The measures would make the expansion of
risk assets by commercial banks more costly.
For years, market participants got used to the concept a Bernanke or Yellen put, i.e., a sort of implicit understanding that the former Fed chairs would act to put a floor under
risk assets by easing further if necessary.
A little leg work up front can save you from overpaying on your policy and / or
risking your assets by electing the wrong coverages or the wrong limits.
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.
However,
by owning a foreign
asset the company opens itself up to greater exchange rate
risk, he writes.
Remember though, if you default on a secured loan then the
assets or
asset class you used as a security could be seized
by the creditor in a Court procedure that could also put your company out of business, so there is some element of
risk to consider with
asset - based financing.
By shifting the
risks away from banks and to
asset managers, Gross argues that the
risk of herd behavior that causes a liquidity event in markets has been shifted away from the professional investing class and to a more amateur, less - informed, skittish class of investor: the public.
CASPERSEN told potential investors that the loan was
risk - free, as it was collateralized
by the
assets of Firm - 1.
«In soliciting investments in the Fake Funds, CASPERSEN made the following false representations to investors, among others: in recognition for his prior work with Park Hill Group, CASPERSEN had been offered a «friends and family» investment allocation in a security that was allegedly offered
by a private equity firm; CASPERSEN was personally investing in the security, and offering it to his family and a limited number of friends; the investment was a credit facility secured
by a portfolio of
assets owned
by one of the Legitimate Funds; the investor would receive quarterly interest payments, ranging from 15 to 20 percent; the investment was practically
risk - free, as the loaned funds would remain in a bank account; the investor could withdraw the principal at any time with 90 days» notice; and investor funds should be wired to one of the Fake Fund Accounts.
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.
Although shareholders have yet to approve the deal, the banks would «re-pay shares at a pre-defined value in next few months, avoiding the
risk of uncertain evolution of huge claims
by shareholders and clients,» Maria Paola Toschi, global market strategist at JPMorgan
Asset Management, told CNBC on Tuesday via email.
Russian
assets will likely now be plagued
by higher
risk premiums after a period of long positioning on Russian
risk, according to Tim Ash, senior portfolio strategist at Bluebay
Asset Management.
By opening an account with a discount broker such as Charles Schwab & Co., Inc., you'll not only save money on commissions but you'll also get access to online tools that help you assess your
risk tolerance, set
asset allocation targets, access research reports and track your portfolio's performance.
Gold has traditionally been seen as a «safe haven»
asset by investors — when uncertainty and
risk is high, gold seems like a safe bet.
In 2007 and 2008, we could do the calculations of how much that had to be paid
by whom, and we can see that that wasn't going to happen, and that we were going to have a financial bust... By and large, economically we are at the part of the cycle that is not too hot and not too cold, and assets have the right risk premiums, and so o
by whom, and we can see that that wasn't going to happen, and that we were going to have a financial bust...
By and large, economically we are at the part of the cycle that is not too hot and not too cold, and assets have the right risk premiums, and so o
By and large, economically we are at the part of the cycle that is not too hot and not too cold, and
assets have the right
risk premiums, and so on.
As a result, pension funds have had to go out on the
risk curve, taking more
risk to glean more return
by investing, in part, in
assets that are not as liquid as stocks or bonds.
The firm co-founded
by Blair Effron and Robert Pruzan advised Express Scripts in its sale to Cigna and Thomson Reuters in the $ 17 billion sale of the majority of its financial and
risk assets to Blackstone.
Tier 1
assets are composed of common stock (and also potentially preferred stock) and retained earnings, expressed as a percentage of its total
risk weighted
assets (being total
assets but weighted
by their respective credit
risk).
As always, more return leads to more
risk but
by spreading out your portfolio over a number of different
assets you can continue to decrease your
risk of holding only one type of investment.
After all, when a central bank influences the cost of financing through changes in the policy interest rate, its actions affect the economy
by changing
asset prices, encouraging or discouraging
risk taking, and influencing credit flows.
The notion is that
by pursuing a slightly tighter monetary policy, the central bank would take out insurance against the
risk that the rise in
asset prices is a bubble and that its busting would be disruptive.
By investing in a diverse pool of
assets, it should collectively lower your
risk yet stabilize your returns over the long term.
However, within a given portfolio, an investor can maximize return for a given level of
risk by diversifying among several uncorrelated
asset classes.
Part of this underperformance was due to selling during crashes and buying during booms, part of it had to do with frictional expenses such as brokerage commissions, capital gains taxes, and spreads, and part of it was the result of taking on too much
risk by investing in
assets that weren't understood.
10 The Firm calculates its Tier 1 capital ratio and
risk - weighted
assets in accordance with the capital adequacy standards for financial holding companies adopted
by the Federal Reserve Board.
MPT is supposed to help decrease return
risk by diversifying into many
assets.
But Mnuchin extends that argument about transparency into something more like a rap sheet: take Beijing's money, he warns, and
risk being trapped in a debilitating cycle of debt — something that has led to
asset - stripping
by Chinese practitioners of what the National Defense Strategy calls «predatory economics.»
It is notable that the WLI, which is sensitive to the prices of
risk assets that have been supported
by massive worldwide liquidity injections, has hardly been swayed from its recessionary trajectory.
Again, not all caps, sectors, and regions have prospered at the same time, or to the same degree, so you may be able to reduce portfolio
risk by spreading your
assets across different parts of the stock market.
WASHINGTON (Reuters)- U.S. regulators may ask Congress to pass legislation to improve oversight of virtual currencies like bitcoin amid concerns about the
risks posed
by the emerging
asset class, the head of the Securities and Exchange Commission said on Tuesday.
