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LSEG Annual Report 31 December 2015
DISCLAIMER This PDF is an exact copy of the Annual Report and Accounts of London Stock Exchange Group plc as provided to shareholders. The audit report is set out on page 92. The maintenance and integrity of the London Stock Exchange Group plc website is the responsibility of the directors; the work carried out by the auditors does not involve consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially presented on the website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. A global markets infrastructure business Annual Report 31 December 2015 London Stock Exchange Group plc Annual Report December 2015 Who we are London Stock Exchange Group is a global markets infrastructure business. We provide valuable services for a wide range of customers, focusing on Capital Formation, Risk and Balance Sheet Management and Intellectual Property. The Group plays a vital economic and social role in enabling companies to access funds for growth and development. Further information on London Stock Exchange Group can be found at: www.lseg.com. London Stock Exchange Group plc 10 Paternoster Square London EC4M 7LS Telephone: +44 (0)20 7797 1000 Registered in England and Wales No. 5369106 Contents STRATEGIC REPORT Highlights 2 An overview of our business, statements from Chairman’s statement 4 our Chairman and our Chief Executive, the Chief Executive’s statement 6 markets and regulatory environment in which Overview of Group activities 8 we operate, and strategy. -
How Banks and Fintechs Create and Capture Value with Mobile Payment
How banks and fintechs create and capture value with mobile payment via their business value network: A value network case study of ING’s Mobiel Betalen and WeChat Pay’s Quick Pay. Author: Laura Frank University of Twente P.O. Box 217, 7500AE Enschede The Netherlands Network value analysis of mobile payment solutions has shown that in order to deliver value and create the service, a network of partners is required. Solutions of different providers, banks and fintechs, have shown that both have similar network partners in place. Common partners among mobile payment solutions are banks or actors with a payment license, smartphone manufacturers, stores, merchants and generally places that accept mobile payments. Depending on the technology that got chosen by the payment provider, further actors are part of the network. All actors within the network receive their own individual value by being part of the network. Mobile payment solutions that make use of quick response (QR) codes for payments are easier to facilitate than payment solutions that make use of near field communication (NFC). This is due to that users and merchants simply need a unique QR code that is connected to their mobile payment account, while payment solutions that make use of NFC technology need payment terminals that facilitate contactless payments as well as a suitable smartphone. By limiting the payment solution to only certain smartphones, payment terminals and operating systems, providers limit their potential user base. Even though multiple network partners of the fintech and bank payment solution got distinguished, some value chain elements still remain, as the parent companies of both take on multiple task and functions of the network. -
RNS Number : 9235L London Stock Exchange Group PLC 24 April 2018 LONDON STOCK EXCHANGE GROUP PLC Annual General Meeting Tuesday
RNS Number : 9235L London Stock Exchange Group PLC 24 April 2018 LONDON STOCK EXCHANGE GROUP PLC Annual General Meeting Tuesday 24 April 2018 Chairman's statement by Donald Brydon I am pleased to say that the Group delivered another strong financial performance in 2017. We have continued successfully to execute our strategy to grow and diversify, operating on an Open Access basis in partnership with our customers. We are strategically, operationally and financially well positioned to capitalise on a range of opportunities ahead, and to continue to drive returns for shareholders. Against a backdrop of ever evolving macroeconomic, regulatory and political challenges, including Brexit, LSEG continues to progress strongly. The recently implemented MiFID II regulation, which has embedded Open Access as a key principle in financial markets, also offers opportunities as it is a model under which we have been operating for a number of years. Our strategic ambitions have remained steadfast. We are committed to delivering best in class capabilities, driving global growth and developing our customer partnership approach, whilst delivering the financial targets we have set for the next two years. This was clearly demonstrated in our 2017 results, with growth across all of our core business pillars - Intellectual Property; Risk and Balance Sheet Management; and Capital Formation. We have also remained focused on both the organic and inorganic growth of our business divisions, with a number of selective acquisitions including The Yield Book from Citi and the increased shareholding in LCH. For 2017, total continuing income rose to £1.95bn, up 18%, and adjusted operating profit increased to £812m. -
1000 Companies to Inspire Britain 2016
