DOCSLIB.ORG

CSR Report 2013 Highlights Edition Corporate Social Responsibility Report 2013

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
CSR Report 2013 Highlights Edition Corporate Social Responsibility Report 2013 MUFG2013 ハ イラ イト 英 語 版 _ 表 紙（H01-04） Mitsubishi UFJ Financial Group CSR Report 2013 Highlights Edition Corporate Social Responsibility Report 2013 The Mitsubishi UFJ Financial Group has launched a Facebook page focused on our CSR activi- ties. Please check us out and don't forget to Like us! www.facebook.com/MUFG.CSR The Bank of Tokyo-Mitsubishi UFJ sup- This report has obtained Color Universal Design Orga- ports Education for Sustainable Develop- nization (CUD) certification. CUD is based on the ment (ESD), a global initiative to include universal design approach, which aims to create publi- key sustainable development issues in cations that are easy to view and read by as many teaching and learning. persons as possible. 2013年 Paper contains Forest Stew- Printed using a waterless offset lithographic process that 取得認証が ardship Council®-certified reduces environmental impacts, and vegetable-based inks 入ります wood. free of volatile organic compounds (VOCs). (Issued December 2013) Mitsubishi UFJ Financial Group, Inc. Mitsubishi UFJ Financial Group's CSR Theme Song CSR Promotion Division Our concept for corporate social responsibility is “Hope, for tomorrow.” 2-7-1, Marunouchi, Chiyoda-ku, Tokyo 100-8330, Japan Our theme song was created to bring our message and passion for our Tel: +81-3-3240-8111 Fax: +81-3-3240-6631 initiatives to even more people. www.mufg.jp/english Title: Ima wo Ikite, by Aoi Teshima MUFG2013 ハ イラ イト 英 語 版 _ 中 面（P01-02） Table of Contents 02 Message from the CEO 03 Corporate Vision and Principles of Ethics and Conduct We will work to fulfill our inherent 05 Corporate Vision and Our CSR mission in society as a financial group 06 MUFG's Approach to CSR and to contribute to the realization 07 Customer Focus of a sustainable society. 11 Priority Theme: Addressing Global Environmental Issues Corporate Customers I would like to express my appreciation to readers for their interest in MUFG. 17 Priority Theme: Addressing Global It is with pride that I present the Mitsubishi UFJ Financial Group's Corporate Social Environmental Issues Responsibility Report 2013, which describes our principles and initiatives relating to CSR. Individual Customers I invite you to review these pages. 21 Priority Theme: While our Corporate Vision guides all activities carried out by MUFG companies, Nurturing Society's Next Generation in 2012 we created new Principles of Ethics and Conduct to serve as a behavioral standard for all Group directors and employees. Ethical and Dynamic Workplace 25 The Corporate Vision and Principles of Ethics and Conduct 27 Supporting Areas Affected by Disasters will underpin all Group CSR activities as well. The priority themes for MUFG's CSR activities are MUFG Profile 29 "Addressing Global Environmental Issues" and 32 Participation in Initiatives "Nurturing Society's Next Generation"—themes that were selected from the perspective of contributing to the resolution of the most important issues of society as a whole. About This Report MUFG is a comprehensive financial group with Mitsubishi UFJ Under the first theme, we have sought to use the financial functions Financial Group, Inc. (MUFG) as its holding company. of MUFG as we strive to provide products and services MUFG's business depends on the support of our many stakehold- that contribute to a reduction in environmental impacts. ers (shareholders, customers, business partners, employees, Under the second theme, we have focused our social contribution global and local communities, and the environment). This "Corporate Social Responsibility Report 2013 (Highlights on employee participation in activities Edition)" was prepared to communicate to our customers and as members of the local community and society. business partners around the world the highlights of the CSR activities carried out by MUFG mainly in FY 