This presentations tells the story of the Risk-led transformation that HML has undertaken over the last 18 months. It outlines some of the key challenges, how they were overcome and the benefits delivered.
Delivering Business Value By Applying Agile Principles To Business Continuity...Ken Collins
Agile methodologies clearly work well in the world of software development—the evidence is overwhelming. But how does Agile apply to other disciplines like business continuity management? Can the Agile philosophy help mitigate power disruptions and improve pandemic planning?
Mr. Collins illustrates how one client in the financial services sector successfully applied Agile principles to a recent business continuity initiative.
This session is intended for executives and project managers charged with developing business continuity and IT disaster recovery plans.
Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management.
• Learn how Agile principles can shape the vision and scope of business continuity initiatives.
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value.
1. Learn about the evolving role of the chief risk officer (CRO) both before and during the current global economic crisis.
2. Develop an understanding of the complementary aspects of the CRO and chief audit executive (CAE) roles, as well as the potential conflicts to avoid.
3. Discover strategies and critical success factors for an effective CRO and CAE partnership.
Governance, Risk, and Compliance ServicesCapgemini
Capgemini’s integrated and centralized approach to Governance, Risk, and Compliance (GRC) breaks through traditional functional silos to deliver effective enterprise risk management and compliance as a continuous process. We help organizations manage a range of enterprise risks in the areas of IT, finance and accounting, operations, and regulatory compliance with flexible solutions comprised of a highly qualified CPA and CISA talent pool, innovative tools, and our unique collection of GPM best practice processes and controls.
Deloitte’s risk management philosophy – Risk Intelligence (RI), focuses on maintaining the right balance between risk and reward. Asking the right questions and finding effective answers to them is critical to developing the right risk management capabilities. Most organizations already have a multitude of Enterprise Risk Management (ERM) practices and processes to address risks but the lack of a strategic view to an ERM program, can expose risk management gaps and redundancies and prevent sufficient insight into key risk interdependencies
Delivering Business Value By Applying Agile Principles To Business Continuity...Ken Collins
Agile methodologies clearly work well in the world of software development—the evidence is overwhelming. But how does Agile apply to other disciplines like business continuity management? Can the Agile philosophy help mitigate power disruptions and improve pandemic planning?
Mr. Collins illustrates how one client in the financial services sector successfully applied Agile principles to a recent business continuity initiative.
This session is intended for executives and project managers charged with developing business continuity and IT disaster recovery plans.
Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management.
• Learn how Agile principles can shape the vision and scope of business continuity initiatives.
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value.
1. Learn about the evolving role of the chief risk officer (CRO) both before and during the current global economic crisis.
2. Develop an understanding of the complementary aspects of the CRO and chief audit executive (CAE) roles, as well as the potential conflicts to avoid.
3. Discover strategies and critical success factors for an effective CRO and CAE partnership.
Governance, Risk, and Compliance ServicesCapgemini
Capgemini’s integrated and centralized approach to Governance, Risk, and Compliance (GRC) breaks through traditional functional silos to deliver effective enterprise risk management and compliance as a continuous process. We help organizations manage a range of enterprise risks in the areas of IT, finance and accounting, operations, and regulatory compliance with flexible solutions comprised of a highly qualified CPA and CISA talent pool, innovative tools, and our unique collection of GPM best practice processes and controls.
Deloitte’s risk management philosophy – Risk Intelligence (RI), focuses on maintaining the right balance between risk and reward. Asking the right questions and finding effective answers to them is critical to developing the right risk management capabilities. Most organizations already have a multitude of Enterprise Risk Management (ERM) practices and processes to address risks but the lack of a strategic view to an ERM program, can expose risk management gaps and redundancies and prevent sufficient insight into key risk interdependencies
Having trouble with your enterprise risk management strategy? Map it.Andrew Smart
In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution and 1 in 3 business leaders rate their firm as poor or very poor at the implementation of strategy.
Like business strategy, the risk management strategy presents execution challenges for the CRO and Risk Management teams.
Paraphrasing the original article that introduced the Strategy Map, in the presentation, Ascendore CEO outlines how the Strategy Map can be used as part of an overall strategy management system to improve the execution of the risk management strategy. This presentation is based on an Ascendore customers use of the Strategy Map for Operational Risk Management.
