Sentences with phrase «with global production»

The Alfa Romeo 4C may be a real head - turner, but catching one in the metal to do so when the series examples arrive may be a tricky affair, what with global production for it being -LSB-...]

And the problem is only going to grow, with global production of meat reaching 465 million tons by 2050, double the amount produced in 2000.

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.

With these and other changes afoot, it's worth taking a look at current global rankings to see how China, the US, and other countries stack up when it comes to air quality, total energy use, and renewable contributions to power production.

Energy companies in North America have been ramping up production in tandem with OPEC's efforts to cut global output in a bid to take advantage of rising prices.

Since then OPEC, led by Saudi Arabia, along with Russia and other non OPEC producers agreed to curb production so the world could soak up some of the global oversupply.

Global oil supply rose in June as compliance with an OPEC - led deal to freeze production showed signs that it was stalling, the International Energy Agency (IEA) noted in its latest market report on Thursday.

But the world has changed a great deal since the height of OPEC's power in 1979, when member nations accounted for 50 % of global oil production, compared with less than one - third today.

Wall Street is rewarding those with strong production with share price gains at a time when OPEC and its allies have agreed to pull 1.8 million bpd off the global market.

Mexico, which advertises its products during the primetime Super Bowl game, is the world's largest exporter and has been increasing production to keep up with growing global demand.

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.

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

When you look at the last 15 years of eSports history, and in particular the production quality, sponsor involvement, global reach and audience, you will notice that the quality and level of entertainment have always gone up with an audience boost.

Unable to work, Tekfen lost face with its own client: global energy giant BP, which is working to boost production in the Rumaila oilfields in southern Iraq.

In fiscal 2006, we hired a Director of Global Production with significant experience with third party manufacturers in Asia to lead our in - house sourcing operations.

Adding 21st Century Fox's premier international properties enhances Disney's position as a truly global entertainment company with authentic local production and consumer services across high - growth regions, including a richer array of local, national and global sporting events that ESPN can make available to fans around the world.

For starters, global oil production appears more closely in line with demand following a prolonged search for a new equilibrium amid a breakdown in the Organization of Petroleum Exporting Countries (OPEC) cartel and increasingly productive oil extraction technologies in North America.

This constituted 43 percent of global electric car production and made China the country with the largest number of electric cars on the road, surpassing the United States.

A particularly important trend has been the emergence of global value chains (GVCs), with various stages of production located in different countries.

Our VISION is to be the premier exploration and production company with global assets focused on North American growth.

Over the weekend, OPEC agreed to an output reduction deal with 11 non-producing nations, which will combine in a historic agreement to remove nearly 2 % of global production from the market to drain supplies.

Both OPEC and Russia added that they were about halfway finished with clearing the global oil glut, and encouraged members to remain vigilant and set upon their task of reining in production.

With climate change set to bring about profound changes to global food production, Canada may come to find itself in something of an unforeseen sweet spot.

With the US accounting for roughly 40 percent of global corn production, poor crops there have a dramatic impact on corn prices.

From their website, they seek to invest in companies with «high barriers to entry, low production costs and the potential to benefit from Brookfield's global expertise as an owner and operator of real assets.»

Join us on Wednesday, May 9th for a complimentary reception and an exclusive discussion featuring S&P Global's top thought leaders who will cover oil and gas production, pricing, and risk — with a focus on credit and industry suppliers.

Global oil supply fell in August for the first time in four months, the IEA said, a result of a dip in OPEC's oil production, combined with refinery maintenance and sizable outages from Hurricane Harvey.

As Todd Tucker, a trade expert at the left - leaning Roosevelt Institute, argues, the move could be productive if it was actually a bargaining chip for something bigger: negotiations with the global community over how to deal with China's cheating on steel production.

Even though I know nothing about the iron ore market, and certainly not as much as the CEO of Fortescue, I know arithmetic, and even before I heard Minack's discussion of the global increase in production, I simply could not get the arithmetic that connected Chinese interest rates with Australian iron ore exports to work otherwise.

As a net importer of capital and with its large current account deficit, Mexico helps absorb excess global savings and production that might otherwise force even larger U.S. trade deficits.2 It does so in two ways.

