Sentences with phrase «tax debt costs»

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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 thintax 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 thinTax 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.

In addition to the tax measures outlined in Chapter V: A Fair and Efficient Tax System, the 2014 Budget measures include net revenue gains of asset optimization (discussed in Chapter I, Section E: Making Every Dollar Count) totalling $ 0.9 billion in 2014 — 15 and $ 1.0 billion in 2015 — 16, and the revenue implications of the proposed removal of the electricity Debt Retirement Charge cost from residential users» bills (discussed in Chapter I, Section D: Fostering a Fair Societtax measures outlined in Chapter V: A Fair and Efficient Tax System, the 2014 Budget measures include net revenue gains of asset optimization (discussed in Chapter I, Section E: Making Every Dollar Count) totalling $ 0.9 billion in 2014 — 15 and $ 1.0 billion in 2015 — 16, and the revenue implications of the proposed removal of the electricity Debt Retirement Charge cost from residential users» bills (discussed in Chapter I, Section D: Fostering a Fair SocietTax System, the 2014 Budget measures include net revenue gains of asset optimization (discussed in Chapter I, Section E: Making Every Dollar Count) totalling $ 0.9 billion in 2014 — 15 and $ 1.0 billion in 2015 — 16, and the revenue implications of the proposed removal of the electricity Debt Retirement Charge cost from residential users» bills (discussed in Chapter I, Section D: Fostering a Fair Society).

Debt interest costs are fully tax deductible as a business expense and in the case of long term financing, the repayment period can be extended over many years, reducing the monthly expense.

In the presence of debt finance, textbook analysis would suggest that a cut in the corporate tax rate would raise the cost of capital because interest deductions would no longer be as valuable and thus discourage investment.

Voters back debt reduction over tax cuts: More voters overall believe the government should pay down debt rather than cut income tax — except those who face higher cost of living pressures.

Japan... The Country With Debt / GDP > 200 % And An Aging / Shrinking Population = Decreased Fiscal Cash Flow [due to increased healthcare / pension costs + decreasing tax revenues] Will Be The First Domino To Fall.

Not only are the interest costs potentially enormous depending upon your credit rating, but they aren't tax deductible, making their true cost relative to other forms of debt substantially more expensive.

«The cost of debt is still very low for most issuers, animal spirits have been rising, and tax cuts may drive confidence even higher.

Indeed, tax reform that slows economic growth by adding too much to debt can actually cost more once economic effects are incorporated.

However, Congress began to pass budget - busting legislation back in 2015 by pursuing a permanent debt - financed doc fix followed by an even more costly tax extender (and omnibus appropriations) bill — at a total cost of over $ 100 billion in 2019.

Fixing our debt will now require reversing the harm that has already been done with tax cuts and spending increases, in addition to confronting the rising costs of Social Security and Medicare with spending changes and / or additional revenue.

This would make it a low - cost competitive economy — as long as it taxes the free lunch of the land's site - value rent that has been freed from debt, as well as natural resource and monopoly rents as a basis for its post-Clean Slate fiscal policy.

At worst, CBO finds the cost of a tax cut would increase as higher debt slowed economic growth.

As a result, the Senate bill increases the debt by $ 1.4 trillion using conventional scoring but sets up a potential true cost of up to $ 1.9 trillion, or $ 2.2 trillion including interest, assuming expiring policies are continued and certain future tax hikes are ignored.

With the tax cut, which would cost about $ 1.8 trillion after interest costs, debt would instead reach 97 percent of GDP in 2027 and equal the size of the economy by 2028, four years earlier than current law.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

And sometimes we have to pay 13 % in taxes to pay for a «bullet» train that goes to absolutely nowhere and costs $ 100 billion in a state that's ALREADY $ 20 billion in debt because the money is continually wasted.

If the proposal is defeated, the district's real estate tax rate would decrease to reflect the lower cost of debt service.

The next fiscal squeeze could be very different from those of the past few decades if it starts with a debt wall more comparable to that of the 1920s and 1930s, when governments» room for fiscal manoeuvre was sharply limited by their predecessors» decision to fund the huge costs of World War I largely by borrowing rather than by taxes.

Republicans suggest restructuring debt, increasing the estimate of sales taxes expected to be collected next year and adopting cost - saving measures proposed by the county's financial control board, the Nassau Interim Finance Authority.

«No matter what the Administration is painting as a rosy picture that there's going to be a decrease in the overall debt, I just don't see how a project of $ 192 million plus other projects that we have been assured will move forward at a cost of $ 93 million and knowing that union contracts will be up for ratification throughout the next several years, there's no way that the county can say that our taxes will not increase and that I can't imagine will be able to stay under the cap unless we decimate services,» says Strawinski.

At that price, County property taxes would increase by $ 1.2 - $ 1.4 million, or as much as 3 %, to cover annual debt payments and the cost of new staff.»