Embedding RCSA into Strategic Planning and Business StrategyAndrew Smart
Embedding RCSA into Strategic Planning and Business Strategy
This presentation was prepared for the New Generation Operational Risk: Risk Culture and Business Conduct Behaviour conference in Helsinki, Finland.
In this presentation, Ascendore CEO, Andrew Smart outlines how to integrate Risk & Control Self Assessment into the Strategic Planning and Business Strategy.
Based on the Risk-Based Performance Management approach, during this presentation an integrated approach to strategy and risk management is outlined, with risk appetite playing a central role.
Enabling Cyber Risk Management- Many of the fines issued by the FCA over the past few years can be attributed to poor information management. The threats from external cyber-attack and malicious insiders are escalating, with your corporate and client information being the primary target of the cyber criminals. The legal requirement on UK businesses will evolve with the proposed EU data protection regulation likely to come into force next year. It is therefore critical to implement robust information risk management. This recorded webinar will discuss the risks and highlight some practical steps to develop and integrate information risks into your ERM.
Managing Information Risk in Financial Services Andrew Smart
Managing Information Risk in Financial Services Webinar Feb 26th 2014
presented by Colin Lobley
http://manigent.com/uk.linkedin.com/pub/colin-lobley/2/7/563
Many of the fines issued by the FCA over the past few years can be attributed to poor information management. The threats from external cyber-attack and malicious insiders are escalating, with your corporate and client information being the primary target of the cyber criminals. The legal requirement on UK businesses will evolve with the proposed EU data protection regulation likely to come into force next year. It is therefore critical to implement robust information risk management.
Watch the full presentation Video on Youtube: http://youtu.be/775wFMtG2oE
Feb 19th 2014 "Enabling Effective Conduct Risk"
Webinar 10:00-11:00 GMT
Focusing on the FCA and the Conduct Risk agenda, in this webinar, "Enabling Effective Conduct Risk", StratexSystems will demonstrate how firms can effectively manage conduct risk by taking an integrated approach to strategy and risk management, and how the StratexPoint solution can support firms as they seek to meet the challenges of conduct risk and engage effectively with the new regulator around this agenda.
During the webinar, StratexSystems will outline:
‘The Seven Key Challenges of Conduct Risk Management’;
Managing and embedding Governance into the business
Definition and embedding the Business Model
Definition and execution of the Business Strategy with customers at its heart
Enabling & embedding Conduct Risk specific processes
Process Management, and specifically New Product Development
Product level performance and risk management
Conduct incident reporting and analysis
StratexSystems will demonstrate during the webinar that Enabling Effective Conduct Risk Management is not about throwing everything that one currently does away and starting afresh but rather building on existing strategy execution and risk management processes and tools.
Additionally, during the webinar we will demonstrate that if firms approach Conduct Risk from the right perspective, they can generate significant value, beyond simply satisfying a regulatory compliance demand.
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
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.
Making Conduct Risk [Good] Business As UsualAndrew Smart
Andrew Smart sought to de-mistify some of the market perceptions about Conduct Risk Management and show how to make Conduct Risk Business As Usual. He showed that Conduct Risk Management should not be regarded as a new management framework or process, rather it should be embedded within the business strategy and operational processes.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
StratexPoint is an integrated strategy execution and risk management solution built on Microsoft SharePoint.
StratexPoint enables organisations to clarify their strategic objectives, align their risk appetite and manage their key risks to enable the sustainable execution of their strategy.
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
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.
The regulatory landscape for the UK Financial Services industry has undergone a fundamental change with the Financial Services Authority (FSA) splitting into two new regulatory bodies; the Financial Conduct Authority (FCA) and the Prudential Regulation Authority (PRA).
Focusing on the FCA and the Conduct Risk agenda, in this webinar, "Enabling Effective Conduct Risk", Andrew Smart demonstrates how firms can effectively manage conduct risk by taking an integrated approach to strategy and risk management, and how the StratexPoint solution can support firms as they seek to meet the challenges of conduct risk and engage effectively with the new regulator around this agenda.
