DOCSLIB.ORG

Transparency Report 2016-2017

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Transparency Report 2016-2017 Transparency Report 2016-2017 Becoming a purpose-led and values-driven organisation PricewaterhouseCoopers Accountants N.V. www.pwc.nl Foreword by the chairman Report of the Transparency Report Assurance Board Report of the 2016-2017 Public Interest Committee Monitoring quality Foreword by Report of the Report of the Public Governance the chairman Assurance Board Interest Committee Appendices Acknowledgements On our way to a new balance The Assurance Board reports on the The PIC reports on how it has discharged its developments in the past year clustered supervisory responsibilities to safeguard the around the three strategic priorities: public interest within PwC. - Bring the journey to life - Build quality business - Grow and innovate Monitoring Governance Appendices quality - Our definition of quality - Our governance - Legislative and regulatory framework - Our quality management system - Statements (EU directive) - Our process of quality improvement - Independent Assurance Report - List of EU/EEA audit firms that belong - One integrated quality report to the PwC network of member firms - List of public interest entities This is a navigable PDF file. Click - Framework for the pillars of our on the report’s chapters to the left quality management system - Reporting criteria of the quality indicators of the page to navigate through this - Glossary Transparency Report. PwC | Transparency Report 2016-2017 2 Foreword by the chairman On our way to a new balance Report of the Assurance Board Report of the The financial year 2016-2017 has been a year focussed on quality improvement, Higher client expectations Public Interest Committee cultural change and innovation. We have progressed with our change programme Audit quality is the responsibility of the auditor, towards becoming a purpose-led and values-driven organisation. We see this as a but the auditor cannot achieve this without Monitoring quality good collaboration with the client. We are key element in regaining society’s trust in our core responsibility. At the same time, demanding more and more of the organisations Governance we must also recognise that we are not there yet. The number of issues the AFM we audit, both in regard to the quality of their identified in our audit files is still too high. This must be, and can be, improved – internal control systems and the extent to which Appendices and at a faster pace. In this Transparency Report, we would like to take you with us they facilitate our audit process. For some organisations this is taking a bit of getting used Acknowledgements through this journey. to. We are focussing our efforts on clients that value an audit appropriate for their organisation. The need for transformation and our ability to connect and really listen. Our In some cases, we have no option but to say no The notion is gaining ground that the move most recent staff satisfaction survey indicates to new audit engagements or to say goodbye towards becoming a purpose-led and values- that 80% of our Assurance staff are now familiar to clients where we conclude that they do not driven organisation is at the very heart of our with, and debate, PwC’s purpose and values in sufficiently share our quality objectives or can transformation. Our Journey is a ‘must have’ their everyday work. not or will not allow us to perform our audit to and not a ‘nice to have’, and the public interest the standards of quality currently expected by must be paramount. We are learning to view More colleagues spending more time society. We recognise here that it is important to our clients’ issues through the eyes of their We are spending more time on the audits and keep the dialogue open with the organisations stakeholders, and this is also very much in the on our audit files, and we are doing this with that have a statutory audit requirement and also interests of the clients themselves. We do not a greater number of permanent staff. Despite with their stakeholders. view dilemmas from our own perspective or from this, the pressure of work is still high and we our client’s perspective but from the broader are continuing our efforts to increase headcount societal perspective. We challenge our clients to further by taking on more staff and holding on to get into the debate, and we are opening ourselves them for longer. This is not always easy given the up more and more to constructive feedback ongoing tight labour market, so we are looking to by being receptive to discussing troublesome focus even more on technology and transferring issues and looking to put our house in order. We standardised work to specialist delivery centres. “PwC aims to contribute to are using our stakeholder dialogues and client This not only improves quality and consistency, it trust in society and to help solve evaluation discussions to determine the extent to also brings a better balance between the volume which we