This document summarizes a webinar on recruitment trends during the coronavirus pandemic. It includes:
- A presentation by Monizze on the impact of COVID-19 on customer habits with meal/eco/gift tickets, including decreased transactions but higher average value per transaction.
- A presentation by Febelfin on the situation in banks, noting continued recruitment focusing on key jobs while maintaining attention to diversity and inclusion.
- A presentation by Isabel Group comparing the coronavirus and 2008 crises, noting high demand for skilled roles and an increasing number of applicants while contractors may rise.
Start Up Gathering 2015 - 'Driving Business Forward' TSSG & South East BicTssg Wit
The document discusses the Telecommunications Software and Systems Group (TSSG) at Waterford Institute of Technology. It provides an overview of TSSG, including that it is an international research institute with over 140 staff that is 100% self-funded. It has expertise in networks, mobile technologies, and communication services. TSSG has completed over 110 projects for Irish startups in the past 3 years and has spun out companies like FeedHenry. The document then discusses TSSG's approach to developing startups, including lessons around having a strong customer, market, and industry focus and building a strong management team. Finally, it discusses TSSG's startup platform and supports available for funding.
Presentations from the December 5th seminar held at the LSE on women's economic empowerment through savings groups and business skills training. The seminar centred on NGO partnership between CARE International and Hand in Hand International in Rwanda.
Speaker presentations are by Care International, Hand in Hand International, Credit Suisse and Sparkassenstiftung für internationale Kooperation e.V.
Jakub Simek from Pontis Foundation and Sote Hub created the first draft of the Sote Talent business idea as an example and use case of our Effective Innovation Canvas. The Sote Talent idea is in early stage of consultations and prototyping. Please feel free to contribute with your comments, corrections and suggestions.
Jakub Simek from Pontis Foundation and Sote Hub created the first draft of the Sote Talent business idea as an example and use case of our Effective Innovation Canvas. The Sote Talent idea is in early stage of consultations and prototyping. Please feel free to contribute with your comments, corrections and suggestions.
Too often, banks calculate the value of software solutions on their time to market. The quicker the solution goes live, the better the ROI. But what banks keep missing, is the value of their time-to-decision. In many situations, the dreadful and highly political decision-making processes during the Request for Information (RFI) phase, takes longer than actually implementing the software. Therefore, time-to-market goes both ways.
Start Up Gathering 2015 - 'Driving Business Forward' TSSG & South East BicTssg Wit
The document discusses the Telecommunications Software and Systems Group (TSSG) at Waterford Institute of Technology. It provides an overview of TSSG, including that it is an international research institute with over 140 staff that is 100% self-funded. It has expertise in networks, mobile technologies, and communication services. TSSG has completed over 110 projects for Irish startups in the past 3 years and has spun out companies like FeedHenry. The document then discusses TSSG's approach to developing startups, including lessons around having a strong customer, market, and industry focus and building a strong management team. Finally, it discusses TSSG's startup platform and supports available for funding.
Presentations from the December 5th seminar held at the LSE on women's economic empowerment through savings groups and business skills training. The seminar centred on NGO partnership between CARE International and Hand in Hand International in Rwanda.
Speaker presentations are by Care International, Hand in Hand International, Credit Suisse and Sparkassenstiftung für internationale Kooperation e.V.
Jakub Simek from Pontis Foundation and Sote Hub created the first draft of the Sote Talent business idea as an example and use case of our Effective Innovation Canvas. The Sote Talent idea is in early stage of consultations and prototyping. Please feel free to contribute with your comments, corrections and suggestions.
Jakub Simek from Pontis Foundation and Sote Hub created the first draft of the Sote Talent business idea as an example and use case of our Effective Innovation Canvas. The Sote Talent idea is in early stage of consultations and prototyping. Please feel free to contribute with your comments, corrections and suggestions.
Too often, banks calculate the value of software solutions on their time to market. The quicker the solution goes live, the better the ROI. But what banks keep missing, is the value of their time-to-decision. In many situations, the dreadful and highly political decision-making processes during the Request for Information (RFI) phase, takes longer than actually implementing the software. Therefore, time-to-market goes both ways.
