Search results “Basel corporate governance principles”
Prudential regulations of banking corporate governance G and O under Basel 3
in this video sir hassan tariq will told you about prudential regulations. for more videos please subscribe our channel. thanks and best regards.
Basel Committee on Banking Supervision
The Basel Committee on Banking Supervision (BCBS) is a committee of banking supervisory authorities that was established by the central bank governors of the Group of Ten countries in 1974. It provides a forum for regular cooperation on banking supervisory matters. Its objective is to enhance understanding of key supervisory issues and improve the quality of banking supervision worldwide. The Committee also frames guidelines and standards in different areas - some of the better known among them are the international standards on capital adequacy, the Core Principles for Effective Banking Supervision and the Concordat on cross-border banking supervision. The Committee's members come from Argentina, Australia, Belgium, Brazil, Canada, China, France, Germany, Hong Kong SAR, India, Indonesia, Italy, Japan, Korea, Luxembourg, Mexico, the Netherlands, Russia, Saudi Arabia, Singapore, South Africa, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The Committee's Secretariat is located at the Bank for International Settlements (BIS) in Basel, Switzerland. However, the BIS and the Basel Committee remain two distinct entities. This video is targeted to blind users. Attribution: Article text available under CC-BY-SA Creative Commons image source in video
Views: 8617 Audiopedia
The King IV Report on Corporate Governance
King IV is the fourth report by the King Commission that sets out the philosophy, principles, practices and outcomes which ultimately set the standard for Corporate Governance in South Africa.
Views: 2688 RSM South Africa
Cross-border Corporate Governance in the Banking Context
Marco Bodellini, Associate Lecturer in Banking and Financial Law at Queen Mary University of London. / For the premium version, please visit http://www.era.int/?128248&en Benefits of the premium version: - Interactive features - Certificate to earn CPD points - Offline versions (Video, Audio, PDF) - Quiz Topic: Marco Bodellini discusses the link between good corporate governance in the banking context and successful risk management. He analyses the recent Greek and Italian cases of legislative intervention in this area and questions whether the new corporate governance tools for risk control will be adequate for the task at hand.
Views: 152 European Law
Corporate Governance and Risk Management
Training on Corporate Governance and Risk Management by Vamsidhar Ambatipudi
Views: 2118 Vamsidhar Ambatipudi
Risk Management, Governance, Culture and Risk Taking in Banks
Training on Risk Management, Governance, Culture and Risk Taking in Banks by Vamsidhar Ambatipudi
Views: 1120 Vamsidhar Ambatipudi
Principles for Effective Risk Data Aggregation and Risk Reporting (FRM P1 – Book 1 – Chapter 13)
AnalystPrep's FRM Part 1 Video Series For FRM Part 1 Study Notes, Practice Questions, and Mock Exams Register an Account at https://analystprep.com/frm/ *AnalystPrep is an Official GARP-Approved Exam Preparation Provider* The written summary can be found here: https://analystprep.com/study-notes/frm/part-1/foundations-of-risk-management/effective-risk-data-aggregation/ After completing this reading, you should be able to: - Explain the potential benefits of having effective risk data aggregation and reporting. - Describe key governance principles related to risk data aggregation and risk reporting practices. - Identify the data architecture and IT infrastructure features that can contribute to effective risk data aggregation and risk reporting practices. - Describe characteristics of a strong risk data aggregation capability and demonstrate how these characteristics interact with one another. - Describe the characteristics of effective risk reporting practices.
