Business Change
Business strategies are now being shaped by the plethora of technology capabilities that are available to organisations of all sizes. Those that view technology as critical to improving business outcomes are outpacing their peers in terms of business growth.
ACS specialise in delivery expert business, technology and data solutions. Our business consulting services help you navigate the many complex headwinds that you face, creating sustainable business strategies, operational capabilities and processes that are underpinned by appropriate technology and data driven solutions.
Strategy
To grow and protect your organisation’s business, reputation and financial success by understanding where your organisation is today, deciding where you want it to be, how to get from now to the future. Fundamentally, this is what we do.
In today’s rapidly advancing world, there is a constant, critical need for Financial Service industry to change, to improve and to evolve. In a world of fierce competition, the lack of efficient and effective change and improvement for organisation can mean risking existence.
As ACS partner with our clients, we engage, we focus, we add value and we deliver to revolutionise on what it means to have a successful, sustainable business. Through deeply understanding our clients, their values and the things that matter, we create purpose-driven direction implemented through goal-based strategic execution. Driving success through a ‘fundamentals up, inside out’ approach.
Leveraging our expertise across behavioural and organisational behaviour, coupled with our leading-edge technical capabilities, at ACS we work to create and implement a well-defined, tangible strategy that drives the organisation forward. As a guiding beacon, the strategy interacts with every aspect of why, how and what the organisation does. The right strategy is therefore imperative to the organisation’s success.
For more information about how we can help you please contact us
Matt Good
CEO and Managing Partner, Finance Transformation
Digital Transformation
Customer and stakeholder behaviour is changing and expectations are becoming more demanding. The digital age has accelerated that change and therefore businesses need to be fast at changing themselves to meet these new expectations. Institutions need to transform the way they engage their stakeholders including customers, service providers and employees. The digital leaders are outperforming their peers in every industry.
Digital Transformation is the structured transformation of business models, processes and activities to fully leverage the opportunities of digital technologies. It requires leadership from the top of the organisation and for business and IT to work together on the transformations. However, most organisations are struggling to know where to start or take their existing digital initiatives to the next level.
We work with business leaders to help accelerate the implementation of successful digital transformations. Our approach to digital transformation is governed by three key attributes that will help you to achieve a successful and compelling Digital Transformation:
- Build integrated ecosystems that can support and facilitate the stakeholder experience across multiple touch points.
- Adopt and gain value from disruptive technologies (Cloud, Big Data, Social, Artificial Intelligence, etc.)
- Integrate your brand with your customers and stakeholders.
Our Offerings:
Digital Strategy
Strategy aligned to corporate objectives, customer needs, technology solutions etc.
Digital Technology Delivery
Solution implementation of the latest technology stacks, Big Data Analytics and Mobility solutions.
For more information about how we can help you please contact us
Rohit Arora
MD India, Global IT Delivery
Intelligent Automation
- Intelligent Automation is the generic term used to describe the world of Robotic Process Automation (RPA), Machine Learning (ML) and Artificial Intelligence (AI)
- Intelligent Automation has the potential to transform financial institutions, creating competitive advantage by increasing efficiency, enhancing customer engagement, mitigating risk and significantly reducing cost.
- Understanding these terms, which one is right for you and what the benefits are is key to ensuring the continued success and accelerated growth of firms in the market place today
- We can walk you through the areas of Intelligent Automation that are most relevant to business need and help you make inspired choices that can create a strong competitive advantage
Our Offerings:
Digital Strategy
We will guide you through the minefield of creating a right strategy that accelerates the business growth through IA.
Business Process Review
We will review your processes to determine which are ready for RPA immediately and which can be rationalised for efficiency to allow for automation. Quick wins with a definitive return on ROI will be recognised at the outset
RPA Transition
We can implement robotic processes and help your staff to understand how to continue to look for and implement automated bots to reduce costs and improve efficiency. ACS will help you define the best software application for your needs and can also create bespoke applications that are defined purely for your business.
ML to AI
ACS can ensure that you are ready understand and implement Machine Learning and Artificial Intelligence for competitive advantage. We will help you ensure your data is complete and accurate and well defined with a comprehensive data model. This will create a strong environment to get the best from these areas and enable improved performance.
For more information about how we can help you please contact us
Andy Wilson
Partner, Business & Technology Change
Business Analytics
Advances in technology now make powerful solutions, marketing and productivity tools, analysis and customer centric approaches to doing business more available and affordable. Many of the options that have previously been seen as only for large Banks are now more accessible to financial institutions of all sizes. As a result, forward looking organisations are increasing revenue and decreasing cost through the application of leading-edge analytics technologies.