Financial alternatives starters day march 2016Securex
The document discusses various options for financing a startup company, including crowdfunding, business angels, and subsidies. It provides details on each option, such as typical fundraising amounts, average investment sizes, and success rates. Business angels are described as experienced entrepreneurs and executives who can provide both funding and strategic guidance to startups. Statistics are presented on business angel deals in Belgium from 2011-2015 by sector, funding amount, and company stage. The document concludes by discussing various public support programs and subsidies available for startup creation, growth, innovation and internationalization in Belgium.
Alain le Loux is an experienced startup coach and business accelerator who has helped over 200 European startups. The document discusses his experience starting and scaling companies, including his first startup in 1992 and time as CEO of Virobuster Technologies in 2008. It also provides a high-level overview of common reasons why startups fail, such as underestimating costs, overestimating markets, and difficulties with funding, customer acquisition, pricing, team composition, and internal struggles during growth.
Points covered: The Indian IT/BPO Industry. The story so far..
BFSI – The dominant vertical
BFSI – Will it grow as a vertical ?
PE/VC interest high
The “Non Linear” Path..
Looking Ahead
Presented by Ramit Sethi, June 2013
Insights 2021 | Powering Human ExperienceJodie Roberts
This document summarizes insights from a presentation on insights and research trends for 2021. It discusses how research is being conducted in turbulent and uncertain times, and that insights are needed more than ever as organizations fly blind. It highlights winners and losers from the pandemic and economic changes. Research is facing challenges of doing more with less as budgets decrease but demands increase. Key trends include greater automation, a 360-degree customer view, democratizing insights, integration, iterative learning, and showing ROI. The presentation provides tips on transitioning to focus on speed, stakeholders' needs, and delivering value across organizations through collaboration and agile approaches.
TechFuGees Australia occurred on the 28th & 29th of November 2015 at Liverpool city Library with the Goal of bringing out the Sydney Tech community to help develop tech solutions to allow new migrants to quickly and easily settle into the Australian community.
For more information: check out our event report on DevPost:
http://bit.ly/1OjZJCv
This document summarizes a presentation about using local employee stories to attract global candidates. It discusses Philips' employer brand and using a persona-driven strategy to determine which stories matter in different regions. Specific tactics are provided for finding and capturing stories from distributed teams during the pandemic, such as using employee videos, equipment loans, and facilitated conversations. The importance of tying stories to the employer value proposition and repurposing content across channels is also covered.
The Financial Times, in partnership with HP, recently held an event in Milan to discuss new CIO strategies for the digital age. Topics discussed included customer engagement, consistent delivery of service across all channels, strategies for driving innovation and supporting business growth, and security concerns in an era of BYOD and cloud services.
This white paper highlight key discussion points from the event.
The document discusses the changing business environment and need for companies to adapt to major global trends and shifts. It notes dramatic changes in areas like technology, markets, operations, and talent management. It emphasizes that the financial crisis created a "reset world" requiring recalibration of competitive strategies. Companies must consider challenges like new regulations, customer needs, social media impact, and talent retention to survive in this complex operating environment.
The document discusses the changing business environment and need for companies to adapt due to global trends and shifts. It notes dramatic changes have occurred since the 2008 financial crisis and companies now operate in a "reset world". Several global trends are highlighted that are impacting businesses such as the rise of China, social networking, and changing technology landscapes. The document provides facts and questions for businesses to consider regarding how to address these changes and trends through their marketing, operations, talent management, and strategic priorities.
The document summarizes key findings from a 2017 study on Belgian startups conducted by Telenet Kickstart and startups.be. It found that sustainable growth was a challenge due to issues like access to funding, developing recurring revenue streams, and a disconnect between startups and large corporations. It also reported on a "war for talent" facing startups, with over 60% having teams of 5 or fewer employees and difficulties recruiting needed technical, marketing, and sales professionals. Going global was another hurdle as over one-third of startups had no foreign revenue.
