Fact-based Governance execution fosters an environment that focuses efforts on performance improvement rather than debates on whose data is right and whose data is wrong.
In this webinar, Steve Hall, author of "Managing Global Development Risk,” discusses the challenge of aligning vendor SLAs with long term business value. Steve discusses how you can build healthier and transparent relationships between vendors and customers by incorporating application structural quality measurement and practical, meaningful metrics to mitigate risk. You’ll learn how you can avoid vendor lock-in, improve production support activities and align metrics between vendors and project managers.
To view the webinar, visit http://www.castsoftware.com/news-events/event/vendor-management?gad=ss
Fact-based Governance execution fosters an environment that focuses efforts on performance improvement rather than debates on whose data is right and whose data is wrong.
In this webinar, Steve Hall, author of "Managing Global Development Risk,” discusses the challenge of aligning vendor SLAs with long term business value. Steve discusses how you can build healthier and transparent relationships between vendors and customers by incorporating application structural quality measurement and practical, meaningful metrics to mitigate risk. You’ll learn how you can avoid vendor lock-in, improve production support activities and align metrics between vendors and project managers.
To view the webinar, visit http://www.castsoftware.com/news-events/event/vendor-management?gad=ss
Five massive foundational shifts are impacting financial service providers of all types, and they are impacting those that serve affluent clients in especially unique ways. Many of the strategies, skills and behaviors that enabled success in the past are now at best ineffective, and completely irrelevant in some cases. Advisors and firms serving affluent clients must adapt to these new realities to be successful in the future.
Complying With Conflict Minerals One Page Italyggiacoma
Il 22.8.12 la SEC ha approvato la norma sui “Conflict Minerals”. La normativa prevede l’obbligo di produrre un compliance report sull’origine dei minerali utilizzati nel ciclo produttivo. Molti dei "Conflict Minerals” sono comunemente utilizzati in beni di consumo e di produzione industriale e la SEC stima che circa la metà di tutte le società quotate sarà tenuta a presentare una relazione annuale. Allo stesso modo, i fornitori di queste imprese (anche se non quotati) dovranno presentare ai loro clienti una documentazione del tutto simile.
Five massive foundational shifts are impacting financial service providers of all types, and they are impacting those that serve affluent clients in especially unique ways. Many of the strategies, skills and behaviors that enabled success in the past are now at best ineffective, and completely irrelevant in some cases. Advisors and firms serving affluent clients must adapt to these new realities to be successful in the future.
Complying With Conflict Minerals One Page Italyggiacoma
Il 22.8.12 la SEC ha approvato la norma sui “Conflict Minerals”. La normativa prevede l’obbligo di produrre un compliance report sull’origine dei minerali utilizzati nel ciclo produttivo. Molti dei "Conflict Minerals” sono comunemente utilizzati in beni di consumo e di produzione industriale e la SEC stima che circa la metà di tutte le società quotate sarà tenuta a presentare una relazione annuale. Allo stesso modo, i fornitori di queste imprese (anche se non quotati) dovranno presentare ai loro clienti una documentazione del tutto simile.
With improving trends and the need for new investment products, Asset Under Management(AUM) have continued to evolve.
Staying focused on asset allocation and diversification, Mindtree has worked with the leading banks, asset and wealth management firms, superannuation funds for more than 10 years.
Today's supply chains are going global, business' still work in silo's that disconnect the sourcing from the selling process, this creates compliance risk and potential liability. An Integrated Trade Compliance Strategy address' those concerns from Boardroom to Operational Execution.
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Operations to enable to better the business they serve and have moved beyond traditional cost reduction to embrace new technology, practices and talent to move beyond incremental gains. See Gianni Giacomelli, SVP, Genpact and Phil Fersht, CEO, Hfs Research explain how to do this.
Infogain’s HIPAA 5010 and ICD-10 solution provides thought leadership and strategic "next step" to ensure a successful transition. Infogain’s roadmap to ICD-10 has a three (3) phased approach Phase 1 - Readiness Workshop, Phase II – Assessment, Phase III – Implementation.