Views: 199 AnalystPrep
Institutional Investors in Corporate Governance: Heroes Or V
Pt 2 Panel II Hedge Fund Activism, Voting Gambits, and Tender Offers- Edward B. Rock, Saul A. Fox Distinguished Professor of Business Law, University of Pennsylvania Law School- Prof. Onnig Dombalagian, Tulane University Law School- George W. Dent, Jr., Schott-van den Eynden Professor, Case Western Reserve UniversitySchool of Law
Views: 873 UChannel
How to Manage Strategic & Reputation Risk in Turbulent Times
Companies, regardless of size and operational scope, continuously face risks of various magnitudes. This webinar provided insights on how companies can manage and understand the key risks in order to achieve competitive advantage. In addition, it provided insights on how to build a strong and distinguished brand and customer experience. Main points covered: • In an increasingly turbulent world, learn what a strategic risk is, why it matters and how your organization can treat it • Understand reputation risk as a key transversal strategic risk that amplifies and accelerates your underlying (and maybe dormant) ESG risks • Gain insights from recent cases of strategic risk failures, including cyber-reputation risk and leadership and culture risk • Understand how you can build strategic risk resilience and transform your organization's risk into value Presenter: Andrea Bonime-Blanc is the founder and CEO of GEC Risk Advisory, and a global governance, risk and ethics strategist to non-profit, for-profit and governmental sectors worldwide. In 2014 and 2015, the Ethisphere Institute recognized her among the 100 Most Influential People in Business Ethics. She was listed among the “Top 100 Thought Leaders in Trustworthy Business Behavior” by Trust Across America in 2014. She has also published widely on a variety of risk related topics and is the author of “The Reputation Risk Handbook: Surviving and Thriving in the Age of Hyper-Transparency” (2014) and of “The Conference Board’s Emerging Practices in Cyber-Risk Governance” (2015). Organizer: Endrita Muhaxheri Date: July 19, 2017 Slides of the webinar: https://www.slideshare.net/PECBCERTIFICATION/how-to-manage-strategic-reputation-risk-in-turbulent-times ------------------------------------------------------------------------------- Find out more about ISO 31000 Risk Management standard: Trainings: https://pecb.com/iso-31000-training-courses Webinars: https://pecb.com/webinars Article: https://pecb.com/article/fundamentals-of-managing-risks Whitepaper: https://pecb.com/whitepaper/iso-31000-risk-management--principles-and-guidelines ------------------------------------------------------------------------------- For more information about PECB: Website: https://pecb.com/ LinkedIn: https://www.linkedin.com/company/pecb/ Google +: https://plus.google.com/+PECBGroup Facebook: https://www.facebook.com/PECBInternational/ Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Views: 555 PECB
Operations Risk Data and Governance
Training on Operations Risk Data and Governance by Vamsidhar Ambatipudi
ESMS: An opportunity for Banks (1/5)
Discover an essential tool for banks: the Environmental and Social Risk Management System (ESMS) https://www.sunref.org/en/
Risk management in banks
For more information : https://www.educba.com/risk-management-in-banks/ In this VIdeo how risk management in banks is an important concept, what type of risks banks faces and how they curb it through risk management model is described
Views: 86633 eduCBA
Corporate Governance and the Dodd Frank Act
http://thebusinessprofessor.com/corporate-governance-and-the-dodd-frank-act/ Corporate Governance and the Dodd Frank Act
Corporate governance
Corporate governance broadly refers to the mechanisms, processes and relations by which corporations are controlled and directed. Governance structures identify the distribution of rights and responsibilities among different participants in the corporation (such as the board of directors, managers, shareholders, creditors, auditors, regulators, and other stakeholders) and includes the rules and procedures for making decisions in corporate affairs. Corporate governance includes the processes through which corporations' objectives are set and pursued in the context of the social, regulatory and market environment. Governance mechanisms include monitoring the actions, policies and decisions of corporations and their agents. Corporate governance practices are affected by attempts to align the interests of stakeholders. There has been renewed interest in the corporate governance practices of modern corporations, particularly in relation to accountability, since the high-profile collapses of a number of large corporations during 2001–2002, most of which involved accounting fraud; and then again after the recent financial crisis in 2008. Corporate scandals of various forms have maintained public and political interest in the regulation of corporate governance. In the U.S., these include Enron and MCI Inc. (formerly WorldCom). Their demise is associated with the U.S. federal government passing the Sarbanes-Oxley Act in 2002, intending to restore public confidence in corporate governance. Comparable failures in Australia (HIH, One.Tel) are associated with the eventual passage of the CLERP 9 reforms. Similar corporate failures in other countries stimulated increased regulatory interest (e.g., Parmalat in Italy). This video is targeted to blind users. Attribution: Article text available under CC-BY-SA Creative Commons image source in video
