Sentences with phrase «right the cost paid»

If I'm right the cost paid by mankind for believing in supernatural nonsense is nearly immeasurable.

Not exact matches

He thought that, since they'd be paying only for rights and not for production costs, one would surely bite.

The customer may always be right, but if they cost you more than they pay you, they are not your ideal customer.

Still, many people factor in an ownership premium — the amount they'd pay over and above the cost of renting for the freedom, stability and simple bragging rights of having their own place.

The NDP this month proposed an Air Passengers» Bill of Rights, which would require airlines to pay customers $ 100 for each hour trapped on the tarmac up to the cost of the ticket.

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.

So it's paid off the installation of the initial vineyard, it's paid back all this debt and put some money in the bank, there are two vintages sitting in the wine barrels right now and all those costs have already been absorbed... that's a really good situation to be in.

And if we got the incentives right, the private sector would pay for 90 percent, which brings public costs down to $ 1 trillion.

Profits at ESPN will be squeezed even further because the network's costs have increased so much, he says — it will pay more than $ 6 billion this year for the rights to future sporting events, and the cost of locking up NBA games alone have tripled.

Right now, much of its revenue goes to paying licensing costs to the record labels and music publishing firms, leaving it with large and growing losses.

The facts are not right here, energy is cheap that means the cost of manufacturing and transporting of goods is low, food and consumers staples already more affordable, so what if a few American oil companies going out of business.the cost of producing oil in middle east is less than $ 10 / bl and we were paying more than $ 140 / bl for it, with that huge profit margin the big oil companies and oil producing nations became richer and the rest of us left behind, with the oil price this low the oil giants don't want to reduce the price at pump even a penny, because they are so greedy.worst case scenario is some CEOs bonuses might drop from $ 20 million to $ 15 millions I am sure they will survive.in terms of the stock market it always bounces back, after all it's just a casino like game.

You have argued that, right now, in effect, that the cost of paying for health care can affect a company even more than taxes.

The total interest paid to fill a short - term need with long - term financing might make the total interest cost prohibitive or not the right fit for the use.

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.

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.

You paid for the right to received Social Security and Medicare, at whatever the current cost, partly funded by taxpayers of the future.

(vii) Use any meta - tags, pay - per - click advertising, or any other «hidden text» using our Site's name or marks, and you hereby stipulate that any use of the Site's name or marks, or any other marks owned by Us is an infringement upon our trademark rights, and you stipulate to make payment of liquidated damages of five thousand dollars ($ 5000) per such infringement as a genuine pre-estimate of the loss and damage that will be suffered by Us as a result of such infringement, plus you agree to pay any and all fees incurred in the recovery of this amount, including attorney's fees and all associated costs;

Assuming you used a discount brokerage house like Charles Schwab and paid about $ 9 per trade, you'd be looking at a $ 63 fee right off the bat, and no costs thereafter as you collected your big oil dividends without any interference from a third - party middleman.

If Prior is right in his thesis that the federal government will aim to share the fiscal burden of health costs with the users of the healthcare system then health insurance companies will be paying out more money.

CHARLIE MUNGER: Yeah, we're willing to pay a little money now to have just the certainty of having a lot of money available, in case something really attractive comes up, in a bit difficult time... It's an option cost, right.

The way ROC works is that rather than pay taxes right away, you deduct them from your cost basis.

The earlier rationale for tax exemption was that nonprofit organizations are simply not part of the tax base to begin with because their members already pay their own share of the costs of government as taxpayers in their own right.

Jesus in his life and his death paid in full the cost which was necessary to set right the human situation.

Tell me something, if the Catholic church rulled the mark of cain refered to black people, and thus would only pay for insurance for their white employees, and the Obama administration said that was not permissable; would you be defending their right to stand on principle, defending their right to deny insurance for their black employees on principle, and complaining about the cost of insuring their black employees?

Injuries in pre-season have cost them — Rob Holding is a good prospect but nowhere near ready and Calum Chambers came in as a right - back from Southampton — but it is still a big gamble to pay # 30m for Shkodran Mustafi from Valencia or # 40m for Atletico Madrid's Jose Gimenez.

What it costs and who pays for right guys like Varanese to circulate through factories passing out ping - pong balls and complimentary tickets is not considered to be a polite question in the euphoric Many Man's Family of industrial recreation.