Wolters Kluwer, a global leader in professional information services, released its 2015 Full-Year Results. For the full report, visit http://wolterskluwer.com/investors.
Wolters Kluwer shared its 2013 half-year results on July 31, 2013 with investors and analysts through a presentation and live webcast. You can watch the archived webcast at http://ht.ly/nuiY2
Knowledge Management: Cornerstone of the Digital WorldWolters Kluwer
CEO Nancy McKinstry delivered this speech on May 28, 2013 in Amsterdam, to a group of our customers: managing partners of Dutch law firms.
Law firms can benefit from Knowledge Management on different levels – through enhanced search functions and eLearning capabilities, CRM systems and document management tools; data warehouses are a source of business intelligence.
The Next Frontier in Health Information DeliveryWolters Kluwer
At a recent seminar at the Peking Union Medical College, Andrew Richardson, VP Business Development & General Manager Europe, Wolters Kluwer Medical Research, discussed how mobile technology is transforming the industry and user behaviors in terms of content.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
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
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
**Key Sections Covered:**
1. **Economic Impact:** Understand the profound economic impact of Latino consumers on the U.S. economy. Discover how their increasing purchasing power is fueling growth in key industries and contributing to national economic prosperity.
2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
6. **Education:** Examine the educational achievements and challenges within the Latino community. Review statistics on enrollment, graduation rates, and fields of study. Understand the implications of education on economic mobility and workforce readiness.
7. **Home Ownership:** Explore trends in Latino home ownership. Understand the factors driving home buying decisions, the challenges faced by Latino homeowners, and the impact of home ownership on community stability and economic growth.
This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
Equip yourself with the knowledge to leverage Latino buying power, tap into their entrepreneurial spirit, and connect with their unique cultural and consumer preferences. Drive your business success by embracing the economic potential of Latino consumers.
**Keywords:** Latino buying power, economic impact, entrepreneurial contributions, workforce statistics, media consumption, education, home ownership, Latino market, Hispanic buying power, Latino purchasing power.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
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how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@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.
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
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
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how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
2. Forward-looking Statements
This presentation contains forward-looking statements. These statements may
be identified by words such as "expect", "should", "could", "shall", and similar
expressions. Wolters Kluwer cautions that such forward-looking statements are
qualified by certain risks and uncertainties that could cause actual results and
events to differ materially from what is contemplated by the forward-looking
statements. Factors which could cause actual results to differ from these
forward-looking statements may include, without limitation, general economic
conditions, conditions in the markets in which Wolters Kluwer is engaged,
behavior of customers, suppliers and competitors, technological developments,
the implementation and execution of new ICT systems or outsourcing, legal,
tax, and regulatory rules affecting Wolters Kluwer's businesses, as well as risks
related to mergers, acquisitions and divestments. In addition, financial risks,
such as currency movements, interest rate fluctuations, liquidity and credit
risks could influence future results. The foregoing list of factors should not be
construed as exhaustive. Wolters Kluwer disclaims any intention or obligation
to publicly update or revise any forward-looking statements, whether as a
result of new information, future events or otherwise.
