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Barriers to Training for Older Workers and Possible Policy Solutions. SPONS AGENCY Australian Dept
DOCUMENT RESUME ED 476 321 CE 084 936 AUTHOR Wooden, Mark; VandenHeuvel, Adriana; Cully, Mark; Curtain, Richard TITLE Barriers to Training for Older Workers and Possible Policy Solutions. SPONS AGENCY Australian Dept. of Employment, Education, Training and Youth Affairs, Canberra. PUB DATE 2001-01-00 NOTE 314p.; Produced by Flinders University of South Australia, National Institute of Labour Studies. AVAILABLE FROM For full text: http://www.dest.gov.au/archive/ iae/documents/olderworkers/olderwo rkersv4.pdf. PUB TYPE Opinion Papers (120) Reports Research (143) EDRS PRICE EDRS Price MF01/PC13 Plus Postage. DESCRIPTORS *Access to Education; Adult Education; Age Discrimination; Developed Nations; Employee Attitudes; Employer Employee Relationship; Foreign Countries; *Job Training; Labor Force Development; Labor Market; Lifelong Learning; Middle Aged Adults; *Older Workers; Participant Characteristics; *Participant Satisfaction; *Participation; Personnel Management; Policy Formation IDENTIFIERS *Australia; *Barriers to Participation ABSTRACT This report covers a study of barriers for older workers in obtaining and benefitting from training and innovative policies to remove them. After an introduction, Chapter 2 reviews literature on incidence and determinants of older workers' participation in training; barriers to training; and employer and government initiatives to enhance older persons' access to training. Chapter 3 uses existing secondary data sets to provide an overview of older workers' labor market position; quantify differences in training experiences across cohorts; identify characteristics associated with relatively low levels of training participation and perceived barriers to training participation; and examine variations across cohorts in assessments of the value of training. Chapter 4 presents key findings from focus groups of older persons and human resource managers about their reactions to main findings from the literature review and data analysis and to canvas reactions to policy options to address barriers to training. -
Registration Document 3/2016 Barclays Bank Plc
REGISTRATION DOCUMENT 3/2016 BARCLAYS BANK PLC Incorporated with limited liability in England and Wales REGISTRATION DOCUMENT ___________________________________________________________________ This registration document dated 1 June 2016 "Registration Document" constitutes a registration document for the purposes of Article 53 of Directive 2003/71/EC as amended, including by Directive 2010/73/EU, "Prospectus Directive" and has been prepared for the purpose of giving information with respect to Barclays Bank PLC "Issuer" which, according to the particular nature of the relevant transaction is necessary to enable investors to make an informed assessment of the assets and liabilities, financial position, profit and losses and prospects of the Issuer. The Issuer accepts responsibility for the information contained in this Registration Document and declares that, having taken all reasonable care to ensure that such is the case, the information contained in this Registration Document is, to the best of its knowledge, in accordance with the facts and contains no omission likely to affect its import. This Registration Document has been approved by the United Kingdom Financial Conduct Authority "FCA", which is the United Kingdom's competent authority for the purposes of the Prospectus Directive and the relevant implementing measures in the United Kingdom, as a registration document issued in compliance with the Prospectus Directive and the relevant implementing measures in the United Kingdom for the purpose of giving information with regard to the Issuer. The credit ratings included or referred to in this Registration Document will be treated for the purposes of Regulation EC No 1060/2009 on credit rating agencies as amended, "CRA Regulation" as having been issued by Fitch Ratings Limited, Moody's Investors Service Ltd. -
The Future of Banking Commission
The Future of BankingThe Future Commissionof Banking Commission 2 Commissioners RT HON DAVID DAVIS MP (CHAIR) David is chairing the Future of Banking Commission. He is Conservative MP for Haltemprice and Howden and is a leading campaigner on civil liberties. His former roles include Shadow Home Secretary, Conservative Party Chairman and Chairman of the Public Accounts Committee. RT HON JOHN MCFALL From 2001-10, when he retired as Labour MP for West Dunbartonshire, John McFall was Chair of the influential House of Common’s Treasury Committee. In January, he was presented with the award of Which? Consumer Champion for 2009 for his role in improving financial services for consumers. RT HON DR VINCE CABLE MP It was in his capacity as the Liberal Democrat Shadow Chancellor of the Exchequer that Vince served on the Commission. In May 2010 Vince was appointed Secretary of State for Business Innovation and Skills. PETER VICARY-SMITH Peter is the Chief Executive of Which?, the UK’s largest consumer body. Peter’s experience has been gained in both the charity and commercial sectors. He took up his appointment at Which? in August 2004. PHILIP AUGAR Philip is formerly a Group Managing Director at Schroders’ and now a writer on the financial services industry. He is the author of The‘ Death of Gentlemanly Capitalism: The Rise and Fall of London’s Investment Banks’. CLARE SPOTTISWOODE Clare is currently the Chair of Gas Strategies Limited. Her career started as an economist with the Treasury before establishing her own software company. Clare is perhaps best known for her role as Director General of Ofgas between 1993 and 1998. -
