The session explores the role of AI and big data in improving risk management and building business resilience in Financial Services. You will get a broader perspective into emerging (also referred as non-financial or Environment, Social and Governance (ESG)) risks in Financial Services. Finally you will be walked through a case study with a leading bank on their use of AI to future-proof their organization.
In this session, 2016 International Corporate Citizenship panelists looked at the landscape of ratings and rankings. Grasp exactly where your company is best positioned and when it might be most advantageous for you to make a commitment to participate.
The era of “nice to have ESG” ended, the era of “must have” has started. The presentation discusses the major forces in ESG, provides an overview of the approaches to ESG data collection, explains the rationale of Refinitiv’s ESG solutions and outlines aspects that should be taken into consideration when integrating ESG into the investment processes.
ESG Is No Longer Optional. What Every Private Equity Manager Should KnowNavatar
Recording: https://www.youtube.com/watch?v=K5NBmZs84gY&feature=youtu.be
Responsible investment (or ESG), once a do-good sideshow, is becoming mainstream. Private equity managers must consider a host of issues, from gender diversity to carbon emissions, or risk losing investor capital and deals. The trend is only growing.
The challenge today is formalizing ESG policies to meet heightened standards. In this webinar, Navatar in conjunction with Invest Europe, brought together leading ESG thinkers from the industry to discuss how GPs should present their ESG framework to investors, what to consider during pre-investment due diligence, and ultimately portfolio monitoring and exit.
We address:
- Why your ESG strategy can make or break a deal
- What LPs want to see in your policies/practices
- Bringing your ESG DDQ to the next level
-Automation, plastics and other emerging ESG risks
Speakers:
- Maaike van der Schoot, Responsible Investment Officer, AlpInvest Partners
- James Holley, Head of ESG, Bridgepoint
- Graeme Ardus, Head of ESG, Triton Partners
- Jaideep Das, Partner, ERM
In this session, 2016 International Corporate Citizenship panelists looked at the landscape of ratings and rankings. Grasp exactly where your company is best positioned and when it might be most advantageous for you to make a commitment to participate.
The era of “nice to have ESG” ended, the era of “must have” has started. The presentation discusses the major forces in ESG, provides an overview of the approaches to ESG data collection, explains the rationale of Refinitiv’s ESG solutions and outlines aspects that should be taken into consideration when integrating ESG into the investment processes.
ESG Is No Longer Optional. What Every Private Equity Manager Should KnowNavatar
Recording: https://www.youtube.com/watch?v=K5NBmZs84gY&feature=youtu.be
Responsible investment (or ESG), once a do-good sideshow, is becoming mainstream. Private equity managers must consider a host of issues, from gender diversity to carbon emissions, or risk losing investor capital and deals. The trend is only growing.
The challenge today is formalizing ESG policies to meet heightened standards. In this webinar, Navatar in conjunction with Invest Europe, brought together leading ESG thinkers from the industry to discuss how GPs should present their ESG framework to investors, what to consider during pre-investment due diligence, and ultimately portfolio monitoring and exit.
We address:
- Why your ESG strategy can make or break a deal
- What LPs want to see in your policies/practices
- Bringing your ESG DDQ to the next level
-Automation, plastics and other emerging ESG risks
Speakers:
- Maaike van der Schoot, Responsible Investment Officer, AlpInvest Partners
- James Holley, Head of ESG, Bridgepoint
- Graeme Ardus, Head of ESG, Triton Partners
- Jaideep Das, Partner, ERM
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019
New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning.
• While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do.
• Directors recognize that tensions exist between shareholder and stakeholder interests. That said,
most believe their companies successfully balance this tension.
• In general, directors reject the view that their companies have a short-term investment horizon in
running their businesses.
In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.