2012. Going forward, all executives and employees will work together Note: For more details about these activities, please refer to the Full to fulfill our core mission in society as a financial group, Edition of the "Corporate Social Responsibility Report 2013" (PDF file) and contribute, through the provision of capital and other services, on the following website. www.mufg.jp/english/csr/csrreport/ to the sustained growth of Japan and the world. We welcome your continued support. Nobuyuki Hirano President & CEO Mitsubishi UFJ Financial Group September 2013 Corporate Social Responsibility Report 2013 Full Edition (PDF) MUFG and the Mitsubishi UFJ Environment Foundation, in collaboration with the National Federation of UNESCO Associations in Japan, are engaged in an environmental education project, named "Save Our Common Treasures of the Earth." See pages 21-22 for more about this project. http://www.unesco-esd.jp/ (in Japanese) 1 MUFG CSR Report 2013 2 MUFG2013 ハ イラ イト 英 語 版 _ 中 面（P01-02） Table of Contents 02 Message from the CEO 03 Corporate Vision and Principles of Ethics and Conduct We will work to fulfill our inherent 05 Corporate Vision and Our CSR mission in society as a financial group 06 MUFG's Approach to CSR and to contribute to the realization 07 Customer Focus of a sustainable society. 11 Priority Theme: Addressing Global Environmental Issues Corporate Customers I would like to express my appreciation to readers for their interest in MUFG. 17 Priority Theme: Addressing Global It is with pride that I present the Mitsubishi UFJ Financial Group's Corporate Social Environmental Issues Responsibility Report 2013, which describes our principles and initiatives relating to CSR. Individual Customers I invite you to review these pages. 21 Priority Theme: While our Corporate Vision guides all activities carried out by MUFG companies, Nurturing Society's Next Generation in 2012 we created new Principles of Ethics and Conduct to serve as a behavioral standard for all Group directors and employees. Ethical and Dynamic Workplace 25 The Corporate Vision and Principles of Ethics and Conduct 27 Supporting Areas Affected by Disasters will underpin all Group CSR activities as well. The priority themes for MUFG's CSR activities are MUFG Profile 29 "Addressing Global Environmental Issues" and 32 Participation in Initiatives "Nurturing Society's Next Generation"—themes that were selected from the perspective of contributing to the resolution of the most important issues of society as a whole. About This Report MUFG is a comprehensive financial group with Mitsubishi UFJ Under the first theme, we have sought to use the financial functions Financial Group, Inc. (MUFG) as its holding company. of MUFG as we strive to provide products and services MUFG's business depends on the support of our many stakehold- that contribute to a reduction in environmental impacts. ers (shareholders, customers, business partners, employees, Under the second theme, we have focused our social contribution global and local communities, and the environment). This "Corporate Social Responsibility Report 2013 (Highlights on employee participation in activities Edition)" was prepared to communicate to our customers and as members of the local community and society. business partners around the world the highlights of the CSR activities carried out by MUFG mainly in FY 2012. Going forward, all executives and employees will work together Note: For more details about these activities, please refer to the Full to fulfill our core mission in society as a financial group, Edition of the "Corporate Social Responsibility Report 2013" (PDF file) and contribute, through the provision of capital and other services, on the following website. www.mufg.jp/english/csr/csrreport/ to the sustained growth of Japan and the world. We welcome your continued support. Nobuyuki Hirano President & CEO Mitsubishi UFJ Financial Group September 2013 Corporate Social Responsibility Report 2013 Full Edition (PDF) MUFG and the Mitsubishi UFJ Environment Foundation, in