DOCSLIB.ORG

Investor Relations Release Postbank Will Process Payment Transactions

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Investor Relations Release Postbank Will Process Payment Transactions Investor Relations Release Postbank will process payment transactions for Deutsche Bank and Dresdner Bank - Deutsche Bank to contribute its subsidiary DB Payments - Dresdner Bank to contribute its subsidiary Dresdner Zahlungsverkehrsservice - Joint synergies Deutsche Bank and Dresdner Bank will have their payments processed by Postbank. Preliminary agreements for this have now been signed by the three companies. The partners see this as an important step in implementing their strategic objectives and as an important signal for the consolidation of the German banking market. For the three banks' clients, nothing will change: The clients' accounts will continue to be kept, as before, with their respective banks. As a result of this agreement, Postbank will become one of the leading payments clearing houses in Germany. A few days ago, Postbank announced it was examining the possibilities of an IPO within the next 18 months. For this reason, Professor Dr. Wulf von Schimmelmann, Chairman of the Board of Management of Deutsche Postbank AG, sees the transaction as "an important component of the planned IPO". It strengthens the bank’s new business field "Transaction Bank". "The capacity of our platform will be used more efficiently. Thus, we can present a win-win situation for everyone involved: Our partners will be able to reduce their costs; we will be able to increase our revenues." Already today, Postbank is one of the big players in clearing payments, handling over 10 million transactions per day. For Deutsche Bank, this is a further logical step in the concentration on its core businesses and represents a high-performance partnership. "Early on we signalized to the market that we wanted to achieve synergies in transaction banking. By contributing DB Payments to the cooperation, we are creating cost advantages for ourselves as well as a long-term strategic partnership", commented Hermann-Josef Lamberti, member of the Board of Managing Directors and COO of Deutsche Bank. "This new partnership in payments processing is a significant element in the vigorous implementation of our program for the future of the 'New Dresdner'", said Dr. Herbert Walter, Chairman of the Board of Managing Directors of Dresdner Bank. "By taking this important step, we can structure our business operations more efficiently and concentrate fully on our clients." -2- Postbank will execute the clearing and settlement of Deutsche Bank's and Dresdner Bank's payment transactions. To do so, Postbank will acquire DB Payments AG from Deutsche Bank as well as Dresdner Zahlungsverkehrsservice GmbH from Dresdner Bank. Further steps will be agreed by the banks before year's end. The partners also plan to develop a joint SAP-based IT platform. Postbank's objective for the near future is to process payment transactions for additional partners as well. Furthermore, Postbank is examining whether its securities processing could be carried out in the future by european transaction bank AG. Contract negotiations are scheduled to be concluded by the end of the year 2003. These planned agreements are, as usual, subject to the approval of the relevant committees and regulatory authorities. Munich, October 1, 2003 These assessments are, as always, subject to the disclaimer provided below. Cautionary Note Regarding Forward-Looking Statements Certain of the statements contained herein may be statements of future expectations and other forward-looking statements that are based on management's current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. In addition to statements which are forward-looking by reason of context, the words ‘may, will, should, expects, plans, intends, anticipates, believes, estimates, predicts, potential, or continue’ and similar expressions identify forward-looking statements. Actual results, performance or events may differ materially from those in such statements due to, without limitation, (i) general economic conditions, including in particular economic conditions in the Allianz Group's core business and core markets, (ii) performance of financial markets, including emerging markets, (iii) the frequency and severity of insured loss events, (iv) mortality and morbidity levels and trends, (v) persistency levels, (vi) the extent of credit defaults (vii) interest rate levels, (viii) currency exchange rates including the Euro-U.S. dollar exchange rate, (ix) changing levels of competition, (x) changes in laws and regulations, including monetary convergence and the European Monetary Union, (xi) changes in the policies of central banks and/or foreign governments, (xii) the impact of acquisitions, including related integration issues, (xiii) reorganization measures and (xiv) general competitive factors, in each case on a local, regional, national and/or global basis. Many of these factors may be more likely to occur, or more pronounced, as a result of terrorist activities and their consequences. The matters discussed herein may also involve risks and uncertainties described from time to time in Allianz AG’s filings with the U.S. Securities and Exchange Commission. The company assumes no obligation to update any forward-looking statement. No duty to update The company assumes no obligation to update any information contained herein..