This document summarizes a webinar on applying digitization to drive growth in the retail textile cleaning industry. The webinar discusses how digitization can be used to capture new customer groups through insights, e-commerce, and co-creation. Presenters discuss using digital marketing and new product development. Partners from Electrolux and GreenEarth also present on hygienic cleaning solutions and sustainable garment care practices. The webinar addresses how the industry can improve efficiency through tools like the OnE portal and reviews business models to provide more flexible, convenient services to attract customers.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2023/09/90-of-tech-start-ups-fail-what-the-other-10-know-a-presentation-from-connected-vision-advisors/
Simon Morris, Executive Advisor at Connected Vision Advisors, presents the “90% of Tech Start-Ups Fail. What Do the Other 10% Know?” tutorial at the May 2023 Embedded Vision Summit.
Morris is fortunate to have led three tech start-ups with three successful exits. He received a lot of advice along the way from venture investors, co-founders, colleagues, competitors, customers and other tech entrepreneurs. He has always been fascinated by the success and failure stories of businesses in general, and tech start-ups in particular. What are the common factors that lead some to succeed while most fail?
In this talk, Morris explores the most important success factors, with a focus on the last decade of computer vision and edge AI start-ups. His own experiences as well what he has learned from others suggests that the most important success factors include a very clear understanding of the target customer and market need; a clear-eyed quantification of both the value that the solution brings to customers and its differentiation vs. competitors; a robust go-to-market strategy that can achieve repeatable and scalable growth; and a strong, diverse leadership team.
The document discusses how the digital revolution will disrupt many industries and organizations that do not adapt. It makes the following key points:
- The changes from digital technologies so far are small compared to what is coming in the next few years. 40% of today's large companies may not exist in 10 years.
- Many industries are at risk of disruption, including higher education, tourism, retailing, business services, construction, and more. Companies must transform their business models to adapt.
- While some progress has been made in Scotland, the majority of organizations are unprepared for digital disruption. A major gap exists between current technology use and what is needed.
- All businesses must make digital transformation a priority
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
Policies for SME innovation and SME financing - Marco MarcheseOECD CFE
The document summarizes Marco Marchese's work at the OECD on local policies supporting SME innovation and financing. It discusses key issues such as the uncertainty of innovation and barriers to SME financing. It provides policy recommendations in areas like fostering university-business collaboration and establishing loan guarantee schemes. Specific policy examples analyzed include innovation vouchers in the Netherlands, business accelerators in various countries, and microfinance initiatives in Belgium and the UK.
The document outlines a proposal for The Second Life Program, which would create an activity-based destination resort for seniors aged 60-80 in Malaysia. It discusses the need for such facilities given Malaysia's aging population. The resort would offer a range of amenities and activities aimed at self-actualization, wellness, and happiness for residents. The proposal covers the business idea, value proposition, target market, marketing plan, financial projections, management considerations, and risks. The overall aim is to provide seniors with an enriched second life away from stress and boredom.
Working with neurodiversity: is the new normal here to stay?AbilityNet
In this FREE webinar AbilityNet and Genius Within explored how a shift to home working has brought both challenges and benefits for neurodiverse workers. We shared data on neurominorities and explored the services both organisations can offer in terms of support.
This document discusses innovation in the banking industry from 1870 to present day and provides strategies for organizations to foster innovation. It covers how banks have innovated through technologies like credit cards, ATMs, internet banking, and more recent innovations from companies like PayPal, Square, and neobanks. The document advocates taking a strategic approach to innovation by considering horizons of growth, focusing innovation efforts on purpose, people, process, protection, and performance. It provides models for optimizing existing businesses through renovation or transforming through transcending traditional models.
Financial alternatives starters day march 2016Securex
The document discusses various options for financing a startup company, including crowdfunding, business angels, and subsidies. It provides details on each option, such as typical fundraising amounts, average investment sizes, and success rates. Business angels are described as experienced entrepreneurs and executives who can provide both funding and strategic guidance to startups. Statistics are presented on business angel deals in Belgium from 2011-2015 by sector, funding amount, and company stage. The document concludes by discussing various public support programs and subsidies available for startup creation, growth, innovation and internationalization in Belgium.