are living up to our values, the values of work and the resources available as we aim for important problems. That is our we re-defined during 2016-2017. These values greater stability in our planning. are also attracting more and more debate within purpose and therefore also the our teams, and we are increasingly seeing that compass for all we do.” clients select us when we are able to differentiate ourselves with our collaborative team approach PwC | Transparency Report 2016-2017 3 Foreword by the chairman Report of the Assurance Board Report of the Remaining attractive to talented people accountantsorganisaties’), which addresses a Public Interest Committee Offering an attractive work environment for number of sector dilemmas, underscores yet talented people remains high on our agenda. All again the need for this. Monitoring quality the change and regulation we are facing asks a lot of our people. The negative perception of The audit profession still does not have a Governance the audit profession often contrasts with the definition of quality that has society-wide enthusiastic commitment shown by our staff “The negative perception acceptance. There is a lack of clarity across Appendices to do things as well as they can and in a way in of the audit profession society as to the role of the auditor in identifying which our purpose and newly redefined values and investigating fraud and in matters related Acknowledgements are being embraced. For the third consecutive often contrasts with the to a client’s going concern. This expectation gap year, the results of our staff satisfaction survey is unhealthy and it needs to be closed. But we were the best ever. If we are to attract and retain enthusiastic commitment cannot achieve this alone; the legislative and talent, which is a key ingredient of quality, we shown by our staff to supervisory bodies also need to play their part. need to offer a sector with proper perspective and with societal relevance. This is also an area do things as well as Our transformation to becoming a purpose-led where we are aiming to achieve a new balance. and values-driven organisation is in full flow. they can.” Our five newly defined values are focussed more Maintaining dialogue with stakeholders on on the interests of society (see page 23), and our the dilemmas the sector faces commitment to the three strategic priorities of Restoration of trust is not just a question of our change programme – continuing our journey, improving quality, but also of being in continuous working on continuous quality improvement and dialogue with stakeholders regarding the focussing on innovation and growth – is rock dilemmas the audit sector is facing and about solid. At the same time, the expectations of our how we deal with them. Societal responsibility stakeholders are constantly challenging us to and transparency are inseparable from each press on with change. So, we are on our way to other, and they require candour and openness to a new balance, and the progress we have made constructive feedback, particularly about matters during the past year is set out in the Report of the such as our business and remuneration models. Assurance Board. We are on a steep learning curve and we are committed to taking this challenge on. Ad van Gils The recent parliamentary debate about Chair of the Board the Law on supplementary measures for PricewaterhouseCoopers Accountants N.V. audit firms (‘Wet aanvullende maatregelen PwC | Transparency Report 2016-2017 4 Foreword by the chairman Report of the Report of the Assurance Board Assurance Board 1. Continuing our journey 2. Focussing on continuous quality improvement 3. Focussing on innovation and growth Report of the Public Interest Committee Monitoring quality Governance Appendices Acknowledgements PwC | Transparency Report 2016-2017 5 Foreword by the chairman 1. Continuing our journey Report of the Assurance Board 1. Continuing our journey 2. Focussing on continuous quality This Report of the Assurance Board sets out the developments of the improvement past year, clustered around our three strategic priorities. Priority 1 | Continuing our journey 3. Focussing on innovation and growth Our aim is to be an organisation with its societal antennae well- tuned and with our purpose (our Why) as the driver for our Report of the decision-making regarding which engagements we take on, how we Priority 2 | Focussing on continuous Public Interest Committee do them and how we discharge our responsibilities and define our quality improvement success. The characteristics of an organisation like this are set out in Monitoring quality a strategic vision, which we call the PwC Vision 2020. For the Dutch elements of the PwC network of member firms, we have translated Governance Priority 3 | Focussing on innovation and growth this vision into five areas of focus (our What). More information Appendices on the PwC strategy, Vision 2020, is included in PwC NL’s Annual Visual 1 Our journey and the three strategic priorities Report 2016-2017.
