DOCSLIB.ORG

Links to Gender Diversity Targets

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Commitments of the Women in Finance signatories as at November 2018 Signatories (links to Signed Commitment Progress gender diversity targets) 10x Future July 2017 Committed to promoting diversity Technologies Ltd and creating an inclusive culture. Aberdeen Asset July 2016 • 42 – 45% of UK employees to Management be female by 2022. Within this, the goal is to increase female representation at senior management level to between 31 – 33%. • Also setting a target of 47% of global population to be female by 2022, with a variance factor of 2%. Admiral Group July 2018 To be announced AE3 Media July 2018 To be announced. Affinity Capital July 2016 Ensure at least 75% of senior Met target before management team remains signing. female. Ensure at least 50% of our shareholders are female. Ageas UK March By 2021, 35% women in senior 2017 management. AIB UK November At least 30% women in senior roles 2016 by 2021. Aldermore Group plc July 2016 • 30% of senior managers will be female by 2020. • Gender split of the Bank will remain broadly 50%. Allianz Insurance November By 2020, minimum 35% female 2017 representation across management. American Express November To be announced. 2018 Armstrong Wolfe July 2018 To be announced. Aon March To be announced. 2018 Employment/000005-00011/-1/JOXB JOXB(LDNL31659) L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) Association for November By January 2021, 30% of female Financial Markets in 2017 representation in senior Europe management. Association of March By March 2022, 40% women in Accounting 2017 senior management. Technicians Association of British July 2016 By 30 June 2019: Met in 2017: Insurers (ABI) • 45%/55% female to male 45% by 2019 gender split across management positions. • Maintain a rate of internal promotion into management positions that is over 50%. • 50/50 gender diversity split in long lists provided by recruitment agencies during management recruitment processes. • At least 50% of staff to return from periods of maternity leave/shared parental leave, and flexible working requests will be considered in line with best practice. Atom Bank plc July 2016 • At least 33% of the Board total will be female. • A minimum of 45% of total permanent population will be female. Australia and New July 2018 To be announced. Zealand Banking Group Avem Capital Limited July 2017 To be advised. Aviva plc July 2016 By 2019: Met target before signing. • 30% of Group Executive team AXA Investment November By 2020, women to represent 40% Managers 2017 of senior executive team. AXA UK July 2017 40% of senior manager positions will be held by women by 2020. Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 2 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) Azimo March By December 2018, women in 2017 senior management to be increased from 44% to 50%. November 40% by 31 December 2020 and B & CE Holdings 2017 50% by 31 December 2025. Limited July 2016 • 12 months: Maintaining Bacs Payment current diversity levels of 25% Schemes Limited in the executive team and 43% in the line management team in the short-term. • 3-5 years: Internal target of equal representation (where feasible) at senior executive and line manager level, if vacancies arise in the long- term. March By 2021, 28% women in senior Bank of America Merrill 2017 management in EMEA. Lynch November By 2020, 35% female Bank of England 2017 representation in senior management. March To be announced. Bank of Ireland 2018 March To be announced. Banking Standards 2018 Board March To be announced. Barcadia Medica Ltd 2018 Barclays Bank Plc July 2016 By 2018, 26% of women in senior leadership roles. Barrington Hibbert July 2018 To be announced. Associates BDO LLP November To be announced. 2018 Beazley November By 2020, women to comprise at 2017 least 35% of senior leadership team. Beckett Investment November Maintain at least 50% women on Management Group 2017 the senior management team.. Berry & Oak November To be announced. 2018 Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 3 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) BFC Bank Limited March To be announced. 2018 BlackRock July 2016 By 2020, 30% female representation in senior management. BNP Paribas London March To be announced. CIB 2018 BNP Paribas Personal July 2018 To be announced. Finance BNY Mellon July 2016 By 2018, 30% women in senior positions. BondMason July 2018 To be announced. Bovill Ltd July 2018 To be announced. BP Energy Supply and November By 2020, global goal is for 33% of Trading 2016 group level leaders and senior leaders to be female. Brewin Doplhin March To be announced. 