collaboration with the National Federation of UNESCO Associations in Japan, are engaged in an environmental education project, named "Save Our Common Treasures of the Earth." See pages 21-22 for more about this project. http://www.unesco-esd.jp/ (in Japanese) 1 MUFG CSR Report 2013 2 MUFG2013 ハ イラ イト 英 語 版 _ 中 面（P03-04） Corporate Vision and Principles of Ethics and Conduct Corporate Vision In December 2012, MUFG created new Principles of Ethics and Conduct to provide Group directors and employees with a standard for conducting themselves in ways that embody the Corporate Vision in their daily work. OUR MISSION To be a foundation of strength, committed to meeting the needs of our customers, serving society, and fostering shared and sustainable growth for a better world. Principles of Ethics and Conduct OUR VISION －Be the world’s most trusted financial group－ Chapter 1 Customer Focus 2-1. Adherence to Laws and Regulations We place our diverse customers at the center of all our We always judge and act with honesty and integrity, 1. Work together to exceed the expectations of our customers activities and always act in their best interests. MUFG do what is right, and comply with both the letter and is able to thrive today because of the trust and confi- the spirit of the laws, regulations, and rules that Strive to understand and respond to the diversified needs of our customers. dence that customers have placed in us—the result of apply to us. We avoid insider trading, do not engage Maintain and expect the highest levels of professionalism and expertise, years of fair, transparent, and honorable dealings. Our in anti-competitive conduct or any form of corrupt supported by our consolidated strength. business culture is not driven by the prospect of short- activity, and publicly disclose corporate information in term, immediate gains. Instead, we place a premium an appropriate manner. 2. Provide reliable and constant support to our customers on supporting long-term, sustainable relationships with 2-2. Combating Criminal Activity Give the highest priority to protecting the interests of our customers.
Load more

Recommended publications
  • TECHNICAL REPORT DOCUMENTATION PAGE Formats
    STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION ADA Notice For individuals with sensory disabilities, this document is available in alternate TECHNICAL REPORT DOCUMENTATION PAGE formats. For alternate format information, contact the Forms Management Unit TR0003 (REV 10/98) at (916) 445-1233, TTY 711, or write to Records and Forms Management, 1120 N Street, MS-89, Sacramento, CA 95814. 1. REPORT NUMBER 2. GOVERNMENT ASSOCIATION NUMBER 3. RECIPIENT'S CATALOG NUMBER CA-17-2969 4. TITLE AND SUBTITLE 5. REPORT DATE A Comparative Analysis of High Speed Rail Station Development into Destination and/or Multi-use Facilities: The Case of San Jose Diridon February 2017 6. PERFORMING ORGANIZATION CODE 7. AUTHOR 8. PERFORMING ORGANIZATION REPORT NO. Anastasia Loukaitou-Sideris Ph.D. / Deike Peters, Ph.D. MTI Report 12-75 9. PERFORMING ORGANIZATION NAME AND ADDRESS 10. WORK UNIT NUMBER Mineta Transportation Institute College of Business 3762 San José State University 11. CONTRACT OR GRANT NUMBER San José, CA 95192-0219 65A0499 12. SPONSORING AGENCY AND ADDRESS 13. TYPE OF REPORT AND PERIOD COVERED California Department of Transportation Final Report Division of Research, Innovation and Systems Information MS-42, PO Box 942873 14. SPONSORING AGENCY CODE Sacramento, CA 94273-0001 15. SUPPLEMENTARY NOTES 16. ABSTRACT As a burgeoning literature on high-speed rail development indicates, good station-area planning is a very important prerequisite for the eventual successful operation of a high-speed rail station; it can also trigger opportunities for economic development in the station area and the station-city. At the same time, “on the ground” experiences from international examples of high-speed rail stations can provide valuable lessons for the California high-speed rail system in general, and the San Jose Diridon station in particular.
