Risk management is an integral part of business management. This set of principles was developed by the industry for the industry. They have been drafted to make them so practical that they will resonate with any financial organization.
The Management of Uncertainty
•It has long been recognized that one of the most important competitive factors for any organization to master is the management of uncertainty.
•Uncertainty is the major intangible factor contributing towards the risk of failure in every process, at every level, in every type of business.
•Managing business uncertainty may involve introducing, developing and implementing strategic enterprise management frameworks for –
–Corporate Foresight and Business Strategy
–Business Planning and Forecasting
–Business Transformation
–Enterprise Architecture
–Enterprise Risk Management
–Enterprise Performance Management
–Enterprise Governance, Reporting and ControlsEAEA
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Operational Risk Management under BASEL eraTreat Risk
Operational risk have always ignored by Banks as they thought Credit and market risks can cause catastrophe. But history of misfortunes taught us different lessons. Controls and internal audit have long been construed as guard till BASEL II dictates forced banks to look with insight. Understand the dimension of ORM in this presentation.
The Management of Uncertainty
•It has long been recognized that one of the most important competitive factors for any organization to master is the management of uncertainty.
•Uncertainty is the major intangible factor contributing towards the risk of failure in every process, at every level, in every type of business.
•Managing business uncertainty may involve introducing, developing and implementing strategic enterprise management frameworks for –
–Corporate Foresight and Business Strategy
–Business Planning and Forecasting
–Business Transformation
–Enterprise Architecture
–Enterprise Risk Management
–Enterprise Performance Management
–Enterprise Governance, Reporting and ControlsEAEA
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Operational Risk Management under BASEL eraTreat Risk
Operational risk have always ignored by Banks as they thought Credit and market risks can cause catastrophe. But history of misfortunes taught us different lessons. Controls and internal audit have long been construed as guard till BASEL II dictates forced banks to look with insight. Understand the dimension of ORM in this presentation.
Presentation från GRC 2014 den 15 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2014/
Risk Appetite: A new Menu under Basel 3? Pieter Klaassen (UBS - Firm-wide Risk Control & Methodology) voor het Zanders Risicomanagement Seminar 1 november 2012
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
ISO 31022 Management of Legal Risks IE Law School Masterclass Hernan Huwyler Hernan Huwyler, MBA CPA
How the new ISO 31022 on legal risks will help compliance officers.
Get a thorough understanding of the future ISO 31022 standard for managing legal risks and how to leverage the guidelines to establish and operate an effective compliance program. At the end, build-out an initial ISO-conforming legal risk management policy right in class
- How to plan and execute a legal risk assessment aligned to the ISO framework
- How to identify and value compliance risks
- How to evolve from heat maps for compliance to tools for planning and decision-making.
- Case on setting risk strategies strategies to produce a legal risk procedure.
The ISO 31022 is aligned with ISO 31000 and provides more specific guidelines applicable to the management of legal risk. Its purpose is to develop an improved understanding of the management of legal risk faced by an organization applying the principles of risk management. Is supports risk owners to assess and treat risk efficiently and cost effectively to meet the expectations of a wide range of stakeholders. Failure to meet the requirements and expectations of stakeholders in this environment can have considerable and immediate negative consequences that could affect performance, reputation and might lead to criminal prosecution of top management.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
A practical approach to defining indicators within an integrated ERM Framework
Workshop Overview
Many organisations have made considerable progress in the area of enterprise and operational risk management since the financial crisis in 2007/2008. However events over the last few years have demonstrated, and continue to demonstrate the need to make improvements in organisational risk management capabilities and tools.
One area of weakness and, particular challenge for many organisations is around indictors, specifically developing and managing with Key Risk indicators (KRIs). KRIs have a vital role to play in monitoring and managing risk exposure within any organisation, and should be developed and deployed in the context of a wider indicator suite which includes Key Performance Indicators (KPIs) and Key Control Indicators (KCIs).
Workshop Objective
This interactive workshop provided attendees with a deep understanding of developing and managing with Key Risk Indicators. We started by providing an overarching management framework which integrated strategy execution and risk management. We then moved on to clarify the role of KRIs, alongside KPIs and KCIs.
