Riskpro is an organization of risk management consulting firms with offices in major Indian cities. It provides integrated risk management services to mid-large sized corporates and financial institutions. Riskpro has over 200 years of cumulative experience across its experienced professionals. It offers quality advisory services typically provided by large firms at more affordable price levels. Key differentiators include a main focus on risk management and the ability to take on large, complex projects through hybrid delivery capabilities. The document provides details on Riskpro's services, team experience and credentials, and value proposition in providing independent directors and risk advisory services to SMEs in India.
This document discusses the role of human resource management in the banking sector. It outlines key HR functions like applicant screening, development, security, compensation decisions, and recruitment. It also discusses challenges faced by banks in retaining talent and transforming to global organizations. Several HR practices at major banks like ICICI, Axis, Bank of Baroda, and Andhra Bank are described, including training, performance management, and leadership development programs. The conclusion emphasizes the importance of linking HR functions to business goals and investing in employees as the primary asset.
ICICI Bank is one of the largest banks in India with over 3,800 branches across the country. It offers a wide range of banking and financial services to both corporate and retail customers. ICICI Bank has a three-tier management structure - top level management sets strategy and policies, middle level management executes plans and communicates between top and lower levels, and lower level provides supervision of employees. The bank emphasizes diversity and has a 70% male to 30% female employee ratio, with programs to support work-life balance.
The document summarizes a webinar on managing multicultural issues in HR strategies. It discusses the multicultural aspects of employees, work culture, top management teams, and links to parent companies. It also provides glimpses of real issues around work culture, compensation, and job security. The document then discusses the experience of Maruti Suzuki India Ltd. in managing a balanced mix of Indian and Japanese cultures. It emphasizes the importance of understanding local ground realities and adapting HR policies to the local context for success in India.
Factors influencing corporate governance include:
1) Promoters dominating governance in every way in the Indian scenario.
2) The culture and mindset of management shaping corporate governance.
3) The board needing to be prepared to face challenges if they want to uphold ideal corporate governance.
HRM practices in China are influenced by Chinese culture which values respect for authority, harmonious relationships, personal connections, group orientation, and avoiding shame. Common HRM areas in Chinese joint ventures include recruitment, training, performance appraisal, promotion criteria, and financial rewards. While recruitment and promotion practices resemble those of foreign partners, performance appraisal incorporates more qualitative criteria and a top-down system unlike local firms. Localization of management brings challenges of developing local talent through training and coaching while expatriates still play key roles in technology transfer, leadership, and communicating with headquarters.
Understanding the concept of Corporate governanceHumsi Singh
The presentation gives you an overview of what is corporate governance, its issues, relevance, scope, importance and benefits in today's scenario. This presentation aims to clarify the concept of the views to know the fundamentals of corporate governance and its role in today's market-oriented world.
This document discusses the role of human resource management in the banking sector. It outlines key HR functions like applicant screening, development, security, compensation decisions, and recruitment. It also discusses challenges faced by banks in retaining talent and transforming to global organizations. Several HR practices at major banks like ICICI, Axis, Bank of Baroda, and Andhra Bank are described, including training, performance management, and leadership development programs. The conclusion emphasizes the importance of linking HR functions to business goals and investing in employees as the primary asset.
ICICI Bank is one of the largest banks in India with over 3,800 branches across the country. It offers a wide range of banking and financial services to both corporate and retail customers. ICICI Bank has a three-tier management structure - top level management sets strategy and policies, middle level management executes plans and communicates between top and lower levels, and lower level provides supervision of employees. The bank emphasizes diversity and has a 70% male to 30% female employee ratio, with programs to support work-life balance.
The document summarizes a webinar on managing multicultural issues in HR strategies. It discusses the multicultural aspects of employees, work culture, top management teams, and links to parent companies. It also provides glimpses of real issues around work culture, compensation, and job security. The document then discusses the experience of Maruti Suzuki India Ltd. in managing a balanced mix of Indian and Japanese cultures. It emphasizes the importance of understanding local ground realities and adapting HR policies to the local context for success in India.
Factors influencing corporate governance include:
1) Promoters dominating governance in every way in the Indian scenario.
2) The culture and mindset of management shaping corporate governance.
3) The board needing to be prepared to face challenges if they want to uphold ideal corporate governance.
HRM practices in China are influenced by Chinese culture which values respect for authority, harmonious relationships, personal connections, group orientation, and avoiding shame. Common HRM areas in Chinese joint ventures include recruitment, training, performance appraisal, promotion criteria, and financial rewards. While recruitment and promotion practices resemble those of foreign partners, performance appraisal incorporates more qualitative criteria and a top-down system unlike local firms. Localization of management brings challenges of developing local talent through training and coaching while expatriates still play key roles in technology transfer, leadership, and communicating with headquarters.
Understanding the concept of Corporate governanceHumsi Singh
The presentation gives you an overview of what is corporate governance, its issues, relevance, scope, importance and benefits in today's scenario. This presentation aims to clarify the concept of the views to know the fundamentals of corporate governance and its role in today's market-oriented world.
The document discusses several topics related to human resource management (HRM) in Pakistan. It describes the development of HRM as a profession in Pakistan over the past 20 years, moving from an "administration" focus to a more mature, strategic role. However, the author argues HRM penetration into potential user organizations remains relatively low, at around 3.5% currently. The author develops a life-cycle model to analyze the maturity of HRM in Pakistan, estimating it will take another 15 years to reach maturity with around 20,000 organizations using HRM functions. The document also notes a difference in the breadth of HRM integration across user organizations.
Human Resource Management deals with managing personnel or employees in an organization. It includes activities like hiring, firing, training, and developing employees. The goal of HRM is to have a productive workforce by ensuring employees are performing to their highest potential and their skills and careers are progressing. It aims to upgrade employee skills and quality, develop a stable workforce, and meet future manpower needs through activities like training, performance appraisal, career development, and welfare programs. HRM is important for organizations to adapt to changes, utilize resources effectively, and survive in competitive environments.
The document discusses several challenges for managing human resources in China. It notes that strict adherence to hierarchy and lack of attention to detail are sometimes issues, though creativity and work ethic are improving. Younger generations are more open to new management styles. Retaining skilled staff is difficult due to rising career expectations. Compliance with China's labor laws, which regulate work hours, contracts, benefits and taxes, is also a challenge for foreign companies. Adapting company culture to the local context is important for success in China.