Views: 10573 Audiopedia
Principles for Sound Stress Testing Practices and Supervision
Training on Principles for Sound Stress Testing Practices and Supervision by Vamsidhar Ambatipudi
Stress Testing and other risk management tools
Training on Stress Testing and other risk management tools by Vamsidhar Ambatipudi
Views: 3121 Vamsidhar Ambatipudi
Corporate Governance of Investment Firms and Remuneration Requirements in MiFID II
e-presentation by Dr Rik Mellenbergh This e-presentation was recorded at ERA’s conference “MiFID II: Latest Developments for Practice”. The presentation provides a practical overview of the relevant rules on corporate governance in MiFID II and how they relate to corporate governance in general. In addition, it deals with the remuneration requirements that apply considering also the rules in the Capital Requirements Directive IV (CRD IV). --- For the premium version of this e-presentation go to: https://www.era.int/?126101&en
Views: 247 European Law
The corporate board's role in developing a company's risk profile and crisis management policy
Learn more at PwC.com - http://pwc.to/15TitkB Mary Ann Cloyd, PwC Center for Board Governance Leader, speaks with David M. Thomas, independent director, about how corporate boards can anticipate and respond to risk and crisis management.
Views: 438 PwC US
Good practice guide to setting inputs for operational risk models.  21 March 2016
Sessional research meeting, London, 21 March 2016 Download the paper: https://www.actuaries.org.uk/documents/good-practice-guide-setting-inputs-operational-risk-models Abstract: This paper seeks to establish good practice in setting in inputs for operational risk models for banks, insurers and other financial services firms. It reviews Basel, Solvency II and other regulatory requirements as well as publicly available literature on operational risk modelling. It recommends a combination of historic loss data and scenario analysis for modelling of individual risks, setting out issues with these data and outlining good practice for loss data collection and scenario analysis. It recommends the use of expert judgement for setting correlations, and addresses information requirements for risk mitigation allowances and capital allocation, before briefly covering Bayesian Network methods for modelling operational risks. Keywords: Internal loss data, External loss data, Scenario analysis, Business environment and internal control factors (BEICFs), Correlations.
Components of Internal Control
Please like our Facebook page at https://www.facebook.com/rutgersweb To watch the entire video, go to https://www.youtube.com/watch?v=Q2nvo9t2GjQ Course Summary: Introduction to the principles and concepts of the audit as an attestation service offered by the accounting profession. Primary emphasis is placed on Generally Accepted Auditing Standards, the role of the CPA/auditor in evidence collection, analytical review procedures and reporting, the CPA/auditor's ethical and legal responsibilities, the role of the Securities and Exchange Commission as well as other constituencies. Audit testing, including statistical sampling, internal control issues, and audit programs are discussed. -- Description: Red flags that should alert an auditor to potential fraud include missing documents, alterations on documents, photocopied documents, second endorsements on checks, unusual endorsements, old outstanding checks, unexplained adjustments to accounts receivable and inventory balances, unusual patterns in deposits in transit, general ledgers that do not balance, cash shortages and overages, excessive voids and credit memos, customer complains, common names or addresses for refunds, increased past due receivables, inventory shortages, increased scrap, duplicate payments, employees that cannot be found, dormant accounts that have become active. Auditors must always presume that improper revenue recognition is a fraud risk. Auditors must identify risks of management override of controls, examine journal entries and other adjustments, review accounting estimates for biases, and evaluate business rationale for significant unusual transactions. Auditors must change the overall conduct of the audit to respond to identified fraud risks (i.e. assigning more experienced personnel to the audit or even a fraud specialist). They should design and perform audit procedures to address identified risks. Appropriate audit procedures used to address specific fraud risks depend on the account being audited and type of fraud risk identified. Further red flags to auditors include discrepancies in the accounting records, conflicting or missing evidential matter, problematic or unusual