Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
The Management of Uncertainty
•It has long been recognized that one of the most important competitive factors for any organization to master is the management of uncertainty.
•Uncertainty is the major intangible factor contributing towards the risk of failure in every process, at every level, in every type of business.
•Managing business uncertainty may involve introducing, developing and implementing strategic enterprise management frameworks for –
–Corporate Foresight and Business Strategy
–Business Planning and Forecasting
–Business Transformation
–Enterprise Architecture
–Enterprise Risk Management
–Enterprise Performance Management
–Enterprise Governance, Reporting and ControlsEAEA
Operational Risk Management - Understanding Your Risk LandscapeEneni Oduwole
This presentation provides insights on how the proper implementation of Operational Risk Management can lead to effective risk profiling, analysis and mitigation. It introduces operational risk as a bedrock for meaningful risk management irrespective of which industry an organization plays in.
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.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
Risk Management Procedure And Guidelines PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Risk Management Procedure And Guidelines PowerPoint Presentation Slides. This deck consists of total of forty eight slides. It has PPT slides highlighting important topics of Risk Management Procedure And Guidelines PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Analyzing and managing reputational riskDawn Simpson
What is the financial impact of damage to your reputation or brand? How well are you protecting your reputation. Learn about the connection before Business Continuity, Security and IT for protecting your reputation.
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
The Management of Uncertainty
•It has long been recognized that one of the most important competitive factors for any organization to master is the management of uncertainty.
•Uncertainty is the major intangible factor contributing towards the risk of failure in every process, at every level, in every type of business.
•Managing business uncertainty may involve introducing, developing and implementing strategic enterprise management frameworks for –
–Corporate Foresight and Business Strategy
–Business Planning and Forecasting
–Business Transformation
–Enterprise Architecture
–Enterprise Risk Management
–Enterprise Performance Management
–Enterprise Governance, Reporting and ControlsEAEA
Operational Risk Management - Understanding Your Risk LandscapeEneni Oduwole
This presentation provides insights on how the proper implementation of Operational Risk Management can lead to effective risk profiling, analysis and mitigation. It introduces operational risk as a bedrock for meaningful risk management irrespective of which industry an organization plays in.
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.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
Risk Management Procedure And Guidelines PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Risk Management Procedure And Guidelines PowerPoint Presentation Slides. This deck consists of total of forty eight slides. It has PPT slides highlighting important topics of Risk Management Procedure And Guidelines PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Analyzing and managing reputational riskDawn Simpson
What is the financial impact of damage to your reputation or brand? How well are you protecting your reputation. Learn about the connection before Business Continuity, Security and IT for protecting your reputation.
Don't Risk Your Reputation or Your Mainframe: Best Practices for Demonstratin...IBM Security
Mainframes host mission critical corporate information and production applications for many financial, healthcare, government and retail companies requiring highly secure systems and regulatory compliance. Demonstrating compliance for your industry can be complex and failure to comply can result in vulnerabilities, audit failures, loss of reputation, security breaches, and even system shut down. How can you simplify enforcement of security policy and best practices? How can you automate security monitoring, threat detection, remediation and compliance reporting? How can you demonstrate governance, risk and compliance on your mainframe? Learn how your modern mainframe can help you to comply with industry regulations, reduce costs and protect your enterprise while supporting cloud, mobile, social and big data environments.
View the full on-demand webcast: https://www2.gotomeeting.com/en_US/island/webinar/registration.tmpl?Action=rgoto&_sf=14
Real world communications on a reputation frameworkUbiquus
Keynote presentation 'Real world communications on a reputation framework' by Anuradha Altekar at Conference Asia Corporate Communications and Reputation India 2012, Mumbai, 23-24 August 2012. Heads and managers of corporate communications, public affairs, social media, brand and reputation, and marcom from retail, BFSI, telecom, auto, steel, oil, and cement companies, among others, attended the conference.
El Global Reputation Pulse es un estudio anual de la reputación de las compañías más grandes del mundo. Este estudio ha sido desarrollado por Reputation Institute con el objetivo de proporcionar una visión general y en profundidad sobre la reputación corporativa de las principales compañías del mundo con respecto a los consumidores.