2018 Brickendon Consulting July 2017 • Achieving 50% female representation in senior management by December 2019 • Having at least one female non-executive director on the board by December 2019 at latest. • Supporting and mentoring at least one woman to strive higher and take on a more senior position, and • Publishing their progress against these targets annually Brightstar Financial November • Until 2020, at least 50% female 2016 managers. • By 2020, 36% female directors. British Business Bank March To be announced. 2018 Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 4 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) British Friendly November To be announced. Society 2018 British Insurance March To be announced. Brokers’ Associate 2018 Brooks Macdonald plc July 2018 To be announced. Brown Shipley March To be announced. 2018 Bullionblock Ltd November To be announced. 2018 Cambridge & Counties March Increase number of women Bank 2017 holding roles in 3 top management tiers (including Board) to 30%. Cameron and March To be announced. Company Financial 2018 Planning Ltd Canada Life July 2018 To be announced. Canadian Imperial November By November 2018, 30 to 35% Bank of Commerce 2016 women in global, boarded, executive roles. Capital Credit Union July 2016 50% gender split. Met target before signing. Capital One Europe March 2017 • Setting targets to improve gender diversity across senior management. • By 2021, 50:50 gender balance. Carrington November To be announced. Investment 2018 Consultants Limited Castlefield Partners November Maintain 50/50 gender split for key Ltd 2017 managers over the next three years. Chaisson Cassius March By 2020, 50:50 balance between 2017 men and women hired or promoted to senior manager roles. Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 5 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) Channel Islands July 2017 Maintaining 50% of the board of Adjusters Ltd directors to be women until 2021. Charles Stanley & Co. July 2017 30% female senior management Limited team by December 2020. Charter Court March To be announced. Financial Services plc 2018 Chartered Insurance July 2016 • 30% female representation on Institute the Senior Executive Team. • 30% female representation on the Board. Cicero Group July 2016 • 50% of all total new hires and Met target in 2017. interns going forward should be women (with a 10% confidence interval). • By September 2019, designing and implementing a programme of training for junior to mid-level female talent to become leaders and development. Citi July 2017 • Achieving greater gender balance, both in senior levels and across the pipeline. • 30% of their senior management roles in the EMEA Region held by women by 2025 • Securing gender balance in their talent pipeline by recruiting equal numbers of men and women into graduate programmes City Hive March Maintain 100% of senior 2017 management and advisory team as female. City of London March To be announced. Corporation 2018 Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 6 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) Circle July 2016 50% by 2018. Met target before signing. ClearlySo July 2017 • Actively monitoring and reviewing their current position where 4 of 17 staff are women • Ensure diverse non- executive board; 2 of 6 are women • Actively review compensation of staff annually to uncover and systematic bias Close Brothers Group March To be announced. Plc 2018 CNA Hardy November To be announced. 2018 Collinson Insurance July 2016 Maintain 40% women on the senior Within 1% of hitting Services Limited management team. target in 2017. Columbia July 2016 By 2018: Threadneedle • 30-40% women on Board. Investments • 30-50% women on Business Managements Committee (exec Co). • 20-40% women in senior management (Exec Director level). • 30-50% women investment professionals. • 30-50% women employees in total. Coreco November By 2021, 40% across Company, 2017 40-80% in Senior Management and 40% Directors. Covea Insurance November Increasing representation of 2016 women in senior positions by 30% over next five years. Employment/000005-00011/-1/JOXB JOXB(LDNL31659) 7 L_LIVE_EMEA1:39978898v1 Signatories (links to Signed Commitment Progress gender diversity targets) Coventry Building July 2018 To be announced. Society Credit Suisse July 2016 By 2020, 35% female representation. Crossflow Payments July 2017 Solutions Trading Ltd • 33% of Senior Management positions held by women and increased to 40% by December 2020 • Provide a flexible working environment to all employees and the best work-life balance possible • Incentivise personal and professional growth in line with the business’s growth • Support and
Recommended publications
  • Direct Line Group Case Study