relationships between the auditor and management, results from substantive of final review stage analytical procedures, and vague, implausible or inconsistent responses to inquiries. Evidence that fraud may exist MUST be communicated to the appropriate level of management. Sarbanes Oxley states that significant deficiencies must be communicated to those charged with governance. Any fraud committed by management (no matter how small) is material. It is important to have a culture of honesty and high ethics (i.e. management "setting the tone at the top). Management must create a positive workplace environment, hire and promote appropriate employees, provide adequate training, and require employees to periodically confirm their responsibilities for complying with the code of conduct. Management has the responsibilities to evaluate risks of fraud, having to identify and measure fraud risks, and design and implement controls to mitigate fraud risks. For high fraud risk areas, management should periodically evaluate whether appropriate antifraud programs and controls have been implemented and operating effectively. Auditors are required to be skeptical (professional skepticism). Auditors should not dismiss information that may be important to an audit. This information may include observations about employee behavior that might indicate a willingness to participate in fraud. Internal control is a management process involving the people of the organization (the responsibility lies with management and the board of directors). Internal controls are designed to provide reasonable assurance regarding the safeguarding of assets, ensuring financial statement reliability, promoting operational efficiency, and encouraging compliance with management's directives. To receive additional updates regarding our library please subscribe to our mailing list using the following link: http://rbx.business.rutgers.edu/subscribe.html
Views: 21811 Rutgers Accounting Web
KPMG Financial Services Enterprise Risk Management Framework
See how KPMG assists financial institutions in the US using its proprietary Enterprise Risk Management Framework.
Views: 5364 KPMG US
The Connected Data Revolution in Credit Risk Management
Nav Mathur & Nir Avrahamov, Neo4j
Views: 380 Neo4j
Modern Day Governance & Risk Management
Oracle's presentation at CFP's Risk Americas 2014. For more upcoming presentations on Risk Management please visit: -New Generation Operational Risk: Americas http://www.cfp-events.com/opriskusa - 3rd Annual Stress Testing Europe 2015. http://stress-testing-europe.com -2nd Annual Quant Risk Americas 2015 http://www.cfp-events.com/quantusa - 3rd Annual Stress Testing USA 2015. http://www.stress-testing-usa.com See all CFP Initiatives here: http://www.cfp-events.com/index.php/events
FRM part1 Financial Disasters in Foundations of Risk Management
FRM Part 1 training at pacegurus by Vamsidhar Ambatipudi on Foundations of Risk Management. For details call +91 9848012123
Views: 3311 Vamsidhar Ambatipudi
G30 - Banking Conduct and Culture, A Permanent Mindset Change
Ten years after the global financial crisis, trust in banks remains low. The industry has continued to be dogged by failures of corporate culture, conduct, and governance. Fundamentally, getting culture and conduct right is not merely a supervisory requirement. Rather, it needs to become a permanent, fundamental, and integral part of how business is invariably done. The Group of Thirty’s (G30) report on Conduct and Culture in Banking seeks to push finance to reform its culture. But can it do so? This panel attempts to answer this question. Panelists: Elizabeth St-Onge - Partner Oliver Wyman Nick LePan - Corporate Director and Member of the Board, CIBC Former Superintendent of Financial Institutions, Canada Stuart Mackintosh - Group of Thirty William Rhodes - President and CEO, William R. Rhodes Global Advisors, Former Chairman and CEO, Citibank Moderated by Brendan Greeley of the Financial Times Introduction by Mark Blyth For a pdf of the Group of Thirty report on Banking Conduct and Culture please click here: https://watson.brown.edu/rhodes/files/rhodes/imce/events/2019/G30_Culture2018.pdf
New Director Education Series: Risk Management Examinations
The FDIC's New Director Education Series provides new bank directors with information to prepare them for their important fiduciary role. The first three videos in this series address the roles and responsibilities of a director told from a seasoned community bank director's point of view. The remaining three videos provide information about the FDIC's Risk Management and Compliance Examination Processes, as told from an experienced FDIC bank examiner's point of view. This video provides an overview of the six areas assessed during a Risk Management Examination. These components are known by the acronym CAMELS, which includes (C)apital, (A)sset Quality, (M)anagement, (E)arnings, (L)iquidity, and (S)ensitivity to Market Risk. The examiner discusses how each of the CAMELS components is assessed and the use of a numeric rating system to convey the condition of the bank.