1000 1000 COMPANIES TO INSPIRE 1000 COMPANIES TO INSPIRE 2016 BRITAIN BRITAIN 2016 Our sponsors www.1000companies.com 1000 COMPANIES TO INSPIRE 2016 BRITAIN London Stock Exchange Group Editorial Board Tom Gilbert (Senior Press Officer); Ed Clark (Press Officer); Alexandra Ritterman (Junior Press Officer) Contents Wardour Led by Claire Oldfield (Managing Director) and Ben Barrett (Creative Director) 72 Marcus Stuttard The team included: Lynn Jones (Art Director); Joanna Lewin (Editor) and Wardour editorial; Forewords 5 Xavier Rolet Head of UK Primary Markets and Head Charlotte Tapp (Project Director); CEO, London Stock Exchange Group of AIM, London Stock Exchange Group John Faulkner and Jack Morgan (Production) 10 Ian Stuart 73 Sherry Coutu CBE Co-Founder, Scale-Up Institute Wardour, Drury House, 34–43 Russell Street, UK and European Head of Commercial Banking, HSBC 81 Terry Scuoler London WC2B 5HA, United Kingdom CEO, EEF The Manufacturers’ Organisation +44 (0)20 7010 0999 12 Stephen Welton CEO, Business Growth Fund 90 Tim Hames www.wardour.co.uk 14 Jim Durkin Director General, British Private CEO, Cenkos Equity & Venture Capital Association 16 Allister Heath 102 Jenny Tooth OBE Deputy Editor and Deputy Director of Chief Executive, UK Business Angels Association Pictures: Getty Images, iStock, Gallerystock Content, The Telegraph 17 Justin Fitzpatrick 113 Carolyn Fairbairn All other pictures used by permission Co-founder and COO/CFO at DueDil Director-General of the CBI Cover illustration: Adam Simpson 121 Mike Cherry Research findings -
Roundtable 4
BRIEFING PAPER BRIEFING Female Founders forum: Roundtable 4 FOREWORD Britain is in the throes of an entrepreneurial revolution, with over half a million companies launched here each year. While we are home to thousands of inspiring smaller businesses, the challenge now is to ensure that the best of these businesses have the environment and the support they need to scale and grow. Despite today’s challenging macroeconomic conditions, we are confident in the pipeline of growing companies looking to float on London Stock Exchange this year. We work closely with a vibrant community of investors, advisory experts and large corporates to ensure that the UK is a competitive environment in which to grow a business for the long term. We spend a significant amount of time speaking to management teams and their investors about their capital raising strategies, explaining the fundraising options available to them and how they might prepare the business to secure future financing. Investors, fundamentally, are looking for well-prepared management teams who have a strong business vision. Our advice would always be to prepare as early as possible for an IPO and not be afraid to ask questions about the process. Our ELITE programme, which launched in the UK three years ago, has helped almost 90 UK companies prepare for growth and investment. The 18-month programme works with management teams to educate and guide them on best practice and securing growth financing, talent management and investor engagement. The community includes some impressive female entrepreneurs among its members – from Unruly co-founder Sarah Wood to Susan Rogerson (Ethical Property Company) and Virginie Charles-Dear (toucanBox). -
The 7 Habits of Successful “New” Payments Leaders
The 7 Habits Of Successful “New” Payments Leaders Best practices and insights by industry front runners Content 00. Preamble 01 Part One 01. Using Payments as a Competitive Advantage 04 Part Two 02. 08 Driving Teamwork: Connecting All Departments Part Three 03. 12 Building Open Relationships with Payment Partners Part Four 04. 16 Leveraging Growth-Hacking Technology Part Five 20 05. Delivering Positive Experiences Part Six 06. 24 Defining New Performance Indicators Part Seven 07. 28 Playing a Leadership Role 08. Edgar, Dunn & Company’s perspective 32 09. SafeCharge Vision: Answering the needs of the new payment leaders 34 The 7 Habits Of Successful “New” Payments Leaders Best practices and insights by industry front runners 1 Preamble Traditionally, online businesses were primarily concerned with the cost of payment acceptance. Their1 objective was to reduce this cost as much as possible over time. The Payments function has always been an important part of the business, however, its exposure and its influence in the business was limited. The function was part of the corporate infrastructure, typically serving other strategic areas such as Finance and IT, and managed with an operational mind-set. To understand the evolution of the Payments function and its role in organisations, Edgar, Dunn & Company and SafeCharge teamed up to undertake a study to identify the perspective or “habits” of Payments leaders who operate within the “new” paradigm that positions Payments holistically as one of the strategic drivers of growth for online businesses. One-on-one interviews were conducted with 12 Payments leaders from across different geographies and industry sectors (including merchants in Europe and North America across verticals such as airlines, apparel / fashion, digital content, gaming) to identify what these seasoned industry professionals believed the best practices and insights were to drive a successful payment strategy in a fast-evolving ecosystem. -
Ten Years on Banking Beyond the Crisis
