Sentences with phrase «policies for future business»

An independent agent in the Trusted Choice network can help you pinpoint your company's specific risks and suggest the right policies for future business security.

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.

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.

The world's political and business leaders should choose from «two fundamentally different outlooks» for the state of the world: One is Xi's «shared future» vision and the other is Trump's «America First» policy, said state news agency Xinhua in a commentary published yesterday (Jan. 24).

She is passionate and remains committed to developing policy initiatives and measures that help promote business health and success, fostering new and innovative collaborations and opportunities for community partners, and building a bright future for all Long Beach neighbors.

It was a desire for the UK Parliament to have the final say over Britain's fiscal and economic future, Britain's policies on immigration, and control over business practices in this country.

On the economic and business side, emphasis was put on the importance of being part of single European home market with access to over 250 million people for British business, industry, jobs, and future prosperity; greater bargaining strength in matters related to issues such as energy and trade negotiations; and the ability to take advantage of the Common Agricultural Policy with the price stability and guaranteed food supplies that it brought with it.

Critics will accuse the PM of being in the pockets of big business, but the principles are clear: tight fiscal policy, loose monetary policy, and open door to inward investment, thanks to a competitive tax regime and world - class schooling for future generations.

Alarmed at the negotiations so far, the financial sector, businesses, and our academic institutions, are pleading for commonsense policy to serve the national interest and now — fearful they may not get it — are making their own preparations for the future.

Supporting commercial lines businesses Progress on fixed fees for costs of noise - induced hearing loss claims Support for fair compensation for mesothelioma sufferers Expansion of the Insurance Fraud Bureau's scope to commercial liability Campaigning for solutions fit for our future Our Flood Free Homes campaign Forward thinking policy for data and cyber Engaging Government to support the role of income protection Delivery of Flood Re, a world first solution for affordable flood cover Fighting fraud Partnering with Government on the Insurance Fraud Taskforce Renewing the Insurance Fraud Enforcement Department Securing new insurer access to the DVLA registered owners database Influencing sensible regulation On Solvency II, we: Secured changes to secondary legislation Clarified treatment of deferred tax Negotiated a favourable calibration of the EIOPA's fundamental spread Supporting insurance businesses Pushing for sensible development of global capital standards Securing better targeted tax legislation Managing the impact of international financial reporting standards.

Get stuck into promoting policy to allow people to compare a future Britain to the one Brown has made for taxpayers, home buyers, motorists and businesses by injecting a bit of oomph in it with the likes of David Davis, John Redwood, Michael Fallon, Lord Strathclyde, Michael Howard and the like who can all talk the talk when it comes to laying out the real shambles Labour has created.

► This week's issue of Science also includes a brief recap of the 40th annual AAAS Forum on Science and Technology Policy, attended by «more than 400 elected officials, government and business leaders, researchers, educators, and others» on 30 April and 1 May in Washington, D.C. «The importance of basic research for the nation's scientific and economic future was a recurring theme,» and «participants delved into the factors driving the tight budget environment» scientists are currently facing.

«Assuming that technology will allow ever more shale gas production at low prices — and betting energy policy and the future energy security of the country on it — is risky business,» says geologist David Hughes, who retired from the Canadian Geological Survey and is now doing assessments of shale gas and oil for the nonprofit Post Carbon Institute, a California - based environmental think tank.

Our dividend policy takes into consideration the nature of our business and our expectations for future cash flow and investment needs.

NSBA is working with federal policy makers, legal scholars, opinion leaders, members of the education community, business leaders, and the media to shape public education so students graduating this year and in the future, are ready for college, career, and life.

About Fix the Formula Illinois Fix the Formula Illinois is a campaign of Advance Illinois, Center for Tax and Budget Accountability, Educators 4 Excellence, Equity First, Faith Coalition for the Common Good, Funding Illinois» Future, Gamaliel of Metro Chicago, High School District Organizations of Illinois, Illinois Alliance of Administrators of Special Education, Illinois Association of School Administrators, Illinois Association of School Business Officials, Illinois for Educational Equity, Illinois Principals Association, Instituto del Progreso Latino, Latino Policy Forum, League of United Latin American Citizens, Noble Network, Ounce of Prevention Fund, Pilsen Neighbors Community Council, Quad County Urban League, South Suburban Action Conference, Springfield Urban League, Taylorville Citizens for Education, Teach Plus Illinois, Tri-County Urban League, United Congregations of the Metro East, Urban Muslim Minority Alliance and Vision 20/20.

