Annual Financial Report 2011
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
18 February 2019 Solvency and Diversification in Insurance Remain Key Strengths Despite Change in Structure
FINANCIAL INSTITUTIONS ISSUER IN-DEPTH Lloyds Banking Group plc 18 February 2019 Solvency and diversification in insurance remain key strengths despite change in structure Summary RATINGS In 2018, Lloyds Banking Group plc (LBG) altered its structure to comply with the UK's ring- Lloyds Banking Group plc Baseline Credit a3 fencing legislation, which requires large banks to separate their retail and SME operations, Assessment (BCA) and deposit taking in the European Economic Area (EEA) from their other activities, including Senior unsecured A3 Stable the riskier capital markets and trading business. As part of the change, LBG designated Lloyds Bank plc as the“ring-fenced” entity housing its retail, SME and corporate banking operations. Lloyds Bank plc It also assumed direct ownership of insurer Scottish Widows Limited, previously a subsidiary Baseline Credit A3 Assessment (BCA) of Lloyds Bank. The changes had little impact on the creditworthiness of LBG and Lloyds Adjusted BCA A3 Bank, leading us to affirm the deposit and senior unsecured ratings of both entities. Scottish Deposits Aa3 Stable/Prime-1 Widows' ratings were unaffected. Senior unsecured Aa3 Stable » LBG's reorganisation was less complex than that of most UK peers. The Lloyds Lloyds Bank Corporate Markets plc Banking Group is predominantly focused on retail and corporate banking, and the Baseline Credit baa3 required structural changes were therefore relatively minor. The group created a small Assessment (BCA) separate legal entity, Lloyds Bank Corporate Markets plc (LBCM), to manage its limited Adjusted BCA baa1 Deposits A1 Stable/Prime-1 capital markets and trading operations, and it transferred its offshore subsidiary, Lloyds Issuer rating A1 Stable Bank International Limited (LBIL), to LBCM from Lloyds Bank. -
Irish Economy Watch AIB Treasury Economic Research Unit
Irish Economy Watch AIB Treasury Economic Research Unit Thursday 19 November 2020 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Manufacturing PMI edged higher to 50.3 in October as the MANUFACTURING survey points to broadly stable AIB Manufacturing PMI 45.1 36.0 39.2 51.0 57.3 52.3 50.0 50.3 but subdued business conditions in the sector OECD Leading Indicator 98.8 93.4 94.1 97.6 99.2 99.4 99.6 99.7 Traditional industrial production Industrial Production (Ex-Modern) 112.7 86.5 82.6 93.7 110.8 109.5 110.6 #N/A moved higher in September as Production (Ex-Modern) : 3mma YoY% 1.7 -10.0 -17.7 -21.2 -14.2 -5.3 -0.7 #N/A output rebounded by 25.9% in 3mth / 3mth % seas. adj. 2.4 -9.6 -16.3 -22.9 -6.6 11.4 25.9 #N/A Q3. YoY growth rate at –0.7% SERVICES / RETAIL Services PMI stayed in contraction but improved to 48.3 AIB Services PMI 32.5 13.9 23.4 39.7 51.9 52.4 45.8 48.3 in October. Weak demand was evident from a decline in new CSO Services Index (Value) 124.4 98.1 101.0 114.1 114.5 115.1 121.1 #N/A business, with firms linking this - YoY % -0.4 -21.8 -19.3 -10.5 -10.6 -9.1 -4.0 #N/A to Covid-19 restrictions - 3mth / 3mth % seas. -
Hsbc to Acquire Lloyds Banking Group Onshore Assets in the Uae
Ab c 29 March 2012 HSBC TO ACQUIRE LLOYDS BANKING GROUP ONSHORE ASSETS IN THE UAE HSBC Bank Middle East Ltd (‘HSBC’), an indirect wholly-owned subsidiary of HSBC Holdings plc, has entered into an agreement to acquire the onshore retail and commercial banking business of Lloyds Banking Group (‘Lloyds’) in the United Arab Emirates (‘UAE’). The value of the gross assets being acquired is US$769m as at 31 December 2011. The transaction, which is subject to regulatory approvals, is expected to complete in 2012. HSBC’s largest operations in the MENA region are based in the UAE where HSBC enjoys a market-leading trade and commercial banking presence, in addition to the largest international retail banking and wealth management business. The business being acquired from Lloyds has approximately 8,800 personal and commercial customers and a loan book of approximately US$573m as at 31 December 2011. Commenting on the acquisition, Simon Cooper, Deputy Chairman and Chief Executive Officer of HSBC in MENA, said: “HSBC is the leading international bank in the UAE and the addition of Lloyds’ strong presence in retail and commercial banking is highly complementary to our business. The acquisition underscores the strategic importance of the UAE, and of the MENA region as a whole, to HSBC.” Media enquiries to: Tim Harrison + 971 4 4235632 [email protected] Brendan McNamara +44 (0) 20 7991 0655 [email protected] ends/more Registered Office and Group Head Office: This news release is issued by 8 Canada Square, London E14 5HQ, United Kingdom Web: www.hsbc.com HSBC Holdings plc Incorporated in England with limited liability. -
You Can View the Full Spreadsheet Here