    Direct Line Group Case Study

    Customer Service Solutions Case Study Live chat and mobile chat Direct Line Group Direct Line Group eases insurance- buying process. Creating interactions that reflect their brand’s goals to make buying easier and efficient. Challenge Solutions Results – Make the buying process – Live chat implemented with – 55% of customers list Web easier Nuance best practices and chat as their channel of choice – Provide creative, effective product-trained agents – 30% of customers would customer assistance on – Mobile chat added to have done business elsewhere mobile devices mobile delivery solution to without chat – Increase conversions and proactively and efficiently – 50% cost-to-serve reduction, reduce abandonment rate assist customers whenever, compared to telephony – Proactively engage with new wherever, and however they – CSAT is 98%, NPS is at customers via the mobile choose 65% - higher than any other channel channel, including self-serve Direct Line Group is one of the leading motor, home and small business insurers in the UK, and home to some of the nation’s favorite brands, including Direct Line, Churchill, Privilege, Green Flag, and NIG. Their mission is to make insurance much easier and a better value for their customers, which is why they pursued a customer engagement strategy that attained to their ambition of working more creatively and effectively. Customer Service Solutions Case Study Live chat and mobile chat Direct Line Group The challenge who is trained in Direct Line Group products and Nuance Part of easing the insurance-buying process was not live chat best practices is what makes Direct Line’s only in simplifying navigation and providing live chat customer experience so efficient.
  • Marketplace Lending: Opportunities and Challenges for Private Investment Funds Disclaimer

    Marketplace Lending: Opportunities and Challenges for Private Investment Funds Disclaimer

    Marketplace Lending: Opportunities and Challenges for Private Investment Funds Disclaimer This information and any presentation accompanying it (the “Content”) has been prepared by Schulte Roth & Zabel LLP (“SRZ”) for general informational purposes only. It is not intended as and should not be regarded or relied upon as legal advice or opinion, or as a substitute for the advice of counsel. You should not rely on, take any action or fail to take any action based upon the Content. As between SRZ and you, SRZ at all times owns and retains all right, title and interest in and to the Content. You may only use and copy the Content, or portions of the Content, for your personal, non-commercial use, provided that you place all copyright and any other notices applicable to such Content in a form and place that you believe complies with the requirements of the United States’ Copyright and all other applicable law. Except as granted in the foregoing limited license with respect to the Content, you may not otherwise use, make available or disclose the Content, or portions of the Content, or mention SRZ in connection with the Content, or portions of the Content, in any review, report, public announcement, transmission, presentation, distribution, republication or other similar communication, whether in whole or in part, without the express prior written consent of SRZ in each instance. This information or your use or reliance upon the Content does not establish a lawyer-client relationship between you and SRZ. If you would like more information or specific advice of matters of interest to you please contact us directly.
  • Download Report

    Download Report

    - † † Met target 3% On track Not on track 10% No data 45% 42% Increased Maintained 15% Decreased 14% 72% Targeted increase 23% 38% 31% 29% 2017 2018 Target • • • • • • • • • • • Met On target track On track 45% 4% 42% Not on track Above 18% No data Below 42% Not 58% on 78% track No 10% data 3% Insurance (20) 15 1 4 Global/investment banking (18) 15 1 2 UK banking (16) 14 1 1 Other* (14) 7 3 4 Professional services (12) 6 5 1 Investment management (11) 10 1 Building society/credit union (10) 5 3 2 Increased Fintech (9) 7 2 Maintained Government/regulator/trade 5 1 1 body (7) Decreased 47% Building society/credit union (10) 53% Government/regulator/trade body 44% (9) 51% 44% Other* (14) 46% 44% Professional services (15) 44% 36% Fintech (9) 42% 34% Average (123) 38% 30% UK banking (17) 34% 31% Insurance (20) 33% 26% Investment management (11) 30% 2017 22% Global/investment banking (18) 25% 2018 100% 90% Nearly two-thirds of signatories have a target of at least 33% 80% 70% 60% Above 50% 50% Parity (3) 40% 50:50 40% up to 30% 33% up to 50% 30% (31) 20% Up to 40% 30% (24) 10% (30) (23) (10) 0% 100% 80% 60% 40% 20% 0% Government/regulator/trade 41% body (5) 47% Fintech (4) 37% 48% Insurance (16) 32% 40% Professional services (5) 32% 38% UK banking (11) 32% 41% Building society/credit union 31% (2) 36% Average (67) 31% 38% Other* (4) 29% 35% Investment management (5) 27% 2018 33% Target Global/investment banking 25% (15) 29% Firms that have met or 47% exceeded their targets (54) 40% 31% 28% 15% 15% 11% % of firms % of 43 29 26 20 5 Number of
  • Membership List