El Global Reputation Pulse analiza a las compañías más grandes del mundo en cada país, en función de sus "ingresos totales”. Además, las empresas evaluadas deben cumplir otros criterios, como tener una presencia significativa entre los consumidores y ser, al menos, familiares para público general. Todas las empresas son evaluadas sólo en su país de origen solamente, y posteriormente, los resultados son estandarizados, de forma que se elimina la variación única relacionada con el país de origen, para permitir comparaciones entre empresas de distintos países.
Learning to Manage Brand Reputation Risk - Assurance MappingKINSHIP digital
Ask any gathering of PR & Comms folk if they'd like to go back to the simpler days of just the fax machine and you are sure to get a strong show of hands up. Social media puts them in a constant state of alert over corporate slip-ups spreading like wild-fire. Not only that but it is also a firehouse of incoming that has to be filtered triaged and workflowed - if they can keep track of it at all !!
Put it all into perspective with assurance mapping
Assurance mapping allows all stakeholders, but particularly executive management and the Board, to get an quick insight into risks and controls associated with a very specific scope of operational activities. It's quick because it's diagrammatic, and it provides insight because it facilitates constructive and detailed discussion.
Yes Sir ! 35 field marketing tools for brand activation ! have a lookYes Sir!
Yes Sir! is a great activation agency offering its services in Belgium and Benefralux for more than 20 years. Yes Sir! offers great quality and realizations for active brands
Given the current regulatory environment and the resulting changes going on in the industry today, the chief risk officer has become the most important person in the financial institution.
WolfPAC Solutions Group Director Michael Cohn interviewed chief risk officers at financial institutions across the country to find out how they became a CRO, what skills and experience they bring to the role, and what is expected of them now.
Fi360 Whitepaper. Four key points: Your reputation is your most valuable asset; Success includes promoting your reputation; fiduciary context can help build your reputation and finally a great reputation benefits your practice and your clients.
Research for the reputation of the company in Vietnam: Risk ManagementPrénom Nom de famille
Researching a company’s reputation in Vietnam is an essential component of risk management for several reasons. In an increasingly interconnected and competitive global business landscape, understanding a company’s reputation can provide valuable insights into potential risks and help organizations make informed decisions.
Yvonne I Pytlik Journal Of Securities Law, Regulation & Compliance April ...ypytlik
April 2010 - Journal of Securities Law, Regulation & Compliance Volume 3 Number 2
Compliance risk: A critical business risk
for asset managers
ABSTRACT
2010 presents a historical moment to define the
path forward to the ‘future of enterprise risk
management and mitigation strategies’ of
increasing compliance risk for asset managers.1–4
The recent financial crises and cases of material
compliance violations, Ponzi schemes, fraudulent
activities, misappropriation of investors’ assets
and collapse of major financial firms have had
significant, harmful impact on investors and
shareholders. Serious compliance violations, such
as insider trading, have proven to be self-destructive
to asset managers. No one is immune to
these trends. ‘Enterprise Risk Management —
2010 and Beyond Forward Looking Approach
by Asset Managers’ is a series of papers dedicated
to regulatory developments and industry best practices in the enterprise risk management
with a focus on ‘compliance risk: a critical business
risk for asset managers’.