The term “nonfinancial information” is often used to refer to data on environmental issues, but in reality it covers a much broader area. Accountants consider “Nonfinancial information to be the additional items in an annual report beyond the financial statements.” But, in the marketplace outside of accounting, the term nonfinancial information is used more broadly. Nonfinancial information involves issues related to: sustainability; corporate responsibility; environmental, social and governance (ESG); ethics; human capital; and environment, health and safety (EH&S). Although described as “nonfinancial,” the information involved is typically indirectly correlated with an organization’s financial performance and outlook, especially when assessed over time. Moreover, nonfinancial performance also impacts tangible asset value and can be tied to intangible assets, including brand reputation, intellectual capital and an organization’s market value. By 2015, the implied intangible asset market value of the S&P 500 was an average of 84% of total market value, leaving a mere 16% attributable to the physical assets of an organization, according to Ocean Tomo’s updated “Components of S&P 500 Market Value” study.
A tour of the global ESG standards landscape, 100 days out from COP26, explaining how Inline XBRL, a building block approach to international standards consistency, and independent review of coming mandatory ESG disclosures will change reporting. Presented to the Taiwan Stock Exchange 21 July 2021.
Topics that are needed innovation in ESG Imperative for sustainable management, investing, and development. Related references are provided for consulting innovation insights.
I. Innovation Agenda for ESG Metrics
II. Innovation Agenda for ESG Sustainability Analyses
Triggers and considerations for refreshing CSR marketing servicesTilly Pick
A major trend that I consider in my work and that is influencing tomorrow’s winners is the rise in environmental, social and governance principles (ESG). That’s code for “we need to all be considerate global citizens.” (CSR, or Corporate Social Responsibility, is how ESG relates to brand marketing.) People are taking notice, at all levels and everywhere. From stock exchanges to massive pension funds, the UN to Millennials, and big non-profits to those on shoe-string budgets, the discussions and work that are happening will lead to good things. For customers. Investors. Employees. Suppliers. Our communities, too. Nirvana for marketers wired to create value that makes a difference. Follow me here, on Twitter and LinkedIn if you feel the same way.
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
Sneak Peek: A Gold-standard Benchmark for ESG PerformanceSustainable Brands
Bob Willard, Thought Leader and Author, The New Sustainability Advantage
What are the key characteristics of a truly sustainable enterprise, and how can they be used to build a 'gold standard' ESG performance benchmark? How do companies need to perform on key ESG criteria, and respective KPIs, if the business world is to conform to fundamental science-based conditions required for human society to flourish on our finite planet?
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
Etude PwC sur l'intégration de facteurs ESG dans les activités de fusions-acq...PwC France
http://pwc.to/15JdJxV
De juin à octobre 2012, PwC a mené une étude visant à mesurer les attitudes de sociétés acquéreuses envers l’évaluation des risques et opportunités environnementaux, sociaux et de gouvernance (ESG) dans leurs activités de fusions-acquisitions. Pour réaliser cette enquête de la part de l’initiative PRI, PwC s’est entretenu avec 16 acquéreurs dans divers secteurs en approfondissant le thème de l’intégration de facteurs ESG dans le processus de due diligence, le prix de l’acquisition, les accords d’achat et de vente, et la période suivant l’acquisition.
ESG research and corporate sustainability assessment proof the correlation between sustainable management integration and superior financial performance
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
Rims 2019 future proofing your organization-finalMaeva J. Charles
Business is no longer “business as usual”, non-financial risks matter as it can be evidenced by the number of scandals surrounding corporates. In this modern age where corporate accountability is at the forefront, organizations need to integrate risk management, including non-financial issues into the processes and culture rather than having a separate framework. There have been many high profile scandals of organizations failed to engage with non-financial risks early enough, for example, the air emissions scandal from VW.
How does managing non-financial issues help your business? Many studies have found that companies that integrate material Environmental, Social, and Governance (ESG) issues into business have outperformed their peers.
Find out how making the change and integrating risk management into strategy and culture can help future-proof your company as well as give it a competitive edge in this ever-changing market.
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019
New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning.
• While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do.
• Directors recognize that tensions exist between shareholder and stakeholder interests. That said,
most believe their companies successfully balance this tension.
• In general, directors reject the view that their companies have a short-term investment horizon in
running their businesses.
In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.