    Membership List

    Membership List Private Sector 3M Hutchison Whampoa Europe Addleshaw Goddard LLP IBM Aggregate Industries International Airlines Group Airbus Jacobs Amazon Web Services John Lewis Partnership Anglian Water Group Kingfisher Anglo American Kingsley Napley Arcadis Korn Ferry Arup KPMG Associated British Foods Kuehne + Nagel Atkins Leonardo Atos Linklaters Aviva plc Lloyds Banking Group AWE plc London City Airport Babcock International Group plc LV= BAE Systems Mace Group Bakkavor Marks & Spencer Barclays Maximus BHP Microsoft Boeing Mizuho Bank BP Nationwide Building Society British American Tobacco NATS Browne Jacobson Nestle UK BT Group Northgate Public Service Bupa Novartis Capita Group Oracle Carlyle Group PA Consulting CEMEX UK Prudential CGI PwC Cisco QinetiQ Citi RELX Group Clifford Chance Rio Tinto Clyde & Co Rolls-Royce Co-operative Group The Royal Bank of Scotland Group Cushman & Wakefield Royal Mail Deloitte Sainsbury’s Dentons Santander UK DHL SAP UK Direct Line Group Savills Drax Group Serco Group Equifax Shell International Equinor Skanska Eversheds Sutherland Slaughter and May Eversholt Rail Standard Life Aberdeen plc ExxonMobil Sopra Steria EY St James’s Place Wealth Management Freshfields Bruckhaus Deringer Tarmac FTI Consulting Tata Fujitsu Services Tesco plc Gallagher Total Gemserv Unipart GlaxoSmithKline United Utilities plc Grant Thornton Virgin Care Gowling WLG UK LLP Womble Bond Dickinson Heathrow Airport Holdings WSP Herbert Smith Freehills LLP Xerox HSBC Holdings Huawei Technologies UK Hutchison Whampoa Europe The Whitehall & Industry Group (WIG) 80 Petty France, London, SW1H 9EX T: 020 7222 1166 E: [email protected] F: 020 7222 1167 www.wig.co.uk Charitable Company Limited by Guarantee Registered No. 3340252 Charity No.
  • Pushing Boundaries: the 2015 UK Alternative Finance Industry Report