During the webinar, Andrew outlines:
'The Seven Key Challenges of Conduct Risk Management';
1. Managing and embedding Governance into the business
2. Definition and embedding the Business Model
3. Definition and execution of the Business Strategy with customers at its heart
4. Enabling & embedding Conduct Risk specific processes
5. Process Management, and specifically New Product Development
6. Product level performance and risk management
7. Conduct incident reporting and analysis
Andrew demonstrates during the webinar that Enabling Effective Conduct Risk Management is not about throwing everything that one currently does away and starting afresh but rather building on existing strategy execution and risk management processes and tools.
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3. Service range
• Financial services prime
and subprime UK residential
mortgages.
• RSS2- rating special
servicing
• Over £43bn residential and
commercial mortgages
currently under management
in UK and Ireland
• 1,300 employees based
across 3 UK sites, including
a 450 seat call centre
handling up to 13,000 calls
per day
6. We recognised that there were gaps in our approach to
Operational Risk Management…..
•Silo operational risk
processes.
• Key Risks identification
disconnected from
performance & objectives
• KRI’s definition – partial
• Policy documents –
limited governance and
assurance
• Lack of enabling
technology
• Poor alignment to strategy
7. Our approach, closed gaps and enabled us to meet our
challenges...
• Increased resources for
assurance activity and “deep
dive” work
• Risk integrated with Strategy
• Comprehensive set of Key
Risks & Controls
• Robust enabling technology to
support the risk management
framework
• Comprehensive policy suite
• Maturity model &
effectiveness BSC to set
change agenda
10. Risk Role in HML’s Strategic Execution
To provide excellence in risk management to support the sustainable
achievement of HML’s strategic objectives within its defined risk
appetite.
ADVICE OVERSIGHT CHALLENGE
Business focused advice and Passionate focus on supporting Continuous improvement in risk
oversight which adds value business excellence management practices
Oversight, Challenge & Functional Leadership
Delivered through highly skilled and positively motivated risk people, within an
overall approach respected and valued by the business.
10
13. Risk Identification and Assessment
The ERM framework is used to understand the links between what we want
to do, what could stop us, and how we manage and monitor performance.
All the data is held in our bespoke software solution ‘Insight’.
What process do we need How do we monitor changes in
What threats will stop us to control and what is the performance, risk and controls
What are we trying to achieve our objectives? right level of control? effectiveness?
achieve?
Performance Risk Controls Indicators
Objectives Key Risks Key Controls Key Indicators
13
14. Control Effectiveness
The Control Self Assessment (CSA) quarterly certification process was
introduced in Q4 2009
The process involves all key controls across all divisions being reviewed,
capturing:-
• the control purpose
• an assessment of the effectiveness of the control
• documentation of proof to support the certification
Line 1 Line 2
challenge validation
Key
Certification
Controls
-Type -Certified effectiveness
- Assessment score - Improvement action
- Expected performance
14
16. Direct Operational Losses by Year
The graphs opposite show the operational
losses paid out from January 2007 - September
2011, by value and volume in the year the error
occurred.
• The improvement in performance is
illustrated and there has been a 93%
reduction in the value of losses that have
occurred during 2010 compared with
those that occurred during 2008.
• From 2007, there has been a 56%
reduction in the volume of losses that
occurred during 2010 compared with
those that occurred during 2008. In
addition, the severity of losses has
reduced over the years and, for the
losses that occurred during 2010, 97% of
the volume of these were for individual
amounts that were less than £1k.
17. Audit Actions
The graphs are based on all issues % of issues added each year by Grade
raised from internal audits, external
reviews and internal compliance and 100%
assurance reviews 90%
80%
The percentage of issues that are rated 70%
Significant / High risk has decreased
year on year since 2008. In 2008 24% 60%
of issues were rated Significant or High. 50%
This reduced to 14% in 2009 and again 40%
to 10% in 2010. So far in 2011 the % of
30% Low / Efficiency
high issues stands at 5% of the total
Medium
issues added. 20%
Significant / High
10%
The percentage of issues rated medium 0%
2008 2009 2010 2011
risk has also decreased from 48% in
2008 to 45% in 2011.
17