Barclays First Direct Halifax HSBC Lloyds Monzo (Free) Nationwide Natwest Revolut Santander Starling TSB Virgin Money Savings Savings pots No No No No No Yes No No Yes No Yes Yes Yes Auto savings No No Yes No Yes Yes Yes No Yes No Yes Yes No Banking Easy transfer yes Yes yes Yes yes Yes Yes Yes Yes Yes Yes Yes Yes New payee in app Need debit card Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes New SO Yes No Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes change SO Yes No Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes pay in cheque Yes Yes Yes Yes Yes No No No No No Yes No Yes share account details Yes No yes No yes Yes No Yes Yes Yes Yes Yes Yes Analyse Budgeting spending Yes No limited No limited Yes No Yes Yes Limited Yes No Yes Set Budget No No No No No Yes No Yes Yes No Yes No Yes Yes Yes Amex Allied Irish Bank Bank of Scotland Yes Yes Bank of Barclays Scotland Danske Bank of Bank of Barclays First Direct Scotland Scotland Danske Bank HSBC Barclays Barclays First Direct Halifax Barclaycard Barclaycard First Trust Lloyds Yes First Direct First Direct Halifax M&S Bank Halifax Halifax HSBC Monzo Bank of Scotland Lloyds Lloyds Lloyds Nationwide Halifax M&S Bank M&S Bank Monzo Natwest Lloyds MBNA MBNA Nationwide RBS Nationwide Nationwide Nationwide NatWest Santander NatWest NatWest NatWest RBS Starling Add other RBS RBS RBS Santander TSB banks Santander No Santander No Santander Not on free No Ulster Bank Ulster Bank No No No No Instant notifications Yes No Yes Rolling out Yes Yes No Yes Yes TBC Yes No Yes See upcoming regular Balance After payments -
Banco Santander: Extending Financial Se Vices to Low-Income Communities in B Azil
CASE STUDY Banco Santander: Extending financial se vices to low-income communities in B azil Initi ti e Descriptio In September 2013, Santander Microcrédito joined the Business Call to Action with a commitment to serve 124,799 low-income consumers with microfinance services and to disburse up to US$490 million in microcredit loans by 2015. The goals of Santander Microcrédito are to: • Disburse R$540 million (US$230 million) in microcredit operations by the end of 2014; and R$600 million (US$260 million) in 2015; and • Attain 126,000 active microcredit clients by the end of 2014 and 131,000 additional clients Business Model Santander Microcredit is an example of how Banco in 2015. In Brazil, 52 million people and Santander Brasil contributes to approximately 25 million informal reducing social inequalities in entrepreneurs lack access to the for- the country. When we started mal banking system. Santander Brasil thinking about how to launch Microcredit, a company affiliated with the microcredit programme, we Banco Santander Brasil, was founded decided that it should be a in 2002 to offer microcredit operations model in which all involved to support business entrepreneurs parties could benefit. that could not access formal banking services. To this end, Santander Brasil Microcredit offers loans that con- tribute to employment and income generation for low-income people. Currently, Santander Microcredit The average monthly income in Brazil operates in more than 600 municipali- is US$6801 and 21 percent of the pop- ties (in 10 Brazilian states), and has 25 ulation live below the poverty line2. branch offices. -
Allied Irish Bank (GB) Comes Top Again in Comprehensive UK Banking Survey 27Th November 2000
Allied Irish Bank (GB) comes top again in comprehensive UK banking survey 27th November 2000 Allied Irish Bank (GB) has today been named Best Business Bank for the fourth consecutive time in the Forum of Private Business’s (FPB) comprehensive survey into the strength of service offered by banks to private businesses. The FPB report, Private Businesses and Their Banks 2000, is a biennial survey of tens of thousands of British businesses and shows that Allied Irish Bank (GB) has maintained its No. 1 position over other major UK banks since 1994. Aidan McKeon, General Manager of Allied Irish Bank (GB) and Managing Director AIB Group (UK) p.l.c., commented: "While we are delighted to win this award for the fourth time, we are far from complacent. We continue to listen closely to our customers and to invest in the cornerstones of our business: recruiting, training and retaining quality people; building 'true’ business relationships; and ongoing commitment to maintaining short lines of decision making. At the same time, we are exploiting technology to make our service as customer- responsive and efficient as possible." Allied Irish Bank (GB), one of the forerunners in relationship banking, scores highest in the survey for knowledge and understanding. The bank also scored highly on efficiency, reliability and customer satisfaction. Mr. McKeon continued: "We recognise that business customers have particular needs and concerns and we are always striving to ensure that our customers receive a continually improved service. We shall look carefully at this survey and liaise with our customers to further strengthen our service." Stan Mendham, Chief Executive of the FPB commented: "The FPB congratulates Allied Irish Bank (GB) on being voted Best Business Bank in Britain for the fourth time. -
Crisis and Change in Ireland (ARI)
