Riskpro India is a risk management consulting firm with offices in major Indian cities. It aims to provide integrated risk management solutions to mid-large sized corporations and financial institutions in India. Riskpro has over 200 years of cumulative experience across its multi-skilled team. It offers a variety of risk advisory services including Basel compliance, corporate risks, IT risks, operational risks, governance solutions, and legal risks. Restructuring is the process of radically changing relationships among stakeholders to make a company more profitable and efficient. It may be necessary due to poor financial performance, a new strategy, or correcting market valuation errors. Key factors for successful restructuring include setting objectives, focusing resources, communicating plans, executing swiftly, and monitoring progress. P
Welsh Consultants publishes- Many firms today face with organizational declines at some point in their life cycles because of both external and internal factors. Most often organizations enter the state of decline when they fail to anticipate, recognize and adapt to external and internal pressures that threaten the organization’s existence. As one of the important factors leading firms to decline, crises represent a significant threat to firms’ high priority values and demand a time-pressured response. As an alternative response to the times of crisis, operating turnaround strategies are targeted to enhance a firm’schances of ending the threat and achieving sustainable performance recovery. Operating turnaround strategies can be defined as the set of consequential, directive decisions and actions aiming to reverse a declining business as quickly as possible through asset reduction, cost cutbacks and revenue generating The conceptual scope of this article is determined as examining operating turnaround strategy and its variants in a theoretical frame by reviewing literature. Author, Founder- Manish P
Welsh Consultants publishes- Many firms today face with organizational declines at some point in their life cycles because of both external and internal factors. Most often organizations enter the state of decline when they fail to anticipate, recognize and adapt to external and internal pressures that threaten the organization’s existence. As one of the important factors leading firms to decline, crises represent a significant threat to firms’ high priority values and demand a time-pressured response. As an alternative response to the times of crisis, operating turnaround strategies are targeted to enhance a firm’schances of ending the threat and achieving sustainable performance recovery. Operating turnaround strategies can be defined as the set of consequential, directive decisions and actions aiming to reverse a declining business as quickly as possible through asset reduction, cost cutbacks and revenue generating The conceptual scope of this article is determined as examining operating turnaround strategy and its variants in a theoretical frame by reviewing literature. Author, Founder- Manish P
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Healthcare Business Survival Through RestructuringElijah Ezendu
Application of various restructuring methods for ensuring survival of healthcare business such as hospital, clinic, maternity, trauma center, wound care center, cancer center, heart center and other specialist health centers
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
HR can play a role in mergers and acquisitionsNetZealous LLC
HR is the organization’s facilitator, carrying out a wide variety of tasks that lubricate all the processes the organization carries out. It can play a supporting cast in a number of areas. M & A is one of the main activities that HR can support. HR can involve itself with the M & A process at the time of initiation. It can consult management and be a part of the discussion at the estimation change. While bargaining on the deal may be a management issue in which HR may have an ancillary role; HR has a lot to contribute when it comes to preparing the organization for a lot of work that needs to accompany M & A. It can handle all the people-related aspects of HR. The following are some of the areas in which HR can play a very important role in a merger or acquisition.
Human Resource Transformation (HRT) aims at maximizing the competence and efficiency of human resource models and functions.
This presentation talks about what is Organizational Restructuring and how it influences the growth of a firm, some examples of Org restructuring happened in past.
Performance Measurement in NGOs is a challenging task as they have both business and social obligations to meet. Traditional accounting measures may not suffice to capture and benchmark growth and other challenges of NGOs. In this paper, we enumerate some key performance measures that could be used by some practitioners.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Healthcare Business Survival Through RestructuringElijah Ezendu
Application of various restructuring methods for ensuring survival of healthcare business such as hospital, clinic, maternity, trauma center, wound care center, cancer center, heart center and other specialist health centers
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
HR can play a role in mergers and acquisitionsNetZealous LLC
HR is the organization’s facilitator, carrying out a wide variety of tasks that lubricate all the processes the organization carries out. It can play a supporting cast in a number of areas. M & A is one of the main activities that HR can support. HR can involve itself with the M & A process at the time of initiation. It can consult management and be a part of the discussion at the estimation change. While bargaining on the deal may be a management issue in which HR may have an ancillary role; HR has a lot to contribute when it comes to preparing the organization for a lot of work that needs to accompany M & A. It can handle all the people-related aspects of HR. The following are some of the areas in which HR can play a very important role in a merger or acquisition.