It identified changes needed to the current business processes, identified needed policy changes, assisted in development of the technical solution for FAA, facilitated initial assessment of workload changes in future on personnel security specialists, and identified preliminary resource requirements.

OverDrive is joining a global community of purpose - driven companies to demonstrate and celebrate what we stand for every day: Empowering communities with our digital reading services, supporting literacy and creating reading happiness; supporting initiatives that offer work - life balance for our employees; and incorporating work practices and business policies that strengthen and preserve our environment for future generations.

With the low - end Kindle Phone Cheap Edition, Amazon can continue its DNA - dictated policy of taking losses up - front for the promise of future profits, which can then promptly be ploughed back into other «taking losses up - front» businesses.

2008 will be very busy both for business and policy - makers and much of what happens this year will have a strong bearing on the future, especially as concerns climate change.

The participants in the research workshop were: Joseph Aldy, Assistant Professor of Public Policy, Harvard Kennedy School; Dallas Burtraw, Darius Gaskins Senior Fellow, Resources for the Future; Denny Ellerman, Part - time Professor, European University Institute, Robert Schuman Centre for Advanced Studies; Michael Greenstone, 3M Professor of Environmental Economics, Massachusetts Institute of Technology; Lawrence H. Goulder, Shuzo Nishihara Professor of Environmental and Resource Economics, Stanford University; Robert Hahn, Director of Economics, Smith School, University of Oxford; Paul L. Joskow, President, Alfred P. Sloan Foundation; Erin T. Mansur, Associate Professor of Economics, Dartmouth College; Albert McGartland, Director, National Center for Environmental Economics, U.S. Environmental Protection Agency; Brian J. McLean, Former Director, Office of Atmospheric Programs, U.S. Environmental Protection Agency; W. David Montgomery, Senior Vice President, NERA Economic Consulting; Erich J. Muehlegger, Associate Professor of Public Policy, Harvard Kennedy School; Karen L. Palmer, Senior Fellow, Resources for the Future; John Parsons, Executive Director, Center for Energy and Environmental Policy Research, MIT Sloan School of Management; Forest L. Reinhardt, John D. Black Professor of Business Administration, Harvard Business School; Richard L. Schmalensee, Howard W. Johnson Professor of Economics and Management, MIT Sloan School of Management; Daniel Schrag, Sturgis Hooper Professor of Geology, Harvard University; Robert N. Stavins, Albert Pratt Professor of Business and Government, Harvard Kennedy School; Thomas Tietenberg, Mitchell Family Professor of Economics, Emeritus, Colby College; and Jonathan B. Wiener, William R. and Thomas L. Perkins Professor of Law, Duke University Law School.

In furtherance of the Texas Public Policy Foundation's mission, the Center for the American Future exists to advance Tenth Amendment principles through opposition to federal abuse and overreach in the areas of environmental, private property, and business autonomy rights.