30 August 2012
30 August 2012 Barclays PLC Antony Jenkins appointed as Group Chief Executive Barclays PLC and Barclays Bank PLC (“Barclays”) announce that Antony Jenkins has been appointed as a Director and as Group Chief Executive of Barclays with immediate effect. Mr Jenkins currently leads Barclays Retail and Business Banking (RBB) business. He has been a member of the Group Executive Committee of Barclays since 2009. His role as CEO for RBB includes responsibility for retail banking in Barclays Africa and Absa and he also represents Barclays as a non-executive Director on the Board of Absa Group Limited and Absa Bank Limited. Marcus Agius, Barclays Chairman, said: "The Board ensured that the process to select the new Chief Executive was both rigorous and thorough. Antony stood out among a very competitive field of internal and external candidates because of his excellent track record transforming Barclaycard and Retail and Business Banking; his intimate knowledge of Barclays portfolio garnered over three years on the Group Executive Committee; his role in the development of the bank’s strategy; and his future vision for Barclays and plan to realise it. Antony's appointment has the support of all the Directors; we are confident that, supported by the Board and the Executive Committee, he will work quickly to take the Group forward. With the appointment of Sir David Walker to succeed me as Chairman in November, and of Antony as Chief Executive today, I am pleased that the new leadership of the bank is settled. " Sir David Walker, Barclays Chairman-elect, said: “My first priority since my appointment has been to support the Board's search for a new Chief Executive. -
Brexit and the City
Brexit and the City Saying No to the Princes of Europe: The City of London as a World Financial Centre following Brexit Or Passport to Pimlico: The City of London’s post-Brexit future depending on whether it is located inside or outside Pimlico or even possibly Latvia Professor David Blake* Cass Business School City University of London [email protected] March 2017 [v10] * I am most grateful to Kevin Dowd, Tim Congdon, Daniel Corrigan, Martin Howe QC, Laurence Jones, Edgar Miller and Patrick Minford for invaluable discussions and support during the preparation of this paper. Highlights On 23 June 2016, the British people voted to leave the EU. The prime minister’s Lancaster House speech on 17 January 2017 made it very clear that this meant also leaving the single market, the customs union and the European Economic Area, membership of which means accepting freedom of movement. This has powerful implications for the City: • It is unlikely that business with the EU27 will be conducted via passports in future. • Instead, and depending on the degree of co-operation from the EU27, the City should plan its future operations using either: o a dual regulatory regime, based on a third-party expanded equivalence model with guarantees about how equivalence will be granted and removed, or o the World Financial Centre model where the City ‘goes it alone’. • Transitional arrangements will also depend on the degree of co-operation from the EU27. It is in everybody’s interests that any transitional arrangements are kept as short term as possible, no longer than is needed to bridge the gap between the UK’s exit from the EU and the conclusion of any formal long-term trading agreement with the EU. -
Absa Group Limited Shareholder Report 2008 Reportshareholder Limited Group Absa Limited
Absa Group Absa Group Limited shareholder report 2008 Limited Shareholder report For the year ended 31 December 2008 Contents Introduction 1 Absa in 2008 2 Salient features 4 Share performance 5 Group structure Commentary 8 Chairperson’s statement 11 Group Chief Executive’s review 17 Financial analysis Corporate governance 36 Corporate governance statement 54 Compliance report 58 Group remuneration report 74 The Group board 86 The Group Executive Committee Financial statements 94 Directors’ approval 95 Company Secretary’s certificate to the members of Absa Group Limited 95 Independent auditors’ report to the members of Absa Group Llimited 96 Directors’ report 104 Absa Group Limited and its subsidiaries 287 Absa Group Limited Shareholder and administrative information 300 Shareholders’ information 302 Administration 306 Glossary ibc Other contact information Note Information pertaining to the annual general meeting can be found in a separate document enclosed with this shareholder report. Absa in 2008 Our business Since it was established early in 1991, the Absa Group has grown its asset base almost tenfold to R773,8 billion at 31 December 2008. As a large financial services group in southern Africa, Absa remains at the forefront of the retail banking industry, with over 10 million customers. In keeping with its strategy of diversification through Absa Corporate and Business Bank (ACBB) and Absa Capital, the Group also provides services to the corporate, commercial and investment markets in South Africa and in selected markets on the African continent. Absa has established itself as a leading corporate citizen in South Africa, addressing the needs of all its stakeholders, with the objective of being relevant to the needs and challenges of our country. -
