Sentences with phrase «time for a change at»

OUT - THOUGHT Tactical Naivety, No Plan B, same end product OUT - FOUGHT Constant Capitulations, No Leaders, No Fight OUT - DATED Time for change at the Arsenal

its time for change at arsenal fc and that need to start from now.....

Of course I will be gutted if Arsenal miss out on the Premier League season and I am also beginning to edge towards the side of the Arsenal fanbase that thinks it might actually be a time for a change at the top, even though I do have big concerns about replacing the long serving Arsene Wenger as manager and going through the same sort of problems that Man United have under David Moyes and Louis van Gaal.

Its time for change at the top of the Arsenal heirachy, starting with this clown!

Don't get me wrong, I think that it is definitely time for change at Arsenal and I am concerned about our current form but I am not going to listen to Roy Keane or Adrian Durham for advice about my beloved Arsenal.

Time for a change at the end of the season.

To suggest that now is the right time for change at the Emirates would be to overlook the reality that that time actually came perhaps four or five years ago.

In a statement, Pat Rafferty, leader of Unite in Scotland, said: «It is time for change at the Scottish Labour Party.

I often look at the pictures on the site to help me redecorate when it is time for a change at home.

Not exact matches

He wanted to take a look at how Americans» standards for the ideal male body have changed over time as well, so he started collecting photos that depicted that body from the 1870s to today.

Private and foreign investors could be forgiven for having concerns over investing in the country at a time of economic and societal change.

Plus, one of the most important factors for successful branding is consistency; if you change too much too quickly or at an inopportune time, you could interfere with your existing customers» loyalties to your brand.

One Belt, One Road represents China's biggest overseas spending effort ever, a project that, adjusted for inflation, is at least 12 times the size of the Marshall Plan, the history - changing U.S. program that helped rebuild Western Europe from rubble after World War II.

«She lived, as we all have lived, too many years in a culture broken by brutally powerful men,» she said, and her words sparked emotions of anger and, at the same time, the motivation to fight for change.

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.

A Snap employee told the Times that the company was looking at ways to educate employees on financial management before the IPO, such as bringing in professors from Stanford to talk about how employees» lives can change after working for a company that goes public.

«It will change how our society can operate, but at the same time, in harnessing this technology people might want to leverage that for their own gain,» he said.

If they get to the end of a project and you have just looked at their work for the first time, it could be too late to change the results.

In a coworking space, for example, it's easy to join in on topic - specific discussions, head to the gym to work out at any time of the day, grab coffee at all hours, change up your work surrounding, take important calls in sound - blocking rooms and even catch some Z's in a nap closet.

You'd think that even in these crazy times of radical change most people would have learned to stick with what has worked for them — at least until it doesn't work any longer — and also to hang on to the advisors, the tools and the techniques that got them to where they are.

Instead of changing the plan, consider a tactic that's worked well for the advertising sales force at the New York Times.

As far back as 2002, while vice minister, Kuroda used an opinion column in the Financial Times, co-written with his deputy at the finance ministry, to call for «aggressive monetary policy» from the central bank, including an inflation target, aimed at «drastically changing price expectations.»

«And at the heart of these arrangements, there should be a clear double lock: A guarantee that there will be a period of implementation giving businesses and people alike the certainty that they will be able to prepare for the change; and a guarantee that this implementation period will be time - limited, giving everyone the certainty that this will not go on for ever,» the prime minister stated.

«For a long time, climate change was pushed by EU diplomacy and the U.S. was largely absent,» said Edward Cameron, managing director of the New York - based Business for Social Responsibility, which organized numerous briefings and panel discussions at COP For a long time, climate change was pushed by EU diplomacy and the U.S. was largely absent,» said Edward Cameron, managing director of the New York - based Business for Social Responsibility, which organized numerous briefings and panel discussions at COP for Social Responsibility, which organized numerous briefings and panel discussions at COP 21.

Now the times have changed, at least for some startups.

«Simply tell them that you plan for gifts in December of each year and you will consider making changes at that time,» Kramer said.

So, even if there have been personnel changes at the restaurant you've been visiting for years, you will still receive the intimate, consistent experience that's kept you coming back each time.

To suddenly think we might be moving into a future where we're delivering cargo and mass transit at the same time, that's a big mindset change for everybody.

For all the talk of abnormal times and changes in underlying economic fundamentals, the Fed is pinning its hopes on a very conventional premise — that the U.S. consumer will keep spending at recent strong rates, encouraged by low unemployment and the apparent beginnings of higher wages.