Views: 9164 FDICchannel
CS Professional || Ethics || Governance in BANK, INSURANCE & PSUs Lec 2 Video 1
CS Prof GOVERNANCE IN BANK, INSURANCE & PSUs 1) CS Professional Video Lectures 2) Governance in BANK, INSURANCE & PSUs Video Lectures 3) Ethics, Governance & Sustainability Video lectures 4) Corporate Governance CS Professional 5) BANK AND INSURANCE 6) corporate governance law notes 7) corporate governance law 8) CS Prof Ethics BANK AND INSURANCE 9) bank and simple interest We provide these classes in an online and offline mode like Pendrive, Download Link, SD Card. VIDEO LECTURES with BOOKS APPLE JUICE NOTES & FLOW CHARTS STUDY – Whereever, Whenever SAVE – Time, Money STUDY @ HOME To know more about my Video Lectures & Books – CALL – 011-45038585 / 09873149995 or [email protected] or VISIT & SUBSCRIBE MY YOUTUBE CHANNEL :- https://www.youtube.com/user/bhupeshanand FOLLOW US ON :- #FACEBOOK: https://www.facebook.com/bhupesh.anand #INSTAGRAM: https://www.instagram.com/bhupeshananadclasses/ #TWITTER: https://twitter.com/bhupeshanandcla #LINKEDIN: https://www.linkedin.com/in/ca-bhupesh-anand-classes-698315168/ #TELEGRAM GROUPS: - CS Group - https://bit.ly/2Gdzz8t CFA® Level 1 Group – https://bit.ly/2QrS11I CA Group – https://bit.ly/2Bi0DOd CMA Group - https://bit.ly/2ULgPjE #AMAZON - https://amzn.to/2LhWTRk #FLIPKART - https://bit.ly/2ryL4No
The Integration of Enterprise Risk Management (ERM) and Enterprise Performance Management (EPM)
This webinar describes how enterprise risk management (ERM) is now being integrated with various enterprise performance management (EPM) methods. Subscribe to The Great IT Professional to access over 1000+ hours of on demand, PDU approved webinars: http://www.greatpro.org/subscribe Free membership gives you access to over 150 live, PDU approved, educational broadcasts throughout the year at http://www.greatpro.org/webinars Premium membership gives you unlimited access -- for a period of one whole year -- to over 1000+ hours of archived PDU approved recordings at http://www.greatpro.org/library ABOUT THE PRESENTER: Gary Cokins is an internationally recognized expert, speaker, and author in advanced cost management and performance improvement systems. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at www.garycokins.com . Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA from Northwestern University’s Kellogg School of Management in 1974. Gary began his career as a strategic planner with FMC’s Link-Belt Division and then served as Financial Controller and Operations Manager. In 1981 Gary began his management consulting career first with Deloitte Consulting. Then KPMG (1988), where he was trained on ABC by Harvard Business School Professors Robert S. Kaplan and Robin Cooper, and in 1992 Gary headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until recently Gary was in business development with SAS, a leading provider of enterprise performance management and business analytics and intelligence software.
Financial Risk Management FRM Part 1 Foundation of Risk Management Lecture Classifications of Risk
Financial Risk Management FRM Part 1 Foundation of Risk Management Lecture Classifications of Risk defining risk, identifying the classifications of risks and explaining the role played by risk in value creation. Learn more about Financial Risk Management at http://www.bionicturtle.com. The Bionic Turtle program is the most effective and affordable preparation aid for the Financial Risk Manager (FRM) exam.
Views: 11439 Bionic Turtle
FRM part1 Principles for effective data aggregation and risk reporting
FRM Part 1 training at pacegurus by Vamsidhar Ambatipudi on Foundations of Risk Management. For details call +91 9848012123
Finextra interviews Thomson Reuters: Are you ready to implement Basel's BCBS239?