The participants in the policy and politics roundtable were: Robert Grady, General Partner, Cheyenne Capital Fund (1989 — 1991: Associate Director, Office of Management and Budget for Natural Resources, Energy & Science; 1991 — 1993 Executive Associate Director, OMB, and Deputy Assistant to the President); C. Boyden Gray, Principal, Boyden Gray & Associates (1989 — 1993: White House Counsel); Fred Krupp, President (1984 — present), Environmental Defense Fund; Mary D. Nichols, Chairman, California Air Resources Board (1993 — 1997: Assistant Administrator for Air and Radiation, U.S. Environmental Protection Agency); Roger Porter, IBM Professor of Business and Government, Harvard Kennedy School (1989 — 1993: Assistant to the President for Economic and Domestic Policy); Richard L. Schmalensee, Howard W. Johnson Professor of Economics and Management, MIT Sloan School of Management (1989 — 1991: Member, President's Council of Economic Advisers); and Philip Sharp, President, Resources for the Future (1975 — 1995: Member, U.S. House of Representatives, Indiana, and Chairman, Energy and Power Subcommittee, House Committee on Natural Resoupolicy and politics roundtable were: Robert Grady, General Partner, Cheyenne Capital Fund (1989 — 1991: Associate Director, Office of Management and Budget for Natural Resources, Energy & Science; 1991 — 1993 Executive Associate Director, OMB, and Deputy Assistant to the President); C. Boyden Gray, Principal, Boyden Gray & Associates (1989 — 1993: White House Counsel); Fred Krupp, President (1984 — present), Environmental Defense Fund; Mary D. Nichols, Chairman, California Air Resources Board (1993 — 1997: Assistant Administrator for Air and Radiation, U.S. Environmental Protection Agency); Roger Porter, IBM Professor of Business and Government, Harvard Kennedy School (1989 — 1993: Assistant to the President for Economic and Domestic Policy); Richard L. Schmalensee, Howard W. Johnson Professor of Economics and Management, MIT Sloan School of Management (1989 — 1991: Member, President's Council of Economic Advisers); and Philip Sharp, President, Resources for the Future (1975 — 1995: Member, U.S. House of Representatives, Indiana, and Chairman, Energy and Power Subcommittee, House Committee on Natural ResouPolicy); Richard L. Schmalensee, Howard W. Johnson Professor of Economics and Management, MIT Sloan School of Management (1989 — 1991: Member, President's Council of Economic Advisers); and Philip Sharp, President, Resources for the Future (1975 — 1995: Member, U.S. House of Representatives, Indiana, and Chairman, Energy and Power Subcommittee, House Committee on Natural Resources).

A «business as usual» scenario is frequently used as the basis for projections of how the future climate will evolve in the absence of climate policy that seeks to reduce emissions.

The US will be sending a «much smaller» delegation than in the past, according to an unnamed State Department official, quoted by the Chicago Tribune, and it will be focused on ensuring that no decisions are made in Bonn «that would prejudice our future policy,» undermine competitiveness for American businesses or restrict US economic growth.»

The International Assessment of Agricultural Knowledge, Science and Technology for Development concluded in 2008 that business - as - usual in agriculture is not an option; instead, a thorough and radical overhaul of present international and agricultural policies is essential to meet the challenges of the future.

Within the environmental field, Ana has worked in policy research and implementation, awareness - raising, sustainability strategy and business consultancy for organisations including the City of Westminster, Forum for the Future and the International Living Future Institute.

The U.S. model provides a blueprint for future energy policy, demonstrating that market - based solutions are the most effective path for achieving success in both energy production and our environmental goals, all while generating economic growth and delivering significant savings that provide relief to household budgets and competitive advantages to businesses.

This is a more plausible representation of a world with future climate policy than assuming a more business - as - usual scenario for these other pollutants — as has often been done when calculating budgets in the past.

By setting out pathways to a sustainable energy future and by incorporating detailed and transparent quantitative modelling analysis and well - rounded commentary, ETP 2015 and its series of related publications are required reading for experts in the energy field, policy makers and heads of governments, as well as business leaders and investors.

In this session, we will consider the likely overall direction of travel of key criminal enforcement agencies, looking at future developments from prosecutors, like the Serious Fraud Office and the US Department of Justice, and their Asian and European equivalents, and the latest policy, case law and sentencing issues affecting the business crime arena, as well as the prospects for private practitioners.

Although there is no legal requirement for businesses to have a Menopause Policy or implement any reasonable adjustments, it is highly likely to be considered best practice in the future, and especially given that many employers now have a Stress at Work Policy.

Thus the rule should exclude persons or groups whose interest in the issue is only policy - based: for example, an Environmental Non-Governmental Organization (NGO) speaking about a project in Town X not because it is particularly involved in what happens in Town X but because Town X has an environmental issue and the NGO is interested in environmental issues generally; or, similarly, a Business NGO speaking about the levying of a municipal tax in Town X when the Business NGO or its members would not pay the tax but it does not like the precedent the Town is setting for the Town is setting for the purpose of the possible future enactment of similar taxes in other municipalities.

You might also consider a policy which covers business partners in joint ventures to preserve your business for future generations.

Additionally, I secured another new term life policy as well in January of 2014, based on my past experience, and business with this company for future business.

Nationwide Future Corporate VUL is a flexible premium variable universal life insurance policy that is designed for use with business clients to informally fund executive benefit plans for their key employees.

This means that the policy owner could borrow funds or withdraw cash to help meet future needs and goals such as paying for a child's education or financing a family business to continue.

As an added bonus, the life insurance policies that are used in a buy / sell agreement for business purposes may even include the option for increasing the death benefit in the future.