Load more

Recommended publications
  • Investor Presentation Transforming to a Specialist Wealth Manager
    Investor Presentation Transforming to a specialist wealth manager March 2016 Van Lanschot at a glance Van Lanschot’s profile Solid performance on all key financials • One strategy: pure-play, independent wealth manager focusing on 2015 2014 preservation and creation of wealth for our clients • Net profit € 42.8m € 108.7m • Underlying result € 60.1m € 54.2m • Two leading brands: Van Lanschot and Kempen & Co • CET I ratio 16.3% 14.6% • CET I ratio, fully loaded 15.4% 13.4% • Total Capital ratio 17.0% 15.2% • Three core activities: Private Banking, Asset Management and • Leverage ratio, fully loaded 6.1% 5.3% Merchant Banking • Funding ratio 94.1% 95.3% • Client assets € 62.6bn € 58.5bn Good progress with strategy Financial targets 2017 • Private Banking: € 0.3 billion net inflow, € 1.5 billion entrusted to Evi Target van Lanschot, commission income +12% 2015 2017 • Asset Management: acquisition of fiduciary management KCM UK as • Common Equity Tier I ratio 16.3% >15% step stone for further international growth, new mandates won early 2016 adding approximately € 2 billion of AuM • Return on Common Equity Tier I 4.9% 10-12% • Merchant Banking: commission income +28%, solid market share in • Efficiency ratio 74.4% 60-65% selected niches, research coverage expanded • Corporate Banking: initial run-off target achieved, run-off continues Van Lanschot Investor Presentation - March 2016 1 1. Profile & Strategy of Van Lanschot 2. Financial Performance FY2015 Agenda Van Lanschot Investor Presentation - March 2016 2 Transforming from small “universal”
    [Show full text]
  • Powerpoint Presentatie
    Analyst Meeting Amsterdam, 1 December 2010 Programme 2.30 pm Ieko Sevinga Private Banking 3.00 pm Arjan Huisman Operations 3.30 pm – 4.00 pm Break 4.00 pm Constant Korthout Funding and Basel III 4.30 pm Floris Deckers Strategy & Outlook for the sector 5.30 pm Drinks & dinner 1 Analyst Meeting Ieko Sevinga, member of the Board of Managing Directors Van Lanschot’s strategy To offer high-quality financial services to wealthy individuals, Mission director-owners and other select client groups Van Lanschot aims to be the best private bank in the Netherlands Vision and Belgium To be able to measure the achievement of its vision, Van Lanschot Targets has formulated targets relating to clients and employees and 2010-2013 financial targets 1. Focus on private banking 2. Enhance commercial effectiveness Strategy 3. Invest continually in service quality 4. Maintain a solid profile Independent Professional Core values Committed Ambitious 3 Strategic priorities Focus on Full-service offering Private Acquisition focused on high net-worth individuals and Banking entrepreneurs and their businesses Enhance Growth of client satisfaction commercial Growth in number of clients effectiveness Growth in revenues Invest Customer care continually in Transparent and good product and service offering service quality Operational excellence Risk management Maintain Cost control a sound Stricter deployment of capital for clients with a view to expected profile higher capital requirements 4 Focused business model FULL SERVICE OFFERING Business Private Banking
    [Show full text]
  • Invitation and Agenda to the Annual General Meeting of Shareholders Of
    invitation and agenda to the annual general meeting of shareholders of van lanschot nv, to be held in the auditorium of the van lanschot tower, leonardo da vinciplein 60, ’s-hertogenbosch, the netherlands, on thursday 15 may 2014 at 2 p.m. 1 invitation and agenda ANNUAL GENERAL MEETING OF 9. Extension of powers of the Board of Managing SHAREHOLDERS OF VAN LANSCHOT NV Directors a) Extension of the power of the Board of Managing Directors to issue ordinary shares (voting item) Van Lanschot NV invites its shareholders and holders of b) Extension of the power of the Board of Managing Directors depositary receipts to attend the Annual General to limit or exclude the pre-emption right in the event of the Meeting, to be held in the auditorium of the Van Lanschot issue of ordinary shares (voting item) Tower, Leonardo Da Vinciplein 60, ’s-Hertogenbosch, the Netherlands, on Thursday 15 May 2014 at 2 p.m. 10. Any other business and closure of meeting Availability of meeting documents 1. Opening Prior to the meeting, the following documents can be obtained by the shareholders and holders of depositary receipts at no cost 2. 2013 annual report from the office of Van Lanschot NV (Leonardo da Vinciplein 60, a) Report of the Supervisory Board (discussion item) 5223 DR, ’s-Hertogenbosch, the Netherlands): b) Report of the Board of Managing Directors for 2013 – the agenda with explanatory notes; (discussion item) – the report of the Supervisory Board; c) Strategy implementation status report (discussion item) – the Report of the Board of Managing Directors for 2013; – the 2013 financial statements and other information; 3.