Janalakshmi Financial Services (JFS) faced increasing attrition rates among its loan officer sales employees. JFS' compensation plan focused on commissions from selling small group loans, without accounting for location costs or branch performance. The HR department proposed changing to a sliding pay scale tied to branch age rather than size. This addressed flaws like some officers earning more through branch assignments. JFS should adopt HR's plan to better motivate junior staff through market pay and incentives for a range of products. Changes could link targets to location and ensure ratings reflect individual performance rather than being uniform. Elements like employee loans and no minimum sales quotas should remain. Reducing attrition requires improving job satisfaction through clear goals, addressing grievances, developing pride
The document discusses Radisson, an Indian professional services firm that provides assurance, tax, regulatory, transaction advisory, and risk management services. It outlines Radisson's mission, values, leadership team, advisors, services offered, and biographies of the country managing partner and group leadership team. Key services mentioned include assurance, direct and indirect tax, corporate finance, internal audit, and regulatory compliance services.
The document discusses HR policies and practices at Walmart. It covers several topics: core values around customer service, respect, and excellence; best practices like teamwork and an open door policy; employee training programs; benefits like health coverage and stock purchase plans; workforce planning; negative practices around non-unionization and lower wages; comparisons to Ikea's policies; and recommendations around diversity and transparency. It also briefly discusses Walmart's operations in India and challenges faced there. The overall document provides an overview of Walmart's extensive HR programs and some criticisms of its approach.
HBL Acquisition Privatization - Managing Employee Resistance HRMASAD ALI
This document presents a case study of the strategic human resource development challenges faced by HBL during its acquisition and privatization. It describes how HBL transitioned from an employee-oriented culture during its origins in the 1950s-1960s to a bureaucratic culture after nationalization. In the 1990s, increased competition and financial sector restructuring led to HBL's acquisition by AKFED in 2004. This triggered major change management challenges, as the new private management had to overcome employee resistance to restructure HBL's processes and culture. Key strategies used included employee negotiations, communication of change rationale, building trust, and establishing good governance. While resistance persisted among middle management, the changes achieved positive outcomes like profitability, leaner
This document discusses the state of human capital risk management in India based on a study of 100 business leaders. It finds that human capital risks like retention of critical talent and leadership succession planning rank as the top concerns and have major potential impact on business performance. However, most organizations in India are still developing their human capital risk management practices. While over 60% of leaders see it as an important issue, only 35% have formally defined risk mitigation strategies. Effectively addressing human capital risks requires taking an integrated approach across HR and risk management functions. The report analyzes the key human capital risks, state of risk management practices, and barriers organizations face in strengthening their approaches.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
This document discusses the changing trends, challenges, and issues in human resource management. Some of the major challenges include globalization, technological advances like increased use of IT, quality revolutions, and changes in political and legal environments. There have also been changes in workforce demographics like higher education levels and diversity. Recent trends in HRM include increased outsourcing, e-recruitment, 360-degree feedback, leadership development, work-life balance programs, use of six-sigma practices, and exit policies like golden handshakes and handcuffs. HR professionals must adapt to these changes and challenges by developing innovative strategies to train employees.
Role of board of directors - corporate management - Strategic Management - ...manumelwin
It acts as the Trustee of Shareholders – The director’s act as representatives of shareholders and work with utmost faith and degree of honesty in protecting long term aims of wealth maximization of company.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The document discusses various challenges faced by human resource managers and suggestions to overcome them. It defines HRM and lists key functions of HR managers. Some major challenges discussed are attrition, recruitment and training costs due to attrition, retention of employees, effective communication, and competitive challenges due to globalization and new technologies. Suggestions provided include adopting new trends, improving job satisfaction, reducing work pressure, effective training, and embracing new technologies. Examples given are of smoking bans in Japanese companies and challenges faced by an Indian cigarette company.
this was done for the course of Organizational behavior in university Institute of Business Management IoBM. We did Gap analysis which is GAP between book and actual practices....
HRM focuses on recruiting, managing, and directing the people who work in an organization. It deals with issues related to employees such as compensation, hiring, performance management, safety, benefits, motivation, and communication. Some key challenges for HRM include managing the impacts of globalization, technological trends like knowledge workers and virtual employees, and facilitating organizational changes. HRM also focuses on developing the skills and capabilities of employees as human capital for the organization and adapting to innovations in areas like total quality management, reengineering, and employee leasing. Positive employee attitudes are important for taking initiative and performing well.
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document provides an overview of HR practices in major Indian telecom industries. It discusses HR policies, activities and practices at Idea Cellular, Airtel, Vodafone, Reliance Communication including recruitment, training, performance management, compensation and benefits. It also provides comparisons of recruitment processes, manpower planning, training and development practices followed at these telecom companies.
This document provides an overview of Riskpro India, an audit and risk management firm. It summarizes Riskpro's services and audit methodology. The key points are:
- Riskpro provides services in enterprise risk management, corporate governance, regulatory compliance, and training. It has offices across India.
- Riskpro's audit methodology is risk-based and focuses on organizational objectives and risks. It aims to provide constructive advice and identify improvement opportunities.
- The audit process involves understanding the business, assessing risks, fieldwork, dealing with critical issues, and reporting. It takes a top-down, enterprise risk approach.
This document provides an overview of Riskpro India, an audit and risk management firm. It summarizes Riskpro's services and audit methodology. The key points are:
- Riskpro provides services in enterprise risk management, corporate governance, regulatory compliance, and training. It has offices across India.
- Riskpro's audit methodology is risk-based and focuses on organizational objectives and risks. It aims to provide constructive advice and identify improvement opportunities.
- The audit process involves understanding the business, assessing risks, fieldwork, dealing with critical issues, and reporting. It takes a top-down, enterprise risk approach.
Historically we have seen the deficiency of a professional governance business model in SME industry which results in poor performance and outdated work culture, as a result in current times there is an imperative need for SME business houses to have a visionary leader and mentor who is professionally experienced with right depth of business management acumen to spearhead conventionally run family dominated corporations with a new thinking that while steering the company in the right direction.
Riskpro feels proud to launch its unique and unmatched service to SME’s across industry with our Independent Director’s for SME’s services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
The document discusses several topics related to human resource management (HRM) in Pakistan. It describes the development of HRM as a profession in Pakistan over the past 20 years, moving from an "administration" focus to a more mature, strategic role. However, the author argues HRM penetration into potential user organizations remains relatively low, at around 3.5% currently. The author develops a life-cycle model to analyze the maturity of HRM in Pakistan, estimating it will take another 15 years to reach maturity with around 20,000 organizations using HRM functions. The document also notes a difference in the breadth of HRM integration across user organizations.