An Analysis of Factors Influencing Customer Creditworthiness in the Banking S...Dr. Amarjeet Singh
This research is based on Bahraini bankers’ perception on the factors influencing customer creditworthiness in the banking sector of Kingdom of Bahrain. We consider that the research was done in the Kingdom of Bahrain which has a growing banking industry. To enhance the whole procedure of the creditworthiness, it is vital for an employer to understand the most important factors influencing customer creditworthiness. The purpose of the study was to investigate the factors influencing customers creditworthiness in the banking industry. The creditworthiness can be assessed through qualitative factors, quantitative factors and risk factors. The research was conducted through a survey, using the questionnaire as the research instrument. The respondents of the study are employees of banks across the Kingdom dealing with creditworthiness. The statistical tools used in the study are Multiple Regression Analyses and weighted mean. The researcher has found that there is significant relationship between all three factors and creditworthiness, and they don’t equally influence the creditworthiness. The research provides recommendations to banks in assessing the creditworthiness. The researcher recommended that employees must use the most effective methods such as credit scoring to conduct the analysis of creditworthiness in order to make effective decisions. Moreover, the researcher recommended that analysts should take into considerations the most effective factors in the analysis process and they must not neglect other.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
NO1 Uk Divorce problem uk all amil baba in karachi,lahore,pakistan talaq ka m...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how can I sell pi coins after successfully completing KYC
Reputational risk in banks nibm lecture 220213
1. K. Ram Mohan,
General Manager(Chief Operations Officer)
Punjab National Bank, Head Office: New
Delhi
2. The fragility of reputation
“ It takes 20 years to build a
reputation and five minutes to
ruin it. If you think about that,
you’ll do things differently “
“Ourassets are ourpeople, capital and reputation. If any
of these are everdiminished, the last is the most difficult
to restore.” (Goldman Sachs Business Principles)
3. Reputational Risk in Banks: Agenda
1. Reputation, Its Attributes , Importance &Value to
firm
2. Reputational Risk: Definitions, Reputational Risk
Capital, Case Studies, Examples &Surveys
3. Reputational Risk Measurement: Broad
Qualitative &Quantitative Measures
4. Reputational Risk Assessment framework of PNB
5. Assessment/Evaluation (Off-site & On-site) of
Reputational Risk by Regulator: Important Points
to consider
6. Reputational Risk Management
7. Case Study of a Better managed Reputational
4. “The beliefs or opinions that are
generally held about someone or
something
A widespread belief that someone
or something has a particular
characteristic”
Compact Oxford English Dictionary
Reputation
5. It is:
an intangibleasset
not abrand
thesum total of all stakeholders’ experience
public information regarding an organization’s
trustworthiness
It also assures:
premium value growth opportunities to shareholders (value
growth resulting from managerial experience, innovation,
intellectual property)
continued comparativeadvantage
What is Reputation
6. • Customers
• Suppliers
• Investors
• Advocacy groups
• Regulators
• Policymakers
• General public
Reputation = judgments and perceptions of others
Reputation is “owned” by
stakeholders
7. Stakeholders’ perceptions develop via three
channels
• Direct experience with the company
• What others say about the company (online and off)
• What the company says about itself (marketing, PR,
exec comments, etc.)
9. Importance of Reputation to Stakeholders
Employees: Are more loyal to a company with good
reputation.
Investors and business partners: Will take risk in a
company that they can thrust based upon its
reputation. (More than 90% think about reputation in
investment decisions: 40% care about reputation, 50%
care partially).
Lawmakers and regulators: Reputation can help
lessen the legal burden on a company.
Public at large: Preserve ―social license to operate
Customers and Depositors: Support loyalty to company
Competition: Barrier to entry
10. Information asymmetry
Outsiders don’t know as much about a company as
insiders, so a good reputation alleviates and allows
customers to make a choice
Important for all companies but crucial and vital to
banks as our relationship is solely built on
faith/trust.
More important in a period of rapid changes,
globalization, internet blogs, activism, mass media.
Importance of Reputation and Trust
11. Positive reputation yields measurable value
- Strong brand loyalty
- Returning high value customers
- Lower employee turnover
- Easier recruitment of high-caliber employees
- Higher investor confidence
- Positive regulatory environment
- Lower costs of capital
A company highly regarded by its stakeholders is
more likely to enjoy:
12. The risk: Negative reputation exacts a measurable
penalty
- Increased customer churn
- Elevated customer acquisition costs
- Higher employee training costs
- Regulatory constraints
- Increased cost of capital
- Lower investor confidence
- Increased vulnerability to competitors
A company viewed with distrust and outrage by its
stakeholders is more likely to suffer:
15. Banks may encounter various issues that could
significantly harm or even destroy their brand name in a
short period of time.
Some of the important factors which may lead to same:
Adverse regulatory reports and sanctions
Continued decline in share price
Consistent unfavorable ratings
Increased incidences of fraud
Sudden change of management; no succession planning
Public perception of organization’s standards drop
Actions that result in stakeholders lose of trust and
confidence
How can Reputation be Tarnished?
16. Reputational Risk
While building and maintaining a solid reputation is
important for all types of organizations, it is especially
important for financial institutions / Banks.
It could be argued that protecting reputation is the most
significant risk management challenges that boards of
directors face today.
As for ladies in Victorian times, the reputation of a bank is
both its most important asset and the asset that is most
difficult to recover once it is lost.
