Annual Report and Accounts 2000
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Economy, Energy and Tourism Committee
ECONOMY, ENERGY AND TOURISM COMMITTEE Wednesday 8 October 2008 Session 3 £5.00 Parliamentary copyright. Scottish Parliamentary Corporate Body 2008. Applications for reproduction should be made in writing to the Licensing Division, Her Majesty’s Stationery Office, St Clements House, 2-16 Colegate, Norwich NR3 1BQ Fax 01603 723000, which is administering the copyright on behalf of the Scottish Parliamentary Corporate Body. Produced and published in Scotland on behalf of the Scottish Parliamentary Corporate Body by RR Donnelley. CONTENTS Wednesday 8 October 2008 Col. INTERESTS...................................................................................................................................................... 1079 BUDGET PROCESS 2009-10 ............................................................................................................................ 1080 CREDIT CRUNCH (IMPACT ON SCOTTISH ECONOMY) ......................................................................................... 1113 COUNCIL OF ECONOMIC ADVISERS (INVITATION) .............................................................................................. 1118 SCOTTISH TRADES UNION CONGRESS (SEMINAR) ............................................................................................ 1123 ECONOMY, ENERGY AND TOURISM COMMITTEE 19th Meeting 2008, Session 3 CONVENER *Iain Smith (North East Fife) (LD) DEPUTY CONVENER *Rob Gibson (Highlands and Islands) (SNP) COMMITTEE MEMBERS *Ms Wendy Alexander (Paisley North) (Lab) *Gavin Brown (Lothians) -
Preliminary Announcement of 2003 Annual Results the ROYAL BANK of SCOTLAND GROUP Plc
Annual Results 2003 Preliminary Announcement of 2003 Annual Results THE ROYAL BANK OF SCOTLAND GROUP plc CONTENTS Page Results summary 2 2003 Highlights 3 Group Chief Executive's review 4 Financial review 8 Summary consolidated profit and loss account 11 Divisional performance 12 Corporate Banking and Financial Markets 13 Retail Banking 15 Retail Direct 17 Manufacturing 18 Wealth Management 19 RBS Insurance 20 Ulster Bank 22 Citizens 23 Central items 25 Average balance sheet 26 Average interest rates, yields, spreads and margins 27 Statutory consolidated profit and loss account 28 Consolidated balance sheet 29 Overview of consolidated balance sheet 30 Statement of consolidated total recognised gains and losses 32 Reconciliation of movements in consolidated shareholders' funds 32 Consolidated cash flow statement 33 Notes 34 Additional analysis of income, expenses and provisions 40 Asset quality 41 Analysis of loans and advances to customers 41 Cross border outstandings 42 Selected country exposures 42 Risk elements in lending 43 Provisions for bad and doubtful debts 44 Market risk 46 Regulatory ratios and other information 47 Additional financial data for US investors 48 Forward-looking statements 49 Contacts 50 1 THE ROYAL BANK OF SCOTLAND GROUP plc RESULTS SUMMARY 2003 2002 Increase £m £m £m % Total income 19,229 16,815 2,414 14% --------- --------- ------- Operating expenses* 8,389 7,669 720 9% -------- ------- ----- Operating profit before provisions* 8,645 7,796 849 11% -------- ------- ----- Profit before tax, goodwill amortisation and integration costs 7,151 6,451 700 11% -------- -------- ----- Profit before tax 6,159 4,763 1,396 29% -------- -------- ------- Cost:income ratio** 42.0% 44.0% --------- --------- Basic earnings per ordinary share 79.0p 68.4p 10.6p 15% -------- -------- ------- Adjusted earnings per ordinary share 159.3p 144.1p 15.2p 11% --------- --------- ------- Dividends per ordinary share 50.3p 43.7p 6.6p 15% -------- -------- ------ * excluding goodwill amortisation and integration costs. -
“The Scottish Executive Is Open for Business”