The term “nonfinancial information” is often used to refer to data on environmental issues, but in reality it covers a much broader area. Accountants consider “Nonfinancial information to be the additional items in an annual report beyond the financial statements.” But, in the marketplace outside of accounting, the term nonfinancial information is used more broadly. Nonfinancial information involves issues related to: sustainability; corporate responsibility; environmental, social and governance (ESG); ethics; human capital; and environment, health and safety (EH&S). Although described as “nonfinancial,” the information involved is typically indirectly correlated with an organization’s financial performance and outlook, especially when assessed over time. Moreover, nonfinancial performance also impacts tangible asset value and can be tied to intangible assets, including brand reputation, intellectual capital and an organization’s market value. By 2015, the implied intangible asset market value of the S&P 500 was an average of 84% of total market value, leaving a mere 16% attributable to the physical assets of an organization, according to Ocean Tomo’s updated “Components of S&P 500 Market Value” study.
A tour of the global ESG standards landscape, 100 days out from COP26, explaining how Inline XBRL, a building block approach to international standards consistency, and independent review of coming mandatory ESG disclosures will change reporting. Presented to the Taiwan Stock Exchange 21 July 2021.
Topics that are needed innovation in ESG Imperative for sustainable management, investing, and development. Related references are provided for consulting innovation insights.
I. Innovation Agenda for ESG Metrics
II. Innovation Agenda for ESG Sustainability Analyses
Triggers and considerations for refreshing CSR marketing servicesTilly Pick
A major trend that I consider in my work and that is influencing tomorrow’s winners is the rise in environmental, social and governance principles (ESG). That’s code for “we need to all be considerate global citizens.” (CSR, or Corporate Social Responsibility, is how ESG relates to brand marketing.) People are taking notice, at all levels and everywhere. From stock exchanges to massive pension funds, the UN to Millennials, and big non-profits to those on shoe-string budgets, the discussions and work that are happening will lead to good things. For customers. Investors. Employees. Suppliers. Our communities, too. Nirvana for marketers wired to create value that makes a difference. Follow me here, on Twitter and LinkedIn if you feel the same way.
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
Sneak Peek: A Gold-standard Benchmark for ESG PerformanceSustainable Brands
Bob Willard, Thought Leader and Author, The New Sustainability Advantage
What are the key characteristics of a truly sustainable enterprise, and how can they be used to build a 'gold standard' ESG performance benchmark? How do companies need to perform on key ESG criteria, and respective KPIs, if the business world is to conform to fundamental science-based conditions required for human society to flourish on our finite planet?
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
Etude PwC sur l'intégration de facteurs ESG dans les activités de fusions-acq...PwC France
http://pwc.to/15JdJxV
De juin à octobre 2012, PwC a mené une étude visant à mesurer les attitudes de sociétés acquéreuses envers l’évaluation des risques et opportunités environnementaux, sociaux et de gouvernance (ESG) dans leurs activités de fusions-acquisitions. Pour réaliser cette enquête de la part de l’initiative PRI, PwC s’est entretenu avec 16 acquéreurs dans divers secteurs en approfondissant le thème de l’intégration de facteurs ESG dans le processus de due diligence, le prix de l’acquisition, les accords d’achat et de vente, et la période suivant l’acquisition.
ESG research and corporate sustainability assessment proof the correlation between sustainable management integration and superior financial performance
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
Rims 2019 future proofing your organization-finalMaeva J. Charles
Business is no longer “business as usual”, non-financial risks matter as it can be evidenced by the number of scandals surrounding corporates. In this modern age where corporate accountability is at the forefront, organizations need to integrate risk management, including non-financial issues into the processes and culture rather than having a separate framework. There have been many high profile scandals of organizations failed to engage with non-financial risks early enough, for example, the air emissions scandal from VW.
How does managing non-financial issues help your business? Many studies have found that companies that integrate material Environmental, Social, and Governance (ESG) issues into business have outperformed their peers.
Find out how making the change and integrating risk management into strategy and culture can help future-proof your company as well as give it a competitive edge in this ever-changing market.
By Dr Michael Gebert, Crowd Mentor Network. Presented at Crowdsourcing Week Europe 2014. Learn more & join us at the next event: http://crowdsourcingweek.com/
Enterprise risk management has become a vital component to cyber security, logistics management, asset management and supply chain management. As organizations continue to rely on data to drive workforce automation, Industrial IoT and process automation, it is becoming necessary to analyze data to discover risk before it occurs and implement effective remediation practices and processes. Seminar participants will collaborate and explore the emerging new use cases for enterprise risk management that addresses the need to better understand how to leverage critical data to predict and understand how data analytics can support risk management and mitigation in an increasingly data-dependent workforce environment.
