Sentences with phrase «policy at a key time»

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.

For controlling inflation, the key question is whether the Federal Reserve has the policy tools to tighten monetary conditions at the appropriate time so as to prevent the emergence of inflationary pressures down the road.

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.

Iceland's law stands out in a key way: Companies and organizations with at least 25 full - time employees must actually obtain government certification proving their pay policies are based on factors such as education, skills and performance, not gender.

At the same time, Kelly enlisted White House staff secretary Rob Porter as a key ally in his quest to get more control over the paper flow to Trump, the workings of the policy process, and who got to go into the Oval Office.

Even at remote companies, women are fewer than 20 percent of CEOs, but that's almost four times more than in traditional companies, and that is a good sign that remote businesses and flexible work policies can be one key component to creating a more balanced, equitable workplace for all.

At the same time, Huckabee's support for the FairTax and his identity politics cultural positioning repulses the key «somewhat conservative» voters who value policy prudence and electability.

«Age 1 is a key time for establishing the quality of the parenting and the relationship between parent and the child,» said study author Lisa J. Berlin, a research scientist at the Center for Child and Family Policy at Duke University.

The Children's Worlds study, co-ordinated in England by the Social Policy Research Unit (SPRU) at York, asked children about all key aspects of their lives including their family and home life, friendships, money and possessions, school life, local area, time use, personal well - being, views on children's rights, and their overall happiness.

At the time, the shortchanging of boys in school and in key areas of social development was less evident as a problem than it is today, and the proponents of policies to advance girls in school were much more prominent.

Based on the literature reviews, observations in the schools and meetings with the departments at the Ministry of Education, the team presented several key policy considerations to the Ministry: (1) utilize a website, the National Play Day, and the Jamaican Teaching Council as platforms from which educators can develop and share best game - based learning practices; (2) promote a culture of collaboration through the Quality Education Circles (local discussion groups for educators), and by allocating time for teachers to develop and share game - based learning strategies; (3) provide resource support for schools in the form of workshops and training; and (4) create a monitoring and evaluation plan to be conducted at the school level.

The key points from each strand are highlighted as follows: Early Identification and support • Early identification of need: health and development review at 2/2.5 years • Support in early years from health professionals: greater capacity from health visiting services • Accessible and high quality early years provision: DfE and DfH joint policy statement on the early years; tickell review of EYFS; free entitlement of 15 hours for disadvantaged two year olds • A new approach to statutory assessment: education, health and care plan to replace statement • A more efficient statutory assessment process: DoH to improve the provision and timeliness of health advice; to reduce time limit for current statutory assessment process to 20 weeks Giving parent's control • Supporting families through the system: a continuation of early support resources • Clearer information for parents: local authorities to set out a local offer of support; slim down requirements on schools to publish SEN information • Giving parents more control over support and funding for their child: individual budget by 2014 for all those with EHC plan • A clear choice of school: parents will have rights to express a preference for a state - funded school • Short breaks for carers and children: a continuation in investment in short breaks • Mediation to resolve disagreements: use of mediation before a parent can register an appeal with the Tribunal

Online learning holds the potential to create a student - centered educational system that can personalize affordably for students» different learning needs at different times — a key to allowing all students to maximize their success — if policy moves away from regulating inputs and toward focusing on individual student outcomes and other conditions are put in place.

Even so you can follow the logic through from April 2013 until today, in many ways that makes sense because the impact of the kind of policies highlighted here would be more dramatic on publishers in the key Christmas Trading period than at any other time:

That's why it is important to reevaluate your life insurance policy every time your business goes through a phase of change (becoming more profitable, acquiring more debt, hiring employees at key positions, etc.).

The key point is whether, at the time of application, you were told this was an important part of the policy and were asked to disclose any past health issues.

1.4 It is a fundamental condition of this Contract that the Store Manager will use their best endeavours at all times to implement the procedures and policies set out in [insert relevant documents such as Dealing with book up: key facts, Mai Wiru and others] and to comply with Annexure A.

Although it may seem like there are many policies, the key is to buy the right type of insurance at the right time.

It comes at a key time for EU biofuel policy, with the European Commission due to report on how to address and minimise these emissions by the end of the year.

A key challenge for climate policy is, therefore, to find ways to sustain high decarbonisation rates for decades at a time in an economically feasible way.

Injured workers held their annual Toronto December demo yesterday, this year outside the WSIB HQ on Front St. Willy Noiles, president of the Ontario Network of Injured Workers» Groups (ONIWG), led off the rally highlighting key concerns about workers» compensation coverage, the Board's chronic mental stress policy, denial of time to heal under «Better at Work», and disregard of treating doctors» opinions.

In addition to privacy policies, other types of privacy disclosures, like just - in - time notifications, icons or layered notices, should provide privacy explanations at key points in the user experience.

If you pay - off your loan early, you can cancel the key man life policy at any time.

At that time, if the key employee can not perform the regular and substantial duties of his regular occupation, the lump sum benefit is paid to the company and the policy terminates.

At the time you are purchasing a life insurance policy, there are several key factors to keep in mind.

KEY ACCOMPLISHMENTS • Reduced patient wait time at admittance up till 10 minutes on average by introducing a synchronized database mechanism to speed up data collection and registration process • Enhanced patient satisfaction rate by 12 % through initiation of patient care oriented SOPs and strict health care policy implementation • Earned «Most dedicated Employee» title in 2013

In February 2016, the Close the Gap Campaign (the Campaign) welcomed the Prime Minister's words at his first Closing the Gap report to Parliament where he said «we have to stay the course on key policy priorities» and that it is time for governments to «do things with Aboriginal people, not do things to» Aboriginal people.

• to describe the lives of children in Ireland, in order to establish what is typical and normal as well as what is atypical and problematic; • to chart the development of children over time, in order to examine the progress and wellbeing of children at critical periods from birth to adulthood; • to identify the key factors that, independently of others, most help or hinder children's development; • to establish the effects of early childhood experiences on later life; • to map dimensions of variation in children's lives; • to identify the persistent adverse effects that lead to social disadvantage and exclusion, educational difficulties, ill health and deprivation; • to obtain children's views and opinions on their lives; • to provide a bank of data on the whole child; and to provide evidence for the creation of effective and responsive policies and services for children and families; • to provide evidence for the creation of effective and responsive policies and services for children and families.

Such policies range from broad - reaching institution - based «universal» parenting education classes, such as the Triple P programme currently being delivered to parents of Primary 1 children in Glasgow, to more targeted in - home support for key at - risk groups such as young, first - time mothers supported through the intensive services of the Family Nurse Partnership.