Load more

Recommended publications
  • A New Era in Retail Banking 2Q: a Record Quarter Acquisitions Fire up Growth Strategy
    03 August 2007 A new era in retail banking 2Q: A record quarter Acquisitions fire up growth strategy ING Shareholder 03 – August 2007 Dear reader, In the past few months, ING has been in the ING’s goal is to be a leading global provider of This magazine is a quarterly publication news with several major announcements about wealth accumulation and retirement services for by ING Group for shareholders and others acquisitions, divestments and a major investment individuals. ING’s three insurance executive board interested in ING. in the Dutch retail banking market. They are all members, Jacques de Vaucleroy, Tom McInerney Subscribe to ING Shareholder part of ING’s strategy of efficiently using capital and Hans van der Noordaa explain how insurance Fax (+3) 4 65 2 25 to create long term growth. In this issue, we take is changing and how companies such as ING Mail P.O. Box 258, 5280 AG Boxtel a look at some of these projects and discuss the have the capacity to play a major role in wealth The Netherlands strategy underlying them. In the Netherlands, the accumulation. Internet: www.ing.com Postbank and ING Bank combination was indeed big news. As our story explains, it is all about In the ten years ING Direct has been in business, Editorial office bringing together the best of both entities and the direct bank has become the largest direct ING Group, Corporate Communications building a bank with the best selected range of bank in the world. We profile one of ING Direct’s Investor Relations Department products and services.
    [Show full text]
  • UBS Investment Research Post-Crisis Banking
    !"# Global Equity Research Global UBS Investment Research Banks Post-crisis banking Equity Strategy Basel III proposal 17 December 2009 ! Consultation paper www.ubs.com/investmentresearch Today, the Basel Committee for Bank Supervision published a consultation paper on financial regulatory reforms that set out to enhance capital and liquidity standards. The consultation paper is subject to an impact assessment and at this stage lacks definitive quantifications. Philip Finch Analyst ! Key proposals [email protected] Proposed changes to financial regulations include: 1) a capital ratio based on +44-20-7568 3456 common equity and retained earnings (excluding hybrids and DTAs); 2) an Peter Carter introduction of a leverage ratio based on a harmonised definition; 3) a 30-day Analyst liquidity ratio; 4) counter-cyclical buffers; and 5) a new risk weighting to reflect [email protected] counter-party risk. +44 20 7568 4043 ! Potential timeframe The proposed measures are subject to an impact assessment to be carried out in the first half of 2010. Feedback on the consultative documents should be submitted by 16 April 2010. The implementation deadline is year-end 2012, although extended transition arrangements might be permitted. ! Initial conclusion While the proposed framework appears to be robust and comprehensive, regulatory uncertainty will likely persist, given the absence of definitive quantifications, and could continue to weigh on sector growth and risk appetite. As such, we maintain our preference for banks that are well capitalised and strongly funded. Following coverage initiation, we add BAC to our preferred list. This report has been prepared by UBS Limited ANALYST CERTIFICATION AND REQUIRED DISCLOSURES BEGIN ON PAGE 8.
    [Show full text]
  • A Solid Governance Structure As Basis for Economic Success
    Corporate Governance at Commerzbank A solid governance structure as basis for economic success Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 1 Corporate Supervisory Board Supervisory Board Board of Managing Remuneration of Governance Composition Remuneration Directors Managing Directors Agenda No. Topic Page 1 Corporate Governance 2 2 Supervisory Board - Composition 4 3 Remuneration of the Supervisory Board 11 4 Board of Managing Directors - Composition 13 5 Remuneration of the Board of Managing Directors 17 Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 2 Corporate Governance Chapter No. 1 Commerzbank AG, Group Investor Relations, Frankfurt, June 2021 3 Corporate Supervisory Board Supervisory Board Board of Managing Remuneration of Governance Composition Remuneration Directors Managing Directors Collaboration between the Supervisory Board and the Board of Managing Directors in the German “Two-tier Board System” A structure of the Board of Directors of a company used in certain Executive Control Ownership European countries, such as Germany, that comprises two tiers: Level Level Level › a Supervisory Board, on which representatives of employees and Two-tier Two-tier Management Supervisory shareholders are represented; Shareholders Board System Board Board › a Management Board (Board of Managing Directors or System Executive Board) that is concerned with the day-to-day running of One-tier the business. Board (Chair & CEO) Shareholders System Supervisory Board Board of Managing Directors › The Supervisory Board supervises and › The Board of Managing Directors is advises the Board of Managing Directors on responsible for independently managing the managing the bank. enterprise. › The Supervisory Board supervises the Board › It is obliged to act in the bank’s best interest of Managing Directors in particular with and undertakes to increase the enterprise respect to compliance with all respective value of the bank sustainably.