Human Resource Management deals with managing personnel or employees in an organization. It includes activities like hiring, firing, training, and developing employees. The goal of HRM is to have a productive workforce by ensuring employees are performing to their highest potential and their skills and careers are progressing. It aims to upgrade employee skills and quality, develop a stable workforce, and meet future manpower needs through activities like training, performance appraisal, career development, and welfare programs. HRM is important for organizations to adapt to changes, utilize resources effectively, and survive in competitive environments.
The document discusses several challenges for managing human resources in China. It notes that strict adherence to hierarchy and lack of attention to detail are sometimes issues, though creativity and work ethic are improving. Younger generations are more open to new management styles. Retaining skilled staff is difficult due to rising career expectations. Compliance with China's labor laws, which regulate work hours, contracts, benefits and taxes, is also a challenge for foreign companies. Adapting company culture to the local context is important for success in China.
Janalakshmi Financial Services (JFS) faced increasing attrition rates among its loan officer sales employees. JFS' compensation plan focused on commissions from selling small group loans, without accounting for location costs or branch performance. The HR department proposed changing to a sliding pay scale tied to branch age rather than size. This addressed flaws like some officers earning more through branch assignments. JFS should adopt HR's plan to better motivate junior staff through market pay and incentives for a range of products. Changes could link targets to location and ensure ratings reflect individual performance rather than being uniform. Elements like employee loans and no minimum sales quotas should remain. Reducing attrition requires improving job satisfaction through clear goals, addressing grievances, developing pride
The document discusses Radisson, an Indian professional services firm that provides assurance, tax, regulatory, transaction advisory, and risk management services. It outlines Radisson's mission, values, leadership team, advisors, services offered, and biographies of the country managing partner and group leadership team. Key services mentioned include assurance, direct and indirect tax, corporate finance, internal audit, and regulatory compliance services.
The document discusses HR policies and practices at Walmart. It covers several topics: core values around customer service, respect, and excellence; best practices like teamwork and an open door policy; employee training programs; benefits like health coverage and stock purchase plans; workforce planning; negative practices around non-unionization and lower wages; comparisons to Ikea's policies; and recommendations around diversity and transparency. It also briefly discusses Walmart's operations in India and challenges faced there. The overall document provides an overview of Walmart's extensive HR programs and some criticisms of its approach.
HBL Acquisition Privatization - Managing Employee Resistance HRMASAD ALI
This document presents a case study of the strategic human resource development challenges faced by HBL during its acquisition and privatization. It describes how HBL transitioned from an employee-oriented culture during its origins in the 1950s-1960s to a bureaucratic culture after nationalization. In the 1990s, increased competition and financial sector restructuring led to HBL's acquisition by AKFED in 2004. This triggered major change management challenges, as the new private management had to overcome employee resistance to restructure HBL's processes and culture. Key strategies used included employee negotiations, communication of change rationale, building trust, and establishing good governance. While resistance persisted among middle management, the changes achieved positive outcomes like profitability, leaner
This document discusses the state of human capital risk management in India based on a study of 100 business leaders. It finds that human capital risks like retention of critical talent and leadership succession planning rank as the top concerns and have major potential impact on business performance. However, most organizations in India are still developing their human capital risk management practices. While over 60% of leaders see it as an important issue, only 35% have formally defined risk mitigation strategies. Effectively addressing human capital risks requires taking an integrated approach across HR and risk management functions. The report analyzes the key human capital risks, state of risk management practices, and barriers organizations face in strengthening their approaches.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
This document discusses the changing trends, challenges, and issues in human resource management. Some of the major challenges include globalization, technological advances like increased use of IT, quality revolutions, and changes in political and legal environments. There have also been changes in workforce demographics like higher education levels and diversity. Recent trends in HRM include increased outsourcing, e-recruitment, 360-degree feedback, leadership development, work-life balance programs, use of six-sigma practices, and exit policies like golden handshakes and handcuffs. HR professionals must adapt to these changes and challenges by developing innovative strategies to train employees.
Role of board of directors - corporate management - Strategic Management - ...manumelwin
It acts as the Trustee of Shareholders – The director’s act as representatives of shareholders and work with utmost faith and degree of honesty in protecting long term aims of wealth maximization of company.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The document discusses various challenges faced by human resource managers and suggestions to overcome them. It defines HRM and lists key functions of HR managers. Some major challenges discussed are attrition, recruitment and training costs due to attrition, retention of employees, effective communication, and competitive challenges due to globalization and new technologies. Suggestions provided include adopting new trends, improving job satisfaction, reducing work pressure, effective training, and embracing new technologies. Examples given are of smoking bans in Japanese companies and challenges faced by an Indian cigarette company.
this was done for the course of Organizational behavior in university Institute of Business Management IoBM. We did Gap analysis which is GAP between book and actual practices....
HRM focuses on recruiting, managing, and directing the people who work in an organization. It deals with issues related to employees such as compensation, hiring, performance management, safety, benefits, motivation, and communication. Some key challenges for HRM include managing the impacts of globalization, technological trends like knowledge workers and virtual employees, and facilitating organizational changes. HRM also focuses on developing the skills and capabilities of employees as human capital for the organization and adapting to innovations in areas like total quality management, reengineering, and employee leasing. Positive employee attitudes are important for taking initiative and performing well.
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document provides an overview of HR practices in major Indian telecom industries. It discusses HR policies, activities and practices at Idea Cellular, Airtel, Vodafone, Reliance Communication including recruitment, training, performance management, compensation and benefits. It also provides comparisons of recruitment processes, manpower planning, training and development practices followed at these telecom companies.
This document provides an overview of Riskpro India, an audit and risk management firm. It summarizes Riskpro's services and audit methodology. The key points are:
- Riskpro provides services in enterprise risk management, corporate governance, regulatory compliance, and training. It has offices across India.
- Riskpro's audit methodology is risk-based and focuses on organizational objectives and risks. It aims to provide constructive advice and identify improvement opportunities.
- The audit process involves understanding the business, assessing risks, fieldwork, dealing with critical issues, and reporting. It takes a top-down, enterprise risk approach.
This document provides an overview of Riskpro India, an audit and risk management firm. It summarizes Riskpro's services and audit methodology. The key points are:
- Riskpro provides services in enterprise risk management, corporate governance, regulatory compliance, and training. It has offices across India.
- Riskpro's audit methodology is risk-based and focuses on organizational objectives and risks. It aims to provide constructive advice and identify improvement opportunities.
- The audit process involves understanding the business, assessing risks, fieldwork, dealing with critical issues, and reporting. It takes a top-down, enterprise risk approach.
