Posting of Annual Report and Notice of AGM

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PRINCIPAL RISK	Risk of a security breach including cyber attacks from destructive forces leading to loss of confidentiality and integrity of data	Risk of the Group taking on the wrong type of clients, or the Group or the client's actions during the client's life-cycle leading to losses, failed strategic objectives, poor customer service and employee frustration and potentially enforcement, supervision or regulatory sanction	Risk that acquisitions fail to achieve intended objectives or give rise to ongoing or previously unidentified liabilities	Failure to attract, maintain and develop high calibre, experienced senior managers and employees in key roles in the business in order to achieve JTC's strategic aims	Risk that legal or regulatory changes will materially impact the financial services sector and JTC's business
POTENTIAL CAUSES	Data exfiltration Malware Financial theft Denial of service attacks Cyber physical attacks Network service failures Employee error Malicious employee intent Security breach of client data	Inadequate policies and procedures Failure to apply policies and follow procedures Failure to follow codes of conduct Failure of managerial oversight Failure to adequately train and develop employees Failure promptly to identify and remediate identified issues	Inadequate due diligence Economic misjudgement Lack of strategic clarity Ineffective or delayed integration	Uncompetitive remuneration Unappealing working environment and inadequate support Lack of adequate succession planning Failure to invest in appropriate and timely talent development Failure to identify roles most essential to delivering on strategic aims Failure to identify the required skill-set for key roles Insufficient focus on attitude and motivation and alignment with JTC's vision and values	Geopolitical uncertainty (including Brexit) Regional or global standards or requirements with disproportionate impact Political reaction to wide-scale data leaks and associated negative press coverage Balancing increased transparency requirements against increased data protection legislation Challenge and cost of measuring, monitoring and demonstrating good conduct as well as meeting new requirements Keeping pace with rapid regulatory change and reporting requirements
MITIGATION	Defined and audited IT procedures Embedded, external security IT systems including 'one-click' reporting for suspicious activity and monitoring of external emails Periodic external security assessments (at least annually) System access controls embracing 'least privilege access' model Dedicated and qualified in-house IT security resource Continuous training programme including annual compulsory online Security Awareness course Review of data security procedures and controls as part of the annual ISAE 3402 Report Robust Business Continuity Planning	Robust policies and procedures subject to regular review (including for client take-on) Enhanced vetting and sign-off for higher risk clients Frequent staff training/awareness initiatives Established reporting and escalation process with review by boards/committees as appropriate Independent client and compliance monitoring review programme Promotion of robust risk and compliance culture across the Group Ensuring quality administration and compliance resource in each jurisdiction together with internal legal counsel support where necessary Well-established RFS process 'Three lines of defence' assurance and controls model	Robust due diligence process including third party assessments by well‑regarded accounting and legal firms and thorough review by in-house experienced acquisition team Obtaining run-off insurance for minimum five year period Governance and challenge from Non‑Executive Directors (including by reference to proprietary Jurisdictional Strength Index) Established and tested integration strategy and process in place prior to acquisition	Ensuring competitive remuneration package and proactive benchmarking against peer group and competitors High quality and well-maintained office space Supportive, friendly and inclusive working environment Shared ownership ideology embedded across the business Established management culture supporting staff development and recognition Key roles identified and development of robust succession planning Established in-house employee training for all levels of the business including bespoke senior management development programme External professional qualifications encouraged and supported (including financially)	Dedicated risk and compliance resource with the requisite skills to monitor and report on strategic outlook and the impact of change Robust and sustainable regulatory change management model International presence offering alternative solutions across multiple jurisdictions (including within the EU) Agile technology allowing for swift adoption and assured compliance with rapidly changing reporting requirements Proven track record of navigating and maximising revenue growth opportunities from regulatory change
IMPACT	Critical / medium risk	Medium / low risk	High / medium risk	High / low risk	High / medium risk

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