If you want to change the world of painless dentistry, so be it - but open your practice with that goal in mind: how you will do it, one office at a time and how you will use your first office as the prototype for all the offices to come.

NBCUniversal may change, suspend or discontinue any aspect of the Site or online services at any time (and any elements and features of them), in whole or in part, for any reason, in our sole discretion, without notice or liability, including pursuant to Section 19 (Termination) below.

«I can imagine these changes would be really good for the morale for the Chinese diplomats at the foreign ministry at a time when the morale of the diplomats in the US foreign service is at an all time low,» Susan Shirk, a former deputy assistant secretary of state for East Asia, told Bloomberg.

Still, passengers and regulators would have to become comfortable with the idea of nobody sitting in the cockpit, which would be a dramatic change from the current rules for much of the world, which require at least two people in the cockpit at all times.

That talent has made Porat an important voice for Google, inside the company and out, at a time of momentous change.

Actual results and the timing of events could differ materially from those anticipated in the forward - looking statements due to these risks and uncertainties as well as other factors, which include, without limitation: the uncertain timing of, and risks relating to, the executive search process; risks related to the potential failure of eptinezumab to demonstrate safety and efficacy in clinical testing; Alder's ability to conduct clinical trials and studies of eptinezumab sufficient to achieve a positive completion; the availability of data at the expected times; the clinical, therapeutic and commercial value of eptinezumab; risks and uncertainties related to regulatory application, review and approval processes and Alder's compliance with applicable legal and regulatory requirements; risks and uncertainties relating to the manufacture of eptinezumab; Alder's ability to obtain and protect intellectual property rights, and operate without infringing on the intellectual property rights of others; the uncertain timing and level of expenses associated with Alder's development and commercialization activities; the sufficiency of Alder's capital and other resources; market competition; changes in economic and business conditions; and other factors discussed under the caption «Risk Factors» in Alder's Annual Report on Form 10 - K for the fiscal year ended December 31, 2017, which was filed with the Securities and Exchange Commission (SEC) on February 26, 2018, and is available on the SEC's website at www.sec.gov.

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.

By the time she delivered a commencement speech at Smith College in 2013, she was preaching the gospel of a good night's sleep and asking graduates to measure their lives by a «third metric» — changing the world for the better — in addition to those timeless standards, money and power.

But fossil fuels still account for the majority of both electricity use and primary energy use overall, and at no time in the near future will that change.

I think I came to the U.S. for my previous employer, Eli Lilly (lly), at a great time because the U.S. market has changed so drastically since 2010.

Retirees are being transferred to new health care plans, with no increase in premiums for this year, at least; a document sent to retirees by the company says the pensioners will bear the cost of any increases in premiums going forward, and that the company has the right to change the plan at any time.

In the meantime, employees will consider any share grants they've received, look at the bad news and difficult path going forward, and decide whether it's time for a change on their part, if not the company's.

«They're changing the way we watch TV and the way we stream video, but at 70 times earnings for a company that doesn't generate any cash flow, it's hard for me to invest at these levels.»

There have been numerous times when Musk's endeavors would have benefited by having more capital, yet he has resisted the urge to take SpaceX public because the board of directors of a publicly - held firm would undoubtedly force him to make changes in the company that would improve its profitability at the expense of its chances for reaching Mars.

Change is uncomfortable for everyone at times, and for many of us it makes our skin crawl.

«We can change or end Instagram, or stop you accessing Instagram at any time, for any reason and without letting you know in advance.

We did the same show for months at a time, playing until every aspect of the performance was right, and then changing the show again and performing in hundreds of new shows again for long stretches.

At the same time, it positions him nicely for the general election (should he get that far), half - way between Republican proposals that are unlikely to bring any change to the health care economy whatsoever, and the Democrats» sweeping ambition.

At a time when Aetna — CVS and Amazon, JPMorgan Chase, and Berkshire Hathaway, and dozens of other companies and company partnerships are feverishly rewriting the rules, this promises to be a fascinating conversation — and Mark has some strong, provocative ideas for change.

«The price changes for the week before and after the reference price change are an important part of our analysis, since they provide some insight into the general movement of prices at the time of the holiday weekend,» the consultancy explained.

That has changed the situation for all of North America at a time when Mexico's oil and gas output was in decline and Canada found some of its potential oil output landlocked.