Historically we have seen the deficiency of a professional governance business model in SME industry which results in poor performance and outdated work culture, as a result in current times there is an imperative need for SME business houses to have a visionary leader and mentor who is professionally experienced with right depth of business management acumen to spearhead conventionally run family dominated corporations with a new thinking that while steering the company in the right direction.
Riskpro feels proud to launch its unique and unmatched service to SME’s across industry with our Independent Director’s for SME’s services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
The document provides information about Riskpro India Ventures (P) Limited, an organization that offers risk management consulting services to mid-large sized companies and financial institutions in India. It has offices in major cities like Mumbai, Delhi, and Bangalore. Riskpro aims to provide integrated risk management solutions and be the preferred service provider for governance, risk, and compliance needs. It differentiates itself through its focus on risk management, experience, ability to take on large projects, and client-centric approach. The document outlines Riskpro's services, team experience and credentials, and value proposition in assisting small and medium enterprises strengthen their board governance through the appointment of independent directors.
Historically we have seen the deficiency of a professional governance business model in SME industry which results in poor performance and outdated work culture, as a result in current times there is an imperative need for SME business houses to have a visionary leader and mentor who is professionally experienced with right depth of business management acumen to spearhead conventionally run family dominated corporations with a new thinking that while steering the company in the right direction. Riskpro feels proud to launch its unique and unmatched service to SME’s across industry with our Independent Director’s for SME’s services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
The document provides information about Riskpro India Ventures (P) Limited, an organization that offers risk management consulting services to mid-large sized companies and financial institutions in India. It discusses Riskpro's mission to provide integrated risk management solutions, their value proposition of offering expertise normally provided by large firms at more affordable prices, and their network of offices and alliances across major Indian cities. The document also outlines Riskpro's advisory services in areas like Basel II/III, corporate risks, IT risks, governance, and other risk domains as well as their training programs.
The document discusses the need for independent directors to serve on the boards of small and medium enterprises (SMEs) in India to provide objective oversight and guidance, as most SMEs are currently family-run businesses that could benefit from professional perspectives on governance, strategy, and operations. It provides background on the Indian SME sector and outlines the value independent directors can provide through their experience, skills, and unbiased viewpoints to help SMEs strengthen governance practices and long-term planning.
Historically we have seen the deficiency of a professional governance business model in SME industry which results in poor performance and outdated work culture, as a result in current times there is an imperative need for SME business houses to have a visionary leader and mentor who is professionally experienced with right depth of business management acumen to spearhead conventionally run family dominated corporations with a new thinking that while steering the company in the right direction.
Riskpro feels proud to launch its unique and unmatched service to SME’s across industry with our Independent Director’s for SME’s services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in Delhi, Mumbai, and Bangalore with alliances in other cities. Riskpro aims to be the preferred provider of governance, risk, and compliance solutions through its experienced professionals with over 200 years of cumulative experience. It offers a variety of risk management advisory services including Basel II/III advisory, corporate risks, IT risks, operational risks, governance risks, and other specialized risks.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in Delhi, Mumbai, and Bangalore with alliances in other cities. Riskpro's services include risk advisory, consulting, training, and human capital management. It aims to be the preferred provider of governance, risk, and compliance solutions in India.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in Delhi, Mumbai, and Bangalore with alliances in other cities. Riskpro's services include risk advisory, consulting, training, and human capital management. It aims to be the preferred provider of governance, risk, and compliance solutions in India.
Proposal risk based internal audit 2013Nidhi Gupta
This document provides information on Riskpro India, which offers risk management, compliance, and audit services. It summarizes Riskpro's background, mission, value proposition, differentiators, network presence, commitment to clients, and fees. Riskpro has offices in major Indian cities and over 200 cumulative years of experience among its professionals. It aims to provide integrated risk management solutions and be the preferred GRC provider for mid-large clients. Key differentiators include its focus on risk management and ability to take on large, complex projects. Resumes of key team members are also included, demonstrating experience with international firms and across various industries.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India through offices in Delhi, Mumbai, and Bangalore. It has over 200 years of cumulative experience among its professionals and offers services including enterprise risk assessment, fraud risk reviews, IT risk advisory, and regulatory compliance solutions. Riskpro aims to be the preferred provider of governance, risk, and compliance solutions through a hybrid delivery model and ability to take on large, complex projects.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India through offices in Delhi, Mumbai, and Bangalore. It has over 200 years of cumulative experience among its professionals and offers services including enterprise risk assessment, fraud risk reviews, IT risk advisory, and regulatory compliance. Riskpro aims to be the preferred provider of governance, risk, and compliance solutions to clients.
This document discusses Riskpro India Ventures, an organization that provides risk management consulting services to mid-large sized companies in India. It offers services related to credit, operational, fraud and other risks. Riskpro has over 200 years of cumulative experience across 11 locations. It aims to provide quality advisory services typically offered by large firms, but at more affordable rates. There is a growing need for independent directors on boards of small-medium enterprises in India to bring more objective governance and help transition family-run businesses to be more professionally managed.
Management consulting involves helping organizations improve performance through analyzing problems and developing improvement plans. The history of management consulting began in the late 19th century and major firms were established through the 20th century. Indian consulting grew alongside industrial development post-independence and now provides specialized expertise. Sarva Consulting aims to be a top Indian firm through a proactive approach, dedicated research, and synergistic client relationships.
This eBook Board Governance for Private Business is based on the most common corporate governance questions we receive from private business owners. Most private business and family business organizations have Boards of Directors. However, the majority of private business Boards do not focus on corporate governance. At some point - often in preparation for an exit - these Boards explore the benefits of a governance Board and how to implement it. This eBook is a short read. Every page is an answer.
Frontline Innovations Ltd is a business consultancy and innovation company established in Nigeria to help individuals and organizations with business strategy, growth, and performance through innovative solutions. The company's services include idea management, business development, consultancy, project management, IT solutions, digital marketing, and human/infrastructure development. Frontline Innovations' mission is to increase the number of successful entrepreneurs in Nigeria through creating a platform for new business startups and providing consultancy services. The company takes a long-term view of innovation and growth to help clients develop sustainable capabilities.
Business Intelligence is the backbone of any organization which helps predict, track, analyze, and present information as it relates to business performance and it provides the right apparatus which corporates need to translate data into actionable information. Today it’s evident from business results that right information at right time is the key driver to keep informed your management, stakeholders & investors.
