RPAC Major Investors are an elite and passionate group of REALTORS ® who partner with NAR to shape
the political future of our industry.
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 factors include, among others, general business, economic, competitive,
political and social uncertainties; the actual results
of current and
future exploration activities; the actual results
of reclamation activities; conclusions
of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as plans continue to be refined;
future prices
of metals; possible variations
of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure
of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks
of the mining
industry;
political instability; delays in obtaining governmental approvals or financing or in the completion
of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2018.
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.
«We are honored once again to gather leaders
of business and
industry, innovators from across the globe, and
political representatives from both sides
of the aisle to discuss the
future of American leadership,» conference executive director Matt Waldrip said.
Trucking Moves America Forward aims to establish a long - term
industry - wide movement to create a positive image for the
industry, to ensure that policymakers and the public understand the importance
of the trucking
industry to the nation's economy, and to build the
political and grassroots support necessary to strengthen and grow the
industry in the
future.
Ari collaborated with Alec Ross on The New York Times bestselling book The
Industries of the
Future and served as Special
Political Correspondent for Vice News during the 2014 midterm elections and as a correspondent for Yomiuri Shimbun, Japan's largest newspaper, from 2003 to 2006.
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.
• The character and integrity
of those with whom you are doing business • Changing technology as it impacts
industries (including the banking
industry) •
Future changes in the law or even how the law might be interpreted differently 10 years from now • Deteriorating international competiveness (as what happened to our tax code) • Emerging competitive threats • Changes in industrial structure; e.g., new sources
of competition •
Political influence and unexpected litigation • Public sector fiscal challenges, demographic changes and challenges managing the nation's healthcare resources
Kevin Burch is co-chair
of Trucking Moves America Forward which describes itself as an «
industry - wide movement to create a positive image for the
industry, to ensure that policymakers and the public understand the importance
of the trucking
industry to the nation's economy, and to build the
political and grassroots support necessary to strengthen and grow the
industry in the
future.»
Back in the United States, an abstention
of direct investment in the flexible office
industry from a global real estate leader such as Blackstone coincides with a lack
of of confidence for the country's
political and economic
future.
The mission
of Trucking Moves America Forward is to establish a long - term
industry - wide movement to create a positive image for the
industry, to ensure that policymakers and the public understand the importance
of the trucking
industry to the nation's economy, and to build the
political and grassroots support necessary to strengthen and grow the
industry in the
future.
As one
of the UK's leading
industries, we will always welcome open and unbiased dialogue with the
political parties about how to tackle the UK's chronic under - saving for the challenges
of the
future.»
The technology's success will also depend on
political will and on the prevailing conditions within the energy
industry of the
future.
What can we do as educational and cultural workers, at this crucial moment in history, when corporate revenue expands as the job market shrinks, when there is such a callous disregard for human suffering and human life, when the indomitable human spirit gasps for air in an atmosphere
of intellectual paralysis, social amnesia, and
political quiescence, when the translucent hues
of hope seem ever more ethereal, when thinking about the
future seems anachronistic, when the concept
of utopia has become irretrievably Disneyfied, when our social roles as citizens have become increasingly corporatized and instrumentalized in a world which hides necessity in the name
of consumer desire, when media analyses
of military invasions is just another infomercial for the US military industrial complex with its huge global arms
industry, and when teachers and students alike wallow in absurdity, waiting for the junkyard
of consumer life to vomit up yet another panacea for despair?
In another new twist, PLC organizers and recognized publishing thought leaders Mike Shatzkin and Michael Cader will be joined by analysts and executives from both inside the
industry and out to discuss the most
political and fraught subjects facing publishing today: the
future of Amazon and B&N, what to look for from a Random House and Penguin merger, what might work as a strategy for the other general publishers, and what to expect from illustrated books in digital and the various publishing start - ups, and much more...
Also, there is a
political approach that inflects design that gives many
of us hope for a mature and complex
industry of the
future.»
Factors that could cause Blizzard Entertainment's actual
future results to differ materially from those expressed in the forward - looking statements set forth in this release include, but are not limited to, sales
of Blizzard Entertainment's titles, shifts in consumer spending trends, the seasonal and cyclical nature
of the interactive game market, Blizzard Entertainment's ability to predict consumer preferences among competing hardware platforms (including next - generation hardware), declines in software pricing, product returns and price protection, product delays, retail acceptance
of Blizzard Entertainment's products, adoption rate and availability
of new hardware and related software,
industry competition, rapid changes in technology and
industry standards, protection
of proprietary rights, litigation against Blizzard Entertainment, maintenance
of relationships with key personnel, customers, vendors and third - party developers, domestic and international economic, financial and
political conditions and policies, foreign exchange rates, integration
of recent acquisitions and the identification
of suitable
future acquisition opportunities, Activision Blizzard's success in integrating the operations
of Activision Publishing and Vivendi Games in a timely manner, or at all, and the combined company's ability to realize the anticipated benefits and synergies
of the transaction to the extent, or in the timeframe, anticipated.
«PICTURE
INDUSTRY,» curated by the artist Walead Beshty at the Hessel Museum
of Art at Bard, has quietly thrown down the gauntlet, not only for exhibitions that address the history
of photography, but for all
future surveys
of twentieth - century art and
political imagery broadly.
Adding to solar energy's prospects in the Sunshine State, independent solar power
industry participants, pro-solar advocates, homeowners, and business and property owners are demonstrating that they are increasingly well - organized and intent on protecting their basic rights and leveraging their collective
political and bargaining power and influence to help ensure that solar energy plays a key, core role in the
future of power and energy in Florida.
While in the public health realm, Australia's
political decisiveness has led the world on regulating the tobacco
industry and minimising health risks, in regards to climate change,
political influence has created doubt that likely enhances the risks
of future extremes.
Communities, businesses, schools, universities and
industries all across Australia are looking past the
political rhetoric to just get on with the job
of creating the kind
of sustainable
future that we want to live in.
In my opinion, it would take a wholesale rebellion by energy investors through the necessary act
of divestment in fossil fuel
industries and reinvestment in renewables to achieve this goal — first by sapping the
political power
of the agencies that keep putting people like Trump into office and also by removing capital for current and
future projects.