Human Resource Transformation (HRT) aims at maximizing the competence and efficiency of human resource models and functions.
This presentation talks about what is Organizational Restructuring and how it influences the growth of a firm, some examples of Org restructuring happened in past.
Performance Measurement in NGOs is a challenging task as they have both business and social obligations to meet. Traditional accounting measures may not suffice to capture and benchmark growth and other challenges of NGOs. In this paper, we enumerate some key performance measures that could be used by some practitioners.
Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational
behavior requires changing the belief system of its personnel. This process of changing beliefs, learning, requires clear, open communications throughout the organisation.
Organizational performance ultimately rests on human behavior and improving performance requires changing behavior. Therefore corporate restructuring should have as a fundamental goal the facilitation of clear, open communication that can enable organizational ongoing learning and clarify accountability for results.
Continuous organizational learning is necessary to stay up to date. Organizations that cannot or will not learn will become obsolete. Leaders must periodically examine the structure of their organization to assure that it continues to provide an environment for organizational learning. The points of leverage in organizations are the beliefs and worldview of their decision makers. The sense of purpose, vision and commitment of an organization's leadership play a critical role in the results it can accomplish.
Cracking The Organisational Restructuring CodeWorkforce Group
Organisations need to restructure their processes to stay competitive in today's ever-evolving business landscape. Whether it's to maintain their competitive edge or respond to industry developments, understanding the fundamentals of restructuring is essential to ensure successful implementation and achieve desired outcomes.
As a business leader, it is crucial to recognise that change is the only constant in business, and companies that resist change are at significant risk of falling behind. To realign your operations and create a more agile and adaptable organisation, you must be willing to embrace change and take bold steps to drive transformation.
One effective strategy is to remove bureaucratic layers and simplify decision-making processes. You can achieve this by empowering employees to make decisions and giving them the necessary tools and resources to succeed. In addition, by fostering a culture of collaboration and transparency, you can create a more efficient and effective organisation better equipped to respond to market changes and customer needs.
In this deck, you will discover valuable insights and practical tips to help you navigate the complexities of organisational restructuring.
You'll also learn
- The fundamentals of organisational restructuring
- Why companies may consider restructuring
- The various types of restructuring
- A practical 5-step process for navigating restructuring
I would like to share with you the 12 most important lessons for carrying out corporate restructuring or recovery assignments. The lessons are based on many years of experience and, to be quite honest, learned through bitter experience. I will now briefly summarise the key lessons in the white paper for you.
Turnaround and succession planning methodologies, including business recovery pre-insolvency. This guide is part of the MF Turnaround Manual. The manual is designed for accounts and professionals wishing to develop operational turnaround skills.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
During a business turnaround, the first thought is to dive into the financial condition of the business and immediately develop methodologies that improve cash flow and reduces expenses.
I submit that a deep dive into the fitness of the organization will reveal deep fissures in how the company is being managed; then study the leadership team, the business plan and the goals and objectives of the company.
The article “Organizational Fitness Improves Business Turnarounds and Revenue Growth” was developed for business owners and CEO’s that are the center of influence in their companies.
Analysis of Nine Pillars of Corporate Governance Principles for Small and Med...Karan Mahajan, CCRA
The report involved critically analyzing the nine pillars of corporate governance for SMEs in Dubai, providing recommendation for strengthening the principles as well as comparison with OECD Principles of Corporate Governance, Commonwealth Association for Corporate Governance and Corporate Governance principles in India.