    [Show full text]
  • Deutsche Postbank 2006 Group Annual Report Postbank. More Bank
    Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan. 1 – Dec. 31 2006 2005 Consolidated income statement Postbank. More bank. Balance sheet-related revenues ¤m 2,710 2,132 Total income ¤m 4,117 2,831 Administrative expenses ¤m –2,812 –1,886 2006 Group Annual Report Profit before tax ¤m 941 719 Consolidated net profit ¤m 695 492 Total cost/income ratio % 68.3 66.6 Cost/income ratio in traditional banking business % 66.7 63.7 Return on equity1 before tax % 18.9 15.0 Deutsche Postbank AG after tax % 14.0 10.3 Earnings per share ¤ 4.24 3.00 Dec. 31, 2006 Dec. 31, 2005 Consolidated balance sheet Total assets ¤m 184,887 140,280 Customer deposits ¤m 87,663 68,418 Customer loans ¤m 79,388 44,134 Allowance for losses on loans and advances ¤m 1,155 776 Equity ¤m 5,207 5,061 BIS regulatory indicators Tier 1 ratio % 5.5 8.3 Capital ratio % 8.1 10.7 Tier 1 ratio in accordance with Basel II2 % 6.6 – Headcount thousand 21.49 9.24 Long-term ratings Moody's A 1 A 1 Outlook stable stable Standard & Poor's A A Outlook negative negative Fitch A A Outlook stable stable Information on Postbank shares Dec. 31, 2006 Dec. 31, 2005 Share price at the balance sheet date ¤ 63.97 49.00 Share price (Jan. 1 – Dec. 31) high ¤ 65.45 50.84 low ¤ 48.21 32.16 Market capitalization on December, 31 ¤m 10,491 8,036 Number of shares million 164.0 164.0 678 107 017 1 Prior-period figures restated 2 Internal calculation in accordance with the Solvabilitätsverordnung (SolvV – Solvency Ordinance) and the Kreditwesengesetz (KWG – German Banking Act) Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan.
    [Show full text]
  • For Legal Reasons, Private Bankers Domiciled in Switzerland Were Not Included in This List
    Bank for International Settlements March 2010 Monetary and Economic Department RESTRICTED Triennial Central Bank Survey of Foreign Exchange and Derivatives Market Activity Turnover in April 2010 FINAL list of reporting dealers by country, name and SWIFT code SWIFT ID Country Name (N: Not available) Note: For legal reasons, private bankers domiciled in Switzerland were not included in this list. 1 AR ABN AMRO BANK N V ABNAARBA 2ARAMERICAN EXPRESS BANK LTD SA AEIBARB1 3ARBANCO BI CREDITANSTALT SA BIINARBA 4ARBANCO BRADESCO ARGENTINA SA BBDEARBA 5ARBANCO CETELEM ARGENTINA SA N 6ARBANCO CMF SA CMFBARBA 7ARBANCO COLUMBIA SA N 8ARBANCO COMAFI SA QUILARBA 9ARBANCO CREDICOOP COOPERATIVO LIMITADO BCOOARBA 10 AR BANCO DE CORRIENTES SA N 11 AR BANCO DE FORMOSA SA BFSAARBF 12 AR BANCO DE GALICIA Y BUENOS AIRES SA GABAARBA 13 AR BANCO DE INVERSION Y COMERCIO EXTERIOR SA BICXARBA 14 AR BANCO DE LA CIUDAD DE BUENOS AIRES BACIARBA 15 AR BANCO DE LA NACION ARGENTINA NACNARBA 16 AR BANCO DE LA PAMPA PAMPARBA 17 AR BANCO DE LA PROVINCIA DE BUENOS AIRES PRBAARBADIV 18 AR BANCO DE LA PROVINCIA DE CORDOBA CORDARBA 19 AR BANCO DE LA PROVINCIA DEL NEUQUEN BPNEARBA 20 AR BANCO DE LA REPUBLICA ORIENTAL DEL URUGUAY BROUARBA 21 AR BANCO DE SAN JUAN SA N 22 AR BANCO DE SANTA CRUZ SA BPSCARB1 23 AR BANCO DE SANTIAGO DEL ESTERO SA N 24 AR BANCO DE SERVICIOS Y TRANSACCIONES SA N 25 AR BANCO DE VALORES SA BAVAARBA 26 AR BANCO DEL CHUBUT SA BPCHARBA 27 AR BANCO DEL SOL SA N 28 AR BANCO DEL TUCUMAN SA BDTUARBM 29 AR BANCO DO BRASIL SA BRASARBA 30 AR BANCO FINANSUR SA BFSUARBA
    [Show full text]
  • Keynote Address by Hyun Song Shin