Using a combination of presentations and practical examples, we were able to:
Learn how to define robust suite of indicators, including the different between Leading and Lagging, and Financial and Non-Financial indicators
Understand how to use a well-structured risk definition to guide the definition of KRIs
Understand the relationship between risk appetite and KRIs, and however Risk Appetite should influence the definition of KRIs
Understand the role KRIs play in scenario analysis
Understand the role of KRIs in the risk assessment process
Understand the role of KRIs within the risk, regulatory and management reporting
Who Attended:
CROs, Directors, General Managers, Senior Management and Managers of: Operations, Operational Risk Management, Enterprise Risk Management, Internal Audit, Compliance, Operational Risk, Strategy and Performance.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
PSD Operational Risk Event - June 2016 PSD Group Ltd
PSD's Banking & Financial Services sector recently hosted a forum to explore risk management in smaller banking firms.
Dr Ariane Chapelle, Director of Chapelle Consulting, was the key note speaker, giving a thought provoking presentation.
The concept of heightened expectations was no surprise to banks, even before the publication of the notice of proposed rulemaking (NPR) that appeared in the Federal Register on January 27, 2014 (Volume 79, No. 17, page 4282). The OCC had been raising these issues for years. The NPR however, did provide more detail on OCC expectations.
Presentation från GRC 2014 den 15 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2014/
Risk Appetite: A new Menu under Basel 3? Pieter Klaassen (UBS - Firm-wide Risk Control & Methodology) voor het Zanders Risicomanagement Seminar 1 november 2012
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
ISO 31022 Management of Legal Risks IE Law School Masterclass Hernan Huwyler Hernan Huwyler, MBA CPA
How the new ISO 31022 on legal risks will help compliance officers.
Get a thorough understanding of the future ISO 31022 standard for managing legal risks and how to leverage the guidelines to establish and operate an effective compliance program. At the end, build-out an initial ISO-conforming legal risk management policy right in class
- How to plan and execute a legal risk assessment aligned to the ISO framework
- How to identify and value compliance risks
- How to evolve from heat maps for compliance to tools for planning and decision-making.
- Case on setting risk strategies strategies to produce a legal risk procedure.
The ISO 31022 is aligned with ISO 31000 and provides more specific guidelines applicable to the management of legal risk. Its purpose is to develop an improved understanding of the management of legal risk faced by an organization applying the principles of risk management. Is supports risk owners to assess and treat risk efficiently and cost effectively to meet the expectations of a wide range of stakeholders. Failure to meet the requirements and expectations of stakeholders in this environment can have considerable and immediate negative consequences that could affect performance, reputation and might lead to criminal prosecution of top management.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
A practical approach to defining indicators within an integrated ERM Framework
Workshop Overview
Many organisations have made considerable progress in the area of enterprise and operational risk management since the financial crisis in 2007/2008. However events over the last few years have demonstrated, and continue to demonstrate the need to make improvements in organisational risk management capabilities and tools.
One area of weakness and, particular challenge for many organisations is around indictors, specifically developing and managing with Key Risk indicators (KRIs). KRIs have a vital role to play in monitoring and managing risk exposure within any organisation, and should be developed and deployed in the context of a wider indicator suite which includes Key Performance Indicators (KPIs) and Key Control Indicators (KCIs).
Workshop Objective
This interactive workshop provided attendees with a deep understanding of developing and managing with Key Risk Indicators. We started by providing an overarching management framework which integrated strategy execution and risk management. We then moved on to clarify the role of KRIs, alongside KPIs and KCIs.
Using a combination of presentations and practical examples, we were able to:
Learn how to define robust suite of indicators, including the different between Leading and Lagging, and Financial and Non-Financial indicators
Understand how to use a well-structured risk definition to guide the definition of KRIs
Understand the relationship between risk appetite and KRIs, and however Risk Appetite should influence the definition of KRIs
Understand the role KRIs play in scenario analysis
Understand the role of KRIs in the risk assessment process
Understand the role of KRIs within the risk, regulatory and management reporting
Who Attended:
CROs, Directors, General Managers, Senior Management and Managers of: Operations, Operational Risk Management, Enterprise Risk Management, Internal Audit, Compliance, Operational Risk, Strategy and Performance.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
PSD Operational Risk Event - June 2016 PSD Group Ltd
PSD's Banking & Financial Services sector recently hosted a forum to explore risk management in smaller banking firms.
Dr Ariane Chapelle, Director of Chapelle Consulting, was the key note speaker, giving a thought provoking presentation.