Alain le Loux is an experienced startup coach and business accelerator who has helped over 200 European startups. The document discusses his experience starting and scaling companies, including his first startup in 1992 and time as CEO of Virobuster Technologies in 2008. It also provides a high-level overview of common reasons why startups fail, such as underestimating costs, overestimating markets, and difficulties with funding, customer acquisition, pricing, team composition, and internal struggles during growth.
Points covered: The Indian IT/BPO Industry. The story so far..
BFSI – The dominant vertical
BFSI – Will it grow as a vertical ?
PE/VC interest high
The “Non Linear” Path..
Looking Ahead
Presented by Ramit Sethi, June 2013
Insights 2021 | Powering Human ExperienceJodie Roberts
This document summarizes insights from a presentation on insights and research trends for 2021. It discusses how research is being conducted in turbulent and uncertain times, and that insights are needed more than ever as organizations fly blind. It highlights winners and losers from the pandemic and economic changes. Research is facing challenges of doing more with less as budgets decrease but demands increase. Key trends include greater automation, a 360-degree customer view, democratizing insights, integration, iterative learning, and showing ROI. The presentation provides tips on transitioning to focus on speed, stakeholders' needs, and delivering value across organizations through collaboration and agile approaches.
TechFuGees Australia occurred on the 28th & 29th of November 2015 at Liverpool city Library with the Goal of bringing out the Sydney Tech community to help develop tech solutions to allow new migrants to quickly and easily settle into the Australian community.
For more information: check out our event report on DevPost:
http://bit.ly/1OjZJCv
This document summarizes a presentation about using local employee stories to attract global candidates. It discusses Philips' employer brand and using a persona-driven strategy to determine which stories matter in different regions. Specific tactics are provided for finding and capturing stories from distributed teams during the pandemic, such as using employee videos, equipment loans, and facilitated conversations. The importance of tying stories to the employer value proposition and repurposing content across channels is also covered.
The Financial Times, in partnership with HP, recently held an event in Milan to discuss new CIO strategies for the digital age. Topics discussed included customer engagement, consistent delivery of service across all channels, strategies for driving innovation and supporting business growth, and security concerns in an era of BYOD and cloud services.
This white paper highlight key discussion points from the event.
The document discusses the changing business environment and need for companies to adapt to major global trends and shifts. It notes dramatic changes in areas like technology, markets, operations, and talent management. It emphasizes that the financial crisis created a "reset world" requiring recalibration of competitive strategies. Companies must consider challenges like new regulations, customer needs, social media impact, and talent retention to survive in this complex operating environment.
The document discusses the changing business environment and need for companies to adapt due to global trends and shifts. It notes dramatic changes have occurred since the 2008 financial crisis and companies now operate in a "reset world". Several global trends are highlighted that are impacting businesses such as the rise of China, social networking, and changing technology landscapes. The document provides facts and questions for businesses to consider regarding how to address these changes and trends through their marketing, operations, talent management, and strategic priorities.
The document summarizes key findings from a 2017 study on Belgian startups conducted by Telenet Kickstart and startups.be. It found that sustainable growth was a challenge due to issues like access to funding, developing recurring revenue streams, and a disconnect between startups and large corporations. It also reported on a "war for talent" facing startups, with over 60% having teams of 5 or fewer employees and difficulties recruiting needed technical, marketing, and sales professionals. Going global was another hurdle as over one-third of startups had no foreign revenue.
This document summarizes a webinar on applying digitization to drive growth in the retail textile cleaning industry. The webinar discusses how digitization can be used to capture new customer groups through insights, e-commerce, and co-creation. Presenters discuss using digital marketing and new product development. Partners from Electrolux and GreenEarth also present on hygienic cleaning solutions and sustainable garment care practices. The webinar addresses how the industry can improve efficiency through tools like the OnE portal and reviews business models to provide more flexible, convenient services to attract customers.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2023/09/90-of-tech-start-ups-fail-what-the-other-10-know-a-presentation-from-connected-vision-advisors/
Simon Morris, Executive Advisor at Connected Vision Advisors, presents the “90% of Tech Start-Ups Fail. What Do the Other 10% Know?” tutorial at the May 2023 Embedded Vision Summit.