In this interview, Marion Leslie, Managing Director of Pricing and Reference Services at Thomson Reuters outlined BCBS 239 requirements, challenges and discussed how banks can benefit from compliance. For all your fintech-related news, please visit https://www.finextra.com.
Views: 101 Finextra Research
Banking Ombudsman
An educational video on the institution of Ombudsman in India
Views: 34516 Ns Toor
Operational Risk Supervisory Guidelines for the Advanced Measurement Approaches
Training on Operational Risk Supervisory Guidelines for the Advanced Measurement Approaches by Vamsidhar Ambatipudi
Risk Management in Banking and Financial Markets | IIMBx on edX
Enroll now! https://www.edx.org/professional-certificate/iimbx-risk-management-in-banking-and-financial-markets Learn the theories and practices that govern the complex and dynamic world of risk management in banking and financial markets.
Views: 1401 edX
GARP Code of Conduct
Training on GARP Code of Conduct by Vamsidhar Ambatipudi
Risk Management Speaker: wild cards, uncertainty, agile leadership, growth opportunities, strategy
http://www.globalchange.com High impact unlikely events. Impact on future business strategy. Leadership and change management. Managing uncertainty and rapid change. Risk management in supply chains, suppliers, retail and consumer changes, political events, disaster recovery, banks, banking and financial services, reputational risk management, corporate risk, fraud risk, uninsured claims, loss of intellectual capital, theft, climate change risks. Currency risks and hedging risks, oil price hedge, commodity price rises, bankruptcy of key suppliers. Loss of key leaders - risks to leadership teams. Risks of new government laws and industry regulations. Patent infringements and piracy risks. Insuring risk and risk management in business. Contingency planning. Agile Leadership styles and decisions, faster Web marketing. Online sales. Impatient consumers and consumer choices. Rapid innovation. Conference keynote speaker and Futurist Dr Patrick Dixon.
Promoting & Measuring Bank Culture Reform
Thomson Reuters hosted a Newsmaker Event on May 3rd, 2016. We sat down with Dave Curran, global director of Risk & Compliance with Thomson Reuters, and Henry Engler, editor of North American Regulatory Intelligence, for a special “after-the-show” interview and discussed the ongoing process of evaluating and adapting to impacts of regulatory changes, reap the benefits from bank culture reform, and more. For more on Thomson Reuters Regulatory Change Management, visit http://tmsnrt.rs/1TVJDzR.
Nepal Bank CEO reports (very important for bank exams)
Please subscribe, like, comment and share this video. All information for banking preparation are available here in nepali. This video is related to customer relationship and nepal bank history in nepali for banking exam of Nepal Rastra bank, NBL, RBB, ADBL and other banks.
Views: 651 Gyan Darshan
E2. Conduct training for senior management and the Board
Tone at the top is very important for risk culture development. Executives and Board members play a vital role in driving the risk management agenda. Nowadays many executives and Board members have a basic understanding of risk management. Auditors, risk management professional associations and regulators have been quite influential in shaping the Board’s perception of risk management. Unfortunately, not all the messages communicated by the auditors and regulators are sound and some are downright wrong. For example, one of the government agencies in Russia published a guidance document that encourages companies to have a standalone risk management process and in many ways contradict the core principles of ISO31000:2018. Despite our best effort to block the document, it was approved by the government and now most government owned corporations in Russia have to create two parallel risk management frameworks, one for the regulator and one for the decision makers. It is important for the risk manager to take