10 | VARIANT 26 | SUMMER 2006 “The Scottish Executive is open for business” The New Regeneration Statement, The Royal Bank of Scotland & the Community Voices Network Chik Collins Introduction: effort is being made to intensify the application growth opportunities for Scottish firms, such as service of the neo-liberal agenda across Scotland. But providers, in the future”.7 “Ministers felt the need to say the strategy adopted means there are particular So, as is the philosophy in the Royal Bank, something about regeneration” implications for the poorest communities – thus the message is very clear. The public sector can The language of civil servants can be provocatively ministers’ curious “need to say something about influence company growth through privatisation obscure. So it was when Alisdair McIntosh, head regeneration”. People and Place is not more of the and liberalisation – with health and education of regeneration in the Scottish Executive, came to ‘same old regeneration partnership stuff’, but a high on the list. The aim is to ‘grow’ a Stagecoach Glasgow University at the beginning of March to key part of a broader agenda for a step change or two in these sectors. Public sector failure to speak about the latest “regeneration statement” in opening up Scotland’s communities to private positively ‘influence’ this process will undermine – People and Place.1 He said it had been produced sector penetration. This agenda can do immense the nation’s competitiveness in the global because ministers had “felt the need to say damage across Scotland – but with particularly economy. something about regeneration”, and that they had unsavoury implications for the poorest From a more critical perspective we might say felt this need as early as 2003. -
Report and Accounts 2000
Report and Accounts 2000 Contents 1 Financial highlights 2 Chairman’s statement 4 Chief executive’s review 6 Operating and financial review 32 Board of directors and secretary 35 Report of the directors 39 Corporate governance 41 Remuneration report 45 Directors’ interests in shares 47 Statement of directors’ responsibilities 48 Report of the auditors 49 Accounting policies 51 Changes in accounting presentation 52 Consolidated profit and loss account 54 Consolidated balance sheet 56 Statement of consolidated total recognised gains and losses 56 Note of consolidated historical cost profits and losses 56 Reconciliation of movements in consolidated shareholders’ funds 57 Consolidated cash flow statement 58 Balance sheet – the company 59 Notes on the accounts 99 Financial analyses 101 Five-year financial summary 102 Principal UK and overseas offices 104 Analyses of ordinary shareholders 104 Shareholder information Foreword These results include National Westminster Bank Plc and its subsidiaries, which were acquired on 6 March 2000. Following the acquisition, the Group’s accounting year end was changed from 30 September to 31 December. Statutory results The acquisition of NatWest has had a significant effect on the Group’s financial position. Statutory results (or ‘statutory basis’) for the Group are for the 15 months ended 31 December 2000 and include NatWest from the date of its acquisition, 6 March 2000. Statutory results are set out on pages 49 to 98. Pro forma results In order to provide shareholders with additional relevant and meaningful information, pro forma results for the 12 months to 31 December have been prepared on the basis described on page 6. -
How the Fraser Economic Commentary Recorded the Evolution of the Modern Scottish Economy
University of Strathclyde | Fraser of Allander Institute Economic Commentary: 39(2) Economic perspectives Forty turbulent years: How the Fraser Economic Commentary recorded the evolution of the modern Scottish economy Part 3: The ‘Nice’ decade turns nasty; banking Armageddon; and the politics of austerity, 2001 – 2015 Alf Young Abstract The recent economic history of Scotland, its performance and place within the UK and international economy can be traced through the pages of the Fraser of Allander Economic Commentary. Created in 1975 by a private bequest from Sir Hugh Fraser, a prominent Scottish businessman, the Fraser of Allander Institute has provided a continuous commentary on the economic and related policy issues facing Scotland over the period. In this the fortieth anniversary of the Fraser of Allander Institute, this is the last of three articles which chart Scotland’s transformation from an economy significantly based on manufacturing (and mining) to one that saw rapid deindustrialisation (in terms of employment, less so output), the discovery of oil and the rapid transformation of its business base with the impact of both merger and acquisition (M&A) activity as well as the varied impacts of successive governments’ industrial and regional policies. At the end of part 2 of this series we noted that Scotland’s hopes of replacing its old core industries of shipbuilding and steel with a renaissance based on microelectronics was already beginning to fade. The largely American and South East Asian-owned plants fabricating processing chips and assembling computers and mobile phones, having turned large parts of central Scotland into Silicon Glen, were either transferring production to lower-cost locations or failing to deliver promised investments at all. -
Young-FAI-2016-The-Evolution-Of-The
FORTY TURBULENT YEARS How the Fraser Economic Commentary recorded the evolution of the modern Scottish economy Alf Young Visiting Professor, International Public Policy Institute, University of Strathclyde 1 Table of Contents 2 Preface 5 Part 1: 1975 – 1990: Inflation, intervention and the battle for corporate independence 14 Part 2: 1991 – 2000: From recession to democratic renewal via privatisation and fading silicon dreams 25 Part 3: 2001 – 2015: The ‘Nice’ decade turns nasty; banking Armageddon; and the politics of austerity 36 Postscript Alf Young, Visiting Professor, International Public Policy Institute, University of Strathclyde 2 PREFACE HEN the University of Strathclyde’s Fraser of Allander Institute, together with its Economic Commentary, was first launched in 1975, its arrival was made W possible by substantial philanthropic support from a charitable foundation that bore the Fraser family name. The Fraser Foundation (now the Hugh Fraser Foundation) continues to dispense support to deserving causes to this day. It represents the lasting public legacy of one of post-war Scotland’s major men of commerce. Hugh Fraser - Lord Fraser of Allander - created the House of Fraser department store empire, incorporating as its flagship emporium the up-market Harrods in London’s Knightsbridge. And through his commercial holding company, Scottish & Universal Investments or SUITs, Fraser controlled many other diverse Scottish businesses from knitwear production to whisky distilling. In 1964, after a titanic takeover battle with Roy Thomson, the Canadian-born owner, since the 1950s, of the Scotsman newspaper and the commercial Scottish Television franchise, the soon-to-be-enobled Fraser, through SUITs, took control of Outram, publisher of The Glasgow Herald and a stable of local Scottish newspapers. -
RBS Moderators: Sir George Mathewson, Sir Fred Goodwin, Guy Whittaker Tuesday 28Th February 2006 09:30 GMT
Royal Bank of Scotland Communications Moderator: Sir George Matthewson, Guy Whittaker, Sir Fred Goodwin 28 February 2006@09h30 Confirmation# 5619435 Page 1 RBS Moderators: Sir George Mathewson, Sir Fred Goodwin, Guy Whittaker Tuesday 28th February 2006 09:30 GMT © The Royal Bank of Scotland Group plc 2006. All Rights Reserved Copyright in the whole and every part of this document belongs to The Royal Bank of Scotland Group plc (the "Owner"). The document may not be used, sold, licensed, transferred, copied or reproduced in whole or in part in any manner or form or by any means (including photocopy, recording or any information storage and retrieval system) to any person without the prior written consent of the Owner. The information contained in this document is believed to be accurate at the time of despatch to the recipient, but no representation or warranty is given (expressed or implied) as to its accuracy, completeness or correctness. Whilst every care has been taken in developing and compiling this information, the Owner accepts no liability for any loss or damage caused, arising directly or indirectly, in connection with reliance on its contents except to the extent that such liability may not lawfully be excluded. This document does not constitute a Minute of the proceedings of the Annual General Meeting for the purposes of the Companies Act 1985, the Articles of Association of the Owner, or for any other purpose. Sir George Mathewson: Good morning, ladies and gentlemen, and can I welcome you to our Annual Results Conference for 2005. Before we go on to the results I’d like to welcome several people who you’re going to see more of for years to come. -
Elite/Leadership As Field: the Case of the UK Banking Industry
Edinburgh Research Explorer Gentlemen, players and re-moralisation of banking Citation for published version: Kerr, R & Robinson, S 2016, Gentlemen, players and re-moralisation of banking: Solution or diversion? in N Dorn (ed.), Controlling Capital: Public and Private Regulation of Financial Markets. Routledge, London, pp. 126-138. <https://www.routledge.com/products/9781138943124> Link: Link to publication record in Edinburgh Research Explorer Document Version: Peer reviewed version Published In: Controlling Capital Publisher Rights Statement: This is an Accepted Manuscript of a book chapter published by Routledge in "Controlling Capital: Public and Private Regulation of Financial Markets" on 16/02/2016, available online: https://www.routledge.com/products/9781138943124 General rights Copyright for the publications made accessible via the Edinburgh Research Explorer is retained by the author(s) and / or other copyright owners and it is a condition of accessing these publications that users recognise and abide by the legal requirements associated with these rights. Take down policy The University of Edinburgh has made every reasonable effort to ensure that Edinburgh Research Explorer content complies with UK legislation. If you believe that the public display of this file breaches copyright please contact [email protected] providing details, and we will remove access to the work immediately and investigate your claim. Download date: 01. Oct. 2021 A return to gentlemanly banking: re-moralisation as solution or diversion? Ron Kerr, University of Edinburgh Business School Sarah Robinson, University of Leicester School of Management ABSTRACT In this chapter, ‘A return to gentlemanly banking: re-moralisation as solution or diversion?’ the authors focus on proposals for changes in institutional culture in the field of banking and finance in order to address issues of what has been called ‘shameful’ and ‘dishonourable’ behaviour by individual bankers. -
6 CC ND-Tc on Kerr and Robinson Accepted
Edinburgh Research Explorer Gentlemen, players and re-moralisation of banking Citation for published version: Kerr, R & Robinson, S 2016, Gentlemen, players and re-moralisation of banking: Solution or diversion? in N Dorn (ed.), Controlling Capital: Public and Private Regulation of Financial Markets. Routledge, London, pp. 126-138. <https://www.routledge.com/products/9781138943124> Link: Link to publication record in Edinburgh Research Explorer Document Version: Peer reviewed version Published In: Controlling Capital Publisher Rights Statement: This is an Accepted Manuscript of a book chapter published by Routledge in "Controlling Capital: Public and Private Regulation of Financial Markets" on 16/02/2016, available online: https://www.routledge.com/products/9781138943124 General rights Copyright for the publications made accessible via the Edinburgh Research Explorer is retained by the author(s) and / or other copyright owners and it is a condition of accessing these publications that users recognise and abide by the legal requirements associated with these rights. Take down policy The University of Edinburgh has made every reasonable effort to ensure that Edinburgh Research Explorer content complies with UK legislation. If you believe that the public display of this file breaches copyright please contact [email protected] providing details, and we will remove access to the work immediately and investigate your claim. Download date: 27. Sep. 2021 A return to gentlemanly banking: re-moralisation as solution or diversion? Ron Kerr, University of Edinburgh Business School Sarah Robinson, University of Leicester School of Management ABSTRACT In this chapter, ‘A return to gentlemanly banking: re-moralisation as solution or diversion?’ the authors focus on proposals for changes in institutional culture in the field of banking and finance in order to address issues of what has been called ‘shameful’ and ‘dishonourable’ behaviour by individual bankers. -
Raising Ambitions Ambitions
SWIFT Annual Report 2005 SWIFT Annual Report 2005 Raising Raising ambitions ambitions Supporting industry transformation page 10 Serving you to serve your customers page 14 Extending resilient communication page 18 www.swift.com www.swift .com SWIFT Annual Report 2005 SWIFT business partners SWIFT business partners Global business partners/Software remarketers Andean region Central America and Mexico North America North America Southern Latin America BCG – Business Computer Group BCG PANAMA S.I.D.E. America Corp. S.I.D.E. America Corp. Financeware Comercio e Avenida Francisco de Miranda Marbella, World Trade Center 450 Seventh Avenue, Suite 1509 445 S Figueroa Street, Suite 2700 Servicos Ltda Torre Provincial 6th Floor, Oficina 605 New York, NY 10123 Los Angeles, CA 90071 Rua Paraiso 139, Cj. 132 Torre B, Piso 14, Oficina 141 PO Box 0832-0702 United States United States 04103-000 – São Paulo Chacao, Caracas Panama City Tel: + 1 212 631 0666 Tel: +1 213 612 7799 SP – Brazil Inside Venezuela Panama Fax: + 1 212 631 0170 Fax: +1 213 612 7797 Tel: +55 11 3262 2095 Tel: +58 212 267 2121 Tel: +507 264 0998 www.sideamerica.lu www.side.lu Fax: +55 11 3251 1926 Fax: +58 212 264 7736 Fax: +507 264 2341 www.financeware.com.br www.bcg.com.ve www.bcg.com.ve 1 Our mission and key figures Management Indian Subcontinent Japan Japan Oceania – South Pacific Scandent Solutions Corporation Getronics Japan Ltd. Sumisho Computer Systems Co. Decillion Solutions (Australia) Pty Ltd. 2 2005 milestones 30 Executive Steering Group 801 Madhava Building Shuwa Shiba -
E:\MTI\BMH\BMH-Published
Business and Management Horizons ISSN 2326-0297 2015, Vol. 3, No. 2 The Royal Bank of Scotland and Its Reputational Decline: A Case Study Saud Al Taj Lecturer of Human Resource Management, Glasgow Caledonian University 40-48 Fashion Street, Spitalfields, London, E1 6PX, England Tel: 44-750-102-9340 E-mail: [email protected] Received: July 7, 2015 Accepted: July 24, 2015 Published: August 7, 2015 doi:10.5296/bmh.v3i2.7974 URL: http://dx.doi.org/10.5296/bmh.v3i2.7974 Abstract After decades of success in the global banking industry, the Royal Bank of Scotland fell to the brink of its collapse in 2008 owing to the recent global financial crisis that entirely shook the financial sector of the United Kingdom. The man whose leadership was once acknowledged for the remarkable success of the bank, former CEO Sir Fred Goodwin, was held entirely responsible for the collapse owing to his decisions of hostile acquisition of the ABN-Amro bank and pushing the banking industry into ‘filthy’ executive pay and bonus culture. The case study will review the evidence from 2000-2009 to discuss the rise and fall of the royal bank in the light of the corporate governance failures during the difficult times of global recession. Keywords: reputation, financial crisis, recession, acquisition, corporate governance 13 Business and Management Horizons ISSN 2326-0297 2015, Vol. 3, No. 2 1. Introduction and Background The Royal Bank of Scotland Group (RBSG) is a leading financial services group of Europe and owns a good reputation for successful and profitable acquisitions and integrations. -
Elite/Leadership As Field: the Case of the UK Banking Industry
Kerr, R. and Robinson, S. (2016) Gentlemen, players and remoralisation of banking: solution or diversion? In: Dorn, N. (ed.) Controlling Capital: Public and Private Regulation of Financial Markets. Routledge: London. ISBN 9781138943124 This is the author’s final accepted version. There may be differences between this version and the published version. You are advised to consult the publisher’s version if you wish to cite from it. http://eprints.gla.ac.uk/115144/ Deposited on: 09 February 2016 Enlighten – Research publications by members of the University of Glasgow http://eprints.gla.ac.uk Gentlemen, players and re-moralisation of banking: solution or diversion? Ron Kerr, University of Edinburgh Business School Sarah Robinson, University of Leicester School of Management ABSTRACT In this chapter, ‘A return to gentlemanly banking: solution or diversion?’ the authors focus on proposals for changes in institutional culture in the field of banking and finance in order to address issues of what has been called ‘shameful’ and ‘dishonourable’ behaviour by individual bankers. They pose the following questions: in what ways can ‘culture change’ be conceptualised and understood in the context of banking; and to what extent is such proposed change feasible in the context of a neoliberal-dominated political economy? Using the field of banking in Scotland as an example, the authors trace the overthrow of the traditional gentlemanly bankers by a new guard of modernisers. The collapse of the Scottish banks in 2009 and the lack of any legal accountability has led to calls in the popular press and elsewhere for a return to what we take to be a quasi-imaginary past, in which banking was a gentlemanly profession conducted, at senior levels at least, by and between honourable gentlemen.