New banking regulations implemented since the 2008 global financial crisis are significantly shaping the future of the banking industry. The regulations focus on increasing capital buffers, improving liquidity, reforming corporate structures through ring-fencing, and enhancing customer protection. This regulatory shift has put pressure on bank profitability and forced changes to business models. Banks must now proactively seek strategic advantages through efficient compliance, developing customer-centric cultures, and optimizing business operations in the new regulatory environment.
In this Quarterly release Joseph Hill shares his thoughts on relationship lending, community bank CRE growth, and the competitive edge of truly understanding a Borrower’s business. We then would like to introduce Mr. Dean Morgan as CEIS’ Regional Executive for Tennessee and the nearby Southern States, and lastly, leave with an excellent article on tackling Risk Management of a Commercial Real Estate Concentration.
Mallam Sanusi Lamido Sanusi presentation on the 2012 policy dialogue by Malla...MMFNG
Towards Financial System Stability: Recent Policy Reforms in the Nigerian Banking Sector - Mallam Sanusi Lamido Sanusi
Aisha Muhammed-Oyebode - CEO, Murtala Muhammed Foundation
Spotting the banana skins - avoiding FCA enforcement through better complianc...Bovill
Bovill - the UK financial services regulatory consultancy - runs regular briefings. These are the slides from the May briefing on FCA enforcement and compliance oversight. For more information visit www.bovill.com.
Further information on the event is below:
The FCA’s Risk Outlook last month sent a strong signal that the responsibility of compliance officers goes beyond ticking boxes. And enforcement action shows that increasingly individuals are held accountable.
But what does this mean practically for day to day governance and oversight? One way to spot the banana skins is to understand who’s slipped on them before.
The FCA has recently imposed significant personal fines on compliance officers and other approved persons for:
• Inadequate oversight of the implementation of a firm’s policies and procedures
• Failure to disclose a potential conflict of interest
• Failure to recognise the regulatory significance and have sufficient oversight of the firm’s overseas activities.
Bovill’s briefing explored effective oversight.
We looked at the FCA’s reasons for imposing these fines, and suggested ways of making sure your firm has sufficient oversight of its business –
helping you spot the banana skins before you slip up.
DETERMINANTS OF BANK-SPECIFIC AND MACROECONOMIC FACTORS THAT ARE AFFECTING T...Uni-assignment
DETERMINANTS OF BANK-SPECIFIC AND MACROECONOMIC FACTORS THAT ARE AFFECTING THE PROFITABILITY OF COMMERCIAL BANKS A STUDY ON THE BRIC FROM THE EMERGING MARKET
In this Quarterly release Joseph Hill shares his thoughts on relationship lending, community bank CRE growth, and the competitive edge of truly understanding a Borrower’s business. We then would like to introduce Mr. Dean Morgan as CEIS’ Regional Executive for Tennessee and the nearby Southern States, and lastly, leave with an excellent article on tackling Risk Management of a Commercial Real Estate Concentration.
Mallam Sanusi Lamido Sanusi presentation on the 2012 policy dialogue by Malla...MMFNG
Towards Financial System Stability: Recent Policy Reforms in the Nigerian Banking Sector - Mallam Sanusi Lamido Sanusi
Aisha Muhammed-Oyebode - CEO, Murtala Muhammed Foundation
Spotting the banana skins - avoiding FCA enforcement through better complianc...Bovill
Bovill - the UK financial services regulatory consultancy - runs regular briefings. These are the slides from the May briefing on FCA enforcement and compliance oversight. For more information visit www.bovill.com.
Further information on the event is below:
The FCA’s Risk Outlook last month sent a strong signal that the responsibility of compliance officers goes beyond ticking boxes. And enforcement action shows that increasingly individuals are held accountable.
But what does this mean practically for day to day governance and oversight? One way to spot the banana skins is to understand who’s slipped on them before.
The FCA has recently imposed significant personal fines on compliance officers and other approved persons for:
• Inadequate oversight of the implementation of a firm’s policies and procedures
• Failure to disclose a potential conflict of interest
• Failure to recognise the regulatory significance and have sufficient oversight of the firm’s overseas activities.
Bovill’s briefing explored effective oversight.