While expectations of women’s virtues have nowadays
relaxed a bit, those of the virtues of financial institutions
have hardened to the point where the value of a bank’s
reputation is practically impossible to underestimate.
17. Reputational Risk: Regulatory Definitions
FSA(UK): The risk that the firm may be exposed to
negative publicity -Trust - about its business practices
or internal controls – Actions -, which could have an
impact on the liquidity or capital of the firm or cause a
changein itscredit rating. -Affecting itsstakeholders-.
US Federal Reserve(2004): “Reputation risk is the
potential loss that negative publicity regarding an
institution’s business practices, whether true or not,
will cause a decline in the customer base, costly
litigation, or revenuereductions(financial loss).
18. HKMA: “Reputational risk” means the risk that an
Institution’sreputation is damaged by oneor more than
one reputation event, as reflected from negative
publicity about the Institution’s business practices,
conduct or financial condition.
Such negative publicity, whether true or not, may
impair public confidence in the Institution, result in
costly litigation, or lead to a decline in its customer
base, businessor revenue.
Reputational Risk: Regulatory Definitions
19. Basel Definitions
The Basel Committee on Banking Supervision (BCBS
(2001)) defines reputational risk as “the potential that
adverse publicity regarding a bank’s business practices and
associations, whether accurate or not, will cause a loss of
confidencein theintegrity of theinstitution.”
In a more recent document, the Committee (BCBS
(2009)) defines it as the “risk arising from negative
perception on the part of customers, counterparties,
shareholders, investors, debt-holders, market analysts, other
relevant parties or regulators that can adversely affect a bank’s
ability to maintain existing, or establish new, business
relationshipsand continued accessto sourcesof funding.
20. It is, perhaps, an indication of thedifficulty of providing a
rigorous assessment framework for reputational risk
that the Basel II Accord, arguably the most important
regulatory document on risk of the last decade,
expressly takes reputational risk out of operational risk
and does not mention it anywhere else in its 300+ page
document.
Basel Definitions
21. Relationship between Reputational Capital and
Risk
The fluctuating value of the company’s reputation has
been termed reputational capital and calculated as the
market value of the company in excess of its liquidation
valueand itsintellectual capital.
It constitutes the residual value of the company’s
intangible assets over and above its stock of patents and
know how.
While “Reputational risk is defined as the range of
possible gains and losses in reputational capital for a
given firm.
So urce: The Reputatio n Institute
22. Reputational Capital
Provides a platform from which other investment
opportunitiesmay arisesimilar to R&D in thisrespect:
Upside example: sound corporate citizenship improves
relations with constituency groups and provides a holistic
approach to implementing strategy
Constituency groups are Community, Regulators, Customers,
Partners, Employees, Investors, Activists, and Media
Difficult to quantify thesegainsbut they exist
Downside example: Loss of reputational capital comes from
these same 8 constituency groups; threats include rogue
behavior by employees, defection by partners, and the threat
of legal action by regulators
23. Reputational Risk- Opinions /Surveys
Reputational risk is regarded as the greatest threat to a
company's market value, according to a study by
PricewaterhouseCoopers and the Economist
IntelligenceUnit.
Reputational risk also overtook credit risk the most
pressing issue facing bank audit committees, according
to an annual survey released on February 27, 2007, by
Ernst & Young.
24. Reputational risk a top concern for boards
• 63% of directors see reputational risk as top concern…
and concerns are growing
• Primary concerns cover product quality, liability,
customer satisfaction
• Secondary concerns: integrity, fraud, ethics
• Three-fourths of directors seek broad-based risk
assessment… and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns
About Risks Confronting Boards – EisnerAmp
Reputational Risk- Opinions /Surveys
25. Reputational Risk
(52)
Regulatory Risk
(40)
Human Capital Risk
(40)
IT RISK
(35)
Financial, Market, Credit and Insurance Risk
(30)
Crime, security, political, natural hazard, FX, Terrorism, Country Risk
(20)
Source: Economist Intelligence
Unit, 2005
Max Scale: 100
Reputational Risk- Opinions /Surveys
26. According to Economist Intelligence Unit(2005) survey,
―52% consider reputation risk as a risk by itself, while
48% consider it as a consequence of other risks like
operational risk - people, process, systems and
external events - compliance and financial.