    Pushing Boundaries: the 2015 UK Alternative Finance Industry Report

    PUSHING BOUNDARIES THE 2015 UK ALTERNATIVE FINANCE INDUSTRY REPORT February 2016 Bryan Zhang, Peter Baeck, Tania Ziegler, Jonathan Bone and Kieran Garvey In partnership with with the support of CONTENTS Forewords 04 Introduction 10 About this study 12 The Size and Growth of the UK Online Alternative 13 Finance Market Market Size and Growth by Alternative Financing 14 Models Increasing Share of the Market for Business Funding 19 Market Trends in Alternative Finance 22 Expanding Base of Funders and Fundraisers 23 Market Entrants and Partnership strategies 25 Seeking Growth Through Awareness, Increased 26 Marketing and Forging Partnerships 27 Institutionalisation of the Market Cross-Border Transactions and Internationalisation 30 The Geography and Industries & Sectors of 31 Alternative Finance Industry Perspectives on Regulation, Tax Incentives 33 and Risks Size and Growth of the Different Online 38 Alternative Finance Models Peer-to-Peer Business Lending 39 Peer-to-Peer Business Lending (Real Estate) 40 Peer-to-Peer Consumer Lending 41 Invoice Trading 42 Equity-based Crowdfunding 43 Equity-based Crowdfunding (Real Estate) 44 Reward-based Crowdfunding 45 Community Shares 46 Donation-based Crowdfunding 46 Pension-led Funding 47 Debt-based Securities 47 Conclusion 48 Acknowledgements 50 Endnotes 51 3 ABOUT THE AUTHORS BRYAN ZHANG Bryan Zhang is a Director of the Cambridge Centre for Alternative Finance and a Research Fellow at the Cambridge Judge Business School. He has co-authored !ve industry reports on alternative !nance. PETER BAECK Peter Baeck is a researcher at Nesta, where he focuses on crowdfunding, peer-to-peer lending and the role of digital technologies in public and social innovation.
  • Annual Report & Accounts 2017

    Annual Report & Accounts 2017

    Annual Report & Accounts 2017 Direct Line Insurance Group plc Annual Report & Accounts 2017 A year of strong progress Contents Paul Geddes, CEO of Direct Line Group, commented: “2017 is the fifth successive year in which we have Strategic report delivered a strong financial performance. We have 1 Group highlights seen significant growth in our direct own brand policies 2 Our investment case as more customers respond positively to the many 4 Group at a glance improvements we have made to the business. This 6 Business model success has resulted in our proposing an increase in the final dividend by 40.2% to 13.6 pence, bringing the 8 Chairman’s statement total ordinary dividend to 20.4 pence and declaring a 10 Chief Executive Officer’s review special dividend of 15.0 pence. This amounts to a cash 12 Market overview return of £486 million to shareholders. 14 Our strategy 20 Our key performance indicators “At half year we refreshed our medium-term targets 22 Risk management and our results show we’ve been delivering on our 26 Corporate social responsibility management priorities to maintain revenue growth, 30 Operating review reduce expense and commission ratios and deliver 34 Finance review underwriting and pricing excellence. Governance “Looking to the future, this success enables us to continue investing in our technology and customer experience, 44 Chairman’s introduction supporting our plans to grow the business whilst 46 Board of Directors improving efficiency. Together with our track record of 48 Executive Committee delivery, these give
  • Annual Report and Accounts 2016

    Annual Report and Accounts 2016

    Annual Report & Accounts 2016 Report & Accounts Annual Building our brands Direct Line Insurance Group plc Annual Report & Accounts 2016 Contents Strategic report 2 Group highlights 4 Group at a glance 6 Market overview 8 Business model 10 Chairman’s statement 12 Chief Executive Officer’s review 14 Our strategy 24 Our key performance indicators 26 Risk management 30 Corporate social responsibility 34 Operating review 38 Finance review Governance 48 Chairman’s introduction 50 Board of Directors 52 Executive Committee 53 Corporate governance report 64 Committee reports 82 Directors’ remuneration report 110 Directors’ report Financial statements 114 Contents 115 Independent Auditor’s report 122 Consolidated financial statements 127 Notes to the consolidated For all the latest news financial statements and announcements visit www.directlinegroup.com 179 Parent Company financial statements 182 Notes to the Parent Company financial statements Other information 187 Additional information 189 Glossary and appendices 195 Forward-looking statements disclaimer 196 Contact information Building our brands Our mission: To make insurance much easier and better value for our customers Our strategy supports our aspiration to be the leading personal and small business general insurer in the UK. Our customers are at the centre of everything we do, as we remain focused on protecting an ever-changing Britain. Building a culture of great service Find out more on page 18 Building our brands by offering more Find out more on page 22 Building our technology and data capabilities Find out more on page 20 www.directlinegroup.com 1 Group highlights Providing stability for our customers and shareholders Profit before tax1 Return on tangible equity2 Combined operating ratio2 (£m) (%) Ongoing operations2 (%) 9 7.
  • Women in Finance Charter List of 273 Signatories