We looked at the FCA’s reasons for imposing these fines, and suggested ways of making sure your firm has sufficient oversight of its business –
helping you spot the banana skins before you slip up.
DETERMINANTS OF BANK-SPECIFIC AND MACROECONOMIC FACTORS THAT ARE AFFECTING T...Uni-assignment
DETERMINANTS OF BANK-SPECIFIC AND MACROECONOMIC FACTORS THAT ARE AFFECTING THE PROFITABILITY OF COMMERCIAL BANKS A STUDY ON THE BRIC FROM THE EMERGING MARKET
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For the banking industry, we describe the relationship between changing business conditions/technologies and variances in business models - including a matrix of internal and external "fit" based on flexibility and product variety.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
North America Mortgage Banking 2020: Convergent Disruption in the Credit Indu...accenture
To further compound lenders’ challenges to rebuild growth, profitability and efficiency following the recent credit crisis, convergent disruption is leading to a structural change in the industry; multiple disruptive forces are converging, creating an increasingly complex and highly dynamic future environment. Accenture examines the building blocks and roadmap to success in 2020.
Grant Thornton Banking Regulation: unravelling the regulatory spaghetti - mar...theitchik
Several years after the economic meltdown, banks are still struggling to navigate the waves of regulation designed to avoid further crises.
The necessity to re-regulate an industry that lacked transparency was indisputable; however, what started as a global action plan soon became a puzzle of diverging national agendas.
Another year has gone by and the FCA’s combined Business Plan and Risk Outlook has been released… So what’s new and what does it mean for your firm?
Our briefing walked through the key messages of the document and took a look back at 2015’s release. We also explored what you might need to be doing differently in the year ahead.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
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
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Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
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2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
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This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
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how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
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The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
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
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
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.
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
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 in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Sanjoy Sen - Lee Kuan Yew School of Public Policy - Talk on "How New Regulations Are Changing the Future of Banking - March 2013
1. 1
How New Regulations are shapingHow New Regulations are shapingHow New Regulations are shapingHow New Regulations are shaping
the Future of Bankingthe Future of Bankingthe Future of Bankingthe Future of Banking
Sanjoy Sen
Managing Director
Retail Banking Asia Pacific
Lunchtime Talk
Lee Kuan Yew School of Public Policy
12 March 2013
2. 2
Taking it forward
Evolutions of regulations post GFC
Implications to the Banks
The Global Financial Crisis (GFC)
Agenda
3. 3
Grimness of the long term economic outlook is
hurting the banks which has led to a change
in the banking model
• 5 years after the onset of the Global Financial Crisis, the global
banking industry is still struggling to create sustainable value.
• Europe’s sovereign-debt crisis, the sustainability of the US debt
levels, and global macroeconomic uncertainty continued to send
shock waves across the global economy.
• With the cost of doing business continuing to increase dramatically
and return on equity (ROE) expectations much lower than in the
past, many banks had initiated enterprise-wide & multi-dimensional
change programs to develop new target operating models.
• With the continued challenge of the regulatory and economic
environment, banks must proactively seek out opportunities to
improve revenue growth & profitability.
5. 5
Shift in regulatory environment… the pendulum
is swinging from self regulation to intervention
and control
Possible consequences for Banks
• Uncertainty: Operating conditions will be more challenging
• Conformity: Banks face a heavier compliance burden
• Autonomy: Retail banking will be valued as a business in his own
right and not as a poor relation to investment banking
• Flexibility & Agility: Flexible & responsive working practices will
be key in securing competitive advantage
6. 6
Understanding the regulatory agenda
The regulatory response to
the financial crisis has taken
the form of a series of
initiatives focusing on:
1) Systematic risk and
capital buffers
2) Customer and markets
3) Governance and
supervision
Source: Evolving banking regulations 2013, KPMG
7. 7
Systematic risk and capital buffers
• This focus on improving the safety and soundness of individual
banks and thus reduce the likelihood of banks failing.
• Regulations under this scope include:
• Capital: Increase both the quantity & quality of capital buffers
in order to reduce the possibility of bank failures.
• Liquidity: Ensure that banks have enough liquid assets to meet
a potential run on funds.
• Systematic change: Reduce risks to financial stability, from
the structure of the financial services sector or the failure of a
systematically important financial institution.