2
6. F&CS in context of Wolters Kluwer
Currently 10% of group revenue
Wolters Kluwer
Legal & Tax & Health Financial &
Regulatory Accounting Compliance
€1,451m €931m €639m €333m
FY2011 Revenues
by Division
6 Financial & Compliance Services – December 7, 2012
7. Creating a global leader
Organic investment and acquisitions to build a global leader in
finance, risk and compliance
2004 - 2006 2007 - 2009 2010 - 2012
Investment
ComplianceOne Enterprise Risk Management suite
Organic
Expere NILS INcompass Solvency II offering
SDX Secure Document Exchange Consulting Practice TeamMate Broker Dealer
Disclosure Manager Financial Crime Control solutions
TSoftPlus
Acquisition
TeamMate Sword FRSGlobal FinArch
PCi
DesertDocs AppOne SASGAS Spring Programs
GulfPak
ComplianceOnline
Business
U.S. leader in financial
Global leader in finance, risk,
Focus
U.S. provider of services compliance
compliance documentation compliance, and audit
Growing global position in
audit and risk
7 Financial & Compliance Services – December 7, 2012
8. Strategic priorities
F&CS priorities mirror those of Wolters Kluwer
Portfolio management
Portfolio Capital allocated towards higher growth market segments
Entering adjacent markets around financial services risk
Expanding further into business process outsourcing (BPO)
Organic investment in new and enhanced products
Innovation DocViewer next generation dynamic document technology
TeamMate Broker-Dealer audit solution launched 2012
Enterprise Risk Management was suite launched late 2009
Organic investment in international expansion
Globalization FRSGlobal and FinArch investing to extend global capabilities
TeamMate international roll-out (currently 100+ countries)
Operational excellence
Operating F&CS “Office of Customer Experience”
Efficiencies Integration synergies FRSGlobal and FinArch
8 Financial & Compliance Services – December 7, 2012
9. Key take-ways
Investing to accelerate growth
Increasing scale
Market leader in key niche segments
Strategic combination of technology,
knowledge and consulting services
Positioned in growing market segments
Investing in innovation and
globalization to drive future growth
HY2012 results demonstrate improving
top line momentum
9 Financial & Compliance Services – December 7, 2012
11. Financial & Compliance Services Division
Brian Longe
CEO
Wolters Kluwer Financial & Compliance Services
11
12. Wolters Kluwer Financial & Compliance Services
Four business units
Financial & Compliance Services
FY 2011 Revenue: €333 million
HY 2012 Revenue €180 million
Originations & Finance, Risk & Transport
Compliance Audit, Risk &
Compliance Services
35%1 Compliance
39%1 15%1
ComplianceOne FRSGlobal, FinArch 11%1 Teleroute
Gainskeeper, NILS TeamMate
Mortgage DocServices Transwide
ERM suite (ARCLogics) Axentis
Expere, AppOne Tivios
Wiz suite
Customers: Customers: Customers:
Risk, compliance, finance professionals at Internal auditors Freight
banks, insurance companies, securities in many industries forwarders,
firms and other financial institutions and government trucking firms
1 Percent of divisional revenue based on HY 2012
12 Financial & Compliance Services – December 7, 2012
13. Market leader
Number 1 in key niches
Financial & Compliance Services
FY 2011 Revenue: €333 million
Originations & Finance, Risk & Audit, Risk & Transport
Compliance Compliance Compliance Services
#1 in U.S. loan #1 in U.S. CRA & Fair #1 global provider Leading European
origination software Lending compliance of internal audit real-time freight
#1 in U.S. mortgage #1 in Regulatory software exchange
document systems Reporting
Leading provider IFRS
solutions
13 Financial & Compliance Services – December 7, 2012
14. Revenues
Revenue has grown 8% at constant currency; organic growth resilient
during global banking crisis
F&CS Revenue (€ millions) F&CS Organic Growth (%)
CAGR 8% at reported and constant currency * 2007-2009 proforma. F&CS division formed in 2010
Financial & Compliance Services – December 7, 2012
14
15. Revenue by media format
Software, online and services make up 94% of F&CS revenue
F&CS Revenue by Media Format (€ millions)
Software Online Services Print
100% 6%
11% 10%
10% 13% 17%
80%
60% 39% 37% 31%
40%
20% 40% 40% 46%
0%
2009 2010 2011
Financial & Compliance Services – December 7, 2012
15
16. Revenue by type
Over 60% of revenue is recurring
F&CS Revenue by Type (€ millions)
Other cyclical (incl. training, consulting, Transport Services, etc.)
