Swiss Re and our Life & Health Reinsurance business

whitePaper | June 21, 2023

Over the past few years, the banking industry has experienced a radical paradigm shift towards digital adoption, driven by a progressive change in needs and habits of its customers, further accelerated by the Covid-19 pandemic context.

whitePaper | November 30, 2021

In writing this Discussion Paper, “A Proposal for Digital Banks in India: Licensing & Regulatory Regime”, we are pleased to have collaborated with Black Dot Public Policy Advisors as the knowledge partner. Mr Mandar Kagade, Founder Principal at Black Dot made valuable contributions in developing this Discussion Paper. Ms Shehnaz Ahmed of the Vidhi Centre for Legal Policy acted as external expert reviewer of the Discussion Paper and offered detailed comments and inputs. We acknowledge her valuable contribution. We are also grateful for the support and inputs from the Department of Financial Services, Ministry of Finance, representatives of public sector banks including the State Bank of India, and Sabyasachi Upadhyay, Associate, NITI Aayog. Useful insights were also obtained from the deliberations in the conference, “Neo-banking for Business: The Future of Digital Banking”, especially Mr Sopnendu Mohanty, Chief Fintech Officer, Monetary Authority of Singapore. They are gratefully acknowledged. Last but not the least, the inputs offered by the fintech sector stakeholders who were approached for inputs in the course of drafting this Discussion Paper is acknowledged. NITI Aayog would endeavour to continue with the stakeholder consultation in evolving policy dialogue.

whitePaper | November 15, 2019

MacKay Municipal Managers™ employs a relative value investment approach across all of their municipal strategies, with a focus on total return. The team seeks to capitalize on opportunities created by the mispricing of securities and will move along the credit curve based on where they find the best relative value. An emphasis is placed on risk management, and they currently do not employ leverage in the mutual funds they manage, which can increase volatility. The team’s active research-driven process and keen emphasis on risk control may benefit investors seeking attractive tax-free income.

whitePaper | June 4, 2022

Historically, FP&A has been viewed as a back-office function. A provider of historical data, it was often regarded as the “scorekeeper,” focused on producing routine management reports with limited forward-looking capability. Now, many FP&A leaders are regarded as trusted advisers for both strategic and operational decisions. How empowered are FP&A leaders to support CFOs who have more strategic, customerfacing, disruptive roles?

whitePaper | April 4, 2022

Decentralization, Scalability, or Security: Pick two. In brief, the Trilemma refers to the fact that networks in general (and distributed systems in particular) suffer from internal trust issues, proportionate to their size: The larger the size of any network, the greater the degrees of separation between its members and therefore the lower the level of trust. This problem can only be averted by either a) making it harder to join the network, reducing scalability; or b) delegating the responsibility (and associated privileges) of overseeing the network’s activities to a handful of specialized nodes, sacrificing the inherent appeal of decentralization.

whitePaper | June 14, 2022

For the last few years, Financial Services CFOs and their finance teams have been tasked with implementing a digital finance department. While some moved ahead and made significant improvements to legacy systems and processes, many pushed off projects or made small improvements.