The Fintech Book Paint a Visual Picture of the Possibilities and Make It Real for Every Reader
Financial Era Advisory Group @finera “Many are familiar with early stage investing. Many are familiar with technology. Many are “FinTech is about all of us – it’s the future intersection of people, technology and money, familiar with disruption and innovation. Yet, few truly understandFinancial how different Era an animal Advisory and it’s happeningGroup now there is an explosion of possibilities on our doorstep. Susanne and is the financial services industry. Such vectors as regulation, compliance, risk, handling The FinTech Book paint a visual picture of the possibilities and make it real for every reader. other people’s money, the psychological behaviours around money and capital ensure A must-read for every disruptor, innovator, creator, banker.” that our financial services industry is full of quirks and complexities. As such The FinTech Derek White, Global Head of Customer Solutions, BBVA Book offers a refreshing take and knowledge expertise, which neophytes as well as experts will be well advised to read.” “FinTech is reshaping the financial experience of millions of people and businesses around Pascal Bouvier, Venture Partner, Santander InnoVentures the world today, and has the potential to dramatically alter our understanding of financial services tomorrow. We’re in the thick of the development of an Internet of Value that will “This first ever crowd-sourced book on the broad FinTech ecosystem is an extremely deliver sweeping, positive change around the world just as the internet itself did a few worthwhile read for anyone trying to understand why and how technology will impact short decades ago. The FinTech Book captures the unique ecosystem that has coalesced most, if not all, of the financial services industry. -
Corporate Responsibility Report 2006
Corporate Responsibility Report 2006 About this report This is ANZ’s second Corporate Responsibility Report 02 Message from the Chairman covering our Australian and New Zealand banking operations for the year to 03 Message from the CEO 30 September 2006. It’s also online with more detail at www.anz.com/cr. 04 Our profile The report is designed to inform our stakeholders of how ANZ manages 06 Corporate responsibility highlights its corporate responsibilities (CR) in our everyday business operations. 11 Governance It also details our performance against the goals set out in our 2005 report. 15 Key challenges and opportunities In response to stakeholder feedback we have included divisional reports – 16 Inspiring and engaging our people including our New Zealand operations – to broaden the scope of our reporting 24 Improving financial literacy and illustrate the integration of CR into our business. Key issues such as engaging our employees, financial literacy and inclusion and responsible and inclusion lending are also discussed in detail. 32 Taking the next step on responsible lending The Global Reporting Initiative (GRI) G3 guidelines and the finance sector social and environmental supplements have been used as a reference in the compilation 38 Managing our environmental of this report. A GRI index is included in the online version of the report. impact and supply chain 44 Personal report KPMG has provided an external assurance statement on the key performance indicators in accordance with the International Standard on Assurance 52 Institutional report Engagements ISAE 3000 and AA1000 AS. Assurance statements can be 56 New Zealand report found at www.anz.com/cr. -
Salz Review. Barclays Will Consider and Decide for Itself Whether, and If So How, to Act on the Views, Findings and Recommendations Contained in This Report
0 Salz Review An Independent Review of Barclays’ Business Practices April 2013 Salz Review An Independent Review of Barclays’ Business Practices April 2013 Salz Review An Independent Review of Barclays’ Business Practices Disclaimer This Report has been prepared by Anthony Salz with Russell Collins acting as Deputy Reviewer (the Salz Review). The Review was set up by Barclays as an independent review reporting to a non-executive committee of Barclays. The views, findings and recommendations included in this Report are entirely those of the Salz Review. Barclays will consider and decide for itself whether, and if so how, to act on the views, findings and recommendations contained in this Report. The Review's Terms of Reference and the approach to the Review are described in Appendix A. The views, findings and recommendations are based on the Salz Review's assessment of the documents provided by Barclays or others in response to requests and information gained from interviews. The Salz Review has not conducted a forensic investigation or an audit of the information made available to it. In some cases restrictions were placed on the Salz Review's access to documents or documents were redacted by Barclays, in each case for legal reasons. The Salz Review has generally assumed the veracity of information provided. Other individuals considering the same information could form a different assessment of it. Similarly, the Salz Review might have formed a different assessment had it considered other information. Accordingly, the findings of the Salz Review should not be treated as determinative of any fact, nor of the performance of, or compliance with, any legal or regulatory obligation. -
