Not exact matches
Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of
changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any
changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate
changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable
terms or
at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of
changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and
changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such
changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse
changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.
Rosenquist said a real
change will come in viewing with younger Canadians, calling them «cord nevers,» an industry
term used to describe those who don't bother
at all getting a TV subscription.
Stiglitz told us that this decades - old debate about how to balance the creation of short -
term and long -
term value is recently gaining new life in the US because of the venomous class class tensions and ugly politics arising out of income inequality, and because people in positions of power are looking
at the big picture and realizing that something has to
change.
«The issue is not that middle - class workers are doomed by automation and technology, but instead that human capital investment must be
at the heart of any long -
term strategy for producing skills that are complemented by rather than substituted for by technological
change.»
Though the exact
terms varied across reports, essentially the
changes were aimed
at increasing productivity in farming collectives by allowing them to keep a greater share of their harvest.
Many factors mean that Japan is
changing in a structural way and this is not a short
term shift,» said John Vail, chief global strategist
at Nikko Asset Management.
How will technology
change your interactions as a guest
at restaurants, in
terms of the level of personal touch they offer?
With the RBA hinting
at sub-trend growth, there's little chance of a
change in interest rates in the near
term.
«The Apple narrative appears weak both fundamentally and technically, and it is unlikely to
change significantly in the near
term as the market is selling both strong and weak technology earnings results,» said Shawn Quigg, an equity derivatives strategist
at JPMorgan.
The
term disrupt,
at least as pertains to business, is defined by Dictionary.com as «to radically
change an industry, business strategy, etc., as by introducing a new product or service that creates a new market.»
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.
Absent these bigger - picture policy
changes for now, however, business owners like Fisher of TripShock expect the economy to motor on,
at least in the short
term.
«Same - Shack» sales growth — the
term the company uses for the
change in year - over-year revenue for U.S. company - owned stores opened for
at least 24 months — have slowed.
«SAP is probably the embodiment of what I would
term legacy systems, this old clunky world of ERP (Enterprise Resource Planning software), (a) huge investment but incredibly difficult to
change,» says analyst Tom Reuner, a senior vice president of Intelligent Automation and IT Services
at HfS Research.
«This Petrov probe could
change the narrative of Putin in the West — from being a Stalinist tyrant defending the interests of his country to being a product of gangster Petersburg who united authorities with organized crime,» Stanislav Belkovsky, a Kremlin adviser during Putin's first
term who consults
at Moscow's Institute for National Strategy, told Bloomberg.
You may want to bring in more partners or
change the
terms at some point.
We are
at a sea
change in this country in
terms of a brand new industry and a brand new opportunity.
Clayton explains that small - to - medium size farmers «want the EPA off their backs, regulatory-wise» and
at the same time don't want to see
changes in
terms of ethanol.
These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives;
changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications;
changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological
changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations;
changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets
at the times and in the amounts needed and on acceptable
terms; and other events beyond the Company's control that may result in unexpected adverse operating results.
For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and
terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event,
change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or
at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.
For purposes of the offering in Canada, if all of the shares have not been sold, after the Canadian underwriters have made a reasonable effort to sell the shares
at the public offer price, the Canadian underwriters may from time to time decrease or
change the offering price and the other selling
terms provided that the price for the shares shall not exceed the public offer price and further provided that the compensation that is realized by the Canadian underwriters will be decreased by the amount that the aggregate price paid by the purchasers for the shares is less than the gross proceeds paid by the Canadian underwriters to us or the selling stockholders.
The net position — contracts to buy a foreign currency
at a future date minus contracts to sell the same currency — is often watched by market analysts, who interpret its movements as a proxy for speculators»
changing views of the short -
term direction of exchange rates.
Change the payment
terms and send out invoices
at least twice a month to stagger payments.
A
change in policy
at Aetna, which has long been hailed as one of the most flexible companies in
terms of allowing employees to work from home.
Mr. Zuckerberg said
at the time that the
changes would make Facebook more valuable over the long
term.
