This document discusses managing regulatory risk and applying Section 166 of the Financial Services and Markets Act. Section 166 allows regulators to require a financial firm to provide a report from a skilled person to gather information or analysis. A skilled person could be an accountant, actuary, compliance consultant, IT specialist, lawyer, or product specialist. A skilled person's report can be used for risk assessment, as part of a risk mitigation program, or when a risk has escalated or crystallized. Regulators consider factors like costs and benefits when deciding whether to require a skilled person's report.
This document discusses managing regulatory risk and applying Section 166 of the Financial Services and Markets Act. Section 166 allows regulators to require a financial firm to provide a report from a skilled person to gather information or analysis. A skilled person could be an accountant, actuary, compliance consultant, IT specialist, lawyer, or product specialist. A skilled person's report can be used for risk assessment, as part of a risk mitigation program, or when a risk has escalated or crystallized. Regulators consider factors like costs and benefits when deciding whether to require a skilled person's report.
This document discusses corporate social responsibility in international business. It defines corporate social responsibility as a set of obligations companies take on to protect and enhance the societies they operate in. It provides examples of companies with strong commitments to social responsibility like L.L. Bean and Toyota. Areas of social responsibility include stakeholders, social welfare, and the natural environment. The document also outlines different approaches companies take to social responsibility from obstructionist to proactive. It discusses challenges of managing social responsibility across borders and differences in approaches between Anglo-Saxon, European, and Asian models.
The CAMELS approach is used internationally to evaluate bank risk across six key factors: Capital adequacy, Asset quality, Management quality, Earnings, Liquidity, and Sensitivity to market risk. Ratings are assigned on a scale of A to E based on an assessment of each factor, with A indicating a sound bank and E indicating a bank with critical weaknesses and high risk of failure. The document provides details on how each CAMELS factor is evaluated.
Chapter 24_Risk Management in Financial InstitutionsRusman Mukhlis
This document summarizes techniques for managing credit risk and interest rate risk at financial institutions. It discusses screening, monitoring and specializing in lending to manage credit risk. It then introduces income gap analysis and duration gap analysis to measure interest rate risk exposure and impact on income and capital. Strategies discussed to manage interest rate risk include shortening asset duration, lengthening liability duration, and immunizing the balance sheet by setting the duration gap to zero.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
The document discusses the importance of due diligence for entrepreneurs seeking investment. It outlines the due diligence process, including preparing critical documents, evaluating the management team and marketing plans, reviewing financials and revenue, and addressing yes/no questions. Deal breakers for investors include issues with ethics, IP, or unrealistic expectations. The document provides a detailed checklist of materials needed for due diligence and tips for entrepreneurs, such as anticipating the process, being open and honest, and responding quickly to investor requests.
This document discusses corporate social responsibility in international business. It defines corporate social responsibility as a set of obligations companies take on to protect and enhance the societies they operate in. It provides examples of companies with strong commitments to social responsibility like L.L. Bean and Toyota. Areas of social responsibility include stakeholders, social welfare, and the natural environment. The document also outlines different approaches companies take to social responsibility from obstructionist to proactive. It discusses challenges of managing social responsibility across borders and differences in approaches between Anglo-Saxon, European, and Asian models.
The CAMELS approach is used internationally to evaluate bank risk across six key factors: Capital adequacy, Asset quality, Management quality, Earnings, Liquidity, and Sensitivity to market risk. Ratings are assigned on a scale of A to E based on an assessment of each factor, with A indicating a sound bank and E indicating a bank with critical weaknesses and high risk of failure. The document provides details on how each CAMELS factor is evaluated.
Chapter 24_Risk Management in Financial InstitutionsRusman Mukhlis
This document summarizes techniques for managing credit risk and interest rate risk at financial institutions. It discusses screening, monitoring and specializing in lending to manage credit risk. It then introduces income gap analysis and duration gap analysis to measure interest rate risk exposure and impact on income and capital. Strategies discussed to manage interest rate risk include shortening asset duration, lengthening liability duration, and immunizing the balance sheet by setting the duration gap to zero.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
The document discusses the importance of due diligence for entrepreneurs seeking investment. It outlines the due diligence process, including preparing critical documents, evaluating the management team and marketing plans, reviewing financials and revenue, and addressing yes/no questions. Deal breakers for investors include issues with ethics, IP, or unrealistic expectations. The document provides a detailed checklist of materials needed for due diligence and tips for entrepreneurs, such as anticipating the process, being open and honest, and responding quickly to investor requests.
2. FORTELE SPECIALE ALE ARMATEI ROMANIEI
Serviciul de Politie pentru Interventie Rapida (SPIR);
Grupul Special de Protectie si Interventie (GSPI Acvila);
Brigada Antiterorista;
Serviciul pentru Interverntii si Actiuni Speciale (SIAS);
Detasamentul de Interventie Rapida;
Detasamentul de Politie pentru Interventie Rapida (DPIR);
Departamentul de Interventie si Actiuni Speciale (DIAS);
Serviciul Operatii speciale;
Scoala de Aplicatie a Fortelor pentru Operatii Speciale;
Detasamentul de cautare-salvare in lupta (DCSL);
Grupul Naval de Forte pentru Operatii Speciale (GNFOS);
Brigada 6 Operatii Speciale.