    [Show full text]
  • Committee Meeting Notes
    TENDRING DISTRICT COUNCIL Community Leadership Overview and Leadership Committee 22 March 7:30pm nd COMMITTEE NOTE OF JOHN SMOCK’S MEETING 22 MARCH 2021 (TDC RECORDS PUBLUIC MEETINGS) Good evening I am JOHN SMOCK Chair of the ONTRACK RUA which consumer group’s remit has expanded to cover all forms of transport, and which has the support some retired Rail Managers as members and others in transport, and is recognised rail industry stakeholder body. We are also stakeholder member of the TLB and take minutes Overview of Rail Fares System -- which I understand is a subject of interest RAIL FARES – the structure and charges is often a “hot” topic. The former Rail Consultative Committees were not allowed to consider issues relating to fares. Some may ask are FARES FAIR? OR are the fares VALUE FOR MONEY for the service being offered? OR ask whether the fares structure, pricing policy is suited to local economic conditions, suited to local wage levels or flexible or adaptable enough to change in a rapidly changing economy and its changing transport needs We now face the challenges, threats and opportunities thrown up by the changes wrought to national and local working patterns and the national and local economy by the COVID PANDEMIC, BREXIT and creation of the FREEPORT area around the Port of Harwich, major housing development, including a garden village community and rediscovery of the joys of holidaying in the UK. The sunshine coast has never been so popular!! First a quick reprise of how we got to the present with UK RAIL FARES.
    [Show full text]
  • Smart Cards Contents
    Smart cards Contents 1 Smart card 1 1.1 History ................................................ 1 1.1.1 Invention ........................................... 1 1.1.2 Carte Bleue .......................................... 2 1.1.3 EMV ............................................. 2 1.1.4 Development of contactless systems ............................. 2 1.2 Design ................................................ 2 1.2.1 Contact smart cards ..................................... 3 1.2.2 Contactless smart cards .................................... 3 1.2.3 Hybrids ............................................ 4 1.3 Applications .............................................. 4 1.3.1 Financial ........................................... 4 1.3.2 SIM .............................................. 4 1.3.3 Identification ......................................... 4 1.3.4 Public transit ......................................... 5 1.3.5 Computer security ...................................... 6 1.3.6 Schools ............................................ 6 1.3.7 Healthcare .......................................... 6 1.3.8 Other uses .......................................... 6 1.3.9 Multiple-use systems ..................................... 6 1.4 Security ................................................ 6 1.5 Benefits ................................................ 6 1.6 Problems ............................................... 7 1.7 See also ................................................ 7 1.8 Further reading ...........................................
    [Show full text]
  • MUFG Sustainability Report 2020 Editorial Policy
    MUFG Sustainability Report 2020 Editorial Policy MUFG published the MUFG Sustainability Report 2020 to targets, and results as the foundation. In publishing the report, improve understanding on the company's commitment to we consider both the importance to society and the importance sustainability, in order to achieve a sustainable environment and to MUFG, with reference to the GRI Standards and the UN society and to help the group achieve sustainable growth. For Global Compact. all of our stakeholders, we explain the sustainability initiatives Please refer to our website, along with the MUFG Report 2020 we implement throughout our operations based on MUFG's (JGAAP) for more information on our sustainable value creation Corporate Vision and Code of Conduct, using policies, systems, mechanism and detailed financial data. MUFG report 2020 are available on our website. https://www.mufg.jp/english/ir/report/annual_report/ Scope of Reporting In principle, this report covers major 6 companies. In addition, the following affiliated companies are included in the "Diversity" initiative on pages 67-78. ■ Major 6 companies ■ Affiliated companies Mitsubishi UFJ Financial Group Mitsubishi UFJ Research and Consulting MUFG Bank The Master Trust Bank of Japan Mitsubishi UFJ Trust and Banking Mitsubishi Research Institute DCS Mitsubishi UFJ Morgan Stanley Securities Mitsubishi UFJ Information Technology Mitsubishi UFJ NICOS Mitsubishi UFJ Trust Systems ACOM Mitsubishi UFJ Kokusai Asset Management MUS Business Service MUFG Union Bank Period Subject to Reporting FY2019 (April 1, 2019 to March 31 , 2020) (Includes some information from FY2020) Reference Guidelines Contact Concerning This Report • GRI Standard Mitsubishi UFJ Financial Group, Inc. • UN Global Compact 7-1, Marunouchi 2-Chome, Chiyoda-ku, • ISO 26000 : Guidance on social responsibility Tokyo 100-8330, Japan • SASB (Sustainability Accounting Standards Board) Telephone : 81-03-3240-8111 • Environmental Reporting Guidelines (2018), URL : https://www.mufg.jp/english/ Ministry of the.