Financial Services transactional
Recurring
100%
24% 24% 22%
80%
18% 17% 17%
60%
40%
57% 59% 61%
20%
0%
2009 2010 2011
Financial & Compliance Services – December 7, 2012
16
17. Ordinary EBITA
Margin impacted by investment and mixed trends in transactional
revenues
F&CS Ordinary EBITA (€ millions)
CAGR
6%*
Margin impacted by
Investment in new product
development
Investment in global expansion
Decline in Transport Services
margin
Margin(%) 20.9 22.5 21.4 20.3 19.1
*CAGR 6% at constant currency and 5% at reported currency
Financial & Compliance Services – December 7, 2012
17
18. Mission: Global Provider of Finance, Risk, Audit &
Compliance Solutions
Knowledge delivered via technology and augmented by unparalleled
consulting expertise
TECHNOLOGY
Scope and scale to deliver
CONSULTING & SERVICES solutions worldwide
400+ in-house experts 8-10% of earnings
Best practices infused reinvested in product
into products and development each year
implementation Saas-based systems
Complete outsourced
programs, including BPO
KNOWLEDGE
Leading content breadth and
change tracking
Relevant, actionable, applied
Real-time marketplace
knowledge
Financial & Compliance Services – December 7, 2012
18
19. Global risk technology spend
Spending on risk solutions outpacing overall Financial Services IT spend
Global Risk Spend - $27B • Compliance and controls
12 spend includes reporting
(Basel II, III, IFRS, Sox,
Audit and other
10 compliance solutions)
ALM & Enterprise
Credit Risk
Liquidity Risk • Spend growth rates vary by
Management
8 region
• APJ 10% CAGR
5 year CAGR
• China 18% CAGR
6 • EU and Americas
Compliance approximately 7%
& Controls
4 • Across all areas, 65% of the
spend will be for risk
analytics and data
2 management technology
Overall FS IT • Spend growth rates
Spending for risk analytics – 9 %
0 Growth CAGR
0 2 4 6 8 10 12 14 • Data management –
14% CAGR
Size of Market in USB
Sources: Wolters Kluwer Financial Services based on IDC Financial Insights 2011 Risk Technology Spend, Chartis 2011 Global Risk IT Expenditure, 2012 IDC commissioned research –
include relevant risk areas for banking, software and services spend for monitoring, reporting and data management .
19 Financial & Compliance Services – December 7, 2012
21. Market drivers
Economic and regulatory pressure turn Wolters Kluwer F&CS into a
mission-critical provider to our customers
F&CS well-positioned to
Environment Customer Challenges solve these challenges
Unique combination of
Increased complexity
Increased specialized
around global risk &
regulatory knowledge, technology and
compliance
demands services
Resources
Economic Comprehensive and deeply
diverted, challenging
pressures embedded expertise
the institution’s
ability to deliver Growing international footprint
profitable growth
Leading financial services and
Need for operational audit position
efficiency
Knowledge-rich technology
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22. Increased regulatory complexity
Financial Services industry facing perfect storm of regulations
(Illustrative)
1990 2020
IFRS
Global Basel I Basel III
Basel II
Regional Mifid Solvency II IAS
e.g. EU EU Anti Money Laundering EMIR
National/ International Sarbanes- Japan’s Financial Supervisory Agency regulation
Anti-Bribery Act Oxley Patriot Act Reserve Bank of India’s
country Monetary Authority of Singapore regulation
Automated Data Flow
(examples) Bank Secrecy Act Dodd-Frank
US State Banking Laws
State &
City, county, municipal regulations
Local
Statutory, Prudential, Statistical, Transactional reporting requirements
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23. Where we are positioned
Our strong position in Middle and Back Office puts us in pole position
to help financial institutions make better decisions
Executive board
decision-making
ENTERPRISE RISK MANAGEMENT
PERFORMANCE MANAGEMENT
Where contracts are
made, e.g. bank
middle office or
broker front office
Where contract
data is
aggregated, so that
risk & performance
can be tracked and
audited, regulatory
reports filed, etc
(mainly back-office)
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24. Our strategic priorities
Three strategic goals
Establish global leadership
Broaden risk management solutions
Deliver
comprehensive, embedded, knowle
dge-rich solutions
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26. Originations & Compliance: summary
Market leading U.S. compliance workflow position
ENTERPRISE RISK MANAGEMENT
PERFORMANCE MANAGEMENT
Originations
&
Compliance