    Bank capital, dividends and management compensation Hyun Song Shin* Bank for International Settlements 2017 Biennial IADI Research Conference Basel, 1 June 2017 * The views expressed here are mine, not necessarily those of the Bank for International Settlements. Equity as foundation for lending Annual changes in assets, equity and debt for a large European bank 1999–2015, in billions of euros Graph 3 300 y = 0.999x – 5.08 200 R2 = 0.999 100 0 –100 Debt (equity) change –200 –100 –50 0 50 100 150 200 250 300 350 400 Asset change Debt change Equity change Scatter plot showing how much of the change in assets is accounted for by changes in debt and equity, respectively. Annual changes in billions of euros are shown for large European bank (1999-2015). Sources: S&P Capital IQ; BIS calculations. 2 Bank capital as foundation for lending Equity foundation of the building Leverage height of the building 3 Sutyagin house 4 Sutyagin house 5 Sound banks lend more Some stylised facts on bank leverage1 Figure 1 Cost of funding Non-equity funding Lending y = 11.1 - 0.112x y = 2.46 + 0.0331x 6 2 y = 10.7 - 0.138x R = 0.12 21 21 R2 = 0.16 R2 = 0.14 5 14 14 4 7 7 3 0 0 2 Growth of non-equity funding Growth of lending Cost of non-equity funding 1 –7 –7 10 20 30 40 50 60 70 10 20 30 40 50 60 70 10 20 30 40 50 60 70 Total assets/Equity Total assets/Equity Total assets/Equity 1 The panels represent scatter plots between the average level of leverage for a group of 105 international banks and selected bank-specific indicators: average cost of funding, average growth rate of non-equity financing; average annual growth rate of lending.
    [Show full text]
  • Banking Automation Bulletin | Media Pack 2021
    Banking Automation BULLETIN Media Pack 2021 Reaching and staying in touch with your commercial targets is more important than ever Curated news, opinions and intelligence on Editorial overview banking and cash automation, self-service and digital banking, cards and payments since 1979 Banking Automation Bulletin is a subscription newsletter Independent and authoritative insights from focused on key issues in banking and cash automation, industry experts, including proprietary global self-service and digital banking, cards and payments. research by RBR The Bulletin is published monthly by RBR and draws 4,000 named subscribers of digital and printed extensively on the firm’s proprietary industry research. editions with total, monthly readership of 12,000 The Bulletin is valued by its readership for providing independent and insightful news, opinions and 88% of readership are senior decision makers information on issues of core interest. representing more than 1,000 banks across 106 countries worldwide Regular topics covered by the Bulletin include: Strong social media presence through focused LinkedIn discussion group with 8,500+ members • Artificial intelligence and machine learning and Twitter @RBRLondon • Biometric authentication 12 issues per year with bonus distribution at key • Blockchain and cryptocurrency industry events around the world • Branch and digital transformation Unique opportunity to reach high-quality • Cash usage and automation readership via impactful adverts and advertorials • Deposit automation and recycling • Digital banking and payments Who should advertise? • Financial inclusion and accessibility • Fintech innovation Banking Automation Bulletin is a unique and powerful • IP video and behavioural analytics advertising medium for organisations providing • Logical, cyber and physical bank security solutions to retail banks.
