Although the operating environment for UK banks is more stable, the landscape that’s emerging from the financial crisis presents formidable new challenges.
With debts at historic highs and economic growth set to be sluggish for some years to come, is your strategy still valid and what are the opportunities for acquisition and market development? Can you afford to take more risk? How can you sustain profitability when innovation is limited and margins are under pressure? How do you maintain the loyalty and motivation of your key people in these tough conditions?
The regulatory environment is set to be especially challenging. Many of you still face questions over where your greatest risks lie and are they being managed effectively. Are there still problems around market, credit and liquidity risk or are operational and reputational risks now the greatest threat? How do you provide effective governance and management in a large matrix organisation? Where is the next crisis likely to emerge from and are you prepared?
None of these questions has an easy answer. Dealing with the challenges of the financial crisis was a simple matter of survival. Responding to the next wave of challenges is going to be far more complex and will require insight, drive and clarity of vision.
Our multi-disciplinary Banking and Capital Markets team has the knowledge and experience to help you tackle these complex and long term challenges. We’re constantly thinking about the issues you face. We don’t have all the answers, but we do have the expertise to help you navigate through them.
The accelerating shift in economic power from the developed to emerging economies is dramatically changing the banking industry across the world.
European banks face a substantial capital crunch in 2014 through the combined impact of Basel III capital ratio requirements, leverage ratio requirements, the ECB Comprehensive Assessment, and possible further national regulatory developments. PwC estimates that total capital shortfalls in Europe will be in the vicinity of €280bn.
In the latest edition of PwC's Restructuring Trends publication, we look back at five years of the Lehman Brother's administration and reflect on some of the landmark issues that have arisen, and how these have impacted on the wider banking sector. and how these have impacted on the wider banking sector. We also consider some of the market, regulatory and legislative changes that these issues have prompted.
Our video addresses the findings from our 20th anniversary survey with a focus on the UK sector. The survey gathnsights and perspectives from 200 institutions from across all segments of global wealth management in more than 50 countries.
This report makes a case for radical reform across the banking industry and its recommendations cover several main areas including: making senior bankers personally responsible, reinforcing each bank’s responsibility for its own safety rather than relying on the tax payer guarantee, creating better functioning and more diverse markets, reinforcing the powers of regulators and making sure they do their job.
Exploring the remuneration implications of the Parliamentary Commission on Banking Standards report for banks.
European Market Infrastructure Reporting (EMIR) transaction reporting is very different from Dodd-Frank.
We share our views on how we expect the Financial Conduct Authority (FCA) to operate, what they are likely to be focused on, and more importantly, how your business can turn the conduct agenda to your advantage.
Kevin Burrowes and Julie Coates discuss how banks approach the capital agenda.
We analyse and comment on what this means to your business.
87% of banking and capital markets CEOs are changing their strategies for customer growth, loyalty and retention while continued concern about regulation continues. Read the full findings from our latest CEO Survey.
It's been five years since the onset of the financial crisis. Have we reached a new equilibrium in banking?
Other PwC publications