26 Financial & Compliance Services – December 7, 2012
27. Originations & Compliance: product offerings
Extensive range of solutions based on industry standard content
U.S. Banks, Lenders and Credit Unions
Consumer Lending
Commercial Lending
Residential Lending
Indirect Lending
Deposits
Small Business Lending
Individual Retirement Accounts
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28. Originations & Compliance: market trends
Leading U.S. compliance position enables us to quickly respond to
evolving U.S. regulatory demands
Customer Challenges Opportunities for F&CS
Environment
Manage complexity of Leverage leading position to
Dodd Frank, e.g. expand into adjacent
Increased default rules
regulatory areas, such as default risk
demands Address margin Expand end-to-end workflow
pressure in mortgage capabilities for commercial
Economic and consumer lending;
pressures lending
focus on commercial
lending and other Create scalable and globally
more profitable extensible solutions to support
product lines all customer tiers
Improve operational
efficiency without
adding risk
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29. Case Study: Disclosure Manager
Solving an inefficient, costly, highly-regulated process for lenders
Disclosure Manager
2a. Secure e-Delivery
2b. e-Consent
1. Disclosure
Generation
4. Receipt, Audit & 3b. Receipt and wet
Recordation signature
3a. Print and Mail Delivery
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30. Case Study: Default Servicing solution
Wolters Kluwer addresses critical elements of default servicing
Lending Segments
Residential – C&I – Credit Card – Student - Personal - Auto
Loss Asset Asset
Collections Bankruptcy
Mitigation Acquisition Disposition
Collections Loan Mods Pre- Bankruptcy Real Estate
Guide Foreclosure filing Owned –
Workout
or Mortgage
Vendor Attorney
Processing Repossession Origination
Compliance Document
and
Foreclosure Management Eviction
Collection Approvals
Affidavits documents
Letters
Document
Foreclosure Collateral
Tracking
Filings Tracking
Repossession Title and
Doc Prep Lien Clearing
Professional Services - BPO – Fulfillment – Secure Delivery
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33. Finance, Risk & Compliance: product offerings
We provide a range of solutions to banks, insurance and securities firms
Solutions for: Banking Insurance Securities
Compliance management
Regulatory reporting
Financial risk
Enterprise risk management
Regulatory content and research
Performance analytics
Finance
Investment compliance
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34. Finance, Risk & Compliance: summary
Leading regulatory position anchors broader risk and performance
management value proposition
Finance, ENTERPRISE RISK MANAGEMENT
Risk & PERFORMANCE MANAGEMENT
Compliance
Finance,
Risk &
Compliance
34 Financial & Compliance Services – December 7, 2012
35. Finance, Risk & Compliance: market drivers
We are a mission critical provider for financial institutions globally
Opportunities for F&CS
Leverage deep risk &
Environment Customer Challenges compliance position and
breadth of offerings to capture
Multi-national and
transformational opportunities
Increased global risk and
regulatory regulatory complexity Build on combined data model
demands Need for holistic view to extend risk solutions into key
of risk and adjacent areas
Economic
pressures performance for Leverage local regulatory
decision-making expertise to manage global and
Need for operational regional mandates
efficiency
without risk Extend into predictive
analytics, enabling
improved, data-driven decisions
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36. Case study: FRSGlobal + FinArch
The advantage of building off a single source of data
ALM
Basel II & Basel III
Solvency II Basel Regulatory Reporting
Concentration Risk IFRS FINREP
Liquidity Risk
Local Regulatory Reporting
Credit Risk
Market Risk Transaction Reporting
Economic Capital
CVA
Accounting Generator
Cost Allocation
IAS/IFRS Accounting
Customer & Product Consolidation
Profitability
General Ledger
Risk-adjusted Performance
Sub-ledger
Transfer Pricing
Trading Ledger
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37. Case study: FRS Global + FinArch
Combination feeds higher value needs around risk & performance
CEOs & Boards of Directors
ENTERPRISE RISK MANAGEMENT
PERFORMANCE RISK MANAGEMENT
Finance, Risk and
Compliance Functions
FRSGlobal / FinArch
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38. Case study: Enterprise Risk Management