    Women in Finance Charter List of 273 Signatories

    Women in Finance Charter List of 273 signatories 68 new Charter signatories announced on 11 July 2018 Links to gender diversity targets to be published here in September Admiral Group AE3 Media Armstrong Wolfe Australia and New Zealand Banking Group Limited Barrington Hibbert Associates BNP Paribas Personal Finance BondMason Bovill Ltd Bower Recruitment Brooks Macdonald plc Canada Life Coventry Building Society Daiwa Capital Markets Europe Ltd EIS Association Ellis Davies Financial Planning Ltd Engage Financial Services Ltd Equifax Ltd Evolution Financial Planning Fintech Strategic Advisors Ltd Fintellect Recruitment First Wealth LLP Flood Re Ltd Foresight Franklin Templeton Investments GAM Global Processing Services Goji Investments Grant Thornton Hinckley and Rugby Building Society HUBX ICAEW Intermediate Capital Group Investec Asset Management Limited 11 July 2018 11 July 2018 J. P. Morgan Kames Capital plc Lazard & Co Limited Lazard Asset Management Limited LifeSearch Magenta Financial Planning Marsh Ltd Medianett Ltd Mortgages for Businesses Ltd MT Finance Ltd Mustard Seed Impact Ltd National Association of Commercial Finance Brokers Nomura International PIMCO Prytania Solutions Limited Pukka Insure Ltd Rathbone Brothers plc Scottish Equity Partners SDB Bookkeeping Services Semper Capital Management Shepherd Compello Ltd St. James’s Place plc Stonehaven International Sussex Independent Financial Advisers Ltd Tesco Underwriting The British United Provident Association (BUPA) The Meyer Partnership The Mortgage & Insurance Bureau TP
  • Ageing Workforce Causes Employers to Rethink Benefits Strategies

    Ageing Workforce Causes Employers to Rethink Benefits Strategies

    www.employeebenefits.co.uk March 2014 I £6.95 ALIGNING REWARD WITH BUSINESS STRATEGY Legal bond Withers has personal touch in reward Hot 100 shine This year’s roll-call of the profession’s brightest stars Financial education supplement Guide staff towards a more secure future DOMINO EFFECT Ageing workforce causes employers to rethink benefi ts strategies EBC_0314 1 13/02/2014 15:45 noweVouchers available to order online 1) HIS CHILDHOOD DREAM WAS TO BE AN ANTIQUES DEALER 2) HE HAS A BLACK BELT IN KARATE THAT HE IS TOO SHY TO BRAG ABOUT 3) HE’D REALLY LIKE CORPORATE EYECARE BENEFITS Corporate eyecare is an important employee benefit, as well as a legal responsibility. So it shouldn’t surprise you that in a recent survey, the majority of employees considered it a valuable addition to their benefits package. With the brand new online vouchers from Specsavers, we believe the best value corporate eyecare scheme is now the easiest too. They still start from just £17 for a full eye test, a pair of VDU glasses (if required specifically and solely for VDU use) worth up to £45, and retinal screening for the over-40s or when recommended by your optometrist. But now you can simply order and pay for eVouchers online and email them direct to your staff, saving you all time and paperwork. What’s more, you’ll automatically get detailed feedback on whoever’s redeemed an eVoucher, such as their retest dates and VDU requirements, at no extra charge. Not only that but your staff can still save £20 on their own glasses purchases, too.
  • The Market Place Lending (MPL) Investment Opportunity 17 November 2014