    [Show full text]
  • Patrick Cichy
    Patrick Cichy Partner Corporate and M&A excellent content, strong client focus Client, JUVE Handbook 2018/2019 Primary practice Corporate and M&A 29/09/2021 Patrick Cichy | Freshfields Bruckhaus Deringer About Patrick Cichy <p><strong>Patrick is a partner in our global transaction practice. </strong></p> <p>Since joining the firm, he has worked across many industries with a particular focus on financial institutions.</p> <p>Patrick is often recommended for financial institutions and corporate/M&amp;A advice and has built long-term relationships with clients for whom he has acted.</p> <p>He is very comfortable with complex, high-profile transactions. His MBA enables him to focus on and add value to the commercial aspects of each deal, while his nine-month secondment to Deutsche Bank&rsquo;s M&amp;A department in New York and his long-term advice in particular for Hamburg Commercial Bank mean Patrick understands the workings of large financial institutions. He also has good knowledge of the renewable energy and infrastructure/transport sectors.</p> <p>Patrick is our lead country partner for the Nordics, the author of various publications and&nbsp;a regular speaker at conferences.</p> <p>A native German speaker, Patrick also&nbsp;speaks English and French.</p> Recent work <ul> <li>Advising Hamburg Commercial Bank (ex HSH Nordbank) since 2009 on several large projects, including its restructuring, EU subsidy proceedings, recovery and resolution planning, AQR/stress test, sale of a &euro;5bn non-performing shipping portfolio to a state-owned
    [Show full text]
  • European Banks
    European Banks High Grade Credit | Europe | Banks 01 August 2011 Data & drivers Richard Thomas +44 20 7996 0128 Research Analyst MLI (UK) Bi-annual data set; all investment cases updated [email protected] We publish our bi-annual data set on the banks. Financial statistics are updated to end-2010, the last available full data set. We have attempted to update all bank investment cases to Friday 29th July, however. We provide comparative charts for key income statement and balance sheet metrics and ratios, as well as country by country comparative analysis. We present our updated 1-pagers of our coverage universe. We have changed the format of this to make it more (we hope) user friendly. Hard copies of this publication will also be available. Please contact us or your salesperson if you would like a hard copy. How we classify the banks in terms of fundamental strength A List B List Grey List Watchlist Barclays ABN AMRO ↑ Banca MPS Alpha Bank BNP Paribas BBVA Banco Pastor Anglo Irish Bank Credit Suisse BPCE ↑ Banco Popolare Bank of Ireland HSBC Deutsche Bank Banco Popular Espanol BayernLB Nordea Deutsche Postbank ↑ Banco Sabadell EFG Eurobank Rabobank DNB NOR Bankinter Eurohypo Standard Chartered Erste Bank ↑ BES Millennium BCP ↓ Svenska Handelsbanken Intesa Sanpaolo BP Milano National Bank of Greece Lloyds Banking Group Caixa Geral ↓ Piraeus Bank RBS Commerzbank Spanish savings banks RZB ↑ Credit Agricole ↓ Santander Danske Bank SEB ↑ KBC Swedbank Societe Generale UBS ↑ UBI Banca Unicredit Source: BofA Merrill Lynch Global Research c58da9b710df662c BofA Merrill Lynch does and seeks to do business with companies covered in its research reports.
    [Show full text]
  • Color in Bank Logos – Culture-Specific Or Universal? a Color Clustering of Bank Logos in Jordan, China and Germany
    EAS Journal of Humanities and Cultural Studies Abbreviated Key Title: EAS J Humanit Cult Stud ISSN: 2663-0958 (Print) & ISSN: 2663-6743 (Online) Published By East African Scholars Publisher, Kenya Volume-1 | Issue-4| July-Aug-2019 | Review Article Color In Bank Logos – Culture-Specific Or Universal? A Color Clustering Of Bank Logos in Jordan, China and Germany Annegret M. Gross China University of Petroleum (CPU), Qingdao, China *Corresponding Author Annegret M. Gross Abstract: Colors convey culture-specific messages just like pictures, images, symbols and icons. While an individual color may have a highly positive connotation in one country, it can evoke extremely negative associations in another country. Color has a huge impact on people’s memory and consumer decisions (Asset Communications, 2011) as well as the ability to trigger positive or negative feelings about a product or a service (Grossman and Wisenblit, 1999; Singh, 2006). Therefore, color choice is especially important when a company sells valuable and expensive goods or services that require a high level of commitment and trust from the consumer. Research indicates that banks are in general more likely to use blue and gray in their logos and literature because these two colors tend to have a universal positive meaning. Blue is generally associated with wealth, trust, security and high quality, and gray with strength, exclusivity and success (De Bortoli & Maroto, 2001). This paper intends to analyze the colors used for bank logos and shed light on the question to what extent the universal color theory is applicable the logos of banks in three different countries around the world: Jordan, China and Germany.
