arise and consequently damage the trading confidence and investors themselves. Regarding the next 15-year perspective, the Secretary-General said: “It is difficult to make a clear-cut prediction while
checklist to: 1. Identify clear boundaries and critical interdependencies between the infrastructure and the system it operates within 2. Undertake a risk assessment to identify the key physical climate
contribute to good stewardship and promote the delivery of the institution’s or its clients’ investment objectives. They should provide a clear rationale for their approach. 4. The Financial Services Authority
company’s expense. 2.0 Leadership and independence 2.1 Chair and CEO The board should have independent leadership. There should be a clear division of responsibilities between the chairmanship of the board
of responsibility for ultimate investors, such as pension fund trustees and representative boards, should be aware of their primary oversight role. They should be clear about the objectives of their
transactions. The board should adopt an ethics and conflicts of interest policy consistent with applicable law and standards (including fiduciary duties), and establish clear guidelines and procedures for
underwriters by moving the market towards expected approaches to structuring and disclosures that will facilitate credible transactions. The SLBP recommend a clear process and transparent commitments for issuers
and Clause 5 or Clause 6, as the case may be; (d) having a plan to report the results of the experiment and progress of service provision to the SEC Office on a continuous basis; (e) having a clear exit
, as the case may be; 2 (d) having a plan to report the results of the experiment and progress of service provision to the SEC Office on a continuous basis; (e) having a clear exit strategy in case of
exceeding 35%). Such as where a large number of smallholder farmers receive finance via a co-operative, supply chain partner or bank. We call this a ‘highly dispersed bond’. Clear boundaries and critical