the lead on forming the Boards and senior managements view on risk management by providing risk awareness sessions and relevant information. Here are some of the most important messages risk managers need to include in their communication with the Board: • Decision quality and how people make decisions under uncertainty; • Positioning risk management as a tool to help management make decisions; • Risk management should be an integral part of existing business processes and regular management reporting, not a standalone quarterly or annual activity; • Risk management is not about avoiding or minimising risks, it’s about making informed decisions. It may be appropriate to bring in an independent advisor to conduct risk awareness training for the Boards and senior management to reinforce the messages shared by the risk managers internally. Download the full book for free: https://www.researchgate.net/publication/323254437_GUIDE_TO_EFFECTIVE_RISK_MANAGEMENT_30 Buy audiobook https://riskacademy.blog/product/audio-risk-management-book/ Buy Udemy course: https://www.udemy.com/course/1687492/ Other useful videos: • https://www.youtube.com/watch?v=UBXw0cEPpws • https://www.youtube.com/watch?v=8zrR8U0fpEA • https://www.youtube.com/watch?v=AOGrobGzeaQ At RISK-ACADEMY we have compiled free videos of lectures, seminars and interviews with Russian risk managers, as well as free templates and examples of the tools required for the implementation of elements of risk management in the organization of small and medium-sized businesses. OFFICIAL BLOG: www.riskacademy.wordpress.com -~-~~-~~~-~~-~- Please watch to find out more about risk management webinars we run every week: "RISK ACADEMY free webinars" https://www.youtube.com/watch?v=XRcvY7D_YQ0 -~-~~-~~~-~~-~-
Audit Committee
Audit Committee
Views: 12 William Hayden
OSFI posts capital framework principles
OSFI lists 14 principles to aid in guiding a new capital framework for Canadian P&C insurers
Views: 152 ILStv.com
GFS TV: Special on CRD IV - 'The Liquidity Debate'
Leading policymakers in Europe have expressed concerns over the design of new liquidity ratios for banks to be introduced under Basel III recommendations, saying the current definitions encourage an over-reliance on sovereign debt. Speaking to GFS TV, rapporteur for CRD IV Othmar Karas MEP says he does not agree with concentrating liquidity into certain asset classes and says diversification and "partial flexibility" must be ensured in the design of the ratios. He says: "Excessive concentration into one particular asset class including Government debts has to be discouraged." Economic and Monetary Affairs Committee chair Sharon Bowles MEP says she is not sure there is enough sovereign debt to go round and says: "it's all very much eggs in one basket which worries me". Bowles says she is concerned about the definition of high quality liquid assets as it stands saying "there are big problems here". European Banking Federation secretary general Guido Ravoet says that if other financial assets are less recognised as liquid assets, there is a real risk of too high concentration of sovereign debt within banks. Ravoet says: "As a matter of principle, banks want to have a diversity of issuers and instruments with regard to their liquidity management and we think this should be taken into account by the policymakers." He would like to see gold and other precious metals considered as liquid assets in the calculation of the liquidity ratios. He adds: "We think also that liquidity of equities in general could be better recognised. And also even the bonds of financial institutions they are less recognised than bonds of other corporates of the same quality which is a strange thing." For more, go to: http://www.gfsnews.com/article/1158/1/MEPs_say_liquidity_definitions_risk_over_reliance_on_govt_debt
Views: 617 GFSNEWS
Canadian Banks: Regulatory outlook
PwC partners discuss regulatory changes and how they are placing pressures, such as rising operational costs, on banks.