Appears that if first risks are more quantitatively
analyzed - market, credit, operational … -
Reputational risk appears as a second tier risk -
mostly within financial institutions - while it appears as
a risk of its own in the corporate world - like Hilton,
Cruise companies where emphasis is on their
products/services -.
Reputational Risk: A Risk by itself ora
Consequence (Second tier)of OtherRisks
27. Impact of Reputational Risk – Case Study
In the midst of the global credit crisis partly caused by the
U.S. subprime mortgage meltdown, Northern Rock,
Britain's fifth largest mortgage lender, had to be bailed out
by theBritish central bank, theBank of England.
The institution began as a small local lender in early 2001,
but grew excessively in 2005 and through early 2007,
primarily by relying on wholesale markets rather than retail
deposits.
Northern Rock bundled its loans together and packaged
them into bonds that it sold to investors around the world;
however, as liquidity dried up this past summer in the U.S.
and acrosstheglobe, it spelled disaster for Northern Rock.
28. When news leaked out that Northern Rock had approached
the Bank of England to obtain emergency funding,
customersreportedly withdrew £2 billion in oneday.
Britain's first bank run in 140 years occurred despite the
bank's solvency, the nation's strong economy, low interest
rates, and low inflation.
Northern Rock becameavictim of reputational risk.
Impact of Reputational Risk – Case Study
29. Scandals/Fraud:
Arthur Andersen co. fell almost entirely due to its
damage to its reputation after Enron’s scandal in
2002.
Interesting case in the field of reputation. Similar to
Barings in the field of operational risk.
One year earlier in 2001, the Chief Executive was
saying: ―There is extraordinary power in our name
because it stands for time-tested values, a unique
one-firm global operating approach and recognized
superior performance.‖
OtherExamples – Financial Sectors
32. The Basel Committee is of the view that existence of assessment
framework may help Board & senior management to better
understand threats to reputation and to develop proactive
reputation risk management plansin response.
Although thecausesof reputational risk and itsindicatorsappear
to be quite straightforward, their assessments are not
quantitatively possibleas:-
The Indications of reputational risk cannot be always linked to the
factorsenumerated above, and
Most of the indicators and the causal factors listed above cannot
becaptured objectively and hencequantification isquitedifficult.
Some of the broad factors (both qualitative as well as
quantitative) arelisted in thenext slides:
Reputational Risk Assessment /Measurement
33. Complaints by all stakeholders act as an early warning system:
Monitor and analyze trends.
Identify and monitor your company’s HOT SPOTS in relation to all
your stakeholders’ interests, particularly in periods of rapid
change. Ex. Organizational changes, new products/services.
Compliance/Audit functions. Are they proactively identifying and
following-up on issues?
Assess flows of risk information in the institution.
Assess the link between compensation programs and desired
behaviours.
Is reputation risk part of the new product approval process?
Is there a Code of Ethics? Reward ethical behavior? Penalize
misbehavior?
Evaluation of media coverage of companies
Monitor internet blogs
20
Reputational Risk – Qualitative Measures
35. Failures by companies that have a reputational impact have a
lasting financial effect on the market value of companies:
1/3 of financial analysts say that their evaluation of a company
will take into account the impact of a failure in reputation up to
3 years after the event. (Hill/Knowlton 2006 survey)
Companies take up to 3 years to recover from a crisis that
affected their reputation. (Burson/Marstelle Market research)
Model developed by UK-Based OxFord Metrica called
ValueReaction Model: Analyze impact of reputation crisis on
company stock price. Will company recover from a crisis? If
management handles crisis badly, investors conclude that
management cannot handle unexpected events.
Set up Loss Data Base of operational events and their
reputational impacts.
Scenarios modeling of major threats using expert judgment
23
Reputational Risk – Quantitative Measures
37. Reputational Risk Assessment Framework of
PNB
Assessing reputational risk is not an objective process, rather it
is a subjective assessment that could reflect a number of
different factors.
The bank has attempted to create an Reputational Risk index
which will provide the insight into the bank’s reputation risk
status.
The bank’s reputational risk framework consists of 17 risk
parameters selected after prolonged discussion by a group
of risk experts
Each parameter has been categorized into different
attributes depending on the severity of the occurrence of an
event within theparameter.