The concept of heightened expectations was no surprise to banks, even before the publication of the notice of proposed rulemaking (NPR) that appeared in the Federal Register on January 27, 2014 (Volume 79, No. 17, page 4282). The OCC had been raising these issues for years. The NPR however, did provide more detail on OCC expectations.
Get 7 tips from the RMA Credit Risk Council's "2016 Industry Insights" on how to prepare for the implementation of the Current Estimated Credit Loss (CECL), which is expected to be in force in 2019. Learn what you should be doing now to prepare.
Home equity lines of credits (HELOCs) have distinct risks due to their product structure. Learn about the risks you should be aware of during the HELOC final draw periods. This information is part of the RMA Credit Risk Council's Industry Insights.
Learn about common model risk program issues, the initial focus for the model risk management team, five early actions, overcoming legacy issues, and the key success factors. Get the steps for an initial development plan and view an example operating plan.
How to Manage Increasing Data Compliance Issues in Community BanksColleen Beck-Domanico
During one of RMA’s Credit Risk Management Audio Conferences, H. Walter Young, chief liquidity risk officer, M&T Bank and chief data officer, CCAR, shared strategies and best practices for community banks facing increased data compliance and integrity issues, once deemed as “big bank issues."
Lecture presented by Rhea Rowena U. Apolinario at PAARL's Summer Conference on the theme "Library Analytics: Data-driven Library Management, held at Pearl Hotel, Manila on 20-22 April 2016
ASSE Safety 2016: Ed Sattar Speaks about Operational Risk and Regulatory Chan...Ed Sattar
Welcome everyone- In an environment where the demise of major institutions, impact of GHG, impact on the environment through events such as mocondo and utilities blow outs and how its effects the lives of human beings has led to stricter regulations in major industries and countries around the world, therefore, the word “ Operational Risk & Regulatory Change Management” has become an all-important language in the world of EHS that can make or break the organization, its officers, its people, its customers and the communities we live in
The purpose of this presentation is to share with you how regulatory changes impact operational risk and further, share best practices and insights in how to build an operational risk and regulatory change management model, and a management system, irrespective of the regulation type, standards and corporate objectives that you may be subjected to
Operational Risk is the risk of a change in value of losses incurred due to failed processes, People and systems and these risks include environmental, health & Safety , legal and quality risks.
More at www.EdSattar.com
Operational Risk Management Under Basel II & Basel IIIEneni Oduwole
In this introductory presentation on the subject, salient features that changed in approaches adopted for Operational Risk Management under Basel I and Basel I were highlighted.
Governance enables your institution to effectively manage its risk-taking activities. Learn about the four essential capabilities for building strong risk governance and the eight benefits strong risk governance yields.
A new emphasis on enterprise risk management from regulators has heightened awareness among bankers to get educated and adopt these best practices at their institution. In response to this increased focus, the RMA ERM Council developed the ERM framework and associated competencies, which became the foundation for a series of highly practical workbooks for implementing effective ERM.
A good risk appetite implementation process leverages existing practices, represents the aggregate view of risk across all lines of business and risk categories, and creates a dynamic structure that allows for internal and external changes in risk. Learn more about the 10 aspects of a robust and evolving risk appetite framework in this excerpt from the Credit Risk Management Audio Conference Series.
Potential misconduct fines are now one of banking’s biggest risks. But now that it can be a large part of operational risk—sometimes, in and of itself, ranking alongside credit and market risk—it’s time to start measuring it. Read this to find out how.
Assessing a bank’s culture is not an easy task, but there clearly is an increased emphasis on culture that is part of the regulators' broader focus on “heightened standards.” Learn what it takes to have a strong credit culture. Read about these 10 credit culture factors to assess your institution's credit culture.
This excerpt from RMA's Credit Risk Council's “2017 Industry Insights: Perspectives from the Front Line” talks about the challenges ahead and provides 8 tips on how risk managers can navigate today's banking environment.
As this credit cycle continues, maintaining perspective and holding the line have become increasingly difficult for risk managers. This excerpt from the RMA Credit Risk Council’s “2017 Industry Insights: Perspectives from the Front Line,” offers several insights into how risk managers can strike the right balance.
Safeguard your lending program by learning about the 8 steps of credit risk management. Learn about nonfinancial risks, structuring the loan, and more.
The Rise and Risks of Lending to Non-Depository Financial InstitutionsColleen Beck-Domanico
This excerpt from the RMA Credit Risk Council's “2017 Industry Insights: Perspectives from the Front Line” talks about the risks of lending to non-depository financial institutions. Those credit risks can be substantial and can arise from various factors.