Businesses typically progress from standalone information systems with little integration and the use of structured data only, to introducing further systems and gradually integrating these systems to provide cross data analysis with multiple sources of data.
A technically advanced organisation may have a fully integrated enterprise that utilises unstructured data sources, 360° MI reporting, predictive analysis and the latest state of the art approaches to doing business with its customers.
ACS deliver robust solutions comprised of cutting-edge data exploration, visualisation, and analytics capabilities that deliver the following business outcomes:
- Sales optimisation
- Customer experience and insight
- Market intelligence and tracking
- Descriptive, Predictive and Prescriptive Analytics
- Surveillance, oversight and risk control
For more information about how we can help you please contact us
Vijay Jadhav
Partner- Finance and
Risk Architecture
Operational Transformation
Digital and data disruption mean that firms are now re-thinking and re-engineering their operating models to drive out solutions that drive these outcomes in business performance.
Business processes and operations must now become more streamlined and intelligent. Optimised decision making is now, more than ever about the right information at the right time.
By using technology to streamline workflows, slash time spent on repetitive data entry and inefficient processes, gain better insights into opportunities and threats, and create new business models, progressive firms are well positioned to tap into new customer requirements, improve customer engagement and experience, and enter new markets.
ACS specialise in helping clients streamline their operations through process optimisation, automation and the integration of systems, processes and data to create a real-time operating and decision-making environment that reduces operational cost and improves revenue. We make your operational transformation more achievable through small, practical steps of appropriate IT change that deliver real results.
Business process services are supplied across the following functions:
- Finance
- Marketing
- Procurement
- Supply Chain
- HR
- Risk and Compliance
For more information about how we can help you please contact us
Simon Farrell
Partner
Strategic Solutions
Finance Transformation
CFO’s today are under pressure to radically improve the efficiency and effectiveness of their finance function as they are very often comprised of inefficient, duplicated, manually intensive processes, performed on disparate systems and using data that is not fit for purpose and not integrated. In addition, globally emerging regulations such as IFRS, Basel III / IV and Dodd-Frank are forcing the financial services industry to rethink. In essence, enterprise risk management, liquidity risk management, performance management and regulatory compliance are becoming interrelated obligations.
However, most transformations are failing because they lack the strategy for transformation. Typically, such transformations have struggled to answer the following questions:
- What does a world class finance or treasury function actually look like?
- What capabilities and processes do I need to support my long term vision and where are they best located?
- How should we manage software vendors when the technology may not be up to scratch?
- If I embark on an expensive transformation then how will I measure the programme success?
All of these questions are answered through our unique ACS Transformation Design Methodology which as an integral part of the transformation approach, can help to ensure that your finance vision is comprehensively delivered.
We partner the major technology providers in the market. By leveraging our experience, thought leadership and industry network our clients gain a new perspective in order to resolve their most daunting transformation challenges.
For more information about how we can help you please contact us
Matt Good
CEO and Managing Partner, Finance Transformation
Enterprise Wide Risk Management
We focus on the CRO agenda to create value by identifying solutions and placing the best specialists to achieve desired outcomes.
“The more we study the major problems of our time, the more we come to realize that they cannot be understood in isolation. They are systemic problems, which means that they are interconnected and interdependent.” (with thanks to F Capra)
Enterprise Risk Management (ERM) is complex, interconnected and requires an holistic understanding of the intricacy in interrelationship as an integrated whole rather than a dissociated collection of parts. Change in one segment can have cascading effects and impacts to the exponential effect of risk on the organization. A small event cascades, develops, and influences what ends up being a significant issue.
Dissociated data, systems, and processes leaves the organization with fragments of truth that fail to see the big picture of performance, risk, and compliance across the enterprise and how it supports the organization’s strategy and objectives. The organization needs to have holistic visibility and situational awareness into risk relationships across the enterprise. Complexity of business and intricacy and interconnectedness of risk data requires that the organization implement an enterprise risk management strategy.
The primary directive of a mature enterprise risk management framework is to make the enterprise more valuable by improve effectiveness, efficiency, and agility to the business in managing the breadth of risks in context of organizational performance, objectives, and strategy. This requires a strategy that connects the enterprise, business units, processes, transactions, and information to enable transparency, discipline, and control of risks across the extended enterprise.
Our risk management practice will help you define the vision for your ERM function and provide the expertise to enable the comprehensive delivery of this vision. Our focus is creating a ERM platform that helps enable decision makers make real-time risk-based decisions on timely, accurate and complete exposure-based information.
The ACS Transformation Design Methodology will help formulate the target capabilities that underpin your vision. Our expertise in ERM functions and processing will help define and deliver the underlying processes and technology that are required to support those capabilities.
For more information about how we can help you please contact us
Abhishek Srivastava
Principal Consultant ERM, Reg Compliance
- Governance, Risk and Compliance
- Conduct Risk
- Counterparty Credit
- Operational Risk
- Regulatory Risk
- Market Risk
- Capital Requirements
In an environment where market participants are looking to understand complex new regulations, ACS is helping C-Suite members rise to the highest value-creating challenges whilst delivering sustainable platforms to embed enterprise-wide initiatives in governance, risk and compliance.We define risk governance as the ways in which directors authorise, optimise, and monitor risk taking in an enterprise. It includes the skills, infrastructure (i.e. enterprise structure, controls and information systems), and culture deployed as directors exercise their oversight. Good risk governance provides clearly defined accountability, authority, and communication/reporting mechanisms.
Enterprise must develop a value maximising risk management strategy. Enterprise Wide Risk Management (EWRM) emphasizes a comprehensive, holistic approach to managing risk, shifting away from a silo approach of separately handling each enterprise risk. EWRM also views risk management as a value-creating activity, and not just a mitigation activity. EWRM is still an evolving concept.
Compliance facilitates the process which ensures that a set of people are following a given set of rules, which may be referred to as the compliance standard or compliance benchmark while the process is what manages their compliance. Compliance management can take many forms – a mix of policies, procedures, documentation, internal auditing, third party audits, security controls, and technological enforcement.
Arriving at the desired end state also requires paying close attention to the regulatory, political, emotional, as well as rational dynamics that accompany any changes to enterprise structure and governance. We work alongside the leadership team to incorporate these elements and drive out the end state design for an effective and efficient risk strategy.
Financial Institutions are struggling to operationalise their conduct risk strategies and take practical steps forward in developing the MI and Analytics insight needed to support their conduct risk agenda. In addition, the current focus in the marketplace is on solving the conduct risk issue from a regulatory perspective and misses the opportunity to drive the conduct agenda through the eye of the customer to ensure that business performance benefits are also realised, as well as satisfying the regulatory agenda.The ACS offering provides a structured, practical approach to unravel the complexity of operationalising conduct risk strategy, supported by the diverse set of skills required to deliver integrated thinking across customer, culture, people, process and technology.
Our approach enables you to:
- Quickly benchmark your conduct risk progress against industry peers and the FCA’s conduct supervision principles
- Accelerate understanding of your existing data and delivering Advanced MI / Predictive Analytics quick wins
- Identify your organisation’s conduct risk touchpoint and the MI metrics to evidence and predict conduct outcomes
- Deliver insight that protects reputation, enhances customer outcomes and also drives business performance
- Align all MI to the purpose, values and target conduct risk outcomes of an organisation
- Improve regulatory confidence by demonstrating pre-emptive evidence of a positive organisation culture
Counterparty credit risk exposure on derivative transactions is more complex than that for loan exposures and involves credit and market risk components. Whilst credit risk covers the risk that the counterparty defaults, market risk determines the loss position in case of default. Legal frameworks and agreements help in mitigating counterparty credit risk but other mitigation techniques include netting, collateralisation and downgrade triggers.Collateral is typically required to wholly or partially secure derivative transactions between institutional counterparties such as banks, broker-dealers, hedge funds and lenders and is used most prevalently as bilateral insurance in OTC financial transactions. However, collateral management has evolved rapidly in the last 15-20 years with increasing use of new technologies, competitive pressures in the finance industry, heightened counterparty risk from the increasing use of derivatives, securitisation of asset pools and leverage. As a result, collateral management now encompasses various complex and interrelated functions, including repos, tri-party / multilateral collateral, collateral outsourcing, collateral arbitrage, collateral tax treatment, cross-border collateralisation, credit risk and enhanced legal and operational protections using ISDA collateral agreements.
Other more complex mechanisms for mitigating counterparty credit risk include Credit Value Adjustments (CVA) of the trade position and the use of central clearing counterparties for derivative transactions.
Krishan Gopal
Principal Consultant Credit and Market Risk
Operational risk is the risk arising from human and technical errors or accidents which includes fraud, management failures, inadequate procedures and controls. Aside from the regulatory requirement to account for operational risk, the fierce competition in the financial services industry is now commanding firms to identify, measure, control and mitigate operational risk accordingly. Aside from the obvious operational losses, operational risk can also propagate other risks such as credit risk and market risk and can have a significant impact on reputational risk and business risk. .Loss data distribution is a key element underpinning operational risk modelling and estimation. The concept covers both internal and external loss data which is validated and approved prior to usage. Another key aspect relevant to loss data is the weighting of the data points – a huge loss in the past may not be relevant for future estimations due to the low probability of the underlying event reoccurring in the future. The severity and frequency of losses should be considered in actual loss estimation which in turn impacts corresponding risk levels.
VAR has traditionally been confined to measuring and assessing market risk. It is now also being used to control and actively manage both credit and operational risks. Different models can be applied to the VAR estimation of operational risk e.g. basic indicator, standardised or the advanced measurement approach. These are further used in the capital calculation of operational risk.
Our operational risk team has the deep expertise required to implement your loss data distribution and will help you leverage this to measure your operational risk.
Krishan Gopal
Principal Consultant Credit and Market Risk
Regulatory risk is the risk of financial losses due to changes in law, policies or procedures and regulations by governing bodies. A change in laws or regulations made by the government or a regulatory body can increase the costs of operating a business, reduce the attractiveness of investment and change the competitive landscape.Today’s financial service industry is believed to be the most technologically complex industry in existence and is leading to the proliferation of new regulatory measures. Regulatory supervision is a mandate which is corroborated by meeting regulator’s reporting requirements. Financial supervisors have analysed the problems in risk management, issued guidance on many specific concerns and are redefining regulatory reporting thereon.
Many European banks are still struggling to cope with the demands of the Bank of International Settlements (BIS) for new BCBS regulations. In addition, due to the nature of the banking industry and business processes across the world, banks need to report to both local and national regulators.
ACS understands the intricacies of Basel IV and Co-Rep. We also work with our global clients to help meet their more local needs. Critically, we understand that meeting regulatory compliance also depends on a strategic framework for ease of reporting, better data quality, consistency and completeness of data.
Krishan Gopal
Principal Consultant Credit and Market Risk
Market risk is the risk of losses on a bank’s trading book position due to changes in market risk factors i.e. interest rates, foreign-exchange rates, stock prices and commodity prices. Different measures for market risk estimation and management include Value-at-Risk (VAR) and Expected Shortfall (ES).VAR determines the worst possible loss over a target horizon within a given confidence level. It provides an aggregated view of a portfolio’s risk and accounts for leverage, correlations and current positions and is very much a forward-looking measure. Despite the benefits, VAR calculations are limited to estimating losses up to a stated confidence level only. The Expected Shortfall (ES) is calculated to overcome this limitation. ES is a supplement to VAR and provides an estimate of the tail loss by averaging the VARs for increasing confidence levels in the tail. VAR estimation models include Historical Simulation (normal, age-weighted, volatility-weighted and correlation-weighted simulations) and Monte-Carlo simulation. These models estimate VAR based on different valuation methodologies such as Full Valuation and Delta Valuation (Greeks). Back-testing is an important aspect for validating the VAR calculation and usage. This helps in the correct estimation of risk levels using VAR.
Our experts have hands-on experience in building and implementing VAR models and methodologies for our clients.
Krishan Gopal
Principal Consultant Credit and Market Risk
The regulatory framework governing minimum bank capital and liquidity standards is being strengthened. Basle IV places significant emphasis on the quality and level of capital needed.All calculation approaches are data and process intensive. The foundation /advanced internal rating basis approaches incorporate an internal estimation of the Probability of Default (PD), Loss Given Default (LGD), Exposure At Default (EAD) and effective maturity. The capital calculation for market risk based on the Internal Models Approach (IMA) will use VAR. Regulatory capital for operational risk requires either the basic indicator, standardised or advanced measurement approach (AMA). Common to all of these approaches is the fact that regulators are increasingly imposing large capital buffers and uplifts for inadequate internal models and importantly, these costs are often huge. The benefits for getting it right first time are clear.
In contrast, economic capital is required to achieve the target solvency standard against unexpected losses, providing stakeholders with confidence that invested funds are safe. Its complex calculation uses loss distribution estimation and unexpected losses for a pre-defined confidence level. Economic capital is also required to cover credit, market and operational risk and the challenge to get it right is now stronger than ever.
Whatever your approach, our core experience and knowledge of the Basel and capital directives are helping our clients to manage regulator, stakeholders and investor expectations as well as maximising business returns.
Krishan Gopal
Principal Consultant Credit and Market Risk
Treasury Management
Corporate treasury functions now need to support sustainable business growth through efficient management of balance sheet resources (capital optimisation and funding) and effective management of balance sheet risk (liquidity, structural interest rate and FX risk).
The revised Basel regulations regarding liquidity risk have played a considerable part in driving this demand, everything changing significantly and liquidity risk moved to the very top of the risk agenda for every bank operating in the UK.
ACS offers a global perspective to the Group Treasurer. Our treasury transformation practice has a pool of skilled consultants with a 360° view of the industry and greater collective knowledge than most. We are able to deliver value, insights and actionable answers to your unique challenges. Our expertise covers the entire breadth of treasury solutions, from dynamic capital allocation to integrated stress testing.
By leveraging our experience, thought leadership and industry network our clients gain a new perspective in order to resolve their most daunting treasury challenges.
For more information about how we can help you please contact us
Krishan Gopal
Principal Consultant Credit and Market Risk
- Capital Management
- Capital Markets
- BCBS
- Liquidity Risk
- Regulatory Reporting
- Stress Testing
- Treasury Funding
Capital management is required to manage and optimise cash flows and working capital, helping firms to concentrate on business growth. Given current industry dynamics, cash management functions are under pressure to keep pace with the latest changes and trends in financial markets. These changes have led to the development of innovative and complex cash management products across capital markets.Capital management includes cash management, short term and long term funding, debt issuance, securities issuance, lending products, intra-group lending and money market investments.
It has now become critical for treasury functions to have the right systems and processes in place to cater for the dynamic allocation of capital across the firm. Treasury must now aim to identify business portfolios with the highest positive returns and reallocate capital across these business portfolios accordingly.
We work with our clients to address all aspects of treasury capital management, be it implementing IFRS 9, regulatory capital compliance, maintenance of core Tier 1 capital, asset pricing or the dynamic allocation of capital. Our expertise is founded on the combined knowledge and skill sets derived from unique treasury experiences gained across a wide range of industries, enabling us to deliver results of real and lasting value.
ACS has strong expertise in capital markets and treasury trading domains. We understand the buy and sell side. We have implemented and re-engineered multiple front end trading systems across the capital markets industry. This implementation portfolio includes e-trading fixed income, equity derivatives and treasury cash management platforms.We are experienced in the full trade life cycle covering trade capture, pricing, trade execution, limit checking, position and portfolio analytics. We also have a deep understanding of product control and sub-ledger reconciliation functions.
Our product expertise naturally covers all global products:
- Fixed income
- Equities
- Money market instruments
- FX
- Derivatives (OTC and exchange traded)
- Structured products
- Commercial products.
We are experts in partnering with software vendors to ensure that delivery is taken across the line where time to production is a constraint.
The key requirement is to effectively manage a bank’s intraday liquidity positions and risks to meet payment and settlement obligations on a timely basis under both normal and stressed conditions.
A number of operational elements need to be addressed within the bank’s strategy to manage intraday liquidity risk. Key to success will be its ability to:
- Measure expected daily gross liquidity inflows and outflows;
- Anticipate the intraday timing of these flows where possible;
- Forecast the range of potential net funding shortfalls that might arise at different points during the day;
- Monitor intraday liquidity positions against expected activities and available resources (balances, remaining intraday credit capacity, available collateral);
- Arrange sufficient intraday funding to meet its intraday obligations;
- Mobilise collateral as necessary to obtain intraday funds; Deal with unexpected disruptions to its intraday liquidity flows.
There is a need to apply quantitative tools to monitor the bank’s intraday liquidity position. There is a need to define intraday liquidity sources and usage.
Liquidity risk is the risk of difficulty of selling assets in a secondary market to meet short or long-term obligations. Virtually every financial intermediary faces liquidity risk since the liquidity of its assets and liabilities are necessarily mismatched. Liquidity risk affects all financial institutions, including banks, life insurance companies, savings institutions, pension funds and mutual funds.The financial crisis was exacerbated by the global liquidity crunch. Liquidity disappeared quickly, and illiquidity stretched for an extended period during the turmoil. To mitigate liquidity risk and lower the inherent impacts BIS has introduced additional reforms, the international framework for liquidity risk measurement, as outlined in Basle IV. These reforms protect banks from liquidity shocks in both the short term (Liquidity Coverage Ratio) and the long term (Net Stable Funding Ratio).
In order to gauge and manage liquidity risk, it is crucial for a firm to be able to evaluate its current position and determine its available sources and probable use of liquidity.
ACS can provide a sophisticated and robust liquidity risk solution for your business. We are able to help you develop a strategy, policy and practice to manage your liquidity risk profile using pricing models, FX and interest rate impact assessment models and asset and liability management frameworks. These will collectively help to ensure that you have sufficient liquidity to withstand a diverse range of liquidity stress scenarios.
The financial crisis, the increasing complexity of financial products and rising off balance sheet exposures have all contributed to the severe liquidity compression and funding constraints now seen across the finance industry. As a result, BIS has defined various reporting requirements designed to monitor and control liquidity risk management in severe market conditions.A bank’s description of its liquidity risk management framework should indicate the degree to which the treasury function and liquidity risk management is centralised or decentralised. A bank should report its funding sources, against its limit setting systems and its intra-group lending strategies.
Basle IV now defines requirements for robust liquidity risk management and introduces new liquidity reporting requirements in the shape of the Liquidity Coverage Ratio (LCR) and the Net Stable Funding Ratio (NSFR). These requirements will significantly impact reporting systems and processes, data requirements and strategic funding decisions moving forward. Other reporting requirements such as CRD IV and CoREP reports also cover liquidity risk reporting.
Our team of experts have the capability to help you implement strategic and efficient reporting systems that are designed to meet your regulatory and internal reporting requirements.
The depth and duration of the financial crisis has led many banks and supervisory authorities to question whether stress testing practices were sufficient prior to the crisis and whether they were adequate to cope with rapidly changing circumstances.Stress testing is an important tool that banks use for internal risk management and regulatory requirement purposes. Stress tests are performed for different risk types including market, credit, operational and liquidity risk. Notwithstanding the wide range of methodologies in use, the turmoil has highlighted several methodological weaknesses.
Stress testing and scenario analysis is used to evaluate the impact of sudden stress events on a firm’s liquidity position. Stress scenarios can be based on historic events such as the Black Monday of ’87, the September 2001 terrorist attacks, the sub-prime mortgage crisis of 2007 and the tsunami disaster of 2011. Stress scenarios are also based on other liquidity crisis case studies and hypothetical events which drive a prolonged term money-market freeze, unstable FX markets and stranded syndications.
ACS deliver a stress testing framework that is fully integrated with our liquidity risk management solution. This helps our clients manage their cash and generate sufficient liquidity under critical stress conditions to cover their outflows. Our stress testing solution covers various methodologies ranging from simple sensitivity tests to complex stress tests that aim to assess the impact of severe macroeconomic events on a firm’s liquidity position.
Funding matrix is a key treasury function that identifies the excess or shortfall of asset returns over a firm’s liabilities and facilitates the management of open liquidity exposures thereon. Whilst complex, it is crucial to map all funding-relevant assets and liabilities into maturity buckets to compile a firms maturity profile. Funding matrix is a key input to the capital markets business of a firm as it assists the firm in issuing targets for securities and lending products by tenor, type and volume.Some key points about Treasury Funding and ACS:
- ACS deliver a highly flexible and robust solution covering a wide range of products and currencies. This enables our clients to assess their asset and liability funding requirements and meet their obligations in times of stress.
- We provide our clients with the capability to maintain efficient funding that is well diversified across various regions, markets and currencies and enables them to manage their funding matrix within the dynamic environments of today’s global banking system.
- We have a solid track record of delivery in this space, having implemented some of the most complex funding implementations in some of the largest banks globally.
Regulatory Compliance
The events of the financial crises resulted in turbulent operating conditions for financial firms worsened by ever increasing regulatory demands. New widening regulations imposed by regulators are cramping the market place for investment management, retail, corporate and investment banking thereby making it harder to do business.
ACS offers a diagnostic methodology to assess the impact of regulatory change across business operations to enable efficiency, protect market share and profits, and implement new regulatory measures. ACS has experienced and highly skilled team of business and legal experts coupled with the availability of advanced technology to address this need.
In view of intensive and intrusive supervision by regulators, a portfolio approach to respond to regulatory requirements facing the industry will ensure success. ACS team of financial services regulatory experts monitor new developments and regulation closely. ACS insight and expertise can help address the impact of new regulation on business and operational model and facilitate an effective methodology for compliance. This includes helping business, operations and technology to adapt and plan for regulatory requirements on both Prudent (PRA) and Conduct (FCA) fronts.
For more information about how we can help you please contact us
Abhishek Srivastava
Principal Consultant ERM, Reg Compliance
Recent Case Studies
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