Global Retail Banking Investor Seminar Wednesday, 30 June 2010
GLOBAL RETAIL BANKING INVESTOR SEMINAR WEDNESDAY, 30 JUNE 2010 John Varley, Group Chief Executive Good afternoon and welcome. Thank you for being with us today. We’re pleased to see so many people here for our first investor seminar for Global Retail Banking. We created GRB and Corporate and Investment Banking last November in order to build a stronger alignment between capabilities that we have across the Barclays Group and the specific needs of customer segments. In the course of this afternoon, you’ll meet the senior GRB management team led by Antony Jenkins, who, as you know, previously ran our Barclaycard business. Antony and his team are going to describe our strategy for GRB and each of the businesses within it. Before they do that, let me place GRB in the context of the Group as a whole where, as the face of Barclays on the high street and in the electronic channels here in the UK and in the many countries around the world where it does business GRB makes an important contribution to our strategy, to our brand and to our financial performance. In 2009, you’ll remember, GRB delivered profit before tax of £1.8bn. For the first quarter of 2010, its profits were just over £400m. Its largest businesses are UK Retail Banking and Barclaycard. But we also have substantial presences in Western Europe and Africa. In terms of Group balance sheet, GRB comprises about 40% of our customer loans and advances and also about 40% of our customer deposits. So it’s an important source of stable retail funding for the Barclays Group as a whole. -
The Senate Standing Committee on Economics
The Senate standing committee on economics “Money has a way of exposing the basic instincts, and people will debase themselves by lying cheating and stealing in order to advantage themselves at the expense of others’. Honourable Senators, I am making this submission in respect of what I considered to be the grossly inadequate and underperformance performance of ASIC. It is my hope that as a result of submissions arising from this inquiry something positive will emerge. As it is structured ASIC are simply not capable of fulfilling performance duties that are exhibited in the ASIC charter. If the good Senators are not familiar with this Charter, the following link will take you directly to it. http://www.asic.gov.au/asic/pdflib.nsf/LookupByFileName/ASIC-service-charter-published-12- September-2012.pdf/$file/ASIC-service-charter-published-12-September-2012.pdf From this site we are directed to another site advising us of the “Strategic Framework” http://www.asic.gov.au/asic/pdflib.nsf/LookupByFileName/Strategic_framework-June- 2013.pdf/$file/Strategic_framework-June-2013.pdf The issues I have directly challenge the so-called strategic priorities on virtually all fronts; I would dearly love to be in a position to challenge any one of the personnel whose photos appear on this website on a range of issues at the forthcoming interrogation. Failing that I propose to contact a wide ranging group of people including creditors of the Opes Prime group who have been so shabbily treated as a result of ASICs actions and actively urge them to canvass their local members or Senators for a review of this matter. -
Resolution Plan Public Section October 2013
Resolution Plan Public Section October 2013 In many instances, the information contained in this US resolution plan is derived from systems used for internal management purposes that were not designed for resolution planning and are not subject to Barclays internal controls over financial reporting. AlthougAlthoughh Barclays believes the information presented is accurate, this resolution plan necessarily contains certain summaries and data, particularly projections, estimates and other forward-looking statements that may not reflect actual results. © Barclays Bank PLC 2013 Table of Contents Public Section ...............................................................................................................................................................................................3 1 Summary of resolution plan ............................................................................................................................................................3 1.1 Introduction ..................................................................................................................................................................................3 1.2 Material entities ...........................................................................................................................................................................6 1.3 Core business lines .....................................................................................................................................................................9