8. 8
Customer and Markets
• This involves changing the structure and practice within both wholesale and
retail financial markets to increase transparency and improve efficiency.
• It also enhance the quality of customer outcomes by changing the incentive
structures and requiring a more diligent assessment of customer activities
and needs.
• Regulations under this scope include:
• Customer Treatment: Protect the customer, help the customer make
informed investment decisions & ensure that the products sold to the
customer suit his/her investment profile.
• Market Infrastructure: Reduce risk in the wholesale markets and
regulate the Over the Counter (OTC) derivatives market.
• Financial Crime & Tax: Prevent market abuse & financial crime;
ensure that investors comply with the relevant tax authorities; use tax
as a means of paying for some of the costs of the crisis.
9. 9
Governance and Supervision
• Improve the people and infrastructure with which banks govern
their business.
• This area covers regulations under:
• Remuneration: Regulate excessive remuneration practices
• Governance: Ensure that Boards have sufficient skills,
experience & availability to assume full accountability for the
decisions taken by the organisation.
• Supervision and Reporting: Ensure that banks are properly
supervised, proportionately to the nature, size and complexity of
their business. Consider whether accounting principles need to
be revised & the additional disclosures that may be required.
10. 10
The evolution of regulations post GFC has
significant impact on the banking industry
Corporate
Structure
Customers
Business
Models
Liquidity
Capital
11. 11
• Banks are required to hold more capital against their
trading books under Basel 2.5 rules, forcing them to cut
the size of their balance sheets.
• Basel 3 requirements continue to be a considerable
challenge for all banks globally. Banks may need up to
$1.3 trillion of extra capital (as against 2012) to fulfill
this regulation.
• Holding more capital and lower yielding assets will
depress returns. ROE may drop from 20% in 2010 to
7% levels.
• This has forced banks to restructure through means of
retrenchment, disposing the non-core assets & focus on
core banking services, mainly on retail, wealth
management and corporate business.
Combined impact of new banking regulations may trim GDP by 0.7% a year over
the next 5 years and could cost some 7.5mil jobs over the period
Combined impact of new banking regulations may trim GDP by 0.7% a year over
the next 5 years and could cost some 7.5mil jobs over the period
Source: “Measuring the price of regulation” – The Economist
Increased capital requirements placed great
pressures on Banks’ profitability
12. 12
Liquidity – A bigger challenge than Capital
• Basel 3 compliance introduces 2 liquidity requirements on banks – the Liquidity
Coverage Ratio (LCR) and the Net Stable Funding Ratio (NSFR).
• Under LCR requirement, banks are to hold sufficient high quality liquid assets to meet
a severe cash outflow for at least 30 days. NSFR is intended to ensure that banks hold
sufficient stable funding to match their medium & long term lending.
• Banks faced significant challenges to fulfill the regulatory requirement. These include:
• Making expensive changes to their balance sheets & the ongoing ability to meet
the LCR
• Increased dependence on retail deposits which push up banks’ funding costs
• Requirement on extensive external & internal reporting to monitor the banks’
positions against these new liquidity ratios.
13. 13
Banks are being forced to consider radical
changes to their corporate structure
Structural change to corporate structure:
Structural separation between retail & investment banking
Ring-fencing of critical economic functions, limits on intra-group
transactions and the use of shared support services
“Localisation” of subsidiaries
Impacts on Banks:
Increase overall capital that a banking group needs to hold
Increase the cost of funding
Increase cost of data and information collection in operating the
independence and separation of ring-fenced banks
14. 14
The regulatory challenges are also shaping
the overall strategic direction & business
models accordingly
• From centralisation to decentralisation – moving core activities from
regional and global shared services to their respective domestic jurisdictions
• Sustainable cost management – thinking out of the box to improve
efficiency in current environment other than downsizing
• Shifting geographies and international business models – rationalise and
simplify structures
• Optimising business and control functions – building & operating an
effective risk and compliance framework
• Rationalising the right technology investment to meet reporting &
compliance requirements
Regulatory reform has the potential to deepen the divide between
stronger and weaker banks
Regulatory reform has the potential to deepen the divide between
stronger and weaker banks
15. 15
Regulations pushes a greater need for banks
to adopt a truly customer-centric culture
• Restore customer focus and trust in
banks by tackling the deep-seated
issues of culture and behavior.