    [Show full text]
  • Investor Presentation
    Investor presentation April 2021 Van Lanschot Kempen at a glance Profile Solid performance on all key financials • Well capitalised, profitable wealth manager with a strong specialist position in the market 2020 2019 • • Strong brand names, reliable reputation, rich history Net result €49.8m €80.2m* • Clear choice for wealth management, targeting private, wholesale & institutional and corporate clients • CET 1 ratio 24.3% 23.8% • • Tailored, personal and professional service Total capital ratio 27.4% 26.9% • Uniform way of servicing our client segments • • Strong track record in transformation processes and de-risking Client assets €115.0bn €102.0bn of the company • AuM €99.0bn €87.7bn • Strong balance sheet and attractive capital strategy • Loan book €8.4bn €8.7bn (excluding provisions) Our wealth management strategy 2025 financial targets Supported by our strong client relationships we are a leading player in our relevant markets and geographies 2020 Target 2025 • Common Equity Tier 1 ratio 24.3% 15 - 17% Our strategic pillars: • Return on CET1 • Accelerate growth – organically and inorganically 4.4% 10 - 12% • Activate our full potential • Efficiency ratio 85.7% 70 - 72% • Advance through digitalisation and advanced analytics • Dividend pay-out • Adapt the workforce 65% 50 - 70%** • Achieve our sustainability ambitions *Adjusted for the sales of our stakes in AIO II and VLC & Partners, and goodwill impairments **Of underlying net result attributable to shareholders 2 Van Lanschot Kempen is a well-capitalised, profitable, independent wealth manager Van Lanschot Kempen’s rich history reaches back over 280 years Acquisition Staalbankiers’ private banking activities Strategic Partnership review Successful with a.s.r.
    [Show full text]
  • Bank of England List of Banks
    LIST OF BANKS AS COMPILED BY THE BANK OF ENGLAND AS AT 31 October 2017 (Amendments to the List of Banks since 30 September 2017 can be found on page 5) Banks incorporated in the United Kingdom Abbey National Treasury Services Plc DB UK Bank Limited ABC International Bank Plc Diamond Bank (UK) Plc Access Bank UK Limited, The Duncan Lawrie Limited (Applied to cancel) Adam & Company Plc ADIB (UK) Ltd EFG Private Bank Limited Agricultural Bank of China (UK) Limited Europe Arab Bank plc Ahli United Bank (UK) PLC AIB Group (UK) Plc FBN Bank (UK) Ltd Airdrie Savings Bank FCE Bank Plc Al Rayan Bank PLC FCMB Bank (UK) Limited Aldermore Bank Plc Alliance Trust Savings Limited Gatehouse Bank Plc Alpha Bank London Limited Ghana International Bank Plc ANZ Bank (Europe) Limited Goldman Sachs International Bank Arbuthnot Latham & Co Limited Guaranty Trust Bank (UK) Limited Atom Bank PLC Gulf International Bank (UK) Limited Axis Bank UK Limited Habib Bank Zurich Plc Bank and Clients PLC Habibsons Bank Limited Bank Leumi (UK) plc Hampden & Co Plc Bank Mandiri (Europe) Limited Hampshire Trust Bank Plc Bank Of America Merrill Lynch International Limited Harrods Bank Ltd Bank of Beirut (UK) Ltd Havin Bank Ltd Bank of Ceylon (UK) Ltd HSBC Bank Plc Bank of China (UK) Ltd HSBC Private Bank (UK) Limited Bank of Cyprus UK Limited HSBC Trust Company (UK) Ltd Bank of Ireland (UK) Plc HSBC UK RFB Limited Bank of London and The Middle East plc Bank of New York Mellon (International) Limited, The ICBC (London) plc Bank of Scotland plc ICBC Standard Bank Plc Bank of the Philippine Islands (Europe) PLC ICICI Bank UK Plc Bank Saderat Plc Investec Bank PLC Bank Sepah International Plc Itau BBA International PLC Barclays Bank Plc Barclays Bank UK PLC J.P.