Views: 511 PwCCanada
First Principles' Dachille Discusses Banking Regulation: Video
Jan. 27 (Bloomberg) -- Doug Dachille, chief executive officer of First Principles Capital Management LLC, talks with Bloomberg's Pimm Fox about the outlook for banking regulation. (Source: Bloomberg)
Views: 108 Bloomberg
World Seminar: Strategy, Risk, Negotiation & Leadership Applying Harvard University Global System™
2010 World Seminars Advanced Hands-On Workshops Integrating Strategy, Risk, Principled Negotiation & Leadership by Alain Paul Martin, Chief Architect Harvard University Global System™ Author - Harnessing The Power of Intelligence and Surprise Events - The Critical Success Factors of Exemplary Leaders - New-Paradigm Incubation Roadmap: A Conceptual Framework for Changing Mindsets on Complex Issues and Important Projects - Bringing Time to Life - Think Proactive: New Insights into Decision-Making - What Is Policy? Strategic and Operational Policies and Good Governance Seminar Link: www.executive.org/seminars/strategy.asp Speaker: www.eharvard.org/martin 2010-2011 Workshop Objectives This intensive workshop provides you with the skills, competencies, and proven tools to lead teams, build allies, negotiate important deals, manage risk, maintain peak performance over the long term, and orchestrate complex change under tight deadlines and shifting priorities. The specific objectives of the course are to: 1. Learn proven tools to understand the players - their perceptions, hidden agendas and underlying interests; 2. Apply new business intelligence tools; 3. Scan for emerging issues and uncover emerging opportunities and threats; 4. Assess the interest and degrees of freedom of each party before contemplating a strategy; 5. earn to build a balanced portfolio of 5 types of mission-critical goals that are essential regardless of your vision; 6. Practice strategy formulation; 7. Identify threats and hazards; 8. Assess, characterize, and communicate risk; 9. Mitigate risk and secure reasonable contingencies or a walk-away alternative (BATNA) at each major milestone; 10. Learn to negotiate ethically without the benefit of authority; 11. Learn to allocate responsibility and avoid role conflict which impairs performance; 12. Seek the ingredients essential to the creation of lasting agreements; 13. Identify the various tactics used by difficult people and coercive and hostile negotiators; 14. Develop constructive ways to prevent and manage hostility and deadlocks; 15. Practice face-to-face negotiations under increasingly complex situations, and with demanding negotiators who may need assistance vis-à-vis their own constituencies; 16. Detect how to call for a recess or a graceful exit when the face-to-face atmosphere is neither adding substantive nor relational value; 17. Act as a proactive and responsible leader and never forget the common good and the needs of each legitimate constituency, be it at the negotiation table or not. Key Words Harvard University, "Harvard Law School" "Business School" leadership skills, strategy, "strategy formulation", "residual risk", "systemic risk", stakeholder's risk", "transition risk" value-chain risk", "risk tolerance", Boeing, GE, "General Electric" principled Negotiation, "risk mitigation", "risk identification", "risk assessment", continuous risk", "risk management", airport security, governance, "governance training", , "corporate governance", "digital governance" "value chain", "value stream", deregulation, opportunities, interest-based business intelligence, portfolio, team leader, alain paul martin, change management, mission, vision, responsibility, brainstorming, innovation, policy, government, goals, stakeholder, project scope, performance, priority, customer, execution, power, competencies, effectiveness, professional, case studies, BATNA, terms & conditions, tips, buying, selling, capital, structured finance, NASA, Astronaut Mike Mullane, Alan Mulally, Boeing, Ford, Desjardins, Biok, Darwin, "community banks", union, "Alternative dispute resolution" ADR, effective, effectiveness, productivity, equity, professional, "Strategic thinking", SRI-BI VALS, Psychographics, transparency, "human resources", USA IBM "Professional Development" Institute, PMI Body Knowledge, Gestalt, cleveland, Russia, mergers acquisitions 2010-2011 World Seminar Locations U.S. and Canadian Workshops Atlanta, Boston, Chicago, Denver, Los Angeles, Montreal (in French), "New York", Ottawa, Quebec, San Francisco, Seattle, Toronto, Washington Europe Amsterdam, Barcelona, Basel, Berlin, Brussels, Frankfurt, Geneva, London, Milan, Oslo, Paris (in French), Rome, Stockholm, Strasbourg (in French), Vienna, Zurich Asia & Australia Dubai, Hong Kong, Singapore, Shanghai, Sydney, Tokyo Latin America Buenos Aires, Mexico City, Rio de Janeiro, Santiago de Chile "Excellent program; good use of examples. Alain uses his very diverse knowledge base to focus the principles of this seminar." Keith Garel, PhD (MIT), Senior Project Manager, Nuclear Feeder Integrity Project, Ontario Power Generation "Very focused seminar on practical and innovative tools that are of great value and are uniquely delivered." Wassim Labaki, President & Chief Engineer, Advanced Manufacturing Processes, Robotic Systems
Views: 954 Alain Paul Martin