it costs you more time and more money, you'll follow it (the more complex solution) because it's a fancy sounding plan that tells you nothing is your fault.

The cost of the program including supplements may be beyond the reach of many dieters, however, it is still possible to follow this plan and achieve good results without them.

The payment plans for gold membership are as follows: · 1 - month membership costs # 17.99 · 3 - months membership costs # 34.99 · 6 - months membership costs # 59.99 · 12 - months membership costs # 79.99

The payment plans for platinum membership are as follows: · 1 - month membership costs # 21.99 · 3 - months membership costs # 41.99 · 6 - months membership costs # 62.99 · 12 - months membership costs # 84.99

There are 2 plans available for premium membership plan and the cost structure is as follows.

Their cost plans are as follows:

-- Skurge is Hela's champion, but he follows her under false pretenses, and turns against her when he finds out what her true plans are, holding off her armies alone at the cost of his own life to give Thor a chance

Multiple questions one each of the following topics and sub-topics: Business activity 1.1 The role of business enterprise and entrepreneurship 1.2 Business planning 1.3 Business ownership 1.4 Business aims and objectives 1.5 Stakeholders in business 1.6 business growth Marketing 2.1 The role of marketing 2.2 Market research 2.3 Market segmentation 2.4 The marketing mix People 3.1 The role of human resources 3.2 Organisational structures and different ways of working 3.3 Communication in business 3.4 Recruitment and selection 3.5 Motivation and retention 3.6 Training and development 3.7 Employment law Operations 4.1 Production processes 4.2 Quality of goods and services 4.3 The sales process and customer service 4.4 Consumer law 4.5 Business location 4.6 Working with suppliers Finance 5.1 The role of the finance function 5.2 Sources of finance 5.3 Revenue, costs, profit and loss 5.4 Break - even 5.5 Cash and cash flow Influences on business 6.1 Ethical and environmental considerations 6.2 The economic climate 6.3 Globalisation

After we pointed out that ECEC - style data on annual contributions to public pension plans are a dramatic underestimate of pension costs, most of the pay comparison literature followed our lead in applying some kind of correction.

Successful full - day kindergarten programs follow intensive planning, teacher and parent education, and careful consideration of the costs involved.

In a second embarrassing U-turn for the party following the debacle over its social care plans, the Conservatives now say the costs of providing breakfasts «will vary depending on how many pupils at any given school take up this offer».

Following the third and final public input session before the Park City School District Master Planning Committee, the committee's co-chairmen say they will be able to make a recommendation - and will have a better handle on the costs by mid-August.

Three - day workshop at a cost of $ 25,000... includes follow up, plan edits, and a final copy of the action plan delivered.

Following each training session, supports are provided to districts so that, at the end of the training, participants will know how to: • Determine a school's greatest area of need (GAN) • Write a SMART school - improvement goal • Use SMART targets for progress monitoring • Use a variety of templates and graphic organizers to foster collaboration in their districts and schools • Lead the SMART School Improvement Process • Support schools in the development of action plans for carrying out school - wide improvement strategies • Coach teams and individuals in the use of SMART tools, templates and methods • Facilitate job - embedded professional learning The cost of the year - long training is $ 3,200 per participant and includes materials, training and coaching.

Now that its premium Surface Pro has found a following with both consumers and professionals, Microsoft is planning to re-enter the low - cost tablet market.

The following 5 phones are available on this price plan, the Apple iPhone 4 32 GB in white or black for # 399, the iPhone 4 16 GB in black or white costs # 299 and the Apple iPhone 3GS 8 GB is # 199.

... not sure where the above comments re self publishing costing thousands comes from... im delighted with Lulu and it did nt cost me a penny to publish my first book Maggie's Shadow and now available everywhere in print and electronic form... i did all the work myself and when stuck asked for help and Lulu's response was almost immediate and either the following day or the next providing invaluable insight on how to proceed ~ and free... i'm now marketing myself and have already agreed to place my book on consignment at one indie bookshop and with others ive yet to call... my library opened their doors to introduce me as a local writer and the local paper just printed the event... little by little its happening but it requires diligence and a willingness to promote one's work... i learn something new everyday and plan to submit my book to many of the self published contests that are now available... i would recommend Lulu to other authors tired of waiting for an agent

With dental insurance, it's the opposite: the insurance company pays for semi-annual cleanings, xrays, and other costs up to a certain annual maximum dollar amount (usually a very low amount, in the $ 1,000 to $ 2,000 range), after which you pay for everything out of pocket (or wait until the following plan year for the additional care).

When you follow this plan, you automatically profit from dollar - cost averaging: You will buy more shares when prices are low, and fewer shares when prices are high.

These days, I follow a savings plan and avoid debt at all costs, even though half my income goes to rent.

Don't know much about your situation on housing and healthcare (inc. dental / vision) plans but we budget the following FIRE costs for a family of four:

If an individual or family is able to contribute significantly each year into their plan and build up a considerable savings in their account, this can be a great option to help cover some of the following costs both tax - and penalty - free:

Once you enroll in a debt management plan, you need to collect the following details: account number, amount of debt, net income, monthly living costs, names your creditors, proposed amount of repayment and a specific date when creditors can expect their payment.

Although the five - year plan comes with much higher monthly payments, following the 25 - year plan will cost you $ 17,402 extra in the end.

In my small unique book «The small stock trader» I also had more detailed overview of tens of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack of passion and entering into stock trading with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following it