Modular solution underpinned by common platform services
ENTERPRISE RISK MANAGEMENT
PERFORMANCE RISK MANAGEMENT
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40. Audit, Risk & Compliance: position
TeamMate focused on core back office function
ENTERPRISE RISK MANAGEMENT
PERFORMANCE MANAGEMENT
Audit,
Risk &
Compliance
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41. Audit Management Software
Five integrated modules within TeamMate
A COSO-compatible risk
A state of the art tool for
assessment tool for generating
scheduling your staff and audits
risk based audit plans
A web based issues tracking Effectively manage budget
and reporting system vs. actual time & expenses
A Comprehensive Electronic Work Paper system
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42. Audit: Market drivers
Need for efficiency and productivity is driving demand for proven
internal audit solutions
Opportunities for
F&CS
Environment Customer Challenges
Grow share in existing
Need for evidence- markets with purpose-built
Increased based record to audit solution
regulatory document compliance
demands Leverage global footprint to
Need for efficiency gain share in fast-growing
Economic geographies
Reporting to manage
pressures
audit risk Extend offering to adjacent
Analytics for real-time markets, such as financial
issues management controls
Extend capabilities in data
analytics, content &
community
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43. Case study: TeamMate Compliance and Audit
Management
Compliance Audit
Management Library Management
source*
Control Risk
Assessment Dimensions Assessment
(org hierarchy) Risk Self
Control Self-
Assessment
Assessment
Users
Audit Plan-
Projects
Taxonomy Scheduling
Control Testing Issue Audit
* Source refers to Tracking Testing
common knowledge
base of Risk/Control
Libraries used by Certifications Dashboards Audit
both Compliance Reporting
and Internal Audit
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45. Transport Services: product offering
Marketplace-powered TMS provider
Freight Exchange Transport Management Software (TMS)
Offerings: Pan-European freight Offerings: End-to-end workflow offerings for
exchange network transport operations
Brands: Teleroute, Bursa, Nolis Brands: Transwide, Tivios, TAS
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46. Transport Services: market trends
A challenging environment for European road transport
Customer challenges European Road Freight Market Trends
European economic recession
Road Freight Volume Europe
Steady decline in European road freight Teleroute Rolling 12 months FX freight posting
volumes in past four years Rolling 12 months truck registrations
High oil prices 120
Rise of lower cost transporters from
100
Eastern Europe
Shift from spot to contractual freight 80
Market trends 60
Teleroute freight postings decline
40
Increased competition
Demand for Transport Management 20
Software still dynamic
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47. Transport Services: strategy
Move towards integrated enterprise workflow solutions
Broaden the approach of Transport Services to cover enterprise-
wide needs of players in the transport industry
Provide integrated workflow solutions that
Connect industry partners, shippers, carriers, logistics
companies
Integrate data and business intelligence to enable customers
to plan better, thus saving them money
Enable deeper integration with customers’ IT systems
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48. Case study: Teleroute
Collaboration – Company, Partner and Open Exchange
Leading pan-European
market position
Over 70,000 users daily
in 36 countries across
Europe and beyond
Over 250,000 real-time
offers every day; more
than 1M tons traded
daily
Reliable services with
99.98% availability
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50. Conclusions
F&CS has strong market positions in fast growing segments of the financial
services solutions market and is attaining note-worthy global scale
F&CS’ strategy is closely aligned with that of Wolters Kluwer
Creating value from combination of deep domain-expertise, technology and
services.
Investing in innovation and globalization, whilst seeking operating efficiencies.
Outlook for 2012:
Good growth in Financial Services overall, and in Audit, but continued weakness in
Transport Services.
Margins will reflect investments in new growth initiatives and global expansion
50 Financial & Compliance Services – December 7, 2012