Sentences with phrase «potential management changes»

That approach, in turn, carries other risks, such as potential management changes stemming from a long tenure, or future underperformance caused by increased AUM in a small - cap sector.

Not exact matches

Whether it's new management or a need for change that is forcing you out of your job and into a new line of work, making a career switch has the potential to revive your professional passion.

These anti-takeover provisions could substantially impede the ability of public stockholders to benefit from a change in control or to change our management and Board of Directors and, as a result, may adversely affect the market price of our common stock and your ability to realize any potential change of control premium.

A majority of the following are often true of potential turnarounds: • within the past 1 - 2 years, there has been a major change in top management — a new chairman or chief executive officer, for example; • unprofitable or marginally profitable operations have been discontinued; • corporate officers or directors have been buying the company's stock.

Following are nine key types of wealth management industry players, listed in order of biggest potential losers to biggest winners in asset gains or losses by 2020, and some of the changes they will have to make.

«Given the necessity for continuous vendor management, it's important for us to invest in a company that has the potential to truly change the way all organizations measure risk and rate cyber security performance.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

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.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Active management can help you respond quickly to market changes and maximize your return potential.

However, we at Morgan Stanley Wealth Management think there is more upside potential as investors begin to appreciate the rate of change improvement in the economy, and importantly, corporate earnings.

In this article, we investigate trends in global coffee distributions and cultivation practices, and we review the potential impacts of these geographic and management changes on biodiversity, ecosystem services, resilience to climate change, and sustainable livelihoods.

Mr Meyer said the ASMCA would organise a meeting with Coles management to discuss any potential changes.

Apart from air pollution reduction, other benefits of urban green infrastructure include urban heat island mitigation, the potential reduction in energy consumption, better stormwater management, and climate change mitigation.

While the documented changes in farming practises and land use are problematic for the butterfly fauna, relatively minor adjustments to land management have a potential of drastically counteracting these effects.

Topics of discussion regarding science for integrated management of coastal and shelf processes included natural variability of the coastal zone in space and time, experimental management, potential roles of different species, assemblages and habitats in coastal systems, effects of changing nutrient regimes, and perturbations of food - web dynamics.

Most recently McClanahan is studying the potential interaction between global climate change and coral reef management.

In particular, IIASA researchers will focus on how potential phosphorus market crises might put pressure on the global food system and create environmental ripple effects ranging from expansion of agricultural land to phosphorus price - induced changes in land management, which could exacerbate the already existing imbalance between carbon, phosphorus and nitrogen.

Understanding the potential consequences of rising ocean carbon levels and related ocean changes for marine life and ecosystems is a high priority for the ocean research community and marine resource management.

Resolution of diagnostic uncertainty enables focus to shift towards improving management, including new treatment regimes that have the potential to change natural history and burden of disease.

Changes to School Business Management Qualifications The School Business Management (SBM) programmes run by the National College for Teaching and Leadership (NCTL) have been instrumental in developing the skills and leadership potential of the profession, training over 11,500 since their introduction in 2002.

The Green Belt Movement and The New Course through the support of MacArthur Foundation have partnered to develop a program that will unlock women's potential in natural resource management and in climate change mitigation and adaptation strategies across three East African priority watersheds.

The change was made to respond to investors» growing demand for income with the potential for downside protection, says Donna Wilson, the firm's director of portfolio management.

For fund investors, new management can bring changes in investment strategy and the potential for improved performance.

-- Perhaps it's simply misunderstood — investors may simply not grasp a company's management / business / strategy have changed in a major way, or they under / over-estimate the potential impact (for example) of some litigation or regulatory action.

On the other hand, management's now upped the potential tender amount to # 35 million (at 150p per share) vs. the # 20 million commitment originally announced in Rasmala's final results in April (which, bizarrely, prompted zero change in the 100 - 105p share price at the time!?).

But still, could there be a conclusion or signals that investors could use to better foresee potential gain or danger to a change in fund management?

This recognizes opportunities can change quickly, the effectiveness of a strategy may depend on the market environment, and the various «actors» involved (investors, management, potential partners / acquirers, etc.) may have v different perspectives.