Morris is fortunate to have led three tech start-ups with three successful exits. He received a lot of advice along the way from venture investors, co-founders, colleagues, competitors, customers and other tech entrepreneurs. He has always been fascinated by the success and failure stories of businesses in general, and tech start-ups in particular. What are the common factors that lead some to succeed while most fail?
In this talk, Morris explores the most important success factors, with a focus on the last decade of computer vision and edge AI start-ups. His own experiences as well what he has learned from others suggests that the most important success factors include a very clear understanding of the target customer and market need; a clear-eyed quantification of both the value that the solution brings to customers and its differentiation vs. competitors; a robust go-to-market strategy that can achieve repeatable and scalable growth; and a strong, diverse leadership team.
The document discusses how the digital revolution will disrupt many industries and organizations that do not adapt. It makes the following key points:
- The changes from digital technologies so far are small compared to what is coming in the next few years. 40% of today's large companies may not exist in 10 years.
- Many industries are at risk of disruption, including higher education, tourism, retailing, business services, construction, and more. Companies must transform their business models to adapt.
- While some progress has been made in Scotland, the majority of organizations are unprepared for digital disruption. A major gap exists between current technology use and what is needed.
- All businesses must make digital transformation a priority
The Benefits Of Innovation Workshops: Co-Creation And Remote CollaborationHarry Alford
Innovation workshops drive companies to develop a compelling point of view, see competitive challenges in a new light, address specific painful problems, and create hooks of synchronicity to stimulate productivity. Over the course of a three-hour session, we facilitate design thinking exercises to connect problems to a solution. This presentation articulates the benefits of participating in an innovation workshop.
Policies for SME innovation and SME financing - Marco MarcheseOECD CFE
The document summarizes Marco Marchese's work at the OECD on local policies supporting SME innovation and financing. It discusses key issues such as the uncertainty of innovation and barriers to SME financing. It provides policy recommendations in areas like fostering university-business collaboration and establishing loan guarantee schemes. Specific policy examples analyzed include innovation vouchers in the Netherlands, business accelerators in various countries, and microfinance initiatives in Belgium and the UK.
The document outlines a proposal for The Second Life Program, which would create an activity-based destination resort for seniors aged 60-80 in Malaysia. It discusses the need for such facilities given Malaysia's aging population. The resort would offer a range of amenities and activities aimed at self-actualization, wellness, and happiness for residents. The proposal covers the business idea, value proposition, target market, marketing plan, financial projections, management considerations, and risks. The overall aim is to provide seniors with an enriched second life away from stress and boredom.
Working with neurodiversity: is the new normal here to stay?AbilityNet
In this FREE webinar AbilityNet and Genius Within explored how a shift to home working has brought both challenges and benefits for neurodiverse workers. We shared data on neurominorities and explored the services both organisations can offer in terms of support.
This document discusses innovation in the banking industry from 1870 to present day and provides strategies for organizations to foster innovation. It covers how banks have innovated through technologies like credit cards, ATMs, internet banking, and more recent innovations from companies like PayPal, Square, and neobanks. The document advocates taking a strategic approach to innovation by considering horizons of growth, focusing innovation efforts on purpose, people, process, protection, and performance. It provides models for optimizing existing businesses through renovation or transforming through transcending traditional models.
Similar to Fintech Belgium_Webinar 7: Recruitment latest trends / Covid-19: Home Working Challenge - 08-05-20 (20)
This document discusses how retired individuals can start a business by drawing on old skills and networks to address existing needs in mature markets. It recommends building a customer base and revenue first before introducing complex innovations, and advises establishing a solid foundation to maintain founder control while addressing pain points caused by regulatory changes. The goal is to leverage existing solutions rather than creating something entirely novel.
E-invoicing and Peppol were discussed. The presentation covered:
1) The invoicing flow and how e-invoicing streamlines it.
