This is apparent, but many programs struggle with turnover of staff and youth,
with changes in program goals, and with inconsistent supervision.
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.
Many customers — who frankly did and would go to Starbucks
with no loyalty
program just as frequently — are up
in arms over their
changing the loyalty
program from per visit to per dollar spent.
The
changes, and the culture of regular reinvention that enabled them, earned platinum status
in Deloitte's Canada's Best - Managed Companies
program, a recognition given to firms
with seven or more years on the list.
«This is a year of really being an influence and a
change maker
in an amazing city that's really at the forefront of the revitalization efforts
in our entire country,» says Greene Groves concluding her pitch for the
program, ending
with a paraphrase of the Michigan governor's pitch for Motor City: «Yeah, you can go to another city, but if you want to make a difference, come to Detroit.»
Michael Pehl of i - Cube has developed a
program that rewards employees
in ongoing quarterly and annual campaigns
with progressive and
changing incentives.
Icahn owns an 82 % stake
in CVR Energy, which along
with other refining companies, has called for
changes to the Renewable Fuel
Program to shift the burden of blending biofuels into gasoline away from refiners and further down stream to marketers.
The Frederictoncampus continues tooffer its Activator
program,
in which studentswork
with anentrepreneur to cultivate a business idea.Meanwhile, a new entrepreneurship streamis available to students on the Saint John campus, which also added skills developmentcourses and a social entrepreneurship course.Big
changes have come to the Saint John campusthrough some big donations recently.The Pond - Deshpande Centre for Innovationand Entrepreneurship offers courses andmentorship opportunities for students, whilea donation from the Irving family helped funda new library facility.
We try to foster greater innovativeness at our businesses
with new
programs or processes, we scheme to get
in shape by making healthy lifestyle
changes, we strive for the good life by trying to accomplish more and be happier.
To that end, we have teamed up
with the University of North Carolina's Kenan - Flagler Business School — a recognized leader
in online business education — to create an innovative executive certificate
program called:
Change the World: Leading
with Purpose.
These forward - looking statements include, among other things, statements about full - year 2018 guidance, project milestones, increased opportunities
in the market, backlog, bids and
change orders outstanding, target projects and revenue opportunity pipeline, to the extent these may be viewed as indicators of future revenues or profitability, the expected impacts of the F2G
program and progress toward completing the proposed combination
with CB&I and the anticipated benefits of that transaction.
There's an element of psychology at work here
in that when we encounter crisis
in our lives, we're also
programmed to deal
with change in a way that,
in more normal times when everything seems fine, we tend to reject.
This weekend pays tribute to a specific era, 1985 - 89, and features a host of initiatives like cars
with old - school car paint schemes, commemorative ticket and
program designs, specially - designed apparel, retro food offerings at the track... unlike, say, baseball or football throw - back games where the only real
change is the team's uniforms, Darlington and its partners goes all
in.
«But all it takes is a couple of dedicated teachers
with a little support and guidance to run important research
programs that can produce winners
in this competition and more importantly kids who are going to go on to become scientists and
change the world.»
With a deeper focus
in one area, you can continue to grow and develop that skill as
programs and needs
change.
In early January, Walden Asset Management, a corporate client who uses Vanguard for their 401 (k)
program, wrote Vanguard about its proxy voting practices
with respect to social and environmental issues like political spending and climate
change.
The bipartisan Senate plan would attempt to maintain TPS
in return for ending or
changing a «diversity» lottery
program that has been aimed at allowing up to 50,000 people a year from countries
with few emigres to the United States.
These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth
in revenues for its antiviral and other
programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (t
programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures
in European countries that may increase the amount of discount required on Gilead's products; an increase
in discounts, chargebacks and rebates due to ongoing contracts and future negotiations
with commercial and government payers; a larger than anticipated shift
in payer mix to more highly discounted payer segments and geographic regions and decreases
in treatment duration; availability of funding for state AIDS Drug Assistance
Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (t
Programs (ADAPs); continued fluctuations
in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations
in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials
in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations
in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates
in the timelines currently anticipated; Gilead's ability to receive regulatory approvals
in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory
programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (t
programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta
in combination
with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase
program due to
changes in its stock price, corporate or other market conditions; fluctuations
in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time
in Gilead's reports filed
with the U.S. Securities and Exchange Commission (the SEC).
But
in a new e-book coauthored
with Ross Walker, a 2005 graduate of Stanford's MBA
program, they argue that networking ability is not just important for career success — «it is also crucial for getting things accomplished and making
change inside organizations
in both the public and private sector.»
«
In order to accelerate meaningful corporate and market impact, many corporations are expanding their CVC unit mandates to include traditional minority investments, majority equity investment more consistent
with Growth PE, M&A and internal commercial piloting and incubation
programs; and compensation structures need to keep pace
with these
changes,» said Heidi Mason, managing partner of Bell Mason Group and co-founder of CVI ².
In addition to this training
program, Starbucks will work
with the community to leverage existing
programs that help connect young people
with internships, apprenticeships and jobs, and foster the type of dialogue and engagement needed for continued social
change.
Oil prices have leveled off
in recent weeks, but
with the negotiations over Iran's nuclear
program bumping up against a deadline, that could
change.
Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships
with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including
with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or
changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation
in government - sponsored
programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated
with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed
in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.
These include: C$ 4.5 billion to support research, training, and infrastructure at universities and colleges; a Strategic Innovation Fund that will provide C$ 1.26 billion for business innovation
in the aerospace and automotive sector; a Connect to Innovate
Program that will invest C$ 500 million to bring high - speed Internet to remote and rural communities by 2021; and, C$ 70 million over six years to support agriculture innovation
with a focus on climate
change, and soil and water conservation.