We understand that enterprises use data to derive insight which needs to be delivered at the point of need that enable business leaders to act in fashion that is beneficial to the business and optimized performance, given this backdrop we’re pleased to launch our Business Intelligence Risk services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
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Riskpro is an Indian risk management firm with offices in major cities. It aims to provide integrated risk management solutions to mid-large companies through a network of experienced professionals. Riskpro focuses on risk advisory, consulting, training and governance, risk, and compliance solutions. It differentiates itself through its expertise in risk management, experience, hybrid delivery model, and client-focused approach. The document then outlines Riskpro's services and presence across India, and provides information on enterprise risk management and operational risk frameworks.
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2. 2
Who is Riskpro… Why us?
ABOUT US
Riskpro is an organisation of member firms
around India devoted to client service
excellence. Member firms offer wide range
of services in the field of risk management.
Currently it has offices in three major cities
Mumbai, Delhi and Bangalore and alliances
in other cities.
Managed by experienced professionals with
experiences spanning various industries.
MISSION
Provide integrated risk management
consulting services to mid-large sized
corporate /financial institutions in India
Be the preferred service provider for
complete Governance, Risk and Compliance
(GRC) solutions.
VALUE PROPOSITION
You get quality advisory, normally delivered
by large consulting firms, at fee levels
charged by independent & small firms
High quality deliverables
Multi-skilled & multi-disciplined organisation.
Timely completion of any task
Affordable alternative to large firms
DIFFERENTIATORS
Risk Management is our main focus
Over 200 years of cumulative experience
Hybrid Delivery model
Ability to take on large and complex projects
due to delivery capabilities
We Hold hands, not shake hands.
3. 3
RiskPro Highlights
Large talent pool of risk experts, consultants and
associate partners in India with deep domain skills for
domestic and global clients
11 service locations across Indian region with key
offices in New Delhi, Mumbai and Bangalore
Deep expertise in consulting with over 200 years
of cumulative consulting experience
Operating Groups: Risk-Advisory, Consulting,
Training & HCMS
Service Lines : Credit, Operational, Fraud Risks,
ERM, Regulatory Compliance, Outsourcing
Management, Corporate governance
We are fastest growing risk consulting company
and have realistic plans to capture coming
opportunities while competing with Big - 4’s for
superior, unmatched, low cost services to our
clients
4. 4
Risk Management Advisory Services
Training Recruitment
Basel II/III Advisory
Market Risk
Credit Risk
Operational Risk
ICAAP
Corporate Risks
Enterprise Risk Assessment
Fraud Risk
Risk based Internal Audit
Operations Risk
Forensic services
IT Risk Advisory
IS Audit
Information Security
IT Assurance
IT Governance
Operational Risk
Process reviews
Policy/ Process Review
Process Improvement
Compliance Risk
Insurance Risk
Governance
Corporate Governance
Business Strategic risk
Fraud Risk
Forensic Accounting
Other Risks
Business/Strategic Risk
Reputation Risk
Outsourcing Risk
Contractual Risk
Banking – E Learning
Corporate Training
Regular Risk Management Training
Online Training material
Workshops / Events
ISO standards- 31000
Virtual Risk Managers
Full Time Risk Professionals
Part time Risk Professionals
Risk Managers on call – free
SERVICES
6. 6
Independent Director- Definition & Context
Independent director shall mean a non-executive director of the
company who does not have any material pecuniary relationships or
transactions with the company, its promoters, its directors, its senior
management or its holding company, its subsidiaries and associates that
may affect independence of the director.
Is not related to promoters or persons occupying management positions
at the board level or at one level below the board.
Has not been an executive of the company in the immediately preceding
three financial years.
Is not a partner or an executive or was not partner or an executive during
the preceding three years.
Is not a material supplier, service provider or customer or a lessor or
lessee of the company.
Is not a substantial shareholder of the company i.e. own more than 2
percent of the voting shares.
* As per SEBI guidelines
7. 7
Indian SME Industry Prologue
Small and Medium Enterprises (SMEs), particularly in
developing countries, are the backbone of the nation's
economy. They constitute bulk of the industrial base and
also contribute significantly to their exports as well as to
their Gross Domestic Product (GDP). In India, Micro, Small
and Medium Enterprises (MSMEs) contribute 8% of it’s
GDP, 45%of the manufactured output and 40% of
exports. It provides employment to about 70 million people
through 30 million enterprises.
The MSME Sector is the largest generator of employment
in the Indian economy. It forms a major portion of the
industrial activity.
8. 8
Indian SME’s Environment
MSME sector in India is highly heterogeneous in terms of the size of
the enterprises, variety of products and services produced and the
levels of technology employed.
More than 94% of SMEs are unregistered, with a large number
established in the informal or unorganized sector.
86% present of total business firms belong to the informal sector, i.e.
Proprietorship and Partnership dominated by family run businesses.
Lack of professional strategic outlook in managing efficiently run
business model.
Need for industry professionals involvement for removing historical
redundant corporate business management practices while overseeing
and implementing best practices…
9. 9
Need for Independent Director’s – SME’s (Family Run Businesses)
Corporate governance abuses that have come to light in the recent
past have alarmed both the investors and the regulators about the
manner in which corporate boards function.
Public scrutiny has grown immensely on how the promoters govern
their businesses.
Independent directors have largely been passive and at times even
riddled with conflicts of interest.
Corporate governance in present times makes it paramount upon
family businesses to induct ‘truly’ independent directors on their boards
to allow objective evaluation of the management’s performance and
well-being of the company without any conflict of interest or undue
influence of interested parties.
Inclusion of experienced professionals as independent directors on the
board has gained importance not only for the stakeholders or minority
shareholders but also for the promoters.
10. 10
Current Scenario & Future Outlook – SME Boardroom
• Conventional boardroom with family
members/promoters business discussions
• Absence of a true professional guide with right
blend of business ethics and guiding growth
strategy with experience
• Need for a mentoring coach helping develop
long-term plans allowing business to function
efficiently & profitably
• Lack of direction to stakeholders and family run
promoters on business strategic vision
• Paradigm shift in functioning of a professionally
managed board with independent director’s role
as a coach
• Inculcating objective view point to the board
• Introducing a fresh & innovative perspective into
business DNA
• Balancing element between
shareholders/promoters as objective judges of
disagreements
• Induction of business knowledge while
challenging current thinking
11. 11
Typical Board Governance Structure
Audit
Committee
Remuneration
Committee
Other
Committees
Board Committees
Strategy
Board of Directors
• Achievement of strategic objectives and value creation
• Fulfil responsibilities and duties in law and prescribed functions
BoardOperations
Chairman
Board
Meetings
Reporting &
Disclosure
Internal Controls
& Assurance
Executive
Committee
Governance
System and
Controls
Corporate Policies & Procedures
Board Governance Instruments
Monitoring and Evaluation
KeyAreasofResponsibility
CEO & Management
Shareholders
InformationandCommunication
Corporate
Secretary
12. 12
Independent Director’s at SME- Understanding Key ElementsValueAddition
• Enrichment of Talent
Pool
• Mentoring
• Objectivity in Business
External Perspective
• Oversight
• Bridge family branches
Qualities
• Knowledgeable
• Sensitive
• Objective
• Inquisitive
• Forthright
• Available
• Prepared
• Good Team-workers
SMEFutureRoadmap
• Introducing Diversity
policy
• Appoints directors
through an independent
and objective process
• Establishes appropriate
board committees
• Sharing information in a
timely fashion with
independent directors
• Develops and follows a
code of conduct
• Adopts a consultative
approach in setting
meeting agendas
• Records and shares
minutes of the meeting
13. 13
Role of Independent Director’s
Independent directors have emerged as the cornerstones of the
worldwide corporate governance movement.