Ten Years On Banking Beyond the Crisis Sponsored by Contents Foreword Page Cicero is delighted to sponsor this Labour in the City pamphlet, ‘Ten Years On: Banking Beyond the Crisis’. It comprises a range of Foreword 3 - 4 essays on the financial crisis and subsequent lessons that need to Tom Frackowiak be learnt, not all of which reflect the view of Cicero or our clients, but that provide an important contribution in the ongoing debates Introduction 5 - 6 across financial services, politics and wider society that still Sophia Morrell reverberate from the events of ten years ago. Tom Frackowiak Banking must find its purpose to restore trust 7 - 9 Executive Director, In September 2008, I was working for Halifax Bank of Scotland Jonathan Reynolds MP Cicero Group (HBOS) that was subsequently taken over by Lloyds Banking Group, with Gordon Brown’s Labour Government legislating to Engage with finance for critical reform 10 - 11 override existing competition rules to allow the deal to take place, Anneliese Dodds MP in the interests of financial stability. What I remember vividly about that time is the sense of shock at how what was perceived to be a What has changed since 2007-9? 12 - 13 ‘healthy’ bank, providing much needed competition in the sector, Ann Pettifor could so quickly be in danger of collapse. The bankers danced on 14 - 15 My other residing memory of my experience of HBOS’ collapse was Deborah Hargreaves the human cost. At the time HBOS employed approximately 60,000 employees across the UK and I remember many conversations The importance of reputation & trust: the post-Lehman landscape 16 - 18 with anxious colleagues uncertain about job prospects, most of Simon Lewis whom had lost savings - some considerable - in the bank’s share loyalty scheme. -
Smart Against Fraud One Place — Many Rules
No. 6 | 2018/19 Artificial Intelligence Revolution as an opportunity Smart against fraud Rule Based becomes Risk Based: Self-learning algorithms protect your sales | page 4 One place — many rules What marketplace traders need to look out for today | page 12 trustly.com Payments that know no borders Grow your business across Europe with the next generation of bank payments. Faster payments Simplified refunds Unrivalled coverage Proud online banking payment partner of 2 trustly.com Security Debtors Payments Rule Based becomes Many accounts – Risk Based | page 4 little effort | page 24 that know Products no borders New in Computop Paygate | page 18 Grow your business across In this issue Europe with the next generation New Subsidiaries .......10 of bank payments. Projectmanagement ..... 14 Intelligence Artificial Intelligence ..... 16 Faster payments PCI and GDPR ..........28 is key ”We don‘t need artificial intelligence, natural intelligence is enough by far” — snappy sayings like this have been circulating Simplified refunds Imprint Publisher more frequently again in recent times. Because AI, also in e-com- Computop Wirtschaftsinformatik GmbH merce, is on everyone‘s lips again. What once appeared on the ho- Unrivalled coverage Schwarzenbergstraße 4 • 96050 Bamberg • Germany rizon as a spectre or a promise, depending on one‘s point of view, Editors is within reach with today‘s networking and computing power. Frank Arnoldt, Ralf Gladis ”It depends on how you use AI” — that‘s more like it. Critics will Coordination also state that AI in a fraud prevention application makes sense. Henning Brandt Contributors And more transparency in data analysis can optimise processes - Melissa Hager, Norman Krieghoff, Donata Noack, consumers who do not want to do so have good new protection Tobias Weidemann options at their fingertips thanks to the GDPR. -
Boosting Finance Options for Business
BOOSTING FINANCE OPTIONS FOR BUSINESS Report of industry-led working group on alternative debt markets, March 2012 “In light of the need to find new sources of capital to support the future financing needs for UK businesses, what are the barriers to the development and growth of sustainable non- bank lending channels in the UK?” 1 Boosting Finance Options for Business EXECUTIVE SUMMARY 1. The UK has one of the most sophisticated global financial centres, but UK finance does not fully serve the needs of smaller businesses. UK businesses that use external finance are currently heavily reliant on bank lending and, as we saw during the financial crisis, there is significant risk associated with reliance on one single source of finance. UK Plc is in good shape overall, with positive cash balances; however, this is not distributed evenly across all firms. We conclude there is a need for new mechanisms to support growth in the UK. 2. The economy is currently at a critical stage. As economic growth returns, UK businesses will need to take advantage of opportunities and expand production. The future availability of credit will be crucial to help support businesses to harness those opportunities and drive forward growth in the wider economy. Firms will need to borrow money for viable business plans at prices commensurate with their credit risk. As things stand, there is a risk that the supply of finance for investment and working capital will not match demand as firms seek to increase production. Banks remain essential in providing credit to the economy, but the stock of bank lending has reduced over the last three years, and there remains a significant funding challenge for banks as a result of regulation at national and international level which is likely to further restrict the availability of credit. -