During this seminar, participants will:
a. Explore new innovations in enterprise risk management that will provide new career opportunities for STEM professionals
b. Examine the skills and experiences necessary to take advantage of risk management career opportunities
c. Discern the applicable areas for enterprise risk management
d. Determine the importance of addressing enterprise risk management in all digital transformation initiatives
e. Identify the market growth and consulting opportunities in enterprise risk management
As the internet has expanded and criminals have found more ways of creating revenue from stolen information, the need for digital threat intelligence management (DTIM) has increased. Without a means of early identification, companies that are being targeted have no way of knowing their customer’s or employee’s security is threatened or that their brand is being stolen, resulting in an erosion of reputation. DTIM is the early warning system to aid those organizations in identifying the infringements and thefts before severe damage is done.
These slides--based on the webinar from leading IT analyst firm Enterprise Management Associates (EMA) and RiskIQ -- highlight why DTIM is a growing necessity for mid- and large-sized organizations.
ORX Analytics & Scenario Forum 2019 - summaryLuke Carrivick
Discover more about the ORX Analytics and Scenarios forum.
On 3-4 July, more than 50 operational risk and scenario experts from banking and insurance met in London for two days of discussion and networking. The ORX Analytics and Scenario Forum takes place each year, and gives participants the chance to talk about the biggest issues facing the industry today.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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.
www.seribangash.com
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
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The role of AI in identifying emerging risks in financial services
1. The role of AI in identifying
emerging risks in financial services
Maeva J. Charles
Partnerships & Technical Director
Datamaran
maeva@datamaran.com
www.datamaran.com
Data Management and Analytics in Financial Services Summit
17th July 2019
2. Agenda
1. Emerging risks
What are they and why are they important?
2. Role of AI
How can it help, especially in Financial services?
3. Case study
The example of Dutch group ING
3. “Emerging risks may be issues that are
perceived as potentially significant, at least by
some stakeholders or decision-makers, but
their probabilities and consequences are not
widely understood or appreciated.”
“Likelihood of a new [event] causing harm in a manner that is not apparent,
assessable or manageable based on current approaches to risk
assessment and management” (Adapted from Ramachandran, 2011)
Definition
1. Emerging risks
4. A subcategory of emerging risks
1. Emerging risks
ESG (Environmental, Social, Governance) risks
Non-financial risks
Sustainability risks
Emerging risks
or
or
5. No economic risks
in the Top 5
over the last 3 years
Beyond economic risks
1. Emerging risks
6. “The International Organization of Securities Commissions (IOSCO)
encourages issuers to consider the materiality of ESG matters to their
business and to assess risks and opportunities in light of their
business strategy and risk assessment methodology. “
“As the global industry body for exchanges, the WFE’s new Principles for
Sustainable Exchanges make clear that sustainability is the new
‘business as usual’ for exchanges.
“As with any group of risks, integrating ESG-related risks into ERM
enables organizations to realize long-term value.”
What is driving this ESG shift?
1. Emerging risks
7. 1. Emerging risks
Recent binding ESG-related laws
Waste
manage
-ment
Climate
change
Human
rights
UK
Modern
Slavery
Act
EU Green
Taxonomy
Single
use
plastic
bans
?
US
Congress
hearing on
ESG
disclosure?
17. Compliance
• business liability
• regulatory actions
• liabilities arising from
past, ongoing, or
potentially future legal
obligations
• reporting challenges
• compliance challenges
• compliance audits
Operational
• business disruption
• business interruption
• data loss
• expertise gaps
• harm to employee's life and
health
• high attrition rates
• inability to meet time to market
expectations
• loss of a part(s) of the network
or its inaccessibility
• loss of license to operate in a
specific location
• harm to employee's health
• negative impact on operating
results
• operational and strategic lagging
• reduction of production
• decrease in productive efficiency
• ….