    [Show full text]
  • Second Update to the 2014 Registration Document and Half Year Financial Report Filed with the Amf on August 3, 2015
    SECOND UPDATE TO THE 2014 REGISTRATION DOCUMENT AND HALF YEAR FINANCIAL REPORT FILED WITH THE AMF ON AUGUST 3, 2015 Registration document and annual financial report filed with the AMF (Autorité des Marchés Financiers) on March 6, 2015 under No. D.15-0107 First update filed with the AMF (’Autorité des Marchés Financiers) on April 30, 2015 under No. D.15-0107 sous le numéro D.15-0107-A01 The English language version of this report is a free translation from the original, which was prepared in French. All possible care has been taken to ensure that the translation is accurate presentation of the original. However, in all matters of interpretation, views or opinion expressed in the original language version of the document in French take precedence over the translation. Société Anonyme (Public Limited Company) with capital of 2,492,372,484 euros Head office : 16 boulevard des Italiens, 75009 PARIS R.C.S.: PARIS 662 042 449 BNP PARIBAS – SECOND UPDATE TO THE REGISTRATION DOCUMENT 1. HALF YEAR MANAGEMENT REPORT .................................................................................................... 3 2. GOVERNANCE ......................................................................................................................................... 67 3. FINANCIAL INFORMATION AS AT 30 JUNE 2015 ................................................................................ 68 4. RISKS AND CAPITAL ADEQUACY (UNAUDITED) ............................................................................. 152 5. ADDITIONAL INFORMATION ...............................................................................................................
    [Show full text]
  • Philanthropy Services by Dutch Banks: Creating Impact for Colleagues, Clients and Charities
    Philanthropy services by Dutch banks: Creating impact for colleagues, clients and charities Philanthropy services by Dutch banks: Creating Impact for Colleagues, Clients and Charities Jacqueline Detiger (www.betergeven.nl) Joining forces for more impact In October 2015 four Dutch Charity Desks at banks offering philanthropy services to wealthy clients set up the FAFI network (the name derives from Philanthropy Advice by Financial Institutions). The aim of this cooperation is to meet regularly to share best practices, new perspectives and research results so as to improve knowledge and insights in philanthropy and to be able to expand the number of clients making use of philanthropy advice. Jacqueline Detiger ecent research in the Netherlands shows Banks provide this service because customers that wealthy individuals are looking for show a keen interest in it and it is part of these ways to give more strategically. Charity banks’ DNA. Guus Loomans of Rabobank states: desks of banks provide this service. In the “We have a long tradition of giving through our Rend, it is all about helping clients with their giving foundation and through our employee giving plan and to increase the number of clients investing in fund. Giving is in the DNA of our Cooperative charities: making the pie bigger for everyone! Bank. To be able to support our clients with philanthropy we started our Charity Management We even have a verb for joining forces so as to get Services eight years ago.” Andrew Mackay of positive results that are beneficial for everybody. Van Lanschot Charity Service remarks: “The client is asking us about giving and social investing.
    [Show full text]
  • 2018 Transparency Report Deloitte Accountants B.V. Aspire with Assurance Date Published Sept 28, 2018
    0 2018 Transparency Report Deloitte Accountants B.V. Aspire with assurance Date published Sept 28, 2018 0 2018 Transparency Report | Regulatory context Regulatory context This Transparency Report has been prepared in accordance with Article 13 of the Regulation No 537/2014 of the European Parliament and of the Council of 16 April 2014 (The EU Audit Regulation). The EU Audit Regulation came into force on 17 June 2016 and requires publication of an annual Transparency Report by audit firms that perform statutory audits of public interest entities. It supersedes the provisions of the ‘Wet toezicht accountantsorganisaties (Wta)’. This Transparency Report relates to our principal activities in the Netherlands for the financial year ending May 31, 2018 unless otherwise stated. 1 2018 Transparency Report | Contents Contents Leadership message – Report from the Executive Board of Deloitte Accountants B.V. 2 Leadership message – Report from the supervisory board of Deloitte Coöperatief U.A. 5 Deloitte network 9 Developing leadership – Talent 14 What Deloitte Audit & Assurance brings to capital markets 19 External and internal audit quality monitoring 22 Independence, ethics, and additional disclosures 37 Appendices 42 Appendix A | EU EEA audit firms 43 Appendix B | Financial information 46 Appendix C | Public interest entities 47 Appendix D | Status of implementation of NBA Measures 51 2 2018 Transparency Report | Leadership message – Report from the Executive Board of Deloitte Accountants B.V. Leadership message – Report from the Executive Board of Deloitte Accountants B.V. For Deloitte making an impact that matters means • Our Quality, with significant investments in, for that we focus on delivering independent high example, (i) further bolstering root cause quality audits and are dedicated to pursuing analyses to properly understand and develop opportunities and addressing challenges to meet leading practices; (ii) the global Audit Quality the expectations of the public interest.