2) Peppol is a network that allows secure and standardized e-invoicing across Europe.
3) Belgian regulation will soon require all B2B invoicing to be electronic, utilizing the Peppol network.
4) As the Peppol network grows in users and document types, its benefits increase for all members through self-discovery and increased reception capabilities.
The document discusses a financial platform company that provides consulting and implementation services for digital investment offerings. It provides a cloud-native platform to support clients. The company assists with integrating its financial platform and customizing functionality. It also discusses how AI can help investment companies get more from their existing client base by identifying sales prospects, understanding individual client needs through data analysis, and creating tailored sales narratives. Finally, it outlines how AI can enhance the investment journey by performing tasks like proposing goals, conducting audits, generating recommendations, and delivering customized reports.
This document discusses how artificial intelligence can be a gamechanger in anti-money laundering efforts. It notes that estimated money laundering amounts to 2-5% of global GDP, or between $1-2 trillion globally and $25.5 billion in Belgium specifically. Current detection rates are only about 10% of total amounts. The document then outlines different implementation scenarios for using AI, including using it to generate new rules or augment existing rule-based systems. It proposes an approach that intelligently combines AI with rules to generate automated and explainable risk scoring of clients and transactions to better identify suspicious activity.
The document summarizes Nicolas Kalokyris' presentation on regulatory considerations for the use of artificial intelligence in financial services. It provides examples of AI applications like neobanks, credit scoring, chatbots, robo-advisors, and anti-money laundering. It also discusses applicable regulations and principles for regulating AI, including a risk-based approach and ensuring technological neutrality. The presentation aims to address legal uncertainty around applying existing financial regulations to innovative AI-based business models.
The document summarizes an upcoming event on AI regulation and innovations in financial technology. It includes:
1) An agenda for the event with presentations on the EU AI Act, AI in anti-money laundering and healthcare innovations, and a panel discussion.
2) Information on DLA Piper's EU AI Act app and digital guide providing analysis and resources on AI regulation.
3) An overview of Fintech Belgium, the organizer, including their membership, events, innovation hub, and resources for startups, events, news and careers in fintech.
This document summarizes an exclusive finance matchmaking session between 3 banks and 21 fintechs with over 110 registrations. The half-day event includes welcome remarks, a keynote on collaboration in innovation, reverse pitching sessions between the banks and fintechs, networking opportunities, and presentations from the fintechs. The event is organized by Fintech Belgium, a non-profit association promoting the development of fintech in Belgium through collaborations between its over 135 fintech members and other organizations.
This document discusses collaboration opportunities between banks and fintechs. It notes that Belgian banking customers have become less satisfied in recent years due to high prices, lack of personalized offerings, and an unmet price-quality ratio. Fintechs can address these issues by collaborating with banks across domains like payments, credit solutions, core banking, and digital retail. Leading fintechs are highlighted as examples. The document argues that banks and fintechs benefit from each other - fintechs gain resources and customer reach from banks, while banks gain flexibility and future-looking technologies from fintechs. For successful collaboration, both sides must champion each other's strengths, focus on security, partner through incubators, and drive customer-
Argenta was established in 1956 as a non-listed bank-insurer with family shareholders. It prides itself on being customer centric and having a culture of simplicity in all that it does. Argenta also aims to be robust, stable, and have a specific Argentanen culture. It has over 2,500 employees serving 1.74 million loyal customers and has a top 2 consumer banking market share in Flanders, with high customer satisfaction scores. Argenta's purpose is to care for customers, employees, branches, and society responsibly and empower them to meet financial challenges in an unpredictable world.