Corporate restructuring is an action taken by the corporate entity to modify its capital structure or its operations significantly. Generally, corporate restructuring happens when a corporate entity is experiencing significant problems and is in financial jeopardy.
TRU Snacks Webinar Series - Determining the Right Path Forward When Restructu...Citrin Cooperman
The COVID-19 pandemic pushed many business owners into crisis management mode to identify the best way to pivot and ensure sustainability. During this TRU Snacks session, we will provide insight on how to determine the right path forward when restructuring a financially distressed company.
https://www.citrincooperman.com/infocus/tru-snacks-webinar-series
Information technology sector has experienced a stupendous growth lately and the outlook looks positive with return of consumer confidence and renewal of business growth which is expected to drive IT spending going forward. India accounts for less than 5 per cent of global technology spending – tremendous untapped potential for growth of IT sector, in both core as well as emerging opportunities.
Keeping pace with growing momentum and corporate needs for better IT governance and compliance, we’re pleased to launch our IT Risk Advisory 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.
India has become the globally most preferred destinations for conducting business operations today. The key drivers of business growth in India includes the huge investment potential, lower operating costs, skilled workforce, emerging markets with tremendous business opportunities that is available to foreign investors. These positive indicators have attracted many foreign corporations to set up their business operations in India.
Seeing the Indian growth story and future outlook we’re pleased to launch our India Entry Consulting 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. Our India business entry services is directed at providing the right platform to entrepreneurs/ corporates around the globe to take their business initiative in India in a well-informed, strategically driven manner.
India and sweden strategy brochure 2013 riskproNidhi Gupta
India has become the globally most preferred destinations for conducting business operations today. The key drivers of business growth in India includes the huge investment potential, lower operating costs, skilled workforce, emerging markets with tremendous business opportunities that is available to foreign investors. These positive indicators have attracted many foreign corporations to set up their business operations in India.
Seeing the Indian growth story and future outlook we’re pleased to launch our India Entry Consulting services for Swedish Companies 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. Our India business entry services is directed at providing the right platform to entrepreneurs/ corporates around the globe to take their business initiative in India in a well-informed, strategically driven manner.
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.
“We are quoted in recent Economic Times news as among fastest growing risk consulting firms in India.”
Today all organizations are subject to fraud risks. Large frauds have led to the downfall of entire organizations, massive investment losses, significant legal costs, incarceration of key individuals, and erosion of confidence in capital markets, Consequently as part of an organization’s governance structure, a fraud risk management program should be in place, including a written policy to convey the expectations of the board of directors and senior management regarding managing fraud risk.
Knowing present corporate focus and need for improved fraud risk governance & management, we’re pleased to launch our Fraud Risk Consulting 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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3. 3
Who is Risk Pro… 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.
5. 5
Risk Pro 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 & Human Capital Management Solutions
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
6. 6
Risk Management Advisory Services
Training Human Capital Solutions
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
Legal Risks
Procedural Risk
Registration & Licensing Risk
Taxation Risk
Contractual Risk
Compliance Risk
IPR Infringement Risk
Litigation Risk
Banking – E Learning
Corporate Training
Regular Risk Management Training
Online Training material
Workshops / Events
ISO standards- 31000
Talent Acquisition
HR Consulting
KRA Management
Risk Managers on call – free
SERVICES
8. 8
Restructuring….
Restructuring is the process through which an
organization radically changes the contractual
relationships that exist among its creditors,
shareholders, employees, and other stakeholders.
It is the corporate management term for the act of
reorganizing the legal, ownership, operational,
financial or other structures of an organization for
the purpose of making it more profitable and
efficient. Strategies of restructuring include
portfolio restructuring, organizational structuring
and financial restructuring.
Restructuring is an on-going process. It is a value
tool for an organization to use in an attempt to
maintain their goals and objectives. The choice of
which strategy to use will depend on the area the
organization has to improve, i.e. profitability,
performance, or operation.
The basic nature of restructuring is a zero-sum
“game”. It reduces financial losses, while reducing
tensions between debt and equity holders to
facilitate a prompt resolution of a distressed
situation or a situation that requires change.