    [Show full text]
  • De Nederlandsche Bank Nv
    DE NEDERLANDSCHE BANK NV Uitvoering Wet toezicht kredietwezen 1992 Verklaringen van geen bezwaar op grond van artikel 26 van de Wet toezicht kredietwezen 1992 (Wtk 1992) In de verslagperiode zijn op grond van artikel 26 Wtk 1992 door de Nederlandsche Bank, vanwege de Minister van Financiën, de volgende verklaringen van geen bezwaar verleend of ingetrokken. Verleend aan: Aard van de handeling: Betrokken onderneming Datum afgifte of of instelling intrekking van de verklaring van geen bezwaar Art. 23, eerste lid, sub b; deelneming Amsterdam International Bank 50% rechtstreeks DBTC Effectenbewaarbedrijf B.V. 01-11-1999 and Trust Company B.V. Rabobank Nederland 100% middellijk Isacle Investments B.V. 04-11-1999 Westland/Utrecht 100% middellijk C.V. Obligo 04-11-1999 Hypotheekbank N.V. ABN AMRO Bank N.V. 100% middellijk ABN AMRO International Treasury 05-11-1999 Securities Company Kft ABN AMRO Bank N.V. 33% middellijk ECT Beheer B.V. 05-11-1999 ABN AMRO Bank N.V. 12,6% middellijk Infomedas, Agencia de Valores S.A. 05-11-1999 ABN AMRO Bank N.V. 22,3% middellijk Balzac Participation S.A. 05-11-1999 ABN AMRO Bank N.V. 20% middellijk Stichting NavPart 05-11-1999 ABN AMRO Bank N.V. 20% middellijk NavPart I B.V. 05-11-1999 ABN AMRO Bank N.V. 20% middellijk NavPart II B.V. 05-11-1999 ABN AMRO Bank N.V. 33% middellijk Darfeuille Associés S.A. 05-11-1999 ABN AMRO Bank N.V. 20% middellijk Plus Intergration Supply Chain Solutions B.V. 05-11-1999 Rabobank Nederland 50% middellijk Geronimo B.V.
    [Show full text]
  • Registered Delegates for the ICMA AGM & Conference As at June 6
    Registered delegates for ICMA AGM and Conference in Berlin as at June 6, 2014 Company Title First Name Surname Job title Aareal Bank AG Mr. Jan Kopp Director Operations Legal & Documentation Aargauische Kantonalbank Mr. Peter Pastor SL Treasury & Trading ABB Capital B.V. Mrs. Céleste Tchetgen Vogel Senior Counsel Finance ABN AMRO Bank N.V. Mr. Philip Brutsche Managing Director, Fixed Income & Rates Sales ABN AMRO Bank N.V. Mr. Roland Kepel Head of Fixed Income Sales ABN AMRO Bank N.V. Ms. Ingrid Out Fixed income network sales ABN AMRO Bank N.V. Mr. Bart-Jan van der Noord Sales Advisor ABN AMRO Bank N.V. Mr. Eric Wilde Senior Sales Advisor ACI - The Financial Markets Association Mr. Jean-Pierre Ravisé Managing Director AFS Interest B.V. Mr. Rutger Jakobsen Director Fixed Income AFS Interest B.V. Mr. Boele van der Linden Fixed Income Sales Allen & Overy LLP Mr. Berthold Kusserow Partner Allen & Overy LLP Mr. Patrick Scholl Counsel Allianz Global Investors Europe GmbH Mr. Burkhard Ober Head of Allianz SE, European Affairs Office Brussels Anbima-Brazilian Financial and Capital Market Association Mr. Inô Gazotti Bonds and derivatives markets representation manager Arab African International Bank Mr. Omar Khattab General Manager - Group Treasurer / Dealing Room Arab African International Bank Mrs. Nevine Sabbour Assistant Managing Director - Head of Business Strategies & Finance Group Ashurst LLP Ms. Anna Delgado Partner Ashurst LLP Mr. Francis Kucera Partner Asian Development Bank (ADB) Mr. Thierry de Longuemar Vice President - Finance and Risk Management Association for Financial Markets in Europe (AFME) Mr. Rick Watson Head of Capital Markets Australia and New Zealand Banking Group Limited Mr.