• Banks’ financial advisors renewing their
efforts to improve their standing and
reputation among the public.
• Banks should stop marketing
themselves on a commodity basis, and
instead focus on building emotional
ties.
• Widen the focus of the advice banks
provide and employ a holistic approach
to consumers’ financial needs.
Use Customer Excellence as an antidote to regulationsUse Customer Excellence as an antidote to regulations
16. 16
Implications to the Banks
Taking it forward
The Global Financial Crisis (GFC)
Evolutions of regulations post GFC
Agenda
17. 17
The Journey from Regulation to Transformation
Source: Evolving banking regulations-Europe, 2013, KPMG
18. 18
Banks need to move from reviewing the regulations
to designing the right transformation model to
succeed
Challenge 1: Responding to individual regulatory initiatives
• This is necessary as any one banking regulation is sufficient to change the business models.
• However, it is not sufficient to view regulatory reforms in isolation.
Challenge 2: Responding to the combined and cumulative impact of regulatory initiatives
• Tackling new regulations one by one will pose a risk of missing key inter-relationships & co-
dependencies
• 4 key inter-relationships to look into: i) structural change; ii) re-pricing of products and services; iii)
the capital & liquidity interface; iv) collateral management.
Challenge 3: Combining regulatory reform challenges with other challenges
• Develop business, structural and operating models in full compliance with the new and developing
regulatory regime – while still attracting investors.
• Continue to improve efficiency while complying with new regulations.
Challenge 4: Restoring customer focus and trust
• Change cultures and behaviours to meet customer expectations and regulatory requirements and
deliver sustainable growth.
• Changing customer needs require innovation and investment – and new means of compliance.
Adopt an “optimized” parallel approach by taking advantage of common
business & processing traits across multiple regulations.
Adopt an “optimized” parallel approach by taking advantage of common
business & processing traits across multiple regulations.
19. 19
Regulators will force global banks to retreat… while
internationally active banks live globally, they may well
die locally.
• Different approaches by national regulators, with some jurisdictions
going beyond the global standards.
• Additional local requirements are placing an additional and ongoing
burden on already scarce resources. They also raised the potential
of conflicts between home and host regulators.
• Further fragmentation of markets become more likely as politics
come into play and governments and regulators want to
demonstrate that they are protecting local taxpayers.
• Forcing lenders to dedicate capital to local subsidiaries in multiple
countries could undermine the business rationale for global banks
operating across all asset classes and national boundaries.
20. 20
A view from Singapore
• Local incorporation will create more job opportunities for Singapore & allow
MAS to have a better grip on the foreign banks operating here.
• It strengthens Singapore’s banking sector to better compete with the
international rival markets such as Hong Kong.
• A decision for the foreign banks: 1) to commit & expand in this market &
compete against the domestic players or 2) to limit the scope of operation.
• With local incorporation, foreign banks will face significant set-up costs.
Hence, many of them will take the opportunity to re-evaluate their
geographical footprint in Asia.
How will foreign banks’ local
incorporation affect Singapore’s
banking industry?
22. 22
The
Bank
Deploy capital more
dynamically & efficiently
Develop strong
business rationales for
existing businesses
Develop new business
models: redesign service
delivery, create strong
brands & set right pricing
Capture growth
opportunities in
emerging markets
Make material changes to
compensation levels
Realistically reduce
costs
Taking it forward: A renewed focus on growth
and profitability levers
Source: Bank governance Leadership Network View points, 10 Nov 2011
23. 23
Banks must proactively seek out opportunities
to create strategic competitive advantage out
of today’s reality
1) Embrace compliance, not as a costly burden but as a strategic
imperative.
2) Create a positive compliance culture within the bank.
3) Consider compliance from a customer’s point of view.
4) Let common sense guide interpretation.
5) Seek compliance insight where available.
6) Create efficient compliance process.
7) Relationships matter.
24. Page 24
When faced with an unalterableWhen faced with an unalterable
obligation to spend much of your bankobligation to spend much of your bank’’ss
time on compliance, approachtime on compliance, approach
compliance with an optimistic spirit andcompliance with an optimistic spirit and
competitive intent.competitive intent.