The basic nature of
restructuring
is a “zero-sum game”,
a “marginal utility”
9. 9
Reasons for Restructuring
The three primary reasons for restructuring:
1. To address poor financial performance.
Declining or stagnating sales, accounting losses, or a falling stock price are usually the
warnings. In extreme cases such poor performance may cause the company to default on its
debt, resulting in bankruptcy.
2. To support a new corporate strategy, or to take advantage of a business opportunity.
In an equity spin-off, for example, a diversified firm's businesses are split apart into independent
entities, each with its own common stock. Spin-offs can make sense when a high-growth
business is being held back by a bureaucratic corporate parent, or when it no longer makes
sense for a company to be vertically integrated. In this case, a sign that restructuring may be
necessary when the stock market is valuing the entire company for less than what its separate
businesses would be valued for if they were separate, independently-traded companies.
Restructuring is required to correct a large error in how the company is valued in the capital
market.
3. To correct a large error in how the company is valued in the capital market.
In large diversified companies that operate in many different businesses even if the businesses
may be well-run, investors may place too low a value on the overall portfolio. Restructuring tools
like tracking stock, stock buybacks, or leverage buyouts, can be used to reduce this kind of
value gap.
10. 10
Symptoms for Restructuring
Symptoms indicating the need for corporate restructuring include:
The market(s) perception about the organization is deteriorating.
The company has difficulties in paying or is unable to pay off its
debts.
Sales are declining.
Stock price is falling.
New skills and capabilities are required to meet operational
requirements.
Accountability for results are not clearly communicated and
measurable resulting in subjective and biased performance
appraisals.
Parts of the organization are significantly over or under staffed.
Organizational communications are inconsistent, fragmented, and
inefficient.
Technology and innovation are creating changes in workflow and
production processes.
Significant staffing increases or decreases are contemplated.
Personnel retention and turnover is a significant problem.
Workforce productivity is stagnant or deteriorating.
Morale is deteriorating.
Lack of
new skills,
overstaffing,
understaffing,
signal the need
for
restructuring
11. 11
Obstacles to Restructuring
Common obstacles to restructuring include:
Denial of acknowledging problems: Organizations have tended to
restructure only reactively in response to pressure and when action
has become unavoidable.
Saving jobs: Observed mostly in governmental organizations
characterized by lifetime employment and seniority-based
promotion employment security, saving jobs even at the expense of
shareholder interests continues to sway executive decision-making.
Internal politics and long-held tradition: Restructuring efforts can
fail because the initiatives are not followed group-wide and are
changed shortly after announcement, when politics and tradition
stand in the way.
Executives' disregard for shareholder value: Organizations divest
their businesses, those businesses are often incurring heavy losses
as a result of several years of poor performance; executives can be
reluctant to divest underperforming businesses, even when they
know that the divestiture will maximize the value for shareholders.
Arrogance: Executive management believes that it knows how to
solve the problems without outside help often ignoring changing
market dynamics.
The key is
to
recognize
the problem
as early as
possible
12. 12
Successful Restructuring
Key factors for successful restructuring include:
Setting specific short- and long-term objectives to be
achieved through restructuring;
Planning growth scenarios after restructuring in advance;
Defining core businesses and focusing on them;
Developing a restructuring plan toward superior
shareholder value;
Demonstrating leaders' commitments to restructuring;
Sharing a restructuring plan across the group
organizations;
Setting objective criteria to identify candidates for
restructuring;
Assessing restructuring alternatives and selecting the best
option;
Finding the right partners to complete the transactions;
Executing restructuring in a swift and intensive manner;
Monitoring the progress of a restructuring plan on a
regular basis;
Involving external advisors in the restructuring process.
It is key to
share the
restructuring
plan across
the group
organizations
13. 13
Preemptive Restructuring
Organizations could benefit by restructuring before they are
hit with a crisis; a preemptive restructuring may often be
appropriate. If an organization waits too long to address
problems with its business, the resulting restructuring may be
very painful as the options remaining will definitely be fewer.