Ensuring capital availability for entrepreneurs is consistently referred to by business owners as one of the key components of any successful banking relationship. If you lend to small businesses, you should know about the competitive landscape, including alternative lenders, and the 5 regulatory items you should monitor closely.
Online learning is more important than ever, especially during the Covid-19 pandemic. Online training gives learners the ability to work around their schedules, putting them in control. It’s cost-effective and easily accessible. View this slide deck to learn what to look for in a good online training provider.
Heading into 2020, The Risk Management Association is focusing on eight risks. Learn about the top risks the financial services industry faces and how you can address them.
Financial services face both physical and transitional risks regarding climate change. No matter what you believe to be true about climate science, the reality is that your bank must address it.
Credit Risk Certified (CRC) is the premier designation for the commercial credit risk professional. This credential distinguishes the certification holder from all others in the field. It validates your credit risk skills and establishes your exemplary achievement as a Credit Risk Certified recipient. Earning your CRC demonstrates that you recognize the industry’s best credit practices. Learn more about Credit Risk Certification from The Risk Management Association.
It is important to consider the emerging risks surrounding commercial lending and commercial real estate lending. What stage are we in of this current economic cycle? The answer is uncertain, but it is important to consider the emerging risks surrounding commercial lending and CRE lending.
How has the risk manager evolved to meet the needs of the banking industry? This slide deck takes a look at how the position has evolved and what skills should you anticipate needing in the future to compose the skill profile of the next decade’s agile risk manager.
Many community banks have concerns over the implementation of the CECL standard. Learn about the concerns bankers have and the five actions you should take today.
What is Blockchain and How Can It Change the Game for Financial Institutions?Colleen Beck-Domanico
Blockchain has grown in popularity for a variety of applications. Learn about the benefits and risks of incorporating this technology into your payments space
The new Bank Secrecy Act (BSA) rule codifies existing regulatory expectations regarding customer due diligence and imposes a new requirement on covered financial institutions. Learn about the new requirement to identify and verify the natural persons behind institutions’ legal entity customers.
As of January 1, 2018, lenders subject to the reporting requirements of the Home Mortgage Disclosure Act were required to begin reporting specific new information in accordance with the Consumer Financial Protection Bureau’s final rule issued in October 2015. Find out what you need to know in the areas of data collection, compliance tool and assistance, ethnicity and race data, Regulation B, privacy issues, and best practices
Appraisals continue to be a very important and required valuation tool for both owner-occupied and investor real estate transactions. This excerpt from the RMA Credit Risk Council’s “2017 Industry Insights: Perspectives from the Front Line,” talks about three appraisal issues that could make or break a loan.
Credit data management and governance remains one of the critical challenges facing risk managers. This excerpt from the RMA Credit Risk Council’s “2017 Industry Insights: Perspectives from the Front Line,” offers several insights into data governance.
Before the financial crisis, the primary role of the bank underwriter was to make good decisions in deploying the bank’s resources to help loan applicants achieve their goals. Learn how this role in changing in the industry.
Future lending strategies will need to account for CRE risks that result from both an expanding economy and recession. View the 5 biggest CRE challenges according to the “2017 Industry Insights: Perspectives from the Front Line” by RMA’s Credit Risk Council
Get Credit risk considerations, including advantages, risks, funding needs, and more, for the three most-researched hospitality industries on RMA’s eStatement Studies. Industries are Hotels (except Casino Hotels) and Motels, Full-Service Restaurants, and Limited-Service Restaurants (Fast Food).
How to Make Your Specialty Services Lending Rock: Credit Considerations for 4...Colleen Beck-Domanico
Make better specialty services lending decisions. This slide deck discusses credit risk considerations for the four most-researched specialty services industries—dental practices, physician practices, HVAC, and new car dealers—on eStatement Studies.
This slide deck discusses real estate lending credit considerations including advantages, risks, funding needs, and more for the three most-researched real estate industries on RMA's eStatement Studies.
The RMA Credit Risk Council’s 2016 Industry Insights discusses the rise of aggressive indirect auto underwriting and actions you can take now to lower your risks.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
how can I sell my pi coins for cash in a pi APPDOT TECH
You can't sell your pi coins in the pi network app. because it is not listed yet on any exchange.