    [Show full text]
  • Your Journey to Work
    YOUR JOURNEY TO WORK Staff Travel Plan 2013-2030 INTRODUCTION CONTENTS INTRODUCTION 3 I have pleasure in introducing the One of the themes identified within ‘Access Gatwick’ is that the airport is a place of work for over 21,000 THE FUTURE OF TRAVEL 4 Airport Staff Travel Plan which will employees in 230 companies. Each year we estimate 1 GATWICK AIRPORT 9 support ‘Access Gatwick’ our Airport that the number of journeys made by staff to and from work is around 10 million; therefore the sustainable 2 GOVERNMENT GUIDANCE AND Surface Access Strategy. Together development of staff travel is a key element of our IMPORTANCE OF TRAVEL 13 they will deliver our commitments plans for the future. 3 GATWICK AREA TRANSPORT FORUM 19 to encourage sustainable journeys In 2012, our Staff Travel Survey showed that 32.2% of to and from the airport. employees were using public transport and sustainable 4 GATWICK TRANSPORT HUB 25 travel methods for their journey to work. Our target 5 MONITORING OUR PERFORMANCE 43 is to increase this figure to 40% of staff travelling on public transport by the time Gatwick is serving 40 million passengers per annum. This Staff Travel Plan, therefore not only supports the ambitions for growth, our ASAS ‘Access Gatwick’, but sets out in detail how we aim to meet our future target for staff travel. The principle aims of the Gatwick Staff Travel Plan are: • Improve the choice of transport options and facilities available to all employees working at Gatwick • Reduce the local, national and global environmental impact of airport staff travel to and from work by raising awareness • Promote more sustainable means of transport I commend this Plan to you.
    [Show full text]
  • Enlighten, Encourage, Empower. — Work Together As a Group to Exceed Customer Expectations.”
    At Mitsubishi UFJ Financial Group, our vision for promoting diversity is “Enlighten, Encourage, Empower. — Work together as a Group to exceed customer expectations.” Everyone has his or her own way of thinking, living, and working. No one else is exactly like you in terms of gender, age, nationality, job duties, career experience, abilities and disabilities, and all the other things that make you who you are. Once we can recognize and accept our individual differences, we can then make the most of our unique talents. As the needs of our customers become increasingly diverse, we as a company also need to diversify our human resources. We need to be open to a diversity of views and approaches, enabling us to change with the times and continue to provide high-value services. By making the most of our own diversity, our employees will find greater satisfaction in their jobs, which will lead to higher customer satisfaction. This will help our overall corporate profitability, and ultimately strengthen our company for the challenges ahead. Making the most of diversity requires a sustained commitment. Our team will grow ever stronger when each individual is fully able to express their talents and achieve personal growth, thereby providing positive stimulus to those around them. When we are able to work as a team to deliver services that exceed customer expectations, our customers will expect even more from us in the future. But we must continue to raise the bar, because the way we grow as MUFG is by continually surpassing customer expectations. And to achieve this goal, we will need to value — and continue to nurture — our diversity.
    [Show full text]
  • Electronic Payment Systems
    16 CHAPTER Electronic Payment Systems LEARNING OBJECTIVES ●● To understand what is Electronic payment systems ●● To know the various types of E-payment methods ●● To learn the basics of ❍● Card Based Payment Systems ❍● Electronic Account Transfer ❍● Electronic Cash Payment Systems ❍● Mobile Payment and Internet Payment Systems 16.1 Introduction to As the volume and variety of Electronic Payment transactions expands, the volume of money systems also expand. Using cash for each of large transactions is neither feasible nor practically Everyday people buy or sell goods and possible. Security and transportation services for money. Money becomes the problems arise in cases where large amounts major medium of exchange. Later some of cash transactions are involved. payment systems were developed out of a need to facilitate the growth of commerce Banks would support in such cases and economic development. by offering other payment methods. The cashless society has been discussed for long The media used for transferring time. The demise of cash and cheques could the value of money is very diversified, not be sudden. Though old habits hardly die, ranging from the use of simple payment people do not hesitate adapting new things. instruments (e.g. cash) to the use of complex systems (e.g. cryptocurrency). Physical money (cash), is the traditional Definition and most widely used payment instrument An Electronic payment system is a that consumers use, in their daily lives to financial arrangement that consists of buy goods and services. an intermediator to facilitate transfer of money-substitute between a payer and 222 Chapter 16 Electronic Payment Systems XII CompApp_English version CHAPTER 16.indd 222 23-02-2020 14:52:14 a receiver.
