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”:
Red Flags. Neither Applicant Manager nor any of its principals has been or is subject to any: (i) criminal conviction (excluding traffic misdemeanors or xxxxx 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. Contractor shall be responsible for implementation of an Identity Theft Monitoring Policy and Procedure to protect individuals’ information that may be breached by the Contractor under applicable Federal Trade Commission Regulations Red Flag Rules.
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:
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. Xxxxxxxx agrees to report any red flags to Company and to take appropriate steps to prevent or mitigate identity theft.
Red Flags. Each Party acknowledges the applicability of the Fair and Accurate Credit Transactions Act of 2003 (“FACT Act”) to the extent that accounts under any Program that are considered “covered” by the Red Flag Guidelines of the FACT Act (the “Red Flags”). To the extent applicable, Marketer agrees to cooperate fully with CBKC in implementation and maintenance of an appropriate program with respect to covered accounts (the “Red Flags Program”). Any Red Flags Program of Marketer is subject to the prior written approval of CBKC, which may not be unreasonably withheld or revoked. CBKC may require Marketer to modify Marketer’s Red Flags Program to ensure compliance with Applicable Law, and Marketer will do so promptly. Upon CBKC’s reasonable request, Marketer will provide to CBKC a copy of Marketer’s Red Flags Program.
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. The following is a listing of potential red flags in various situations:
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 Xxxx Xxxxxx’x 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 Xxxxxxx Xxxxxxx’x statement that DPA agreements can “turn[] the prosecutor into judge and jury, thus undermining our principles of separation of powers”; 48 Congressman Xxxx Xxxxxxxx, Xx.’s similar warning that DPAs give prosecutors “unmitigated power to be the judge, the jury and the sentencer”;49 and Judge Xxxxxxxx Xxxxxx’x 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