    The Market Place Lending (MPL) Investment Opportunity 17 November 2014

    The Market Place Lending (MPL) investment opportunity 17 November 2014 Cormac Leech Research +44 (0) 20 3100 2264 [email protected] Minh Tran Research +44 (0) 20 3100 2184 [email protected] Ropemaker Place, 25 Ropemaker Street, London EC2Y 9LY / T: +44 (0)20 3100 2000 www.liberum.com Liberum Capital Limited is authorised and regulated by the Financial Conduct Authority. Registered in England and Wales No. 5912554 The Market Place Lending (MPL) investment opportunity How big? How risky? How much alpha? Why is MPL sustainable? Key risks How to invest? Conclusions 2 The Market Place Lending (MPL) investment opportunity MPL yields offer attractive returns, with $40bn+ of deployment capacity by 2016e in US & UK • $40bn of deployment by 2016: From 2014 to 2016, we estimate UK UK: MPL 3y potential yield and annual volume 2014-16e US: MPL 3y potential yield and annual volume change 2014-16e change annual deployment will increase from 2016 2016 10.0% $2bn to $7bn and US deployment will total UK 10.0% total US volume: volume: increase at from $6bn to $33bn $7bn $33bn 9.0% 9.0% Equities • US strong growth,120% CAGR, but 8.0% 8.0% margin compression: yield margin Property 7.0% compression likely as competition 7.0% increases 5y Junk Bonds 6.0% 6.0% 5.0% • UK slightly slower growth, 90% 5.0% CAGR, but yield expansion: yields 4.0% 4.0% likely to rise as platforms increase credit risk. Arrival of institutional 3.0% 3.0% Non Investment Grade 2y Bonds capital supports higher credit risk 2yr Cash ISA appetite.
  • (P2p) Lending Model in Islamic Finance / Shariah-Compliant Form

    (P2p) Lending Model in Islamic Finance / Shariah-Compliant Form

    CAPCO ISLAMIC FINANCE CAPABILITY APPLICATION OF PEER TO PEER (P2P) LENDING MODEL IN ISLAMIC FINANCE / SHARIAH-COMPLIANT FORM INTRODUCTION Islamic finance is growing in prominence globally owing to strong interest from consumers due to both theological reasons and its strong ethos of ethical investing. In this environment it is imperative that participants in this sector consider avenues that help with growth acceleration and expanding consumer interest. One of the most interesting avenues for potential expansion is within the alternative finance market, specifically in the P2P lending segment. This paper aims to explore the viability of deploying the P2P lending model in a manner that remains true to the framework of Islamic finance principles such as RIBA (prohibition of interest) and Shariah (prohibition of certain product types). WHAT IS P2P LENDING? P2P lending is a form of finance that enables the exchange however there has been a significant uptick in the invoice of capital without the reliance on a conventional financial lending category for the last three years (From ~£310 million institution to oversee and manage the transactions. This format in 2016 to ~£1.1 billion in 2018)2, this is due to the strong enables the borrowers and lenders to interact directly, usually demand for this service from small to medium sized enterprises facilitated through a web application or platform. (SMEs) and is likely to surge due to the impact of to the socio- economic factors of the past year. P2P lending online can trace its origins to the UK with Zopa being the first firm to market this concept, followed by firms UK Overall Volume Growth (£) such as Prosper and Lending Club in the US.
  • Peer-To-Peer Lending Annual Report 2019

    Peer-To-Peer Lending Annual Report 2019

    PEER-TO-PEER LENDING STATE OF THE MARKET ANNUAL REPORT 2019 | WWW.ALTFI.COM UK MARKETPLACE ONLINE LENDING RETURNS IN THE FINTEX LISTED DIRECT ADVERTISED IMPAIRMENTS LENDING IN EUROPE REALITY WAY LENDING RETURNS AND DEFAULTS We follow the trends so you can stay ahead of them. P2: We are specialist advisers in the AlternativeRSM Finance space. At RSM, we make it our priority to understand your business so youADVERT can make confident decisions about the future. Experience the power of being understood. Experience RSM | rsmuk.com The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 50 Cannon Street, London EC4N 6JJ. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug. 3 INTRODUCTION PEER-TO-PEER LENDING: STATE OF THE UK MARKET After rapid growth from the ashes of the financial crisis, the alternative finance sector appears to be maturing. However, it faces internal and external challenges that will dictate the industry’s long-term viability and success.