Sentences with phrase «risk assets over»

Despite the volatility experienced recently, we remain positive on risk assets over the intermediate - term.

The downgrade comes after a rally in risk assets over the past few weeks driven by the U.K.'s vote to leave the European Union on June 23 and the search for yield amid expectations of easing.

Isn't greater home - ownership the best opportunity for people to escape state dependency and invest in a simple, low - risk asset over a life - time that will allow people who started with nothing to achieve their goal of total financial independence?

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.

Much as advisers cling to the long - term view of portfolio management, there's something to be said from jumping out and in of over - and underperforming asset classes, at least with money you can afford to put at greater risk.

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.

Even if you really mean to say that the $ 29,163 is assuming a 5 % withdrawal rate over 20 years (assuming your assets will stay steady gaining 5 % a year) then there would still be no way to add the additional 2 % into the mix because you can't have money both in the stock market and in the risk free rate at the same time (at least, not the same money)

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.

By investing in a diverse pool of assets, it should collectively lower your risk yet stabilize your returns over the long term.

Each asset class has its own set of risks as well as different gains and losses over time.

Rupert Murdoch's Twenty - First Century Fox Inc, which agreed in December to sell most of its assets to Walt Disney Co for $ 52.4 billion, had previously rejected a bid from Comcast Corp over concerns about the regulatory risks and its stock value, a regulatory filing on Wednesday showed.

The investment risks of each Fidelity Freedom Fund change over time as its asset allocation changes.

It's true that spreading your money over different asset classes reduces your risk.

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 circOver 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 circover climate risk has shot up in financial circles.

In fact, over half of asset managers reported that reputational risks are already negatively impacting oil company valuations, and a further 25 per cent predicted they will impact value in the next two years.

To build a diversified portfolio, an investor generally would select a mix of global stocks and bonds based on his or her individual goals, risk tolerance and investment timeline.2 The chart below highlights how those broad asset classes have moved in different directions over the past 20 years.

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 constAsset 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 constrRisk 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 constrrisk 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 constasset 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 constrrisk and carry well within an ETF portfolio construct.

The investment risks of each Fund change over time as its asset allocation changes.

While risk does shift over time — technology stocks are less volatile than they were back in the late 1990s — most of the time the riskiness of an asset tends to move slowly.

Over the past two decades, the DC system has evolved to manage one aspect of retirement risk, namely the problem of managing asset allocation for individuals as they move throughout their career.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

What about the argument that the equity - risk premium (the premium that investors demand over risk - free assets such as government bonds) has fallen close to zero because of greater economic stability?

Monthly risk parity weights derive from actual daily asset return volatilities and correlations over the past 90 trading days.

However, while the Fed's mandate does not extend to reacting to the vagaries of the currency market or the dynamics affecting other economies, recent US dollar strength and wobbles in risk assets caused by concerns over the state of the Chinese economy can not be entirely ignored.

Retreating slowly from risk is one way to manage today's ecstatic environment, perhaps by lightening up on historically expensive assets and shifting over time into high - quality corporate bonds or shorter - term fixed income vehicles.

But, the degree to which you choose one asset over the other is largely dependent on your risk profile.

«Before Brexit, there was Grexit and the European sovereign debt crisis, Scotland's independence referendum, and the U.S. legislative gridlock over its debt ceiling in 2011, which threatened to, out of whole cloth, create a default in the global benchmark risk - free asset,» Zezas adds.

Before Brexit, there was Grexit and the European sovereign debt crisis, Scotland's independence referendum, and the U.S. legislative gridlock over its debt ceiling in 2011, which threatened to, out of whole cloth, create a default in the global benchmark risk - free asset.

But the roots are global as well and at least one of the roots is financial repression which is the major central bank's policies over the last nine years of recovery to drop interest rates to zero to buy risk assets, to push investors into risk assets and generate a lot of liquidity and credit.

Over time, MFS has been a leading innovator in the asset management industry, including creating one of the first in - house research departments in the mutual fund industry in 1932, launching the first high - yield municipal bond fund and the first global balanced fund, and more recently creating «outcome - oriented» products, such as its line of target - risk, target - date, and other asset allocation strategies.

Now that over $ 5 trillion of sovereign debt (with credit risk rising, not falling) trades with a negative yield, we can fairly overlook bonds as an investible asset class.

As a factual matter, on average, the universe of risk assets has become more expensive over time, and implied future returns have come down.

What are the risks when over $ 200 Trillion in debt can be counted as an asset ONLY if that massive and increasing debt can be rolled -LSB-...]

Instead of going all in on one asset, your portfolio is spread out over a wider terrain, and you have experts cherry picking what they believe will ensure the best returns (as well as the best assets to minimize your exposure to risk if things go south).

Mr. Webb has over 20 years of industry experience and has held a variety of roles in international finance, including global markets, asset servicing, asset management and encompassing, business analysis and risk, product development, operations management, and sales and relationship management.

Either use the asset's historical annual rate of return over a 50 year time period or a risk free rate plus a reasonable premium.

It may be pertinent to mention that the book value of the power plant which is currently estimated at USD 325 million after five (5) years, with a life cycle of around 15 -20 years, will be handed over to the Government as a debt free asset which can be used to leverage and raise financing as a collateral or else the Government may choose to sell the operating asset to any investor who may not like to take any development risk, hence the plant being operational and in its best conditions.

Clearly, such an important asset in the teachers» toolkit to benefit their pupils» cognitive and interpersonal skills can not be hampered by concerns over risk and liability issues, especially when third parties such as the STF exist to provide solid reassurance.

The decision criteria should adopt a whole life value for money approach considering costs, benefits and risks over the life cycle of buildings assets.

If seniors can get over the technology problem, they will find that new publishing processes are really assets in controlling the costs and risks of book publishing.

Perhaps, having control over his assets equals to distributing products across various markets to lessen the risk and reach a wider group of audience.

Although recently rising prices for stocks, high - yield bonds, commodities and other riskier assets would suggest otherwise, investors remain skittish over the still unresolved and quite concerning risks facing financial markets, such as the U.S. presidential election, the potentially prolonged post-Brexit renegotiations, Italian bank solvency and a slowing China.

If you own an asset, and if you reinvest into it over the course of your lifetime, you should be fixated on the risk of whether there will be something leftover for you at the end of your compounding period.

Instead of going all in on one asset, your portfolio is spread out over a wider terrain, and you have experts cherry picking what they believe will ensure the best returns (as well as the best assets to minimize your exposure to risk if things go south).

The weight of each asset class in your portfolio is calculated by our risk management model and automatically adjusted over time, so in the strict sense of the word your portfolio is actively managed.

You should make a point to regularly review and rebalance the asset allocation in your portfolio, as not doing so can lead to distortions in the level of risk taken, which will impact returns over time.

The advantage of getting loan approval without collateral means no assets are put at risk, but the principal benefit is that the financial situation is improved over all.

If it is its own bankruptcy remote Special Purpose Vehicle (SPV — no recourse to a parent company), then there is the risk that the assets in the SPV might not earn the returns necessary over the long haul to pay the interest and redeem the principal.

Money Manager Interview Wall Street Transcript January 2016 Mike Beall and George Smith, Davenport Asset Management, discuss growing capital over time with less risk than the overall market.

AMG Funds represents over 30 independent and autonomous investment managers, and offers more than 100 mutual funds and separately - managed accounts across nearly every asset class and up and down the risk spectrum — from short - term fixed income to private equity, active equity choices to liquid alternative strategies.