A preemptive restructuring may deter executives from taking
the full measures that are necessary to return the business to
a sound footing whereas a resulting restructuring may
severely disrupt the business. If, for example, it is necessary
to layoff 20% of your workforce to achieve the same cost
efficiency as your competitors, better to do this over several
years than all at once. The key is to recognize the problem as
early as possible.
Organizations must perform a "restructuring audit" on their
businesses periodically, looking for opportunities to create
value by voluntarily restructuring, before circumstances leave
them with no choice.
Preemptive
restructuring
can act as a
deterrent to
painful
surprises
down the
road
14. 14
Preemptive Restructuring
Preemptive or not restructuring initiatives fail when issues are overlooked or approaches
undertaken are unrealistic. Key points the Board of Directors (BOD) should consider before
restructuring:
Adding value
What is the organization’s core business
(Units, products, services and customers that
bring cash into the business)?
How should the redesigned organization look
like?
Is the organization efficiently functioning and
does it obtain true value for money?
Engaging effectively with staff
Is the approach to restructuring consistent
with the organization’s declared values?
Are effective communication plans in place?
Is management engaging with staff in an
appropriate manner?
How does staff feel about being part of the
organization?
Balancing short- and long-term risks
How is the employment brand managed?
Could proposed measures damage the future
business strategy?
What steps should be taken so that key
talent is retained?
How is the development of staff continued
whilst restructuring?
What is the market impression about the
organization?
15. 15
Prior to Restructuring
Prior to restructuring:
Make sure that that the organization’s owners, leadership
team and directors are personally protected.
When the organization is in trouble or under restructuring,
it is vulnerable to lawsuits from creditors and others
wanting to cash in on its distress. The organization should
make sure that its top leaders are protected by a Directors
and Officers policy.
Real estate planning should be encouraged to help protect
personal assets against personal lawsuits. By knowing that
everyone is “safe”, the organization can focus and devote
all efforts against restructuring.
Oversee all cash collections and payments.
The CEO must take complete control of cash (how,
depends on the size and existing structure of the
organization). If cash is controlled it cannot be overspent.
Prior to
restructuring
directors
should be
personally
protected
22. 22
Our Commitment
Value
One stop boutique where assignments carried out at a fraction of the cost of
clients staff
Reduce client staff management time and overhead costs, and increase
clients profitability
Enable clients staff to concentrate on more interesting and value-added work
Service
Robust management and procedures to ensure delivery on time and on
budget
Dedicated one-to-one communication with client, to ensure every project is
right first time
Full service delivery is achieved by synergies of subject matter expertise of
our Restructuring Consultants
Quality
We provide the Corporate Restructuring Service befitting the target company
based on its extensive evaluation experience & business know-how
accumulated through corporate financing operations
23. 23
Our Core Strengths
Dedicated team of professionals with strong exposure and knowledge of
restructuring & insolvency complemented by experts from other fields of across
various industry sectors.
Proactive and structured approach
Well defined processes
Well defined Project methodology tailored to suit the needs of clients for service
delivery
Talented team with experience of working with some of the largest companies in
India
Experience & proven capabilities to handle Diversified Multi-national Clients i.e. BFS,
Information Technology, Energy, Manufacturing, Consultancy, Oil & Gas Sector,
Retail Trading, Hospitality, Restaurant and related sectors.
Competitive advantage of costing by virtue of expertise and experienced resources.
24. 24
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
25. 25
Team Experiences Our Experiences
Our team members have worked at world class Companies
*Any trademarks or logos used throughout this presentation are the property of their respective owners
26. 26
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
27. 27
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
28. 28
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
29. 29
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
30. 30
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
31. 31
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
32. 32
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
33. 33
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
34. 34
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.
35. 35
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
36. 36
RESUMES - Advisors
Practicing Corporate Attorney in India
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.
Mr.AashishSrivastava
Credentials
37. 37
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