38. Reputational Risk Assessment Framework of
PNB
After finalization of weights, simulation techniques have
been used to generate distribution of all the possible scores.
In the absence of adequate data set, a methodology has
been developed for generating total number of possible
scenarioswith thegiven parametersand their attributes.
Methodology developed to capture most representative
distribution depicting all thescenario.
The distribution has been generated by assigning different
probabilitiesto different attributes.
41. Score Bands of Risk Index
The distribution matches with intuition that distribution of
the reputational risk shall be skewed as majority of the
events will cause negligible or low risk but some events
may lead to sudden increasein reputational risk
Based on this distribution total score has been divided into
different scorebands.
Based on this distribution total score has been divided into
different scorebandsand different ratings.
42. Reporting &Action Points
The Bank tracks the Reputational Risk Index on regular
basisand put up to thetop management.
The increase or decrease in the overall scores is further
analyzed granularly.
Score of each of the parameters are analyzed in detail and
the concerned user divisions are advised to take corrective
actions for improvement.
43. Assessment /Evaluation of Reputational Risk by
Regulator
Oneof themost difficult tasksfor regulatorsisto determine
how to assessafinancial institution'sreputational risk.
Regulators may complete a risk matrix when conducting
full-scopeexaminations.
To arriveat acompositerisk rating for oneof therisk areas,
thefollowing criteriamay beused when assessing risk:
Level of inherent risk - High, Moderate, or Low
Adequacy of risk management - Strong, Acceptable, or
Weak
Trend or direction of risk - Decreasing, Stable, or Increasing
44. Off-site examination by Regulator
Regulators may review corporate press releases, letters
to shareholders, stock message boards, and stock
analyst comments to gain an initial indication of
reputational risk.
They may also consider: :
whether an institution respondsto thecustomer concerns;
Whether the stock analyst recommends buying or
selling and why; and
what the shareholders, employees, or general public are
saying about theinstitution.
45. Off-site examination by Regulator
Further, they may also
analyzethefinancial statements,
review marketing plans& advertising campaigns,
consider whether the institution is growing excessively
and what types of risky products and services it is
providing, if any.
They may also consider whether the institution is
expanding outside its normal geographical area and is
supportiveof thecommunity.
46. On-site examination by Regulator
Whileon-site, Regulatorsmay:
talk to both bank employees and management to get a
sensefor itemslikecorporateethics,
talk to Human Resources to determine whether a
consistent message on the importance of ethics is being
conveyed throughout theorganization, and
consider whether the institution's risk management
practices are strong and commensurate with the size and
complexity of theinstitution.
assess whether an institution's expertise is adequate and
controls are in place to oversee growth if the institution
should engage in riskier products or enter into new
businesslines.
47. On-site examination by Regulator
In addition, Regulators may determine whether there
areviolationsof consumer law. For example,
Is the institution involved in unfair or deceptive
practices, such ascharging excessiveinterest rates, or
Are there situations where the institution is
overcharging its customers for accrued interest on
loans?
Reimbursing consumers for these charges could be
embarrassing and tarnish an institution'sreputation.
Excessive violations could result in class action suits, civil
money penalties, or other regulatory actions.
48. On-site examination by Regulator
In the information technology area, where reputational risk
and operational risk go hand in hand, examiners may also
measure board and management oversight from the top
down. E.g.
Isoversight adequate?
Are policies and procedures tailored to the institution, rather
than boiler-plate?
Arethereadequateinternal controls?
Lax oversight and controls leave an institution open to security
breaches and employee theft, which again could result in
unfavorable media attention and may damage the institution's
brand name and reduce the public's confidence in the institution.