This served global finance by providing speculators and «financial intermediaries» with an opportunity to get a free arbitrage ride, in contrast to Japanese industrial exports that threatened to displace U.S. and European auto, consumer electronics and other industrial production.

By: Victor Moolman 11th November 2016 South Africa is behind the global curve when it comes to the integration of mine closure and rehabilitation in the mining life cycle with the historical approach of mining companies being to focus predominantly on driving production, state consulting engineers and scientists SRK Consulting.

Global crude - oil production has risen about 30 percent this century; expanding from around 75 million barrels per day in 2000 to 95 million barrels in 2016, with the top 10 - producing countries accounting for more than 60 percent of the total production.

Guy Bourassa met with Resource Global Network to discuss the improved results of the 2018 feasibility study as well as the great potential of Nemaska Lithium as one of the world's largest battery grade lithium salt suppliers when the commercial production will be in full swing.

The general performance of the economy in 2004, when production was unable to keep up with the strength of global and domestic demand, is suggestive that capacity constraints may be becoming more important.

Until then, a focus on low cost production stories or Energy Metals with growth rates above global GDP is a prudent strategy.

The energy sector has been out of favor for so long now that the lack of investment combined with OPEC production cuts are pushing down global oil inventories while world economies continue to grow.

The recent uptick in uranium appears to be due to the fact that the commodity price has been too low for too long with a majority of global production operating below cost.

Geographically, this report is segmented into several key Regions such as North America, United States, Canada, Mexico, Asia - Pacific, China, India, Japan, South Korea, Australia, Indonesia, Singapore, Rest of Asia - Pacific, Europe, Germany, France, UK, Italy, Spain, Russia, Rest of Europe, Central & South America, Brazil, Argentina, Rest of South America, Middle East & Africa, Saudi Arabia, Turkey & Rest of Middle East & Africa, with production, consumption, revenue (million USD), and market share and growth rate of Global Cryptocurrency in these regions, from 2012 to 2022 (forecast)

It's naturally a good Fit to our view of the global gold market, with about 90 % of its portfolio in companies primarily engaged in the production of gold and the remainder in firms whose mining operations are diversified across other metals.

By mid-2014, increased U.S. production combined with other energy production began to exceed global demand, leading to excess oil inventory.

Russia is the leader of the non-OPEC nations that work together with OPEC to jointly curb production in an effort to draw down the global glut and lift oil prices.

The International Energy Agency came out with an «explosive» report talking about «explosive» production growth as the United States will become the undisputed leader in global oil production.

It is also the largest global player in the bream and bass category with vertically integrated operations that can effectively execute all phases of fish farming including incubation, harvesting, processing, and fish - feed production.

Even with reports of U.S. oil production driving more than 10 million barrels of oil a day, the decline in global oil stockpile continues to support the market.

shale oil may be a bubble but countries like Libya Iraq Iran produce nothing compared to their potential / production capacity + there is always offshore exploration recently Morocco seems to be in the spot light not to mention the arctic sea / north pole especially Russia where a new Koweit is to be found and also south China sea Venezuela's tight oil if all the types of oil are included venezuela must be a heaven with a quarter of global oil reserves with +300 billion barrels more than 260 bbls of Saudi Arabia that can still produce more than 10/11 million barrel / day that it's procucing today.

In plain terms, we are choosing to penalize our own energy industry with severe financial measures, when other jurisdictions like the U.S. are slashing taxes and red tape, rejecting carbon taxes, and calling for expanded fossil fuel production due to growing global demand.

Global demand for resources is improving, with industrial production growing strongly in China and economic growth picking up in other regions, particularly the US and Japan.

«With greater confidence that the global oil market can finally shift into deficit later next year, we now believe that there is a strong rationale for low - cost producers to deliver a swift production cut to normalize inventories,» Goldman analysts wrote in a research note this week.

Marc's conservative estimate is that new oil sands production associated with the Trans Mountain Pipeline expansion (just the expansion beyond the existing pipeline) would represent an additional 93 megatonnes of global GHG emissions per year.