Online Distribution & Digital Product
Half Year Presentation- September 2016 Online Distribution & Digital Product Hub Half Year Presentation- September 2016 Disclaimer The information contained in these slides and communicated verbally to you, including the speech(es) of the presenter(s) and any materials distributed at or in connection therewith (together, the "Presentation") is confidential. Reliance upon the Presentation for the purpose of engaging in any investment activity may expose an individual to a significant risk of losing all of the property or other assets invested. If any person is in any doubt as to the contents of the Presentation, they should seek independent advice from a person who is authorized for the purposes of the Financial Services and Markets Act 2000 (“FSMA") and who specializes in advising on investments of this kind. The Presentation is being supplied to you solely for your information. The The Presentation is being distributed only to, and is directed at, authorized The Company is under no obligation to update or keep current the Presentation has been prepared by, and is the sole responsibility of persons or exempt persons within the meaning of the FSMA or any order information contained in this Presentation or to correct any inaccuracies Crossrider plc. (the "Company"). The directors of the Company have taken made thereunder or to those persons falling within the following articles of which may become apparent, and any opinions expressed in it are subject all reasonable care to ensure that the facts stated herein are true to the the Financial Services and Markets Act 2000 (Financial Promotion) Order to change without notice. -
Barriers How Much Attention Should Investors Pay to Country Groupings Such As the Brics? Page 12
Securities & INVESTMENT APRIL 2012 REthe members’ magazine of the VIEW chartered institute for securities & investment cisi.org/s&ir Border barriers How much attention should investors pay to country groupings such as the BRICs? page 12 Mission possible? Why regulators are struggling to reform the rating agencies, p16 Turning the tables Changing trends in outsourcing are good news for the UK, p20 CISI.indb 1 26/03/2012 12:22 CISI.indb 2 26/03/2012 12:22 Securities & Investment april 2012 RE VIEW Editor Louise Reip Commissioning Editor Hugo Cox 6 Senior Designer 12 Pip Atkinson Art Director Steven Gibbon Publisher David Poulton Production Director John Faulkner Managing Director Claire Oldfield Chief Executive Martin MacConnol Advertising Sales Yanina Stachura +44 20 7010 0945 [email protected] Cover illustration Clara Terne for Agency Rush Published on behalf of the 16 Chartered Institute for Securities & Investment by Wardour, 5th Floor, Drury House 34–43 Russell Street Yan Ling Angela Lua, London WC2B 5HA a double winner at Telephone: +44 20 7010 0999 this year’s CISI Fax: +44 20 7010 0900 Annual Awards www.wardour.co.uk ISSN: 1357-7069 Communications Editor, Chartered Institute for Securities & Investment Contents Richard Mitchell 8 Eastcheap, London EC3M 1AE Features Members’ features Regulars Telephone: +44 20 7645 0749 12 blurring the boundaries 22 cpd: recognising 5 city view Email: [email protected] Dan Barnes examines the standards Both the numbers and Editorial panel many and varied categories for Gary Wright -
Payments Orchestration Layer Necessary Functionality in the Payments Stack August 22, 2019
Payments Orchestration Layer Necessary functionality in the payments stack August 22, 2019 RPGC Strategy Note Series ABSTRACT: This white paper presents the business case for enterprise merchants to utilize an abstraction layer that consolidates payments functionality into a single business-oriented architecture. The payments ecosystem is complex, exacerbated by fragmentation. No single Payment Service Provider can fully service every market and each merchant must develop the exact same logic and requirements to comply with the changes imposed by the card schemes. In-house solutions are typically engineering driven and since payments expertise is rare among engineers, most legacy architecture is manual and burdensome on IT. The proposed business-oriented architecture, called a Payments Orchestration Layer (POL), addresses these above challenges. POLs are built on four key pillars of global connectivity, smart routing, real-time ledgers and end-user tools. This architecture allows merchants to use payments to further pursue their goals of enhancing the customer experience, lowering costs and supporting market growth. Copyright © 2019 Retail Payments Global Consulting, L.L.C. All rights reserved. The Need for a Payment Orchestration Layer 1. THE PROBLEM STATEMENT Payments do not exist for their own sake. The payments function is the merchant’s revenue gathering platform that must balance three overarching business goals: • Enhance the customer experience, increasing sales by maximizing approval rates and mitigating the effect of outages. • Support growth by connecting to multiple endpoints1 that enable customers to pay using the currencies and forms of payment which they prefer. • Lower the cost of payment processing and operations and thereby contributing to the company’s bottom line.