This includes having
in place compliance
programs that have been updated so as to be consistent
with all of the provisions of the CFPOA including the recent
changes.
The Ontario government and MaRS Discovery District are helping promising young leaders gain the knowledge, skills and experience they need to make positive social
changes in their communities and across the province
with an innovative new
program.
In the wake of the Cambridge Analytica data misuse scandal, Facebook has announced important
changes to its app platform, along
with improvements to its official bug bounty
program that will incentivize and reward security researchers for hunting down third - party Facebook apps that misuse user data.
The Rotman School has close ties to industry, and to stay current
with the
changing pace of business, the School invites local business leaders to participate
in a vital executive -
in - residence
program.
The Pure Barre client experience
in - studio is ever -
changing with regular updates to our class choreography and music, as well as the introduction of new classes and
programming.
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 (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;
Its parent company, SCL Group, has worked
with several defense and intelligence partners and claims to have conducted «behavioral
change programs»
in more than 60 countries.
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.
Marriott International Inc., which became the world's largest hotel operator
with its $ 14 billion purchase of Starwood Hotels & Resorts Worldwide Inc., [Editor's Note:
In a conversation
with Marriott CEO Arne Sorenson, he confirmed the deal total came out to «roughly $ 13 billion and
change»] moved to combine the companies» frequent - guest
programs as it integrates 11 new brands into its stable of 19 chains.
With only a few days left before the FOMC meets, markets have already factored
in a NO
CHANGE stance by the Fed and are instead focusing on what the Fed meeting will dish out
in terms of its asset - sale
program.
So much has
changed over the past few years
in the credit card industry, what
with new regulations, the disappearance of easy credit, the reduction of credit card offers and advertisements through the mail, and not to mention, the expiration of lifetime balance transfer
programs (and awesome card terms).
A highlight
in the
program, this panel invites leaders to share how they and their governments are working
with high impact, creative
change - makers, recognizing that their approaches may challenge mainstream modus operandi.
«While our investigation is ongoing and we will inform the City if this conclusion
changes, our review indicates that Uber has not used the Greyball technology
with respect to regulators
in Portland at any time during or since the implementation of Portland's [Transportation Network Company] regulations and pilot
program in April 2015,» Uber wrote.
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.
As you can see
in the 30 Day
Change Review video below: On November 10th, 2014 Amanda Michelle was accepted into the 30 Day
Change Program,
with STUNNING Results:
Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation and evaluating performance and determining the compensation of executive officers
in accordance
with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity-based benefit plans and approving any
changes to such plans involving a material financial commitment by HP; monitoring workforce management
programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any
changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance
with such guidelines; and annually evaluating its performance and its charter.
And that camel - owner can bring all his camel - owning friends and they will give their tenth - plus offerings to The Church of the Great Needle and soon enough there will be a new building
program to construct a fanstasmagoric «Golden Needle
with Multiple Eyes» so that more camels can enter and then more camel - owners will come and soon there will be a vision for a bigger and better «Platinum Needle
with Multiple, Rotating, Identity - Protected Eyes» and soon there will be a name
change to «The Church of the Sharpest Needles
in the Greatest Sewing Machine the World Has Ever Seen» and everyone shall stand amazed etc., etc., etc...; ^)
This
change — along
with a proposal to end the Public Service Loan Forgiveness
Program, cut federal work study
in half and largely affect income - based student loan repayment plans — would need to be approved by Congress along
with the rest of the proposed budget.
The underlying assumption behind all the models
in this chapter is that a congregation has an exciting possibility and responsibility to create a comprehensive marriage and family nurture
program, beginning
with remote preparation for marriage and extending through all the
changing seasons of the life cycle of a family.
In addition, it risks being identified
with specific
programs of political
change.
The
change from a traditional to a contemporary idiom occurred at the University of Redlands
in the same year
with the same result, right down to the inclusion of dance and the student artwork on the
program cover.
This structure, according to our Whiteheadian interpretation of Prolog
programs, is exactly the structure of a recursive
program whose head relations,
with possible
changes in variables and constants, are contained
in their own tails.
Any conception of God I've found today (and it is often
changing) has developed directly as a result of working
with others
in the
program.
Already a movement is under way to improve end - of - life care by educating health - care providers to respond better to the needs of dying patients, by creating new care settings or improving existing ones, by seeking
changes in methods of paying for appropriate care, by educating the public through conferences, town meetings, television
programming, and even Web sites (see www.careproject.net), by providing adequate relief of pain, by withholding or withdrawing treatments that only prolong dying, by keeping company
with those who are lonely, and by being a resource of meaning and hope for those tempted to despair.
In all of the schools, head - masters, faculty and chaplains are grappling with the spiritual and moral dimension of their programs in light of the changing, diverse, demanding and ambivalent character of the constituencies they serv
In all of the schools, head - masters, faculty and chaplains are grappling
with the spiritual and moral dimension of their
programs in light of the changing, diverse, demanding and ambivalent character of the constituencies they serv
in light of the
changing, diverse, demanding and ambivalent character of the constituencies they serve.
Because of that week, not only was my own life
changed profoundly through friendships and awakenings, but I'm proud to say that we — and I mean all of us because you have all walked this road
with our family — we have partnered
with incredible leaders to build a school for kids
in earthquake ground zero Port - au - Prince (staffed and run by Haitians), supported a home - based village for trafficked children near the border, built a preschool for early support for these children, supported schooling and food
programs in neglected villages decimated by the cholera outbreak, supported pregnant and nursing women
with a fantastic maternity centre, and so much more.