RiskConcile is a niche regulatory technology company headquartered in Leuven, Belgium that provides automated regulatory reporting software. They have strong ties to KU Leuven University and expertise in data science and risk management. Their software solutions help clients address challenges of scalability, frequency, and consistency of regulatory reporting by automating delivery from a single source of truth to replace spreadsheets. However, software also presents challenges of security, organizational adoption, correctness, and data ingestion that must be managed.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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2. Programme
• Introduction (5min)
• Jean-Louis Van Houwe from Monizze will answer to " What
impact does the Corona virus have on eco- / meal- / gift- tickets,
what are the changes in the transaction habits of their customers
and what is the evolution of their customers' orders?" (15min)
• Claire Godding from Febelfin will give a global picture of the
banks situation with the current recruitment and will reply to
"What do we learn during crises ? Why is it fundamental that you
keep paying attention to inclusion, and to enriching diversity in
your hirings -also now ? and What commitments to gender
equality do we currently see with banks ? " (10min)
• Katrien Van Geel from Isabel Group will compare the Corona crisis
with the crisis in 2008 and will explain how they cope(d) these
ones in terms of recruitment (10min)
• Q&A (15min)
• Conclusion (5min)
3. Your Speakers
Toon Vanagt
Host, Board of FinTech Belgium
CEO of data.be
Claire Godding
Senior Expert on Diversity & Inclusion and Societal
Needs for the financial sector
Febelfin
Katrien Van Geel
Talent Acquisition Manager
Isabel Group
Jean-Louis Van Houwe
CEO
Monizze
6. • Meal / Eco / Gift vouchers
– Impact on employees
– Impact on merchants
• Monizze life
– New way of working
– Recruitment during covid-19
– Back to work
• Conclusions
Agenda
10. • Background of the proposed principles
– After 6 weeks, need fresh air & social contacts
– Back to the office is allowed if well organized
• Guiding rules:
– “Good common sense” principle
– Remote working remains the preferred choice
for Monizze
– When at the office:
• keep distances (min 1,5m)
• organize desk seating accordingly
• wearing a mask always advised
– not compulsory at the desk (when
distancing is respected)
– compulsory when circulating
– Prevent yourself from using the lift
• Max 2 people
• Organization of the teams:
– A maximum of 50% of monizzers will
be possible together at the office to
respect distancing
– Distinct rolling group will change each
week (group 1 even weeks, group 2
uneven weeks)
– This must be coordinated and
approved by your responsible before
joining the office
• Always keep in mind:
– Washing your hands many times AND
is mandatory at the following events:
• arriving at the office,
• after restrooms,
• before eating,
• leaving the office,
• arriving at home.
– After eating: wash your table with
disinfectant and towel
Back to Work : principles
13. HR priorities in Banks & evolution
Gender perspective
Recruitment practice in Banks in Covid-19 time
14. 14 |
Five most significant HR trends in 2020
(until February)
War for Talent
Rise of AI and automated work
Diversity & Inclusion
Purpose & Culture
Flexibility & Fluidity
15. 15 |
Five most significant human capital trends in 2020
War for Talent
Continuity
Diversity & Inclusion
Purpose & Culture
Flexibility & Fluidity
16. 16 |
Biggest Business Challenges in
2020
Innovation Digital
Risk Talent
Client
(Until February)
17. 17 |
Biggest Business Challenges in
2020
Continuity
Role in
Society
Digital
inclusion
Talent
Credits
18.
19. 19 |
Why Should banks care about diversity in recruitment
NOW ?
Connection to clients needs
Collective intelligence
Innovation capacity
Risk management
Retain & attract best talents
More inclusive culture, more resilience
20. 20 |
The specific gender mix in the financial
sector
Gender in the Financial Sector
21. Recent evolution in Banks
recruitment
Since 2018 : less jobs available in branches, more IT &
digital new jobs.
Since 2019 : War for talent becomes more tangible
(less candidates).
Since 2019 : More efforts on inclusive employer
branding
23. 90 % of the financial sector
Measure glass ceilings
Define targets
Make job descriptions inclusive
Changing the sector image
24. Banks & Recruitment during the crisis
(BNP Paribas Fortis, KBC, ING, Belfius, Puilaetco)
Recruitment goes on in 6/6 banks (reduced with 10 to 25%) focusing
on key jobs
Full online recruitment process in 5/6 banks
Online onboarding (some contrats postponed to 07)
Key jobs : risk / compliance – project – IT – wholesale banking -
experts
Candidates still applying. Very satisfied of the digital hiring
experience.