GLOBAL
RISKS AND OPPORTUNITIES: The World View Hosted
by Zurich Insurance Group Mary Callahan Erdoes, Chief Executive Officer, J.P. Morgan
Asset Management Efrat Peled, Chairman and CEO, Arison Investments Susan Schwab, Former U.S. Trade Representative; Strategic Advisor, Mayer Brown; Professor, School of Public Policy, University of Maryland Isabelle Welton, Chief Human Resources Officer and Regional Chairman of Latin America, Zurich Insurance Group Moderator: Nina Easton, Washington Columnist; Senior Editor; Chair, MPW International and Co-chair, Global Forum, Fortune
Your
assets should be deployed in a way that aims to beat the
risk - free rate of return
by at least 2 - 3X.
The ideal portfolio optimization algorithm perfectly balances trading costs, instruments,
asset classes, factor exposure (but only when needed), strategies, and does it all under constraints imposed
by risk management.
The Tier 1 common ratio equals Tier 1 common capital divided
by risk - weighted
assets.
While investors are often concerned about catastrophic
risks, failing to allocate enough to risky
assets can lead investors to «fail slowly»
by not maintaining pace with inflation or supporting withdrawal rates.
Multi-
asset portfolios can help investors address complex
risk management and investment challenges
by combining three critical disciplines of investment management into a single portfolio: strategic
asset allocation, tactical
asset allocation and manager & strategy research.
The Tier 1 capital ratio equals Tier 1 capital divided
by risk - weighted
assets.
Over a year which has seen large banks halt funding for fossil fuel projects, major institutions divest from oil, gas and coal holdings, and oil companies snap up power and renewables companies in a bid to diversify their
asset base, research published today
by the UK Sustainable Investment and Finance Association (UKSIF) and the Climate Change Collaboration suggests nervousness over climate
risk has shot up in financial circles.
The Fund is subject to substantially the same
risks as those associated with the direct ownership of the securities or other
assets represented
by the exchange - traded products («ETPs») in which the Fund invests.
We remain constructive on
risk assets, but we are also managing portfolios
by incorporating
asset classes that both diversify and carry well within an ETF portfolio construct.
We have benefited from this year's rally in stocks and bonds (our Multi
Asset Risk Strategy ETF Model Portfolio has a Sharpe ratio of over 3 this year — and that's with no leverage), but we are managing our risk by incorporating asset classes such as gold through the iShares Gold Trust (IAU); liquid alternatives through the IQ Hedge Multi-Strategy Tracker ETF (QAI), long - dated Treasuries through the iShares 20 + Year Treasury Bond ETF (TLT)-- each of which diversify our portfolio risk and carry well within an ETF portfolio const
Asset Risk Strategy ETF Model Portfolio has a Sharpe ratio of over 3 this year — and that's with no leverage), but we are managing our risk by incorporating asset classes such as gold through the iShares Gold Trust (IAU); liquid alternatives through the IQ Hedge Multi-Strategy Tracker ETF (QAI), long - dated Treasuries through the iShares 20 + Year Treasury Bond ETF (TLT)-- each of which diversify our portfolio risk and carry well within an ETF portfolio constr
Risk Strategy ETF Model Portfolio has a Sharpe ratio of over 3 this year — and that's with no leverage), but we are managing our
risk by incorporating asset classes such as gold through the iShares Gold Trust (IAU); liquid alternatives through the IQ Hedge Multi-Strategy Tracker ETF (QAI), long - dated Treasuries through the iShares 20 + Year Treasury Bond ETF (TLT)-- each of which diversify our portfolio risk and carry well within an ETF portfolio constr
risk by incorporating
asset classes such as gold through the iShares Gold Trust (IAU); liquid alternatives through the IQ Hedge Multi-Strategy Tracker ETF (QAI), long - dated Treasuries through the iShares 20 + Year Treasury Bond ETF (TLT)-- each of which diversify our portfolio risk and carry well within an ETF portfolio const
asset classes such as gold through the iShares Gold Trust (IAU); liquid alternatives through the IQ Hedge Multi-Strategy Tracker ETF (QAI), long - dated Treasuries through the iShares 20 + Year Treasury Bond ETF (TLT)-- each of which diversify our portfolio
risk and carry well within an ETF portfolio constr
risk and carry well within an ETF portfolio construct.
The recent Basel III pact, an international accord under which central banks across the world — including the U.S. Federal Reserve — agreed to regulatory standards, requires banks to increase their equity funding to at least 7 % of their «
risk - weighted»
assets by 2019.
Yet bitcoin presents a new set of
risks to investors given its limited adoption, a number of massive cybersecurity breaches affecting bitcoin owners and the lack of consistent treatment of the
assets by governments.
You can arrive at a reasonable stocks - bonds mix given your investing time horizon and appetite for
risk — and see how various blends of stocks and bonds have performed in the past —
by completing Vanguard's free
risk tolerance -
asset allocation questionnaire.
Fortunately, though, we can all put ourselves in a good position to head off that
risk, without lengthening the timeline to early retirement,
by making some smart choices with
asset allocation and behavior.
But this masks the reality that equities — and
by extension other
risk assets — still look attractive taking into account that bond yields are likely to stay historically low.
You have to understand that you are increasing your
risk for large losses
by changing your
asset allocation more heavily towards stocks.
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 company's previously disclosed review of strategic alternatives.
On the other hand, real estate can be controlled much easier
by investing correctly in
assets that are under market value with multiple exit strategies that help increase the return on the investment while decreasing the
risk.
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.