By far the best article I have ever read on this site, there was no bias or empty statements, just cold hard facts, the writer even respected wengers budget but still pointed to where he should've improved, there are no excuses, what you read is literrally all u get with arsene, if you gave him a budget of 9m or 1 billion, he will ALWAYS take the risk cause he doesn't give a fk about the consequences as if he was a teenager raging through puberty, his stubborn is absolutely pathetic, can you believe he turned down signing a keeper when almunia was shocking, can you believe he didn't sign a CB when squillaci was awful, can you believe that he REFUSED to sign a CDM for almost 8 years, CAN you believe on one of the most important transfer windows of arsenals history, arsene decided to go host charity matches in rome, that's right instead of trying hard for the fans that have respected him and pay him one of the highest managerial wages in the world, he decided to do what he pleased as usual, cause he doesn't answer to anyone, nor does he giving a flying fk, gazidis a man i thought was also a crook went and did arsene's job for him and at least got us a striker (which cost us the title in january last season) and arsene foolishly proclaims that «if i was here we wouldn't of signed danny» meaning we wouldn't of had ANY recognised cf till giroud recovered, arsene wenger is a joke of the highest order, lack of respect, lack of shame and lack order, i despise him

Both have been tipped to make headway into the transfer market in the year, but instead of paying through the nose for hyped up talent from overseas, there are a number of players right here in the Premier League that would be more than capable of doing a standup job for what would likely be half the cost.

According to the Telegraph, if the club choose to sack Conte as manager it will cost them around # 9million to pay the Italian off — an added expense they could do without right now.

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

Given the windfall coming into the club from the EPL, merchandising, television rights, sponsorship, exorbitant season ticket costs for the calamitous shambles that we all paid so much to see, when we could see more sense watching the Keystone Cops.

I personally think that the club still has little chance of retaining our 2 world class players despite the rumours but it will obviously come at a cost and be difficult: 1 - Pay them more than anybody else but, and unfortunately they will probably have to insert some type of release clause for next summer if the right club and offer arrives to let them go in case of an ultimate painful underachieving season.

The societal costs borne of poor nutrition are absolutely staggering and they come right out of my pocket — why do I pay increasing insurance premiums (not to mention medicare and medicaid) if I'm healthy and don't burden the insurance system?

I get it that this would likely mean extending the school day by 10 or 15 minutes, and that costs money because then the staff need to be paid for a longer day, but this is the dream wish list, right?

But then again, the ones who are truly struggling to pay for disposable diapers right now are not likely to be able to afford the start up costs of buying cloth diapers.

All workers should have the right to claim a deduction for the expenses incurred while fulfilling their work obligations, particularly where the employer chooses to pay a taxable cash allowance to cover employee expenses or where reimbursement is otherwise limited for cost control reasons.»

Not so, Sturgeon took care to say, it's all been costed, but she also went on to say that of course «a fair society must be paid for», and that it would be «right to consider how our limited tax powers might help us protect what we value most».

The ripples from Wesminster are being felt across the whole of the UK and through financial starvation, the removal of the rights of workers, pay freezes and pay reductions and increased pension costs those ripples are turning into the waves of a destructive of tsunami.

Right has a cost that most refuse to pay.

The people of Oneida County are grateful for all of the assistance in paying for the cost of the damage, but what we need the most right now is long - term leadership so that steps can be taken to avoid a reoccurrence of this situation in the future.

Figures from the right and left of the party, including former education and home secretary Charles Clarke, have put their weight behind radical plans to increase NI and guarantee that the money raised would pay for spiralling NHS and social care costs.

Walker, who has only been governor for the past six weeks, is pushing a proposal that would eliminate collective bargaining rights for public workers and make them pay half the costs of their pensions and at least 12.6 percent of their health care coverage.

Additionally, starting this year under the same law that took away their collective bargaining rights, they were required to pay more for their health insurance and pension costs.

If this could be done without sacrificing the right of the very lowest paid to a NIC credit, it would enable workers on low incomes to build up a contributory record at lower cost than at present.»

Since this is surfacing alongside government proposals for comprehensive surveillance of the whole nation's internet use, the killing off of the Green Deal, the Tory Right's determination to get a referendum on the EU at any cost, plus Lansley's determination to destroy the country's most precious institution with regional pay mark - downs now added on, the Lords row couldn't be better timed.

Lord Bassam, known as Lord Swampy because of his background as a squatters» rights leader, said: «I have begun paying back the over-claimed travel costs.»

I began paying extra at farmer's markets for these items and could taste a difference right away, but the sticker shock of paying the real cost (as opposed to factory farm prices) took a little time to get used to.

Back in the days of my worst gluten sensitivity, I actually carried a couple of nettle leaf tea bags in my purse always and, if I had a meal at a restaurant, even when I went out of my way to ensure it was gluten free, I would still have a cup of nettle leaf tea right after my meal just in case (just ask for a cup of hot water or even pay for «tea» that they would bring with a tea bag to open, a small cost to pay!).

And better yet, they deliver it right to your house with no shipping costs either... and I actually found that the prices were pretty comparable to what I usually pay at the grocery store anyway.