    [Show full text]
  • Small Payment Business in Japan
    Small Payment Business in Japan 2009 February 10 Nomura Research Institute, Ltd. Consulting Sector Financial Business Consulting Department Hiromichi Yasuoka (Senior Consultant) 〒 100-0005 Marunouchi Kitaguchi Building, 1-6-5 Marunouchi, Chiyoda-ku, Tokyo 100-0005, Japan Contents Preface Overview of the small payment market Small payments: Legal system and issues Small payment businesses using "Osaifu-keitai" Future potential (globalization, use of OpenID) Summary Copyright（C） 2009 Nomura Research Institute, Ltd. All rights reserved. 1 Preface E-money has achieved widespread use in the Japanese small payment market. There are particular merits for enterprises that combine small payment services with their core businesses. Credit cards are an instrument of settling large payments, while e-money is used to settle small payments. While it is difficult for enterprises to earn profits just from e-money services, enterprises that already have large customer bases may see benefits from combining e-money services with their core businesses. Difficult for e-money to earn profits on its own Primary instruments by payment amount Average usage value is only about 700 to 750 yen per Overview of Amount of Money transaction, requiring extremely large transaction volumes in order to earn profits just on commissions e-money usage and Expenditures are large: systems operations, assistance market to merchants installing terminals, call center operations (P. 3-6) Large Credit card etc. About 5,000 Yen Potential benefits from combination with core business Middle Cash Common: Access to detailed customer behavior data E-money About 1,000 Yen Railways: Ticket gate maintenance cost savings benefits and Retail: Shorter checkout times because cash is not used partnerships E-money (P.
    [Show full text]
  • 2017 Investment Community Meeting September 7, 2017 Agenda 10:10 A.M
    2017 Investment Community Meeting September 7, 2017 Agenda 7:30 a.m. Registration 10:30 a.m. International Markets Ann Cairns 8:30 a.m. Welcome 10:40 a.m. Europe Panel Discussion Warren Kneeshaw Ann Cairns, Javier Perez, Mark Barnett, Carlo Enrico 8:35 a.m. Our Strategy Advances 11:05 a.m. Emerging Markets Ajay Banga Ling Hai, Ari Sarker, Gilberto Caldart 8:50 a.m. Global Products: 11:20 a.m. Financial Perspective Powering Choice and Convenience Martina Hund-Mejean Michael Miebach 9:15 a.m. Addressing Digital Opportunities 11:35 a.m. Q&A Session Garry Lyons 9:35 a.m. Securing and Advancing Commerce Ajay Bhalla 9:45 a.m. North American Markets Craig Vosburg 10:10 a.m. Break ©2017 Mastercard. Forward looking statements Today’s presentation may contain, in addition to historical information, forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on our current assumptions, expectations and projections about future events which reflect the best judgment of management and involve a number of risks and uncertainties that could cause actual results to differ materially from those suggested by our comments today. You should review and consider the information contained in our filings with the SEC regarding these risks and uncertainties. Mastercard disclaims any obligation to publicly update or revise any forward-looking statements or information provided during today’s presentations. Any non-GAAP information contained in today’s presentations is reconciled to its GAAP equivalent in the appendices at the end of this presentation.