Increased presence in the boardroom has been hailed as an effective
deterrent to fraud and mismanagement, inefficient use of resources,
inequality and unaccountability of decisions.
Most significant instrument of compliance with corporate governance.
They contribute to the board by constructively challenging the
development of policy decisions and company strategies.
They scrutinize the performance of the management and hold them
accountable for their actions. Their independence, on account of lack
of affiliation which is likely to prejudice their decisions, allows them to
fulfill these tasks more efficiently.
14. 14
Our Value Proposition-
‘We link Right People as professional decision mentors for your organization’
•Qualified Industry professionals
•Subject matter experts in
corporate governance
• Plethora of industry wise
experience in managing SME’s/
mid sized companies
Independent
Director
•Large unmatched database of
prospective experienced senior
professionals for recruitment
• Systematic assessment of
needs, comparing the
company’s strategic plan with an
up-to-date profile of the skills
and experience of the current
board.
• Understanding of the specific
needs of the board and an
insight into the unique nature of
a company — its people, its
products and its strategy
• SME industry interface services
with right resources for the right
corporates
Riskpro
•Corporate governance
management expert advisory &
oversight
• Prepare & publish enterprise
mission statement
• Enterprise policy statement to
manage business growth engine
• Enterprise succession planning
• Management structure and
level of professional qualification
relevant to industry
• Stakeholder relations
management
• Legal and statutory compliance
SME’s
15. 15
How you Benefit- Independent Director Onboard
Promoting transparent and
efficient market as per laws
Clear articulation of
responsibilities among
various authorities
Protect and facilitate
exercise of shareholder’s
rights
Equitable treatment of all
shareholder’s including
minority and foreign
Encourage active co-
operation between
corporation, stakeholders,
with an opportunity to
obtain effective redress for
violation for their rights
Timely and accurate
disclosures on material
matters regarding
ownership and governance
Strategic guidance of the
company
Effective monitoring of
management by the board
Better governance
leading to higher
profitability &
revenues
16. 16
Riskpro Clients Our Clients
*Any trademarks or logos used throughout this presentation are the property of their respective owners
Banking/
Insurance
Corporate
MNC
Banking
Intl
Consulting
IT / Others
17. 17
Team Experiences Our Experiences
*Any trademarks or logos used throughout this presentation are the property of their respective owners
Our team members have worked at world class Companies
18. 18
RESUMES – Our team
Co-Founder - Riskpro
CA, CPA, MBA-Finance (USA), FRM (GARP)
Over 10 years international experience – 6 years in Bahrain and 4 years USA
15 years exp in risk management consulting and internal audits, Specialization in
Operational Risk, Basel II, Sox and Control design
Worked for Ernst & Young (Bahrain), Arab Investment Company (Bahrain),
Navigant Consulting(USA), Kotak Mahindra Bank (India) and Credit Suisse(India)
Sox Compliance project for Fannie Mae, USA ( $900+ Billion Mortgage Company)
ManojJain
Co- Founder - Riskpro
CA (India), MBA (Netherlands), CIA (USA)
Over 15 years of extensive internal and external audit experience in India and
abroad.
Worked with KPMG United Arab Emirates, PKF South Africa, Ernst and Young
Kuwait, Deloitte Netherlands and KPMG India.
Worked with clients in a wide variety of industries and countries including trading,
retail and consumer goods, NGO, manufacturing and banking and finance. Major
clients include banks, investment companies, manufacturing organizations,
aviation etc.
RahulBhan
Credentials
19. 19
RESUMES - Our team
Co-Founder - Riskpro
PGD (Electrical & Electronics & Computer Programming)
30 years of experience in Information & Communications Technology (ICT) Solutions
for Retail, Garments, Manufacturing, Services Industries.
Has created Companies, Divisions, Products, Brands, Teams & Markets.
Consulting in Business, Technology, Marketing & Sales & Strategic Planning.
Advisory, Training, Workshops & Implementation in Systems Thinking, Systems
Modeling & Balanced Scorecard
Worked with TIFR, Mahindra, Ambience, Communico-Graphique & Ionidea Inc, USA,
CasperAbraham
Credentials
Sr Vice President – Risk Management
MBA, PDFM,NSE-NCFM, PMP, CSSGB,ISO 9001:2000 I.A,GARP-FBR, ITILV3,CPP-BPM
Professional with 17 years of rich experience into diverse Consumer finance/ Lending
operations ,Risk Management,BPMS, Consumer Banking, NBFC, Management Consulting &
Housing finance in BFSI industry having successfully led key business strategic
engagements across multi-product environment in APAC, Australia and US regions.
Worked with GE, ABN AMRO Bank, Citigroup, Accenture, Deutsche Postbank
Highly skilled and expert Trainer in Risk areas across Credit, Fraud, Operational, Corporate
Risk management.
Specializes in Fraud Control, AML/KYC Compliance ,QA ,ERM and Regulatory governance.
HemantSeigell
20. 20
RESUMES - Our team
Head - Insurance Risk Advisory services
B.sc, Associate of Indian Institute of Insurance
Licensed Category A Insurance surveyor
26 years of experience in Insurance advisory services, Loss adjusting for large
corporates,Claims management.
Has assessed more than 4500 high value insurance claims across various industry
sectors.
Risk management inspection
Valuations of fixed assets for insurance purpose.
R.Gupta
Credentials
Head - Human Capital Management
Chartered Accountant, Lead Assessor ISO 9000, Six Sigma Trained, Trained on Situational
Leadership, Trained on interviewing skills and Whole Message Model.
Over two decades of international, multi-cultural experience in finance and human resources
viz. internal audit, accounting operations, accounting process review & re-designing, risk
management, business solutioning, six sigma projects, talent acquisition, talent retention,
organization design/redesigning, compensation and appraisal processing, employee and
customer satisfaction surveys, knowledge management and finance services.
