Sentences with phrase «union pension business»

And they credited Senate lawyer Ed Bartholomew for not cooperating when he was asked to support Bruno's private work soliciting union pension business.

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.

That opportunity is to attract or retain the business of public pension funds and union related funds (which control approximately $ 3 trillion in assets), the institutional leaders in the shareholder empowerment movement, which are shifting their portfolios away from high cost, actively managed mutual funds and hedge funds to low cost indexed funds, the kind of funds that the top 10 largest mutual fund advisors dominate in terms of market share.

Posted by Nick Falvo under Austerity, CPP, demographics, employment, income, income support, inequality, labour market, media, OECD, Old Age Security, older workers, part time work, pensions, population aging, poverty, privatization, progressive economic strategies, retirement, Role of government, self - employed, seniors, small business, social policy, taxation, unions.

Witness (es): Carl Emmerson, Deputy Director, Institute for Fiscal Studies and Gemma Tetlow, Programme Director, Pensions, Saving and Public Finances, Institute for Fiscal Studies; John Cridland CBE, Director General, CBI, Professor Doug McWilliams, founder of the Centre for Economics and Business Research and Nicola Smith, Head of Economic and Social Affairs Department, Trades Union Congress; Rt Hon Danny Alexander MP, Chief Secretary to the Treasury

Democrats said it made no sense to reject the deal because it smooths out the pension payments through future years; they said itis supported by a large coalition that includes Malloy, the unions, Wall Street ratings agencies, state comptroller Kevin Lembo and the 10,000 - member Connecticut Business and Industry Association.

Recognised experts lead a variety of specialist teams in discrimination and diversity, trade union relations, TUPE and transactional support, business immigration, equal pay and pensions.

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Counsel and engagement partner for some of Manitoba's largest pension plans and companies, including The Manitoba Civil Service Superannuation Board, the University of Winnipeg Trusteed Pension Plan, TransX Ltd. (one of Canada's largest privately held trucking companies and a Top 50 Best Managed Company), Richardson International (Canada's largest privately held agri - business company), Assiniboine Credit Union Limited (one of the 10 largest credit unions in Canada) and The Dufresne Group (one of Western Canada's largest independent retailers and a Top 50 Best Managed Cpension plans and companies, including The Manitoba Civil Service Superannuation Board, the University of Winnipeg Trusteed Pension Plan, TransX Ltd. (one of Canada's largest privately held trucking companies and a Top 50 Best Managed Company), Richardson International (Canada's largest privately held agri - business company), Assiniboine Credit Union Limited (one of the 10 largest credit unions in Canada) and The Dufresne Group (one of Western Canada's largest independent retailers and a Top 50 Best Managed CPension Plan, TransX Ltd. (one of Canada's largest privately held trucking companies and a Top 50 Best Managed Company), Richardson International (Canada's largest privately held agri - business company), Assiniboine Credit Union Limited (one of the 10 largest credit unions in Canada) and The Dufresne Group (one of Western Canada's largest independent retailers and a Top 50 Best Managed Company)

Employment restructuring, staff reduction and job elimination, interaction with trades unions, legal due diligence of labour law compliance by motor businesses, identification and mitigation of possible risks; corporate pension plans