Increasing coverage policies are useful for younger people who will need more income protection as they make more money, families who will be having and caring for additional children in the future, or a business buy - sell agreement between partners where the business value will appreciate and higher levels of life insurance will be needed to compensate the deceased family for their share in the business.

Farm Bureau's portfolio of products can be divided into two parts: insurance policies and financial tools to prepare you for the uncertainties in the future such as retirement and business or estate planning.

On systems running Windows 10 Pro, Enterprise, or Education, you can delay the installation of a new feature update by moving to the Current Branch for Business (the name of this policy will change in a future update).

Enjoys contributing sound business - based technology policies, clear goals for all business planning efforts and accurate technology trends for future considerations.

Developed an overall IT Strategy that lined up with business goals as outlined and approved by Senior Management Partnered with Department Supervisors to support their technology needs Managed all aspects of Information Technology systems Managed all IT employees Responsible for delivering customer satisfaction from the IT department Project Manager of all Information Technology related projects Managed and coordinated all IT Vendors Coordinated all clinic setups and relocation of all computer, telephony and network infrastructure Reviewed and approved all IT expenditures Recommendation for technology solutions by assessing needs and providing justification for equipment and service purchase and updates Created and maintained IT Policies and Procedures Maintained working knowledge of all applicable policies and procedures Created and presented to executive staff future network upgrades including MPLS, VOIP, and centralized data solution within an offsite dataPolicies and Procedures Maintained working knowledge of all applicable policies and procedures Created and presented to executive staff future network upgrades including MPLS, VOIP, and centralized data solution within an offsite datapolicies and procedures Created and presented to executive staff future network upgrades including MPLS, VOIP, and centralized data solution within an offsite data center.

Midwest Steel Blanking (Lombard, IL) 07/2004 — 08/2008 Director of Operations • Oversaw daily operations and management of 40 employees including 2 project managers • Served as an advisor to the President on all critical and strategic issues • Led presentations to banks, governmental agencies, potential investors, and large volume customers • Oversaw production, maintenance, quality control, and all other dealings with all outside vendors • Negotiated all insurance policies and contracts concerning account receivables and insurance related claims • Developed the ISO 9000 quality manual and OSHA safety awareness programs, training, and documentation • Trained future managers of the company in professional skills, managerial decision making, and business communications • Designed and implemented a new inventory control systems for managing raw - material and finished - goods • Ensured cost control limiting the direct expenses incurred and indirect impacts such as inefficiencies, downtime, and waste • Over a 3 year period, reduced the account receivables insurance premium from $ 55K to $ 13K / year • Renegotiated all other insurance contracts for better coverage and reduced premiums by 20 % • Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training programs

Marketing & Fundraising Coordinator — Duties & Responsibilities Recruit, train, and direct staff ensuring they understand the brand and adhere to company policies and procedures Develop and implement comprehensive marketing campaigns and all collateral materials Proficient in copywriting, editing, and digital photography Responsible for business development through corporate and community partnerships Build and strengthen professional relationships with community leaders, business partners, and coworkers Represent company brand with poise, integrity, and positivity in television and radio interviews Conduct public relations activities and attend relevant events, fairs, and conferences Coordinate and participate in charitable events in service of the local community Perform research on prospective leads and existing clients to assist in developing sales strategies Craft effective sales presentations and proposals, tailoring them to clients based on their specific needs and styles Make cold calls in a courteous, yet assertive manner that translates to sales results Maintain records of site visits to potential and existing clients to assist in assessing their future needs Consistently exceed location revenue goals through effective marketing and sales tactics Develop a rapport with customers and orient them to various products and services Encourage high customer retention by maintaining friendly, supportive contact with existing clients Interact with support staff and company resources effectively to create the best consumer experience Study internal literature to become an expert on products, corporate history, and mission Maintain comprehensive records detailing pricings, sales, activities reports, and other pertinent data Perform administrative tasks including filing, data entry, phones, and other tasks as needed Set and strictly adhere to budgets and schedules

Certainty of fiscal policy and the laws allow business owners to plan and invest for the future.

NAR commends President Obama for highlighting two key policy reforms during his State of the Union address tonight that support the future of homeownership and the business of real estate.

For many businesses, an employee smartphone policy is the right call — it can increase productivity, and it may also save your business from future lawsuits.