Attention to gender & diversity remain important in 6/6 banks
39. Conclusion. Too early?
• High needs capabilities for high skilled profiles
• Fintech hiring lead time still a challenge
• Number of applicants is increasing (April & May)
• Permanent candidates give more value to
stable companies than before
• Candidates are more involved in the recruitment
process
• Expect an increase of available contractors
• More hiring needs due to intensified digitalization
and increased speed required in new product
development
41. Join us :
• /FREE Webinar 8: Manage Deconfinement / Coronavirus
Homeworking Challenge, Friday May 15th, 2pm
• /FREE Webinar 9: Financial Insights / Coronavirus Homeworking
Challenge, Friday May 22nd, 2pm
• /FREE Webinar 10: Post covid financials / Coronavirus
Homeworking Challenge, Friday May 29th, 2pm
SEE YOU ONLINE😊
Editor's Notes
Let me start with a short introduction of Isabel Group.
Most of you probably know us through our multibanking solutions, like Isabel, 6 Zoomit and CODA services from CodaBox.
For the last 25 years, we are supporting our clients in their interaction with banks for their payment activities and associated reporting.
(for info: Processing 7 Billion € of payments a day, allowing 25% of the Belgian households to pay their invoices and facilitating account statement processing for more than 50% of the accountancy sector.)
What might be new is that in the recent years, we have been expanding our offering to better address the needs of our clients and the market in general in removing hassle in digitalization of administrative processes around payments, electronic documents and identities.
Think about the expansion of our portfolio with CodaBox, Ibanity and ClearFacts.
(for info: 3 strong, innovative and customer centric teams)
To make the circles complete , last year we launched new solutions such as SignHere, Seven, Ponto and Kube (al voor banken) to address new market needs, read to enhance the digitalization.
Ongoing in 2020 and very actual during this period as well, is the focus on electronic invoicing (an initiative with different partners called Digicrowd) and TruliUs (a corporate identity solution – end 2020 / niet opnieuw identiferen & valideren? / bedrijven / niet altijd zelfde oefening doen) that will be launched next fall.
You may wonder “why all this” ?
Isabel Group’s mission is to help organizations focus on their core challenges by removing any friction or hassle from administrative processes.
How do we do this?
By building bridges between all actors across the financial value chain, from contracting, to payments, to reporting.
By having a dedicated & vast network of partners, with all different qualities to service our clients in the best way.
And most importantly by having a dedicated and professional team of employees. Also they have their own qualities & expertise to create solutions according to the market needs.
And surely, crises have their impact, not only on the market needs, but also on the most valuable asset, our co-workers.
Low-skilled workers in construction and industry experienced the sharpest decline in employment, especially in 2009, recruitments decreased for all job levels including managers and senior officials.
Biggest rise in recruitment activity are either those employing high-skilled workers: software and sales professionals as well as health services workers.
After 2008, part-time and temporary jobs increased by four and three percentage points respectively, bringing the first to 46% and the second to 59% between 2008 and 2012 on average for the European Union.
Might expect the same after Corona crisis
Considering the number of high-skilled hirings in Belgium, Fintech will keep the same level of open slots
Total workforce attrition rate won’t decrease
Needs remains high for new talent
Between 20% & 30% of the total workforce are open slots
Corona impact: Strong increase in demand since end of april (+23 jobs) – 80% newly created positions / 20% replacement
Focus stays on IT, product & sales profiles
Extra efforts on Sourcing & Employer Branding to reduce recruitment costs
Same focus even during Corona Crisis
It will stay a competitive market
More pressure on the team / candidate are more active in the process
Stable due to fintech market
Select to fit, not based on status
Contractors are pushing hard for new mission
Expect an increase of available contractors (impact on fees?)
Average 2100 applicants / year
Impact Corona: strong drop in March / recoverage in April
Expect an increase in 2020 to 2400
7 new employees in march & april & already 4 had a onboarding remotely
9 new employees already expected for May & June
Remote working / video interviews