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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.
Since the HRM department or manager is charged
with managing the productivity and
development of workers at all levels, human resource personnel should have access to -; and the support of -;
key decision makers.
«Our goal is to use this investment to enhance the viewing experience
with the addition of new content and
development of
key features directed at sports fans, and to greatly increase our marketing efforts,» David Gandler, fuboTV co-founder and CEO, told Fortune by email.
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.
In 2013, he bought Bausch & Lomb for $ 8.7 billion — a
key acquisition that reflects his preference for companies
with mature products that don't require extensive research and
development.
Range River said it will go ahead
with drilling in the area to confirm
key technical aspects before final
development assessment.
«Career growth and professional
development are
key engagement drivers for millennials,
with [the majority] focused on getting a promotion,» she said.
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.
And
with looming leadership changes at organizations
key to global health and
development aid — the heads of the United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk of setbacks is unnerving.
The Ken Kutaragi - designed chip was a
key element to the system, but was designed in such a way as to make effective
development possible only
with Sony's expensive
development tools.
As a career
development specialist and one who has worked
with young people in and out of schools for 35 + years, I DO promote the notion that finding something you are passionate about is
KEY to loving what you do.
Aaron is responsible for strategy and business
development for Experian's Consumer Information Services business unit,
with an emphasis on identifying market trends and facilitating partnerships
with key players in the rapidly evolving FinTech startup ecosystem.
During the visit, Chen mentioned distributed ledger technology as one of the
key components to the «
development and application of fintech,» and highlighted that he and Xing Yujing, the head of the People's Bank of China Shenzhen Central Sub-Branch, agreed that mainland China should reinforce a solid relationship
with the Hong Kong and Shenzhen financial sectors by engaging in «pilot schemes» in order to support «the process of the nation's reform and opening - up.»
«We hope to be able to start the Project in 2017 and work closely
with the State Government, and
key Departments including Water, Agriculture and Food, Regional
Development and State
Development to see this exciting Project come to fruition,» he said.
SnapApp began the
development process by working
with its sales team to identify
key pieces of information it wanted to learn about prospective customers.
The Business Series is an interactive business
development program that brings together Latina business owners
with key corporations and government agencies that provide the goods and services needed by these outstanding entrepreneurs.
He also led major initiatives including the
development of a number of centres
with key community leaders, including The Canadian Centre for Advanced Leadership in Business, The Hunter Centre for Entrepreneurship and Innovation, The Westman Centre for Real Estate Studies, The Energy ande Environment initiative, and The Creative Destruction Lab — Rockies.
With a few exceptions, our business community is behind the curve in terms of taking advantage of Belt and Road opportunities — opportunities that extend well beyond physical infrastructure to the
development of
key social infrastructure projects, including education and the provision of medical, legal, financial, and other social and professional services.
As Director of Business
Development Australia Grace supports Morrow Sodali's growing portfolio of ASX listed clients, including developing
key relationships
with directors, institutional shareholders and deal advisors.
Integrated Marketing and Sales Outreach: Given the critical nature of education in the demand generation process, we use HubSpot's marketing workflows to drive communications to highlight
key content and thought leadership while integrating that cadence
with sales
development rep calls and personalized emails.
A hands - on program that starts
with gamified pre-work and ends
with key takeaways and actions to prepare for disruptions in talent acquisition, corporate learning, and leadership
development!
The German company has already inked alliances
with Cisco, IBM, and others to work on V2X communication systems, which many experts view as
key in the
development of autonomous vehicles.
Given the absence of a public trading market of our common stock, and in accordance
with the American Institute of Certified Public Accountants Accounting and Valuation Guide, Valuation of Privately - Held Company Equity Securities Issued as Compensation, our board of directors exercised reasonable judgment and considered numerous and subjective factors to determine the best estimate of fair value of our common stock, including independent third - party valuations of our common stock; the prices at which we sold shares of our convertible preferred stock to outside investors in arms - length transactions; the rights, preferences, and privileges of our convertible preferred stock relative to those of our common stock; our operating results, financial position, and capital resources; current business conditions and projections; the lack of marketability of our common stock; the hiring of
key personnel and the experience of our management; the introduction of new products; our stage of
development and material risks related to our business; the fact that the option grants involve illiquid securities in a private company; the likelihood of achieving a liquidity event, such as an initial public offering or a sale of our company given the prevailing market conditions and the nature and history of our business; industry trends and competitive environment; trends in consumer spending, including consumer confidence; and overall economic indicators, including gross domestic product, employment, inflation and interest rates, and the general economic outlook.