Worked with Citicorp/MGF, India Glycol, Delphi, American Express India, American Express
USA, Fidelity International and Macquarie Global Finance Services India.
NileshBhatia
21. 21
RESUMES - Our team
Head – Taxation Risk Advisory
B.Com, FCA
Senior Partner with 48 year old Delhi based Chartered Accountant firm, Mehrotra
and Mehrotra
Over 19 years of experience in the field of Audit, Taxation, Company law matters.
Major clients served are NTPC, BHEL, Bank of India, PNB, Airport Authority of
India etc.
RajeshJhalani
Credentials
President – Banking & Financial Services
A senior researcher in Applied Mathematics leading to Ph.D after MSc (Mathematics),
CWA, CAIIB
Combined experience of 25+ years in corporate banking, risk management,
international trade finance, development of risk rating models, project finance, credit
monitoring and NPA management
Since 2006 conducting open / in-house training on the above domains to all Top
public/ new and old private sector banks, top MNC banks (India and abroad), leading
NBFCs and corporates in manufacturing and financial services space; Worked on IFC
(World Bank) funded projects for MSMEs in India and abroad
Worked for Bank of Baroda and ICICI Bank – bestowed Top Performer Award
continuously two years during his tenure; widely travelled abroad for business
relations, seminars, offering training, investor meetings, NYSE listing and for
processes involving establishment of representative Office in USA
Sivaramakrishnan
22. 22
Executive Vice President – Risk Management ( Banking & Financial Services)
A hands-on banking professional {BSc (Mathematics), CAIIB} with considerable
domestic and international experience
An aggregate experience of 24+ years across industry, mainly BFSI in several
functional areas including Retail and Commercial Banking, Corporate Lending, team
member of the Business Process Re-Engineering project (BPR); conceptualizing and
setting up shared services centres for centralized operations for the Bank in India.
Management through ERM framework overseeing all key areas of the business
through various Operational Risk tools like KRI / RCSA matrices. Managing of major
project implementation of Basel II and Compliance risk framework
Directing, reviewing and advising Board of Directors on various compliance issues and
representing the bank to the Central Bank regulatory offices.
Worked for ANZ Grindlays Bank, Standard Chartered, Bahraini Saudi Bank and Dubai
Holdings ( subsidiary)
KashiBanerjeeRESUMES - Our team Credentials
Consultant – Information Security & IT Governance
LLB, CA, CISA, CWA, CS, CFE and others
Over 15 years of experience in the field of Audit, Taxation, Investigations.
Specializing in the field of Systems Audit, Cybrex Audit, Computer Crime
Investigations, IS Forensics
International Committee Member of Governmental and Regulatory Agencies
Board and Academic Relations Committee of ISACA, USA
AnjayAgarwal
23. 23
Executive Vice President – Risk Management ( Banking & Financial Services)
Professional Risk Manager with considerable domestic and international experience
An aggregate experience of 30 + years across industry, mainly Banking in several functional areas
including Wholesale Credit Risk, Operational Risk, Trade Finance , Retail Banking and Islamic Financial
Services.
Track record of setting up of excellence in the set-up, and management of credit and operational risk,
compliance and credit administration functions in retail, commercial , Islamic Banking and offshore banking
entities in the Middle East.
Key strength includes Corporate Credits, Risk Management in IT, implementation of Risk Management
module in core banking Bank’s Policies, procedures, Country Risk. Played an active role in 3 core banking
software implementations
Worked for a Private Sector Bank in India, ABN AMRO Bank, Bahrain, Bank Muscat Bahrain and BMI Bank
Bahrain as AGM Risk Management.
VijayanGovindarajanRESUMES - Our team Credentials
Specialist Risk Consultant – ERP & IT Compliance
SAP Certified, MBA (Finance), SAP Security trained (from SAP India), SAP GRC Access Controls trained
(from SAP India)
Over 7 years of experience working in the area of ERP/IT Risk advisory, primarily focusing on SAP, for
‘Fortune 500’ clients in around 8 countries including US, UK, UAE, Hong Kong, etc
Specializes in SAP Risk & Controls Advisory, SAP Business Process Controls Audit, SAP Security &
Segregation of Duties Control Audit, ERP Trainings,
Strong Industry experiences ranging from Beverages, Insurance, Energy, FMCG, Pharmaceutical, Retail,
Telecommunication to IT Services
Worked for risk advisory teams of reputed organizations like Ernst & Young, EXL Services
GouravLadha
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RESUMES - Our team Credentials
Vice President & Head – IT Risk Advisory
Over 14+ Years of Experience in Information Security and Risk Management & CISM
certified
Headed the Global Information Security team of Daimler (Mercedes-Benz) Worldwide at
Bangalore for 9 years, previously worked at organization like Wipro, Bangalore Labs
Multi-sector experience including Banking, Insurance, Finance, Energy, Manufacturing,
Retail, Hi-Tech & Telecom, and Automobile
Well known Ethical hacker: Was featured in BusinessWorld Magazine in an article about
leading ethical hackers in India and published several articles in Print and Online Media
Rich experience in Information Security Audits across Corporations, 3rd Party Suppliers, Joint
Ventures across several countries in the world including US, UK, China, Germany
AashishShrivastavRavikiranBhandari
Vice President – Legal Risk Advisory
B.B.A. LL.B. (Hons.)
About half a decade experience in legal services to client’s with respect to Contract
and Commercial Laws, Joint Ventures, Inbound & Outbound Investments, Private
Equity Investment Transactions, Real Estate & Infrastructure, Energy and General
Corporate.
Have advised various social enterprises and start ups in setting up business in
India.
Worked for the leading law firms of India such as FoxMandal Little.
25. 25
RESUMES - Our team Credentials
PhanindraPrakash
Vice President – Riskpro India
FCA [India], ACMA [India], CFE [USA], CertIFRS [UK]
Over 16 years of extensive consulting experience which includes financial & systems audit,
process transformation, implementation of internal controls, SOX compliance, fraud audits
& due diligence, US-India taxation
Engaged in consulting roles as trusted advisor to finance, internal audit and information
technology executives of multiple Fortune 1000 companies with project sites in US,
Canada, Europe & Asia
Worked with E&Y and Deloitte Consulting in USA
Some of the major clients served internationally are GE Capital, UBS, McKesson, Eaton,
Imation, Albertsons,
EVP and Head – Telecom Risk Advisory
M.Tech, IIT Kharagpur, India; IES; Doctoral study, research and teaching in Linkoping
University/Sweden; Lead Auditor (BVQI).