Strategic
• becoming obsolete
• boycott
• competitive disadvantages
• customer dissatisfaction and
churn
• disclosure of sensitive personal
information
• employee dissatisfaction
• failure to attract and retain talent
• impossibility to implement new
business projects
• lack of motivation
• lawsuits / claims
• loss of brand value
• loss of customer trust
• loss of key
executives/employees
• loss of market share
• loss of privacy
• loss of regional/international
collaborations
• loss of strategic resources
• …
Financial
• decrease in cash flow
• expenses on
litigation/arbitration
processes, settlements and
judgments
• financial losses
• fines/penalties
• great drop in profits
• higher HR costs
• higher production costs
• inability to generate the
expected returns from the
shareholders
• increased costs
• increased R&D costs
• large economic damage
• large property losses
• legal expenses
• loss of investment
• loss of revenues
• lower revenues
• …
What do these risks have in common?
They all have economic consequences
1. Emerging risks
18. Challenges of integrating emerging risks into
standard enterprise risk management
2. Role of AI
Recognize
same topic in
different terms
Provide
understanding
of context to
non-experts
Quantify
qualitative
information
Expand the
breadth of
analysis
Scope Data
LanguageKnowledge
Role of AI
19. 2. Role of AI
Recognize
same topic in
different terms
Provide
understanding
of context to
non-experts
Quantify
qualitative
information
Expand the
breadth of
analysis
Scope Data
LanguageKnowledge
Financial services
have a broad
operating ecosystem,
risks can come from:
- Your operations
- Your clients’
operations
> AI allows to automate
analysis to enable a
broad screening that is
manually time and
resource intensive to
perform
Challenges of integrating emerging risks into
standard enterprise risk management
20. 2. Role of AI
Recognize
same topic in
different terms
Provide
understanding
of context to
non-experts
Quantify
qualitative
information
Expand the
breadth of
analysis
Scope Data
LanguageKnowledge
Many ESG/emerging
risks are qualitative
> AI allows to assess all
types of risks with the
same methodology and
provides a quantitative
score enabling
comparison of risks of
different nature and
relying on different
types of data
Challenges of integrating emerging risks into
standard enterprise risk management
21. 2. Role of AI
Recognize
same topic in
different terms
Provide
understanding
of context to
non-experts
Quantify
qualitative
information
Expand the
breadth of
analysis
Scope Data
LanguageKnowledge
Within and across
companies, business
units approach and
talk about the same
topic in different ways
> AI allows to identify
terms pertaining to the
same topic and treat
them as one
Challenges of integrating emerging risks into
standard enterprise risk management
22. 2. Role of AI
Recognize
same topic in
different terms
Provide
understanding
of context to
non-experts
Quantify
qualitative
information
Expand the
breadth of
analysis
Scope Data
LanguageKnowledge
Emerging risks are
wide in scope and risk
professionals lack the
knowledge to address
all of them
> AI allows to provide
data-driven insights and
context that give risk
professionals
information for risk
assessment
Challenges of integrating emerging risks into
standard enterprise risk management
23. “Identify future trends, new business risks and
opportunities that could impact ING’s ability to create
medium and long-term value”
3. Case study
A single approach
“To summarize in one line: it’s the convergence of
materiality. As the line between financial and non-
financial disappears, so too does the need to look upon
the concept of materiality between financial and non-
financial disclosures differently.”
CONTEXT
OBJECTIVE
24. 3. Case study
An integrated process
Read full case study at:
https://www.datamaran.com/customer-stories/ing-materiality/
25. 3. Case study
A cross-team & data-driven strategy
Sustainability
Risk
Strategy
26. https://www.datamaran.com/customer-stories/stakeholder-
voice-zurich-insurance/
https://www.datamaran.com/customer-stories/ing-materiality/
• Materiality of ESG Issues Takes Center Stage At US Congress
https://www.datamaran.com/blog/materiality-esg-us-congress/
• EU Green Taxonomy and NFR Directive update: Key Takeaways
https://www.datamaran.com/blog/eu-taxonomy-nfr-directive-takeaways/
• The Non-Financial Reporting Directive: What You Need To Know
https://www.datamaran.com/non-financial-reporting-directive/
• Global Insights Report: The Rise of ESG Regulations
https://www.datamaran.com/global-insights-report/
References
28. Thank you!
Contact us:
info@datamaran.com
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