Sentences with phrase «technology infrastructure costs»

Examples of general expenses include book and electronic library subscriptions, technology infrastructure costs, compensation and benefits for most administrative staff and occupancy costs for administrative staff.

Not exact matches

For oil and gas companies that want to install drilling and pumping infrastructure there, continuous monitoring of conditions above, below and at the surface of the water will be integral, and right now drones are the only feasibly deployable technology that can collect and relay all that data in a cost - effective manner.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Its products — IT gear that automates the management of IP addresses for corporate networks — tie into corporate Internet infrastructures, including cost - saving technologies such as voice - over-IP telephone systems.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

The state is a perennial leader for Education and Technology & Innovation, but high costs and poor infrastructure ultimately hold Massachusetts back from true Top State status.

For investors, the report notes four key indicators which are a guide to countries and banks most likely to win the app war and accelerate cost saves: Technology infrastructure, a population's propensity to embrace mobile, regulations and ease of cost cutting.

Blockchain technology can cut out the substantial intermediary costs, security risks, and record keeping infrastructure traditionally associated with such applications resulting in reduced cost, fewer time delays and less human error.

A range of factors have driven this shift, including a sharp reduction in the cost to advance technology companies to proof of concept and business model validation — aided by declining infrastructure expenses, the rise of cloud - based software and service providers, and «pay as you grow» cost structures.

The Fund aims to capitalize on the combination of emerging cost - effective commercial technologies, the economic and regulatory incentives associated with renewable energy and environmental projects, and the demand for ancillary infrastructure to support increasing penetration of renewable energy in the U.S. energy mix.

In January 2018, as part of the expanded initiatives, the company authorized additional costs to improve the operational efficiency of its thermal supply chain network in North America by closing its manufacturing facility in Toronto, Ontario, and to optimize its information technology infrastructure by migrating certain applications to the latest cloud technology platform.

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.

Actual costs that may have been incurred if we had been a standalone company would depend on a number of factors, including the chosen organizational structure, what functions were outsourced or performed by employees and strategic decisions made in areas such as information technology and infrastructure.

It's an aggressive move by Microsoft to ensure that technology startups at least consider using Microsoft's tools when they are putting together their initial infrastructure — and comes a time when competitors are bidding for the business of those same startups by offering them low cost, often open source alternatives.

And there is good reason for the growing attention: according to Santander's estimates, the technology could cut banks» infrastructure costs by up to $ 20 billion each year by 2022.

Blockchain technologies are capable of reducing the amount of human workers needed, reducing salary costs, eliminating the need for a business to own / rent and operate infrastructure, and making the record of data kept by the business less susceptible to fraud & and manipulation.

CFOs should realize that infrastructures are about to go through a revolution again, and it would behoove them to get ahead of the curve, because these technologies can lower costs, improve resiliency and speed time to market.

Using distributed ledger technology for the Clearing House Electronic Subregister System (CHESS) will result in lower infrastructure costs for back - office reconciliation and processing, along with streamlining the clearing process.

For banks, the blockchain has the potential to become a technology model for a low - cost and transparent transaction infrastructure

Educational Session # 1: When: June 3rd, Wednesday, 3:15 PM — 4:00 PM Where: Institute 2015 Pre-conference Cybersecurity, Technology and Infrastructure Advancements Forum What: Optimize PBM Value Proposition to Payers through Disruptive Innovation by Terry Ramey, EVP, Business Development and Client Engagement Session Details: PBMs that manage over $ 300 billion of pharmacy benefits for plan sponsors have historically been challenged to support plan sponsors» goals to reduce avoidable drug - impacted medical costs and optimize overall pharmacy costs.

Such gaps tend to narrow for a number of reasons, including higher marginal productivity on cheaper labor and land costs in lower - tier cities, better economic integration with government - led redistribution of infrastructure and public resources from regional hubs to small neighbor cities, and broader penetration of technology, including smartphones and the internet, according to the Morgan Stanley research.

Investing in efficient, low - cost and sustainable processing technologies, adequate storage and packaging solutions, road infrastructure and market linkages as well as providing training and education to chain actors, including consumers, are among the tried and proven interventions which increase the efficiency of the chain and therefore lead to a reduction in food loss and waste.

Partnership, if precisely planned and structured, can be a powerful tool not only to keep public company viable but also to address cost and investment challenges, improve efficiency and service quality, increase expertise, attract more rapid and substantial investments in infrastructure and new energy technologies.

We are so grateful to have such strong leaders as Assemblymen Tedisco and McLaughlin who recognize the precarious state of our aging underground and forgotten infrastructure, and who understand how we can incorporate cost effective, new technologies — such as UV cured - in - place pipe lining — to provide New Yorkers with safe solutions to what is possibly the greatest challenge to our life - sustaining underground infrastructure that we have seen in generations,» said Mara Killburn, Managing Member, Precision Trenchless.