Over 30 years on International experience in networks and mobile Handsets from top
global companies /institutes like ISRO, Ericsson, Nokia, Nokia Siemens Networks and
based mostly in its head quarter locations in India, EU, USA.
Expertise: Setting up capability, behaviour, culture in turning Risk, Quality, Innovation for
competitive advantage, customer delight and sustainability; key skill sets are Engagement,
Handholding, Coaching, Mentoring and lot of best practices, benchmarking/standards like
CMMI, TL9000, Six Sigma, ISO, SAS 70 etc.
AsokSit
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RESUMES - Our team Credentials
SiddharthaGhosh
Executive Vice President – Riskpro India
CPA (USA), ACA, ACS, Grad CWA (India), MBA (USA), Associate ICPAS (Singapore)
Over 25 years of extensive audit and industry experience which includes 19 years with
Rolls-Royce India Pvt Ltd at New Delhi and its associate and parent companies of Rolls-
Royce in UK, USA and Singapore in all aspects of Finance, Taxation, Audit, Banking, Legal,
Company Secretarial, Statutory compliances and due diligence, Internal Control, ESOP,
Budgets, Cashflows, Forecasts, MIS Reporting, HR, Expatriate & Office Administration,
Payroll, IT, Retirement Funds Administration, Shared Services, Project Accounts, etc.
Worked with Price Waterhouse Coopers for 4 years with reputed MNCs, banks, Indian
corporate houses
Worked with McNally Bharat Engineering Company Ltd for 4 years
PritiTawari
Vice President – Riskpro India
B. Com, ACA, Dip. IFRS
Over 6 years of extensive audit and industry experience in all aspects of Finance, Taxation,
Audit, Legal, Company Secretarial, Statutory compliances and due diligence, Internal
Control, Budgets, Cash flows, Forecasts, MIS Reporting, HR, Expatriate & Office
Administration, Payroll, IT, Project Accounts, etc.
Worked with Price Waterhouse Coopers for 3 years in audit & assurance for reputed
MNCs, Indian corporate houses.
Engage in own practice since 2010 specialize in outsourcing of finance department in mid
size MNCs and consultation in Indirect Taxes and Management Reporting
27. 27
RESUMES - Our team Credentials
ManojKumar
Senior Vice President
CAIIB
20 Years of hard core banking experience in India’s most reputed banks
across wide functional areas.
Worked with Central Bank of India, ICICI Bank, HDFC Bank, and Axis
Bank as Asst Vice President, Cluster Head, and Branch Head.
Areas of expertise are Financial Risk Management, NPA-Credit-Debt
Management, Asset Reconstruction, Project Finance, and others.
Accomplished several achievements in the functional areas of banking.
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Specialist Risk Consultant – Business Continuity
Founder and 15-year Chairman of Survive, the first international user group for Business
Continuity professionals
Founding director and first Fellow of the Business Continuity Institute
Over 25 years international consulting expertise in Risk, Crisis, Emergency, Incident, and
Business Continuity and ICT Disaster Recovery Management
Multi-sector experience including Banking, Insurance, Finance, Oil, Gas, Energy,
Manufacturing, Retail, Hi-Tech & Telecom
Western Press Award for services to business, 1994; BCI/CIR nomination for
lifetime achievement in BC, 1999, London; inducted into BC Hall of Fame by CPM magazine,
2004, Washington DC.
AndrewHilesRESUMES - PARTNERSHIPS
Specialist Risk Consultant – Enterprise Risk Management
Highly skilled risk and insurance professional with 25 years of experience designing,
developing and implementing large, global corporate risk management programs for Fortune
500 firms.
Principal Consultant and Founder - Excellence in Risk Management, LLC. (Texas, USA) Co-
founder and EVP, Professional Services, rPM3 Solutions, LLC (Maryland, USA).
Past experiences include Head of Global Risk Management for USAA, PepsiCo/Tricon
Global and American National Red Cross
Additional risk and insurance experience at Verizon Corp,. Marsh USA and Liberty Mutual
Insurance Co.
2004 Risk Manager of the Year – 2007 recipient of the Alexander Hamilton Award for
“Excellence in ERM” (at USAA) – former President, Risk and Insurance Management
Society, Inc.
ChrisE.Mandel
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Key Contacts
Corporate Mumbai Delhi Bangalore
Riskpro India Ventures (P)
Limited
info@riskpro.in
www.riskpro.in
F 186, Sarita Vihar
New Delhi 110076
Manoj Jain
Director
M- 98337 67114
manoj.jain@riskpro.in
Shriram Gokte
EVP - Risk Management
M- 98209 94063
shriram.gokte@riskpro.in
Sivaramakrishnan
President – Banking & FS
M- 98690 19311
smaran.iyer@riskpro.in
Rahul Bhan
Director
M- 99680 05042
rahul.bhan@riskpro.in
Hemant Seigell
SVP – Risk Management
M- 99536 97905
hemant.seigell@riskpro.in
Casper Abraham
Director
M- 98450 61870
casper.abraham@riskpro.in
Vijayan Govindarajan
EVP – Risk Management
M- 99166 63652
vijayan.govindarajan@riskpro.in
Ravikiran Bhandari VP – IT
Risk Advisory
M- 99001 69562
ravikiran.bhandari@riskpro.in
Ghaziabad / Noida Chennai Kolkata Gurgaon
Siddhartha Ghosh
EVP - Finance
M- 9810058072
Siddhartha.Ghosh@riskpro.in
R Gupta - Insurance Risk
M- 98101 07387
R. Muralidharan
EVP – Risk Management
M- 95660 77326
murali@riskpro.in
Kashi Banerjee
EVP – Risk Management
M- 98304 75375
kashi.banerjee@riskpro.in
Nilesh Bhatia
Head – Human Capital Mgt.
M- 98182 93434
nilesh.bhatia@riskpro.in
Asok Sit
EVP – Telecom Risk Advisory
M- 98105 03463
asok.sit@riskpro.in
Pune Salem Ahmedabad Hyderabad / Agra
M.L. Jain
Principal – Strategy Risk
M- 98220 11987
mljain@riskpro.in
Priti Tawari
M- 9011054085
Chandrasekeran
Recruitment franchisee
M – 94435 99132
Manoj Kumar
M – 98983 65320
Maulik Manakiwala
M – 98256 40046
Gourav Ladha
Phanindra Prakash (Hyderabad)
Member Firm
M- 95500 61616
Alok Kumar Agarwal (Agra)
Member Firm
M- 99971 65253