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;
It is a differentiated PPAR gamma agonist
with a superior profile for CNS related diseases
with excellent in - vivo efficacy, a comprehensive
development plan and early involvement from
key opinion leaders.
360 degree feedback is a
development process that provides a safe environment for a person to receive candid feedback from peers, supervisors, subordinates, and other individuals
with relationships
key to his or her success.
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.
And the new Solar Roofs — combined
with Powerwalls and Tesla cars — may truly be a
key development in helping wean us off fossil fuels.
Along
with the entrepreneurial skills, there are
key characteristics of an entrepreneur that are ubiquitous to successful entrepreneurial
development, which can be nurtured and honed.
Represented European based biotech company, focused on drug delivery solutions,
with respect to its inbound and outbound licensing transactions and those related to the
development, manufacture and supply of
key components of its technologies.
...
Key Technical
Development: current Market Climate is characterized by a defensive
with a modest and declining volatility trading environment that had historically slightly positive for stocks.
MaRS Discovery District is pleased to announce two important leadership changes, placing
key staff members in strategic, new roles that align
with the organization's growth strategy: Salim Teja takes on the role of EVP Ventures and Tim Jackson becomes the EVP, Corporate & Community
Development.
Glass Lewis» season reviews provide market - specific overviews of the
key developments in governance, shareholder activism and stewardship, executive compensation and ESG that defined the 2016 proxy season, along
with in - depth case studies detailing how these issues played out in practice.
Work
with the director of international engagement to prioritize and establish relationships
with key players in science, business, investment, innovation, policy, and
development.
♦ Lead Business Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦
Key strategic member of sales and business
development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate
with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new business sales.
Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work
Key strategic member of sales and business
development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate
with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize
with Partners.
Gary Clubb, head of Tmall international business
development, said «working directly
with the winery itself is
key to a robust supply chain and allows us to leverage the power of the Alibaba ecosystem to pioneer innovative sales and marketing campaigns to the 367 million buyers on our platforms.»
Based on my interactions
with subject - matter - experts,
key stakeholders that work in the energy sector, and the Asian
Development Bank, there is a strong push to reduce the region's dependence on imported oil, develop and grow its clean - tech sector, and diversify its energy mix.
With the summer of 2016 passing by at an alarming pace, I think it is important to take a few moments away from the enchanting beauty of Georgian Bay and review a number of the
key elements that have characterized 2016's breathtaking advance in gold, silver and the associated mining,
development and exploration stocks.
These routes played a
key role China's economic
development and helped the country establish political and cultural connections
with the rest of the world.
CFIB played a
key role in the
development, and recent improvement, of the Code of Conduct for the Credit and Debit Card Industry in Canada, which ensures fairness for merchants in their dealings
with payment processors.
With key economic decisions around international trade, transportation, infrastructure and natural resource
development on the horizon, it will be important for the new government to recognize the critical role that Western Canada and B.C. play in our national economy.
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.
Entrepreneurs who are on their way
with their businesses, and are looking to succeed in the next phase of
development of their endeavor often ask me: «What is the
key to turn a small startup into a large - scale business?
Mgr Burke,
with customary clarity, offers a
key to understanding 20th century
developments in Church teaching on marriage.
Eire has an eye for the telling quotation, and he punctuates his narrative
with lists designed to help the reader through the tangle of intellectual complexities — the five
key influences on Luther's early theological
development, the five core beliefs underlying the apparently endless variations of the so - called «radical reformation,» the four indicators of the religious dimension of early modern violence, and so on.
When NGOs face obstacles in creating effective nutrition and food security programs
with in - kind food aid, they turn to monetization of the food aid as a way of generating funds for transportation and other logistical costs, and for
development projects in agriculture, primary education and other
key areas.
His Ten Religions: An Essay in Comparative Theology dealt
with the historical origin and
development of individual religions as well as the historical survey of certain
key ideas and doctrines, such as doctrines of God, man, and salvation.
With Justice for All: A Strategy for Community
Development By John Perkins «I am persuaded that the Church, as the steward of this Gospel, holds the
key to justice in...