49. It is the current and prospective impact on earnings and
capital arising from negativepublic opinion
It measuresthechangein perception of acompany
It is linked with customer expectations regarding an
organization’s ability to conduct business securely and
responsibly
Reputational Risk Management
50. Key Goals of Management of Reputational
Risk
Identify and minimize factors that could damage reputation
(threats) and identify and exploit factors
that could boost reputation (opportunities)
Identify gaps between stakeholder experience and
expectation and bridgethem by:
improving business strategy/performance/behaviour
and/or
influencing stakeholder beliefs and expectations so they
are more closely aligned with reality and what
thebusinesscan realistically deliver
Ensure processes are in place to enable the business to
respond and ride out the storm if an unforeseen
crisishits(crisismanagement contingency plan)
51. MajorGaps in Management of Reputational
Risk
Reputation literacy
not on risk agenda
Reputation literacy
not on risk agenda
Risk literacy
not on reputation
agenda
Risk literacy
not on reputation
agenda
52. A dual approach to managing risk to reputation
As reputation is based on perception, not
necessarily reality, risks to both reality
and perception must be actively managed
Reputation must
be built both:
„inside-out‟
Reputationand „outside-in‟
53. Spotting major „mismatches‟
Strategy vs expectations
Performance vs objectives
True intentions vs „spin
‟Real vs published risk exposures
Compliance „in letter vs „spirit‟ ‟
Minimal disclosure vs transparency
Product reality vs marketing claims
„Easy-win incentives vs stretching targets‟
Executive directors
Non-executive directors
Management
Public relations
Internal auditors
Risk and insurance
managers
All other employees
Business partners
…All must play their part
in moulding and upholding
corporate reputation
Make reputation risk management everybody’s
business
55. Management of Reputational Risk Internally
Maintaining timely and efficient communications among
shareholders, customers, boards of directors, and
employees
Establishing strong enterprise risk management policies
and procedures throughout the organization, including an
effectiveanti-fraud program
Reinforcing a risk management culture by creating
awarenessat all staff levels
Instilling ethics throughout the organization by enforcing a
codeof conduct for theboard, management, and staff
56. Management of Reputational Risk Internally
Developing a comprehensive system of internal controls
and practices, including those related to computer systems
and transactional websites
Complying with current laws and regulations and enforcing
existing policiesand procedures
Responding promptly and accurately to bank regulators,
oversight professionals (such as internal and external
auditors), and law enforcement
Establishing a crisis management team in the event there is
a significant action that may trigger a negative impact on
theorganization
57. In 2004, SunTrust Banks, a $180 billion financial
institution headquartered in Atlanta, disclosed that due
to an accounting oversight, it had to restate its
corporateearnings.
Because of accounting errors, the bank had overbooked
the allowance for loan and lease losses, and therefore
underreported earnings, for the first two quarters of
2004 by approximately $22 million.
This led to a delay in the release of its third-quarter
earningsstatement.
Case Study of A BetterManaged Reputational
Risk
58. Within hours, SunTrust issued a press release
announcing the accounting irregularities.
The release stated that its audit committee, with
the assistance of an independent law firm, would
begin a review and initiate lines of
communication with independent auditors about
the errors.
In short, the institution addressed the issue
immediately, communicating openly with the
public and its customers.
Case Study of A BetterManaged Reputational
Risk
59. Within a month of the press release, the audit
committee panel determined that the errors in the loan-
loss data related to the auto loan portfolio were higher
by approximately $25 million.
Loan loss calculation errors and false draft meeting
minuteswerealso uncovered.
As a result, three credit administration division
members, including the top credit officer, were fired,
and acontroller wasassigned to another division.
Case Study of A BetterManaged Reputational
Risk
60. Within a month of the press release, the audit committee
panel determined that theerrorsin theloan-lossdatarelated
to theauto loan portfolio werehigher by approximately $25
million.
Loan losscalculation errors and false draft meeting minutes
werealso uncovered.
As a result, three credit administration division members,
including the top credit officer, were fired, and a controller
wasassigned to another division.
Less than two months later, the SEC launched a formal
probeof SunTrust'saccounting deficiencies.
Case Study of A BetterManaged Reputational
Risk
61. Case Study of A BetterManaged Reputational
Risk
Though this newsworthy event cast a negative light on
SunTrust's reputation, overall it did not hurt the
organization'sfranchisevalue.
Initially, the market and public perception were critical of
the accounting issue, and SunTrust's shares fell 1.12% (less
than $1 dollar to $69 per share);
however, because the organization's board and senior
management were proactive in addressing the issue
quickly, the stock price loss (and financial statement gain,
in this case) was manageable, and reputational risk was
controlled.
62. “The way to gain a good
reputation is to
endeavour to be what
you desire to appear “
Socrates, 469-399 BC
The concept isn’t new
63. “The way to gain a good
reputation is to
Socrates, 469-399 BC
Any Questions
If No Questions, then……