The only way you can sell is by trading your pi coins with an investor (a person looking forward to hold massive amounts of pi coins before mainnet launch) .
You don't need to meet the investor directly all the trades are done with a pi vendor/merchant (a person that buys the pi coins from miners and resell it to investors)
I Will leave The telegram contact of my personal pi vendor, if you are finding a legitimate one.
@Pi_vendor_247
#pi network
#pi coins
#money
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
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10 KEY PRINCIPLES OF OPERATIONAL
RISK MANAGEMENT
By The RMA Operational Risk Council
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OPERATIONAL RISK MANAGEMENT IS INTEGRAL
TO BUSINESS MANAGEMENT
Risk management is an integral part of business
management and should be incorporated into
your overall business and financial planning.
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CHANGE GENERATES RISK
Rapid changes in
organizational structure
and management
approach will generate
operational risk within
your institution.
Implement changes
in a measured
fashion (not all at
once); they are
more likely to be
successful.
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INCORPORATE POTENTIAL RISK OUTCOMES
Develop budgets, profit goals,
and profitability targets by fully
incorporating potential risk
outcomes and the expenses
required to administer risk
controls.
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REDUCE SYSTEMIC RISK THROUGH
EXPERIMENTATION
Systemic risk in the
industry is reduced
and risk
management activities
are enhanced if:
you experiment with a
variety of business
models and
organizational
structures suiting your
institution’s size, scale,
and complexity.
Enforcing identical approaches by all participants
increases systemic risk.
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1. RISK CULTURE
A strong risk culture is the basis for an effective
operational risk management framework:
It requires transparency regarding operational risk
issues throughout your organization, including
leadership and the businesses.
Accordingly, your operational risk management
function must be transparent as well.
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1. RISK CULTURE (CONT.)
Your business culture must embrace
the value of risk escalation and
welcome independent challenge of risk
decisions.
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1. RISK CULTURE (CONT.)
Solicit multiple points of view
and engage in debate to get
better, more informed
decisions.
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1. RISK CULTURE (CONT.)
Your business
culture must
embrace
constant
questioning of
established
processes.
Encourage a
culture that
embraces
continuous,
steady
improvement.
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1. RISK CULTURE (CONT.)
Risk management influences a culture of proactive
management that emphasizes risk-adjusted performance and
incorporates regulatory compliance and best practices.
Business
management should
exhibit dedicated
involvement in the
risk management
program.
Human resources
practices should
actively encourage
rotation of talent
within risk disciplines
as well as to and from
business leadership
and risk roles.
Experience in risk
leadership should be
considered a
requirement for
general management
positions.
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1. RISK CULTURE (CONT.)
Develop and implement
training and education
programs to ensure that
your business culture’s
key principles are
properly understood and
consistently applied.
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2. RISK APPETITE
Develop and implement a risk
appetite statement and
relevant thresholds and limits
based on your institution’s
business model and
tolerances.
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4. GOVERNANCE, POLICIES, AND PROCEDURES
Ensure accountability through an effective
governance structure that oversees your
institution’s risk and control environment.
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4. GOVERNANCE, POLICIES,
AND PROCEDURES (CONT.)
Senior management
should provide direct
oversight of current and
emerging exposures..
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4. GOVERNANCE, POLICIES,
AND PROCEDURES (CONT.)
Risk management
should be part of the
normal management
process and
governance.
It should not be made
a separate, adjunct
function.
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4. GOVERNANCE, POLICIES,
AND PROCEDURES (CONT.)
are closely integrated
with business operations
and the decision-making
processes.
Risk teams should
comprise qualified,
high-performing
professionals who
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4. GOVERNANCE, POLICIES,
AND PROCEDURES (CONT.)
Understand their
institution’s risk
appetite.
Understand their
actual and
prospective risks.
Define their risk
exposures.
Execute an effective
strategy to mitigate
controllable risk.
Educate associates on
the risks and how their
responsibilities
contribute to managing
them.
Effective risk management is a basic responsibility of
business leaders and managers, requiring them to:
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5. RISK IDENTIFICATION AND ASSESSMENT
You should strive
to understand all
the risks your
institution faces
and the potential
downside
implications
under a range of
scenarios.
You should develop:
Control
processes based
on this
understanding.
A process to
prioritize or rank
risks and allocate
risk management
resources
according to this
prioritization.