3. STRUCTURA ARMATEI ROMANE
Este alcatuita din:
Fortele Terestre;
Fortele Aeriene;
Fortele Navale.
Acestea sunt aflate in subordinea Statului
Major General, care este in subordinea
Ministerului Apararii Nationale.
6. FREGATA REGELE FREGATA REGINA MARIA
FERDINAND (FOSTA HMS LONDON)
CELE DOUA FREGATE DIN FLOTA ARMATEI
7. FLOTA FLUVIALA
Monitoare fluviale
F-45 Mihail Kogălniceanu; In principal, flota armatei
F-46 Ion C. Brătianu; romane efectueaza
F-47 Lascăr Catargiu.
Canoniere
operatiuni in Marea Neagra
F-176 Rahova; si pe fluviul Dunarea.
F-177 Opanez; Comandantul Fortelor
F-178 Smârdan; Navale este Viceamiral
F-179 Posada;
F-180 Rovine.
Aurel Popa.
Nave de patrulare
F-142;
F-143;
F-147;
F-148;
F-149;
F-150;
F-151;
F-153;
F-157;
F-159;
F-163;
F-165.
8. STATUL MAJOR GENERAL
A fost creat la 12/24 noiembrie 1859 prin Inaltul Ordin de Zi nr. 83 al domnitorului Alexandru Ioan
Cuza.
Responsabilităţi:
planificarea, organizarea, conducerea şi operaţionalizarea structurii de forţe;
ridicarea capacităţii operaţionale şi mobilizarea armatei;
planificarea şi conducerea operaţiilor;
instruirea şi evaluarea comandamentelor şi a forţelor;
pregătirea de bază şi de specialitate a personalului militar în activitate şi în rezervă;
managementul personalului;
planificarea înzestrării;
standardizarea în domeniul militar;
implementarea sistemului comandă, control, comunicaţii, computere, informaţii,
informatică, supraveghere şi recunoaştere – C4I2SR;
sprijinul logistic necesar îndeplinirii misiunilor de către structurile Armatei României la
pace, în caz de agresiune armată, la instituirea stării de asediu, declararea stării de
mobilizare sau a stării de război, pe teritoriul naţional şi în afara acestuia;
coordonarea unitară a programelor majore aferente Statului Major General şi structurii de
forţe a Armatei României;
managementul spectrului radio alocat Ministerului Apărării Naţionale;
desfăşurarea relaţiilor militare internaţionale;
asistenţa religioasă în Ministerul Apărării Naţionale;
încheierea acordurilor tehnice cu armatele altor state;
promovarea valorilor specifice culturii militare şi educaţiei civice;
pregătirea şi conducerea structurilor militare care participă la misiuni militare în afara
teritoriului statului naţional.”
9. FORTELE TERESTRE ROMANE
Au participat la Primul Razboi Mondial si au
castigat decisiv luptele de la Marasti si
Marasesti.
Ca urmare a aderarii Romaniei la NATO in
2004, a urmat o perioada de pregatiri
intensive pana in 2007, cand avea 75.000 de
militari, circa 45.800 reprezentand fortele
terestre.
Comandantul Fortelor Terestre este General-
locotenent dr. Sorin Ioan.
10. FORTELE TERESTRE ROMANE - ARME
Infanteria;
Artileria;
Vanatori de munte;
Tancurile;
Rachetele si artileria antiaeriana;
Cercetarea;
Geniu;
Parasutistii;
Politia Militara;
Unitatile si subunitatile de aparare NBC;
Structurile de comunicatii si informatica: Informatica;
Transmisiuni.
11. FORTELE AERIENE
Infiintata oficial la 1 aprilie 1913, prin aprobarea
Legii privind Organizarea Aeronauticii Militare
de catre Parlamentul Romaniei.
In prezent, Fortele Aeriene Romane au un
efectiv de 9700 de persoane si 158 de
aeronave, fiind intr-un proces de modernizare si
reorganizare.
A participat la multe lupte inclusiv unele din Al
Doilea Razboi Mondial si Razboiul ungaro-
roman din anul 1919.
12. AERONAVE ALE FORTELOR AERIENE
Avioane de atac: MiG-21 LanceR ‘A‘/’B’ , IAR-
330 SOCAT;
Avioane de lupta: MiG-21 LanceR ‘C’;
Recunoastere: Antonov An-30, RQ-7 Shadow;
Avioane de antrenament: IAR-99, IAR 316, Iak-
52;
Avioane de transport: C-130 Hercules, C-27J
Spartan, Antonov An-26, Iar-330L Puma
Comandantul Fortelor Aeriene este Seful
Statului Major al Fortelor Aeriene, General-
13. STRUCTURI ALE FORTELOR AERIENE
Flotila 71 Aeriană - Câmpia
Turzii „General Emanoil Ionescu”
Escadrila 711 Aviație Vânătoare - operează avionul MiG-
21 LanceR;
Escadrila 712 Aviație Vânătoare - operează avionul MiG-
21 LanceR;
Escadrilele 713 și 714 Elicoptere - operează
elicopterul IAR 330;
Flotila 86 Aeriană - Fetești
Escadrilele 861 și 862 Aviație Vânătoare - operează
MiG-21 LanceR;
Escadrila 863 Elicoptere - operează IAR 330;
Acestea sunt doar cateva dintre structurile fortelor
