Sentences with phrase «risk by charging»

The government reduced the number of mortgages that could be insured, said Laird, and lenders will want to compensate for the added risk by charging consumers a little more.

The lender is compensated for higher risk by charging the borrower a higher interest rate:

Also, because those who obtain no medical exam life insurance coverage are usually not in excellent health, the insurance company may also protect itself from this added risk by charging a higher premium price for the no medical exam coverage.

They are going to offset that risk by charging you premiums that are double what a non-smoker would pay.

If you're a smoker, you're going to pose a much great risk to the insurance company, and they are going to offset that risk by charging you more for life insurance.

Because the company doesn't know what kind of health you're in, they are taking a much greater risk to give you the insurance policy, and they are going to offset that risk by charging you more for the coverage.

If you smoke cigarettes, you're a much higher risk for a variety of different health complications, and the insurance company is going to offset that risk by charging you more every month for your coverage.

Without that medical exam, they are going to offset the unknown risk by charging you higher premiums.

The life insurance company is taking on a bigger risk by not fully evaluating your health and makes up for that extra risk by charging more.

They offset the risk by charging drastically higher premiums.

The insurance company is going to offset the risk by charging higher rates.

Without the medical exam, the insurance company is taking a much great risk to insure you, and they going to offset that risk by charging you higher monthly premiums.

They are going to offset that risk by charging you higher insurance rates.

They are going to offset that risk by charging you higher premiums.

The insurance company is going to offset that additional risk by charging you higher monthly premiums.

The offset any additional risk by charging higher premiums.

If you have any speeding tickets or accidents on your records, then the insurance company is going to offset the risk by charging you higher monthly rates.

That means that tobacco - users are a higher risk to the insurance company, and they are going to offset that risk by charging you higher premiums.

That means that you're going to pose a much greater risk to the insurance company, and they are going to offset that risk by charging you higher premiums.

Without that medical exam, the insurance company is taking all of the risk, and they are going to offset that risk by charging you much higher rates.

Smokers have a much higher risk of suffering from a heart attack or being diagnosed with cancer, and the insurance company is going to offset the risk by charging much higher premiums.

Resultantly, banks deal with this risk by charging high - interest rates.

The lender is compensated for higher risk by charging the borrower a higher interest rate:

They are going to offset this risk by charging your more every month for coverage.

Thus, lenders pass on the risk by charging higher interest rates.

If it looks like it might be difficult to get regular payment from you, it might be that a service provider offsets some of that risk by charging you more up front.

The card company is assuming a risk by issuing the credit, and it mitigates that risk by charging high interest rates.

Children in Lincolnshire could be putting their lives, and the lives of their families, at risk by charging their mobile phones in bed.

This is considered as an alarm and lenders try to offset any potential future risks by charging higher mortgage rates.

They cover those risks by charging higher premiums.

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.

Equity analysts charged with evaluating publicly traded companies can fall victim to herd mentality, and by slapping a «sell» rating on a company or issuing a critical report, an analyst risks getting cut off by management.

Yes, protect the taxpayers by guaranteeing only soundly underwritten mortgages and charging appropriate guarantee fees, and allow for a vibrant and competitive private - label market by carefully defining the conforming box, implementing sensible risk retention rules and setting risk - priced guarantee fees.

While there are credit cards and lending programs designed for individuals with poor credit, these options will typically charge a higher interest rate to compensate for the credit risk posed by a sub-prime borrower.

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.

As a business owner and marketer, you need to lead the charge for your team by making sure you understand any risks with new augmented - reality apps.

an independent agency of the federal government, created in 1933, charged with preserving and promoting public confidence in the U.S. financial system by insuring deposits in banks and thrift institutions up to applicable limits; by identifying, monitoring, and addressing risks to the deposit insurance funds; and by limiting the effect on the economy and the financial system when a bank or thrift institution fails; further information on the FDIC and FDIC coverage may be found at fdic.gov

If Trump does decide to take a risk and lead the charge on an issue that would require tough votes by conservative lawmakers — perhaps on strengthening background checks for gun purchases — it would be a departure for his presidency

[1] The official notice signed by the Beijing city group in charge of overseeing internet finance risks was confirmed to Reuters by a source in the Chinese government.

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.

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.

It also adjusts for risk (defined by modern portfolio theory metrics that look at volatility measures) and accounts for sales charges that can detract from performance figures.

The key issue for investors is to understand that precisely no one is in charge when it comes to the twin systemic risks posed by DB and HNA.

Fund companies employ teams of portfolio managers, analysts, fund accountants, compliance and risk monitoring personnel, and many other individuals who are in charge of managing the investment strategies that are offered by the fund company.

The second charge admitted by the company stated that it failed to ensure members of the public were not exposed to risks to their safety arising out of the driving of public service vehicles by Chander.

I will risk the charge of special pleading by saying that my friend Don Briel is one of the true heroes of Catholic higher education in my lifetime.

As reported by The Sun earlier this week, the Spanish defender was said to be at risk of facing an FA charge for posting the video, one that he doesn't own the copyright to.

If they were able to attract 50 % of the money on each side, they could mitigate their risk and collect the juice — i.e. the money charged by sportsbooks to place a bet.

Its right that AW was praised for at least the first 16 years in charged he has achieved wonders but I find that his lacking a bit lately and putting his personal goals ahead of the Club by taking huge risks trying to prove his critics wrong by not buying

Available free of charge on MomsTEAM's new SmartTeams concussion website, the #TeamUp4ConcussionSafetyTM program, developed by MomsTEAM Institute as part of its SmartTeams Play SafeTM initiative with a Mind Matters Educational Challenge Grant from the National Collegiate Athletic Association and Department of Defense, is designed to do just that: to increase reporting by athletes of concussion symptoms by engaging coaches, athletes, parents, and health care providers in a season - long, indeed career - long program which emphasizes that immediate reporting of concussion symptoms - not just by athletes themselves but by their teammate «buddies» - not only reduces the risk the athlete will suffer a more serious brain injury - or, in rare cases, even death - but is actually helps the team's chances of winning, not just in that game, but, by giving athletes the best chance to return as quickly as possible from concussion, the rest of the season, and by teaching that honest reporting is a valued team behavior and a hallmark of a good teammate.