He said: «given the deficit of infrastructure and expertise in many countries in our sub-regions and the regularity with which elections are conducted, concerns have been raised about cost, choice and effectiveness of technology.

For instance, she said that advanced fuel cell technology is of special interest in a country — and a continent — where underdeveloped infrastructure keeps some people from having «cost - effective, accessible, and easily deployed» energy sources.

Scientific American editor Steven Ashley test drives a car that may be the future of automotive transportation — if cost, technology and infrastructure problems can be resolved

Hyperspectral imaging is used today in everything from satellite imaging and energy monitoring to infrastructure and food safety inspections, but the technology's high cost has historically limited its use to industrial or commercial purposes.

Established by the Energy Department's Fuel Cell Technologies Office in the Office of Energy Efficiency and Renewable Energy, the Hydrogen Fueling Infrastructure Research and Station Technology (H2FIRST) project will draw on existing and emerging core capabilities at the national labs and aim to reduce the cost and time of new fueling station construction and improve the stations» availability and reliability.

This thwarts the purpose of RPS policies, which help create the baseline demand for renewables that will spur the clean energy investment necessary to continue developing the technology and infrastructure that will drive costs down.

Education Innovation Africa will focus on how the private sector can help deliver national and regional education plans, by providing financing, improving infrastructure, investing in new education models and also by providing innovative low - cost technology solutions.

«However, there's often a more critical driver, such as their existing systems aren't working well enough, technology is too slow or failing during lessons, infrastructure isn't supporting new apps and software, the cost of in - house IT support is too high or they've had a change of senior leadership who has brought in new ideas.»

Pioneer's national estimate of $ 16 billion includes nearly $ 7 billion for technology infrastructure — costs that authors of the Fordham study say most districts have already incurred.

Hogan also supports state funding for programs assisting nonpublic schools with textbook and technology costs, as well as aging infrastructure improvements.»

To estimate the costs of upgrading technology infrastructure, we created two scenarios.

We begin by examining school technology needs and then estimate the cost of making upgrades; we conclude by offering policy recommendations to improve school technology infrastructure.

This technology has been around in automobiles for a few decades, but due to costs, size of components and a relative lack of infrastructure, there aren't many companies still working with it.

But while Corvette drivers can see and appreciate the technology and innovation under their hoods, what very few people get to see is the advanced infrastructure and devotion to quality at all costs that goes into building the Corvette's powertrain.

As one of the world's most reliable, scalable, and cost - efficient web infrastructures, AWS has changed the way businesses think about technology infrastructure — there are no up - front expenses or long - term commitments, capital expense is turned into variable operating expense, resources can be added or shed as quickly as needed, and engineering resources are freed up from the undifferentiated heavy lifting of running onsite infrastructure - all without sacrificing operational performance, reliability, or security.

We operate fully online with no branch infrastructure and use technology to lower cost and deliver an amazing experience.

It should provide a positive and reliable market signal not only for the investment in a technology, but also for the investments in domestic manufacturing capacity and infrastructure that will help lower costs and scale up availability.

People advocating a solution by high - technology often ignore the cost (energy, time or otherwise) of making a transition and building the infrastructure.

As China deals with a slowing economy and India tries to keep up with the demands of a fast - growing and increasingly affluent population, the only way to reconcile energy demands with public outcry over emissions and pollution is by finding cost - effective ways of integrating low - emissions coal technology into their power infrastructure.

Low Impact Development (LID) uses various land planning and design practices and technologies to simultaneously conserve and protect natural resource systems and reduce infrastructure costs.

The Zero Waste Development and Expansion Act (HR 3237) proposed by Rep. Keith Ellison (MN) would fund infrastructure, technology and community outreach programs that will help prevent waste at the source and fund cost - effective solutions to the challenge posed by waste.

Given mature distribution technology and infrastructure for storage and transportation of both those energy storage mediums, investment in such power generating technology, arguably the cheapest high - efficiency type available, offers the lowest probability of near - term (or any) sunk costs.

And their weak electricity infrastructure will be an obstacle for the introduction of plug - in hybrids, not to mention the high upfront costs that go along with the early adoption of any new technology.

Joule's solar technology is bypassing these challenges while converting a waste stream into cost - competitive hydrocarbon fuels, which will have far greater and faster impact than low - percentage blendstocks or transportation alternatives that require major infrastructure overhaul,» said William J. Sims, President and CEO of Joule.

The additional investment cost could be offset by annual fuel savings of $ 1.7 trillion from more energy - efficient technologies and infrastructure, it added.

Given their high cost and a lack of infrastructure to support them, at least in the near - term, renewable technologies like solar will not be able to power Africa, argued Asafu - Adjaye.