    [Show full text]
  • The European Private Banking Group Munich Guiding Principles
    AMSTERDAM BRUSSELS LONDON 2017 ANNUAL REPORT LUXEMBOURG MADRID THE EUROPEAN PRIVATE BANKING GROUP MUNICH GUIDING PRINCIPLES MISSION TO PRESERVE AND GROW EACH CLIENT’S WEALTH ACROSS GENERATIONS VISION TO BE RECOGNIZED AS A TRUSTED PARTNER AND LEADING PRIVATE BANK EVERYWHERE WE OPERATE I C E INTEGRITY COMMITMENT EXCELLENCE VALUES INTEGRITY, COMMITMENT AND EXCELLENCE 2 2017 ANNUAL REPORT EUROPEAN NETWORK Founders Court, Lothbury Herrmann Debrouxlaan 46 43, boulevard Royal Herengracht 537 London EC2R 7HE B-1160 Brussels L-2955 Luxembourg 1017 BV Amsterdam United Kingdom Belgium Luxembourg The Netherlands www.brownshipley.com www.pldw.be www.kbl.lu www.insingergilissen.nl 57, Calle Serrano 2, boulevard E. Servais Pacellistrasse 16 E-28006 Madrid L-2355 Luxembourg D-80333 Munich Spain Luxembourg Germany www.kbl-bank.es www.puilaetco.lu www.merckfinck.de 2017 ANNUAL REPORT 3 CONTENTS 5 WELCOME FROM THE GROUP CEO 7 DIRECTORS & MANAGEMENT 10 2017 IN REVIEW 12 KEY CONSOLIDATED FIGURES 15 CONSOLIDATED MANAGEMENT REPORT 26 2017 IN REVIEW: AFFILIATES 30 NON-FINANCIAL & DIVERSITY INFORMATION 37 NON-CONSOLIDATED MANAGEMENT REPORT 38 APPENDICES 48 CONTACT INFORMATION 4 2017 ANNUAL REPORT WELCOME FROM THE GROUP CEO Thank you for your interest in KBL European Private But we also know Bankers, the pan-European private banking group that organizational headquartered in Luxembourg. excellence alone is insufficient, and that As Europe’s only network of boutique private banks, providing superior KBL epb builds on the heritage and track record of our products and great strong domestic brands – with deep local knowledge service is likewise not and cross-border expertise – to meet the evolving enough.
    [Show full text]
  • Transparency Report FY10 Versie 29-9-10.Docx
    Transparency Report 2010 Ernst & Young Accountants LLP The Netherlands License number 13000742 Transparency Report 2010 Ernst & Young Accountants LLP Contents Contents Introduction 3 Legal structure, ownership and governance 4 Network arrangements 6 Internal quality control system 8 Effectiveness of quality control system 8 Instilling professional values 9 Performing audits 10 Review and consultation 11 Internal and external accountability 13 Audit quality reviews 14 External quality assurance review 15 Independence practices 16 Continuing education of statutory auditors 19 Financial information 20 Partner remuneration 21 Statement of policy makers 22 Appendix: ‘Organisaties van openbaar belang’ 23 More information about Ernst & Young can be found in the Global Review on our website at www.ey.com Transparency Report 2010 — Ernst & Young Accountants LLP 2 Introduction At Ernst & Young, we firmly believe the audit profession plays a vital role in promoting the transparency that underpins confidence in the world’s capital markets and drives economic growth. We have welcomed the independent oversight that auditors have faced globally over the past decade, because we believe it has helped to further improve the quality of our work and auditors have become more transparent to all of our stakeholders. As part of our profession’s move to greater transparency, the European Union’s 8th Company Law Directive and the Dutch Decree on Supervision of Audit Firms (Besluit toezicht accountantsorganisaties) require statutory auditors of Public Interest Entities (OOB’s) to publish annual transparency reports disclosing certain information. This Ernst & Young Accountants LLP Transparency Report 2010 complies with the Directive and the Dutch Decree on the Supervision of Audit Firms, and covers the period 1 July 2009 – 30 June 2010.
    [Show full text]