    [Show full text]
  • UP Express Terms and Conditions V7
    1 UP Express Terms & Conditions Version 7.0 Effective February 22nd 2020 2 TABLE OF CONTENTS INTRODUCTION ............................................................................................................. 4 1. UP EXPRESS RESPONSIBILITIES ..................................................................... 5 2. GUEST RESPONSIBILITIES ............................................................................... 5 2.1. Guests Are Advised to Allow Enough Time For Their Journey To Toronto Pearson International Airport ................................................................................ 5 2.2. Guests Are Advised to Verify Their tickets at the time of issue .................. 6 2.3. Guests Are Advised To Ensure They Are On The Correct Train And Exit At The Correct Station .......................................................................................... 6 3. TICKETS .............................................................................................................. 6 3.1. Requirements To Hold and Retain a Ticket................................................ 6 3.2. PRESTO Card Users ................................................................................. 7 3.3. Buying a ticket ............................................................................................ 9 3.4. Website and Mobile Application Terms of Use ......................................... 11 3.5. Fare Category Rules and Considerations ................................................ 13 3.6. Additional Fare Categories
    [Show full text]
  • Economic Impact of Real-Time Payments
    Economic impact of real-time payments RESEARCH REPORT JULY 2019 ECONOMIC IMPACT OF INSTANT PAYMENTS 1 Important notice from Deloitte This final report (the “Final Report”) has been prepared by We have conducted scenario analysis based on available Deloitte LLP (“Deloitte”) for Vocalink Limited, a Mastercard data and estimated projections. The results produced by our company, (“Vocalink”) in accordance with the Framework scenarios under different assumptions are dependent upon the Agreement dated 8 August 2018 and the Work Order dated 9 information with which we have been provided. Our scenarios August 2018 (together “the Contract”) and on the basis of the are intended only to provide an illustrative analysis of the scope and limitations set out below. implications of real-time payments schemes. Actual results are likely to be different from those projected by the scenarios due The Final Report has been prepared solely for the purposes of to unforeseen events and accordingly we can give no assurance providing a framework for assessing the economic impacts of as to whether, or how closely, the actual results ultimately instant payment schemes, as set out in the Contract. It should achieved will correspond to the outcomes projected in the not be used for any other purpose or in any other context, and scenarios. in no way constitutes a replacement for a detailed business case for developing and/or introducing a real-time payments All copyright and other proprietary rights in the Final Report scheme, and Deloitte accepts no responsibility for its use in remain the property of Deloitte LLP and any rights not either regard.
    [Show full text]
  • The Different Times Making Waves: Charting a Path for the Future of Payments
    ISSUE #2, SEPTEMBER 2020 The Different Times Making waves: charting a path for the future of payments Michael Miebach President and CEO-elect of Mastercard Data-driven decision-making for 2021 and beyond Raj Seshadri President of Data & Services at Mastercard Like many people, I’m looking forward to 2021. Undoubtedly, this year has been one of the hardest in every aspect of life. We’ve all had to adapt to new and increasingly digital ways of working, living, educating, shopping, recreating and travelling. This accelerated digitisation means that we are also generating increasingly larger quantities and diverse types of data as we complete the tasks essential to our daily lives. COVID-19 has required businesses around the world to adjust to these new customer needs and shopping patterns. Some have, unfortunately, struggled for a wide range of understandable reasons, feeling their only course was to get rid of product or shut down operations entirely. Others have been able to find ways forward — showing true creativity in the process and demonstrating reinforced commitment as they focus on helping customers get through this uncertain time. But, in some ways, this perseverance should come as no surprise. Many businesses have shown incredible agility in recent years to meet rapidly changing consumer needs and market conditions. As we look toward next year — and the challenges to business and society it will bring — the desire on the part of organisations to turn new and growing datasets into insights desperately needed to enable the innovation required to overcome those challenges will only intensify. These insights will So how do we capitalise on the opportunity to drive The waves of change are surging guide businesses as they make incremental steps to meaningful change from this crisis and beyond? recovery — and help all of us responsibly navigate once again.
    [Show full text]