-- > The value of investing in relationships for the long - haul — > Investing in your health and longevity as a way to increase your lifetime earnings — > Why longer life expectancies should
change the way you think about investing — > The shockingly low rate of personal savings and investment in the US — > My favorite part of the interview: whether we can reasonably expect the US markets to keep going up
at their long -
term average 7 % per year after inflation, or whether that was a unique period of US expansion which won't be repeated again.
All Amplify loan programs, rates,
terms and conditions are subject to
change at any time without notice.
[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that
changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that
changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long -
term debt cycle [44:30] Long -
term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look
at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?
«We actually believe that without significant
change to the culture
at Yahoo, the core business could just as likely (if not more likely) decline in value going forward, thereby making a near -
term sale of the core business even more clearly the correct decision,» Mr. Smith wrote in the letter.
In fact,
at times, when short -
term rates have been pinned
at the zero lower bound, the Federal Reserve has taken actions that eased financial conditions without
changing short -
term interest rates.
Net interest payments of households are now more responsive to
changes in interest rates than they were a decade or more ago (
at least in the short
term).
While that may be true in
terms of percentage
change in price, looking
at the question from the perspective of the slope of the primary trend, we draw a somewhat different conclusion about what is doing well.
We may
change the
terms of this Policy
at any time
at our sole discretion so please review it periodically.
«For us who are long -
term investors, we tend to look
at the group of people who are gathering in Vienna and say «they're fighting against history... The cost of producing crude, largely due to fracking technology, has dramatically
changed the marginal economics of oil,» Hunt told Bloomberg Television.
It also says
terms of services
changes aimed
at improving transparency are on the way — also all likely to be related to GDPR compliance
Leith Wheeler reserves the right,
at its sole discretion, to
change, modify, add or remove portions of these
Terms of Use
at any time.
If you are looking
at losing weight, having more energy, feeling less hungry or you want to optimise your health, IF could make all the difference and it will give you the tools to understand your body better — long
term this can lead to profound, long lasting
changes.
At first, the concept of blockchain may seem foreign and perhaps too technical to grasp, but it is actually pretty straightforward in
terms of how it works to
change and enhance the entire world of transactions.
As I wrote back in August, recent studies conducted by Carnegie Mellon University (CMU) and the Information Technology and Information Foundation (ITIF) have demonstrated convincingly that blocking offshore pirate websites works in
terms of
changing consumer behaviour (i.e. directing consumers away from infringing content to sources of legitimate content) while
at the same time not interfering with normal internet operations.
At age 18, he was already invited to the White House Iftar dinner and, during Obama's
term, was recognized as a Muslim - American
change - maker.
The Developer
Terms are subject to
change without prior notice
at any time, in The Defense Alliance of Minnesota sole discretion, so you should review these documents from time to time.
«The deal with these kinds of protections is that they don't
change long -
term trends,» Michael Moore, an economics professor
at George Washington University, told Vox shortly after Ross started the steel investigation.
«Given the large numbers
at play, it is going to take meaningful time to see big numbers in
terms of board diversity percentages but the pace of
change is accelerating,» said Cassidy, whose Boardlist now has nearly 4,000 members.
It's a great presentation to watch in order to understand how SEO has
changed and why meeting the minimum expectations in
terms of content quality just doesn't cut it or benefit you
at all anymore.
The national accounts classify
changes in inventory holdings as part of investment, but it's a good idea to break inventories out when looking
at short -
term fluctuations.
A break below $ 160, on the other hand, would signal a bearish
change in the short -
term trend, with further strong support near $ 150 and below that
at $ 140.
Big
changes being rolled out
at a company that, as much as any, defines the
term blue chip.
UNG's investment objective is for the daily
changes in percentage
terms of its shares» net asset value to reflect the daily
changes in percentage
terms of the natural gas price delivered
at the Henry Hub, La., as measured by the daily
changes in the benchmark futures contract minus expenses.
The
term «Y2Q» has been coined to describe the time
at which all encryption systems will need to be
changed.
Schwab reserves the right to
change the offer
terms or terminate the offer
at any time without notice.