    [Show full text]
  • Banking Risk & Regulation Summit
    SUPER EARLY 6TH ANNUAL BIRD £999 BANKING RISK & REGISTER BY 24 MARCH TOPICS ADDRESSED REGULATION SUMMIT FOR 2017 RISK EMEA 2017 KEYNOTE SESSIONS Regulatory landscape | Brexit & Trump 9-10 MAY, 2017 | LONDON Risk culture and conduct | The future of risk management Cyber and technology | Aligning departments FUNDAMENTAL REVIEW OF THE TRADING BOOK Interpretation and implementation | Capital impact IMA and SBA | Execution | Aligning front to back office P&L attribution | Risk factor modellability Full revaluation and expected shortfall CAPITAL MANAGEMENT HEAR FROM MORE THAN 50 CROs & HEADS OF RISK INCLUDING: Basel IV: unintended consequences JEREMY ARNOLD PAUL BERRY WILL JENNINGS STEPHEN SHELLEY JON HINDER Capital optimisation | Stress testing | Integrating regimes Chief Risk Officer, EMEA Chief Risk Officer Chief Risk Officer, Europe Chief Risk Officer, Head of Credit Risk Nomura International Mizuho International Rabobank London Commercial Banking Measurement TLAC and MREL | Internal capital requirements Lloyds Banking Group Bank of England Pillar 2 management | Capital floors ED JENKINS RICHARD CHENGA-REDDY RUTH WANDHÖFER Global Head of Wholesale Global Head of Managing Director, Global Head BRIAN DILLEY TIMOTHY HUDSON Credit & Market Risk Global Head of Conduct Risk Regulatory Affairs Regulatory & Market Strategy Group Director of Fraud and CREDIT RISK HSBC UBS Standard Chartered Bank Citi Financial Crime Prevention IFRS 9 implementation and interpretation | IRB models KANWARDEEP AHLUWALIA Lloyds Banking Group NIGEL WILKINSON IFRS 9 scenario generation | IFRS 9 and IRB approach Deputy Chief Risk Officer for CATHERINE BRETT ADRIAN BURBANKS Global Head of Regulatory EMEA and Head of EMEA Chief Risk Officer, Chief Risk Officer, Europe RICHARD SETTLE Coordination, Chief Risk Backtesting and model validation: IFRS 9 Markets Risk Corporate Bank and the Americas Chief Risk Officer, GSS Officer Division Counterparty credit risk and CCP | Valuation adjustments Bank of America Merrill Lynch Santander National Bank of Abu Dhabi Deutsche Bank Credit Suisse SA-CCR vs.
    [Show full text]
  • QUANT RISK MANAGEMENT 2015 November 17–18 | LONDON
    EARLY BIRD: BRING THE TEAM: ONLY £999 3rd Attendee Goes FREE Register by 23 October 2ND ANNUAL QUANT RISK MANAGEMENT 2015 November 17–18 | LONDON Best Practices And Processes For Quant Professionals In The New Regulatory Financial Order HIGHLIGHTS FOR 2015 INCLUDE: HEAR FROM MORE THAN 20 SENIOR THE ROLE OF THE QUANT RISK PROFESSIONALS INCLUDING: Understand the changing role of quants and the impacts Dong Qu, Global Head of Quants, UniCredit of new regulations on the profession Felix Matschke, Global Head Model Coordination, UBS MODEL RISK & VALIDATION Sylvain Martinez, Global Head of Market Risk and Analytics, Key insights on building an effective governance ICBC Standard Bank framework, the depth and scope of models to include and how to quantify model risk Bertrand Hassani, Group Head of AAA – Risk Methodology (Advanced and Alternative Analytics), Santander CCPs & COUNTERPARTY CREDIT RISK Andrew Green, Head of CVA/FVA Quantitative Research, Best practices for modelling exposure of CCP default, the probability of systemic risk and clarification of the Lloyds Banking Group initiative and bi-lateral margin requirements Jan-Philipp Hoffman, Head of VaR and Price Models, VALUE ADJUSTMENTS AND FAIR VALUE Deutsche Postbank MEASUREMENT Andrea Prampolini, Head, Counterparty Risk Management, Learn how to calculate and compute the MVA and KVA Banca IMI as well as how to account under IFRS 13 and utilise the Richard Rossmanith, Head of Counterparty Credit Risk Analytics adjustments for business decision making Change Delivery, RBS FUNDAMENTAL REVIEW
    [Show full text]