But I view the recent passive hedging fee structure change as pretty much just that — i.e. a fee structure change — with management emphasising «we expect that these performance fees will more than offset the reduction in management fees over the longer - term» (albeit, they also highlight a potential timing / transition risk).

Because technicians play such an integral role in patient care, they must feel comfortable having open discussions about potential changes or additions in management strategies.

With the budget hotel sector forecasted to double in the next two decades and Travelodge to add around 40,000 rooms during the same time period, the management changes will ensure that the budget chain capitalises on this huge growth potential.

For example, while it is not currently possible to reliably project specific changes at the catchment scale, there is high confidence that changes in climate have the potential to seriously affect water management systems.

It could contribute to a comprehensive risk management strategy to slow climate change and alleviate its negative impacts, but the potential for adverse and unintended consequences implies a need for adequate research, appropriate regulation and transparent consideration.

Improved soil management may increase soil potential as a carbon sink in theory but doing this in reality means considerable changes to farming techniques, on a GLOBAL scale, which looks very hard to make happen, certainly in the short time frames required.

Efficient carbon sequestration in agricultural soils demands a permanent management change and implementation concepts adjusted to local soil, climate and management features in order to allow selection of areas with high carbon sequestering potential.

Tagged: Carbon dioxide removal, CDR, CDR Potential, CDR Supply, climate change abatement, land management, mitigation

Hence, in circumstances where property rights and conflict management institutions are ineffective or illegitimate, efforts to mitigate or adapt to climate change that change the distribution of access to resources have the potential to create and aggravate conflict.

It also has one new sub-category: Changes in mineral soil carbon stocks, which allows for the inclusion of three potential sources of CO2 emissions from agricultural soils (net changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural Changes in mineral soil carbon stocks, which allows for the inclusion of three potential sources of CO2 emissions from agricultural soils (net changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural soils).

Their impact and potential in facilitating effective disaster risk management and climate change adaptation is assessed, as well as potential linkages between legislation and policy documents.

The document stresses the huge potential benefits of using government action to enable the knowledge and expertise from the insurance industry to play its fullest role in risk management in developing countries, particularly those most vulnerable to the impacts of climate change.

This report categorises and assesses a diverse array of Sustainable Land Management (SLM) practices and identifies their potential to create synergies between combating Desertification, Land Degradation and Drought (DLDD), and achieving climate change mitigation and adaptation goals.

(B) include an assessment of potential for carbon reduction through changes to land management policies (including enhancement or protection of forest carbon sinks);

Because of the importance of forests in modulating climate, the Intergovernmental Panel on Climate Change (IPCC) has examined the potential for tree planting and improved forest management to sequester CO2.

The Green Belt Movement and The New Course through the support of MacArthur Foundation have partnered to develop a program that will unlock women's potential in natural resource management and in climate change mitigation and adaptation strategies across three East African priority watersheds.

A diverse mix of potential adaptation strategies, such as crop breeding, changing crop varieties, adjusting planting time, water management, diversification of crops and a host of indigenous practices will all be applicable within local contexts.

The research needs for predicting — across multiple scales — the impact of land use change and management practices to the future of terrestrial carbon storage and CDR potential

Thawing permafrost also delivers organic - rich soils to lake bottoms, where decomposition in the absence of oxygen releases additional methane.116 Extensive wildfires also release carbon that contributes to climate warming.107, 117,118 The capacity of the Yukon River Basin in Alaska and adjacent Canada to store carbon has been substantially weakened since the 1960s by the combination of warming and thawing of permafrost and by increased wildfire.119 Expansion of tall shrubs and trees into tundra makes the surface darker and rougher, increasing absorption of the sun's energy and further contributing to warming.120 This warming is likely stronger than the potential cooling effects of increased carbon dioxide uptake associated with tree and shrub expansion.121 The shorter snow - covered seasons in Alaska further increase energy absorption by the land surface, an effect only slightly offset by the reduced energy absorption of highly reflective post-fire snow - covered landscapes.121 This spectrum of changes in Alaskan and other high - latitude terrestrial ecosystems jeopardizes efforts by society to use ecosystem carbon management to offset fossil fuel emissions.94, 95,96