But the IEA's new priorities — aggressively paying down public debt, cutting taxes on the better - off, leaving the EU, relaxing planning laws to promote housebuilding, paving over the railways and tackling the «cost of living crisis» through lower excise duties — can expect a more lukewarm response from the re-installed treasury team.

I have to say I think this is all about the Labour Party trying to detract from the point we have been making about the deal that they would have to do with the SNP, which is going to cost people in this country a lot of money and is not something I think that we want to see - it would result in more debt, more borrowing, higher taxes.

A contingency budget should not be a zero increase in the tax levy; it should be set it at the cap and contain necessary exclusions (debt service, increases in pension costs, tax certiorari payments and costs due to enrollment increases, etc.);

The authority's finances improved this year with almost a $ 500 million increase in tax revenues, and costs such as energy, debt service and pension contributions have decreased.

Fitch attributed its rating to the county's «superior financial resilience, modest debt burden, manageable carrying costs and relatively stable local tax base.»

ILDC also issues tax exempt debt which allows local non profit and governmental organizations to borrow funds at a lower interest cost.

«When I was a Treasury adviser I argued for a graduate tax, because it was a fairer system which meant no upfront costs and no assumed debt for students and their families.

But here's why we can say givebacks are in play: With rising shortfalls forecast for the coming years, with little appetite at the Capitol for raising taxes again, with debt and pension costs rising, and with state - financed, outside services such as group homes already squeezed, there are scant other places to turn.

The coalition is set to tighten public finances by # 113bn by 2014/15, with # 30bn from tax measures, # 11bn from welfare reforms announced in the budget, # 10bn from lower debt interest costs and # 61bn in cuts to departmental spending.

In addition to the direct financial consequences of how much it costs to pay down your debt after settling, fees, and taxes, you should seriously consider the following negative consequences of debt settlement:

In this scenario, the total cost of paying off $ 12,000 of credit card debt by withdrawing money from a traditional IRA is $ 12,000 (the actual credit card balance) + $ 8,000 (to cover taxes and penalties) + $ 6,216 (to cover the opportunity cost of not keeping the money invested in your retirement account) = $ 26,216.

It's interesting because over the long term, stocks can generate as good a return, if not better, than property, AND they don't come with the downsides of property that everyone ignores (eg: enormous downpayments, debt, maintenance costs, taxes, pesky property agents, etc)

Aside from debt consolidation, tax advantages, home improvement possibilities and favourable interest rates, a second mortgage can help you cover the cost of your children's educational expenses and even pay for an abroad vacation or dream wedding.

While it's never a good idea to pay interest on debt just to get a tax benefit — since you can never receive a discount that will match the total cost of holding the debt itself — the truth is many small businesses need to carry over balances on their credit cards to keep running and, ideally, to grow.

Debt interest costs are fully tax deductible as a business expense and in the case of long term financing, the repayment period can be extended over many years, reducing the monthly expense.

Moreover, in most cases, the cost of the bond would be the same as paying off the tax debt.

It looks at overall debts and does not separate out housing costs such as mortgage interest, mortgage interest, property taxes, and property insurance.

Since the interest is tax deductible, it makes the «cost» of the debt a bit cheaper.

+1 for points all around, especially secured / unsecured debt, and the mentioning the «costs» of equity (tax, maintenance, etc..)

Vancity Credit Union finds that a typical couple aged 25 to 34, with a combined annual income of about $ 72,000, faces a monthly debt of $ 2,745 after property costs and other essentials such as taxes, food, utilities and transportation.

* The cost to pay the mortgage, your heat and hydro, the condo fees (if applicable) and property taxes can not exceed more than 32 % of your gross taxable income — this is your Gross Debt Service ratio, or the GDS.

You could wind up in debt to Uncle Sam Sometimes the cost of hiring a professional to handle your tax filing is well worth it (rather than trying to go the cheapie route of doing your taxes yourself).

Since the minimum monthly payment is reduced to only a portion of interest costs, the remaining debt is forgiven after 10 years but is not taxed, unlike the 20 + year taxable loan forgiveness provision.

Our Humble Opinion: Even if the potential gain from investing is higher, there's still great virtue in paying down debt, even low - cost, tax - deductible mortgage debt.

Are you looking to have the death benefit pay off all your debts (mortgage, loans, etc.) and pay for your final expenses (tax, funeral costs) or do you want it to provide a stream of income to your loved ones to replace your lost income?

On the other hand, paying down a debt that only costs you 2 % or 3 % after - taxes is an inefficient use of your money.

The amount you can afford to pay back to your creditors each month is calculated by subtracting essential living costs (such as food, clothes and travel costs) and priority debt arrears payments (such as Council Tax arrears, mortgage arrears and rent arrears) from your income.