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6. CONTROL ENVIRONMENT
Control development is
an outgrowth of risk
analysis.
Risk analysis should not
be an outgrowth of the
control environment.
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6. CONTROL ENVIRONMENT (CONT.)
Business management owns
all risk mitigation activities
within their respective span
of operations.
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6. CONTROL ENVIRONMENT (CONT.)
The line of business
uses the controls
assessment framework
to identify and document
key controls.
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6. CONTROL ENVIRONMENT (CONT.)
The strength of key controls (control design adequacy) is
evaluated using the controls assessment framework’s criteria.
Control groups
provide oversight
of specific risk
types.
A structured
process validates
that key controls
are operating
effectively to meet
business
objectives.
Cross-functional
transparency
exists in instances
where the division
relies on another
division or an
internal/external
service provider for
performing key
controls.
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6. CONTROL ENVIRONMENT (CONT.)
Expert practitioners
responsible for executing
operations must have input
into risk analysis and
control design.
There must be clarity on
accountabilities,
responsibilities, and
performance measurement
based on agreed-upon
standards.
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6. CONTROL ENVIRONMENT (CONT.)
Risk management activities
dictated solely by remote
oversight functions lacking
detailed execution
experience are highly prone
to error and inefficiency.
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7. MONITORING AND REPORTING
Establish and
maintain a
well-developed
risk reporting
structure.
• Place emphasis on risk escalation and risk
communication procedures for both current
and potential operational risks.
• Support reporting of risk data with a sound
and streamlined technology solution.
• Reporting systems need to provide different
articulations of the contents and specific
ways to develop the topics analyzed,
depending on the objectives and recipients
of the reports.
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7. MONITORING AND REPORTING (CONT.)
Risk management should
partner with the business to
address risk events:
In a timely
way.
Escalate
them as
needed.
Report
accordingly.
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8. QUANTIFICATION, MEASUREMENT, AND
MODELING
Follow a structured
methodology for establishing
and prioritizing the risk
management process
universe and performing risk
assessments based on
inherent risk level.
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8. QUANTIFICATION, MEASUREMENT, AND
MODELING (CONT.)
When evaluating the risk level
in a given activity, consider
historical results over long
periods to be an important
indicator of future results,
particularly if the fundamentals
of the business activity and
management approach have
not changed.
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8. QUANTIFICATION, MEASUREMENT, AND
MODELING (CONT.)
Use data for analysis and modeling to
support sound operational risk
management practices and business
decisions.
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8. QUANTIFICATION, MEASUREMENT, AND
MODELING (CONT.)
A modeled approach is best
suited to transactional-style
risks with sufficient data points
(tail-style conduct risk issues
do not model well).
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8. QUANTIFICATION, MEASUREMENT, AND
MODELING (CONT.)
In order to
take action as
needed, you
must have
effective
processes for
measuring
whether key
exposures are:
• Increasing.
• Decreasing.
• Remaining stable.
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9. RISK DECISION-MAKING
As part of sound business and strategic decision-making,
assess and consider operational risk implications
to determine whether to:
Manage the risk. Tolerate the risk.
Transfer the risk
(e.g., by insuring
against the risk).
Decline the risk.
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10. INCENTIVIZING BEHAVIORS
Compensation
practices should:
Promote the risk
culture of the
institution.
Promote
accountability of
results.
Incentivize
appropriate decision-
making and
behaviors.
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The Operational Risk Council promotes sound
practices in the management of operational risk in
financial services institutions worldwide. It promotes
understanding the causes, events, and effects of
operational risk through the dissemination of sound
risk management methods, tools, and materials.
In support of its mission, the council also sponsors
research, facilitates links between the industry and
regulators, and advocates the professional
development of all those engaged in the
management of operational risk.
ABOUT RMA’S
OPERATIONAL RISK COUNCIL
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SHARE THIS PRESENTATION
Visit http://www.rmahq.org for information on risk management
RMA is a member-driven professional association whose sole purpose is
to advance sound risk principles in the financial services industry.
RMA helps its members use sound risk principles to improve institutional
performance and financial stability, and enhance the risk competency of
individuals through information, education, peer sharing, and networking.
Become a member today.
Editor's Notes
Risk culture
Risk appetite
Communications
Governance, policies, and procedures
Risk identification and assessment
Control environment
Monitoring and reporting
Quantification, measurement, and modeling
Risk decision-making
Incentivizing behaviors
