Red Flags Sample Clauses

Red Flags. A. Notwithstanding any other potential Red Flags that the Settling Pharmacy may identify in its CSCP Policies and Procedures, the Settling Pharmacy shall identify in its CSCP Policies and Procedures the following potential “Patient Red Flags”: 1. A Patient seeks to fill a Designated Controlled Substance prescription more than three days prior to the contemplated exhaustion date of an earlier prescription of the same Designated Controlled Substance; 2. A Patient seeks to fill Designated Controlled Substance prescriptions from more than four Prescribers, from separate practices, in a given 6-month period;

Red Flags. To the extent applicable, Co-Brand Partner shall establish and maintain reasonable policies and procedures designed to detect, prevent and mitigate the risk of identity theft relating to Consumers, including but not limited to policies and procedures to detect patterns, practices, or specific activities that indicate the possible existence of identity theft, and shall ensure that any services are conducted in accordance with such policies and procedures. At present, the Parties agree that such policies and procedures are not currently applicable, but if the Parties agree that a subsequent change in program triggers such requirement, then, upon request by Co-Brand Partner, FNBO will provide suggestions to Co-Brand Partner related to such policies and procedures. If requested by FNBO, Co-Brand Partner shall promptly notify FNBO of any such patterns, practices, or specific activities that indicate the possible existence of identity theft and reasonably cooperate in FNBO’s investigation of such matter

Red Flags. Calix Representatives should be aware of certain “Red Flags,” which may indicate a questionable transaction with an agent or consultant, such as: 4.3.1 requests for unusual payments or financial arrangements, such as: payments to a numbered bank account; payments to accounts in countries other than where the agent or consultant is located or the business is to be performed; or cash payments. 4.3.2 unusually high commission rates or seemingly inflated invoices; 4.3.3 a history of or reputation for corruption in the country; 4.3.4 a lack of transparency in expense and accounting records; or 4.3.5 a close relationship between the agent or consultant and the foreign government or contracting individual.

Red Flags. Neither Applicant Manager nor any of its principals has been or is subject to any: (i) criminal conviction (excluding traffic misdemeanors or ▇▇▇▇▇ offenses); (ii) bankruptcy filings; (iii) Internal Revenue Service liens; (iv) federal or state regulatory administrative or enforcement proceedings relating to fraud; or (v) restraining order, decree, injunction or judgment in any proceeding or lawsuit alleging fraud or deceptive practices. Applicant Manager will inform On Deck in writing if Applicant Manager or any of its principals has been or becomes subject to any such event.

Red Flags. Red flags relating to corporate DPAs have been spotted by highly trained legal experts across the board—in academia, Congress, the judiciary, and private practice. This includes Professor ▇▇▇▇ ▇▇▇▇▇▇’▇ warning regarding a prosecutor’s excessive control over the DPA process (“the deeper problem lies in the danger that power corrupts and that prosecutors are starting to possess something close to absolute power”);47 Professor ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇’▇ statement that DPA agreements can “turn[] the prosecutor into judge and jury, thus undermining our principles of separation of powers”; 48 Congressman ▇▇▇▇ ▇▇▇▇▇▇▇▇, ▇▇.’s similar warning that DPAs give prosecutors “unmitigated power to be the judge, the jury and the sentencer”;49 and Judge ▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇’▇ comment (in her concurring opinion in HSBC Bank) that through DPAs, “the prosecution exercises the core judicial functions of adjudicating guilt and imposing sentence with no meaningful oversight from

Red Flags. The proposal… • Does not include a capacity development and performance improvement approach that aims to improve the delivery of products or services that an organization produces. • Describes only development of program-related capacities, not capacities related to broader organizational strengthening and sustainability, such as strategic planning and business development (see Capacity Development section). • Lacks adequate budget to support a robust capacity development plan, financial audits of local partners, and property acquisition and transfer to local partners. • Does not budget an overhead rate for local partners. • Has no host country nationals in Key Personnel positions, or a plan to transition key personnel positions to local staff. • Lists popular buzzwords rather than a coherent description of the process or approach for aligning resources and developing capacity in preparation for a transition to a local partner.

Red Flags. Whenever the Services are to include SS&C having unencrypted or readable personal information that contains consumer information, SS&C will have policies and procedures in order to detect, report, and remedy patterns, practices, or other specific activity that indicates the possible existence of identity theft (“Red Flags”) and will either report the Red Flags to the Fund or take appropriate steps to prevent or mitigate identity theft.

Red Flags. To the extent that Subagent provides services in connection with a “covered account” (as such term is defined in 16 CFR 681.2), it shall develop policies and procedures to detect relevant “red flags” (as such term is defined in 16 CFR 681.2) that may arise in the performance of Subagent’s activities. ▇▇▇▇▇▇▇▇ agrees to report any red flags to Company and to take appropriate steps to prevent or mitigate identity theft.

Red Flags. The following is a listing of potential red flags in various situations: