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Events of Sept. 11, 2001 and recent hurricanes may have served as a wake-up call for financial professionals, yet many believe their organizations are only somewhat prepared to meet disasters, according to a survey conducted onsite at the AFP Annual Conference in San Antonio, TX.
More»It is a new age in disaster preparedness, and the financial community is redoubling efforts towards readiness. But the banking community can succeed in doing what is necessary only if each participant stands ready to respond.
Linda McLaughlin-Moore is a Senior Vice President of JPMorgan Treasury Services and is the executive who heads the Global Clearing business.
For the treasury, disaster recovery/business continuity is not just a matter of maintaining and monitoring internal systems and processes. Nor is it solely a question of ensuring back-up facilities can be depended upon. It is also important to guarantee that the treasury has options in the event of a serious outage by primary banking providers.
What can importers and exporters do to prepare better for natural disasters, port strikes, and other factors beyond their control? What emergency planning considerations should be in place to better ensure that a company’s supply chains operate in tough times? How can manufacturers and retailers better weather the storm? Check out these tips from the global trade management experts at JPMorgan Chase Vastera.
Financial institutions today are focused on setting strategies that hold the promise of raising stockholder returns. This means transforming themselves into entities that will emerge as winners in an industry that is consolidating in-country and cross-border — either by positioning themselves as a strong acquirer or by raising their value as an acquisition target.
Cathy Duffy gives a risk manager's view of how your company can best protect itself. She is Senior Vice President, Strategic Risk Management, at JPMorgan Treasury Services.
This paper describes three major objectives for business continuity: rapid recovery and timely resumption of critical operations following a wide-scale disruption; rapid recovery and timely resumption of critical operations following the loss or inaccessibility of staff in at least one major operating location; and developing a high level of confidence that internal and external continuity arrangements are effective and compatible.
NACHA reports that "The strategic focus for the ACH Network must be on risk management, quality and value-added services. JPMorgan's Alan Koenigsberg, vice president and senior global ACH product manager, underscores this point in this Treasury & Risk Management magazine article.
The treasurer's expanding role in global business is revealed in this review of cross-border concerns and techniques. The article also addresses special concerns for global companies, additional challenges for the treasury and responding to international challenges.
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