Area: Europa ARI 79/2011 Date: 28/4/2011 Crisis and Change in Ireland (ARI) Raj Chari* Theme1: The 2011 Irish election must be placed in the context of both the economic and the political crisis that preceded the vote in order to examine its results and consider Ireland’s future in Europe. Summary: After years of economic growth during the ‘Celtic Tiger’ boom, Ireland fell into economic decline as a result of its financial crisis in 2008. Ireland’s fall can best be understood as home-made, fuelled by speculation and lax regulation of the financial sector. In the context of this economic and financial crisis, Ireland then suffered a political crisis in which the Fianna Fáil (FF) government coalition lost legitimacy, prompting an early election on 25 February 2011. Unsurprisingly perhaps, a new coalition government comprised of Fine Gael (FG) and Labour came into being as a result. A major issue to be addressed by the new government relates to the renegotiation of the interest rates on the EU/IMF bailout agreed in December 2010. However, what remains unclear is how much this new government’s hands are already tied and whether or not the EU seeks to renegotiate the terms of the deal. Analysis: The Economic and Political Context For almost a decade before 2008, the ‘Celtic Tiger’ gained the attention of the world: after being a laggard in the EU economy throughout much of the 70s and 80s, from the late 90s Ireland was one of the fastest-growing EU economies and represented a model for growth. -
D U N S H a U G H L I N , C O . M E A
DUNSHAUGHLIN, CO. MEATH LOCATION THE WILLOWS Vibrant Location The Willows is a new high quality residential development in a prime position in Dunshaughlin, Co. Meath, an historic location with an array of modern facilities. It enjoys a lovely village atmosphere with excellent transport links including the close proximity of the M3 Parkway station which offers commuters a rail link to Connolly Station. Bus Eireann provides an excellent service every 15 minutes during peak times to Dublin’s city centre, the bus stop is within walking distance to The Willows. Dunshaughlin is only 15 minutes from the M50 giving easy access to Dublin. The M3 motorway is also close by linking the town with various commuter belts. This has had a positive impact on the village as there is no longer a large “bottleneck” when entering and exiting the village in the morning and evenings. The Dual Carriageway has reduced residents commuting time significantly. The village can be now be considered as a peaceful village setting within close proximity to Dublin city and an ideal option for a young family. The easy access to Dublin city centre is a considerable advantage. The cross Luas links with Broombridge, bringing Dublin city centre even closer. It is also conveniently close to numerous amenities and facilities including schools, shops, restaurants, sports and leisure facilities. There is a large employer base closeby including Intel, Dublin Airport, Connolly Hospital, Blanchardstown Town Centre, Shire and many more. A new high quality residential development in a prime position 2 3 LOCATION THE WILLOWS Great Family Environment The Willows is an ideal location for first time buyers and young families trading up who are wishing to stay in or move to an attractive location close to so many amenities. -
Irish Economy Note No. 13 “Did the ECB Cause a Run on Irish Banks
Irish Economy Note No. 13 “Did the ECB Cause a Run on Irish Banks? Evidence from Disaggregated Data” Gary O’Callaghan Dubrovnik International University February 2011 www.irisheconomy.ie/Notes/IrishEconomyNote13.pdf Did the ECB Cause a Run on Irish Banks? Evidence from the Disaggregated Data. Gary O’Callaghan Dubrovnik International University February 2011 The paper closely examines events leading up to the Irish crisis of November 2010. It traces the effects of these events on both the onshore banking sector and on an offshore sector that is almost as large but is very different in terms of structure and commitment. Both sectors benefit from liquidity support by the European Central Bank (ECB) but the offshore sector does not benefit from a Government guarantee on deposits and securities and no bank in this category would expect to be recapitalised by the Irish Government in the event of its insolvency. Therefore, by examining the effects of certain events on deposits in each sector, one can distinguish between a crisis of confidence in monetary support (that would apply to both sectors) and an erosion of credibility in fiscal policy (that would apply to domestic banks only). The paper suggests that a systemic run on Irish banks was the proximate cause of the November crisis (even if a financing package might have been needed anyway) and that it probably resulted from public musings by ECB Council members on the need to curtail liquidity support to banks. An ECB commitment in May to support government bonds had undermined its ability to reign in monetary policy and left it searching for an exit. -
Journalism, Politics and the Celtic Tiger Journalists
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by DCU Online Research Access Service Chapter 8 Declan Fahy A limited focus? Journalism, politics and the Celtic Tiger Journalists dominated the 2009 end-of-year bestseller lists with books castigating Ireland’s financial and political elites for causing the financial crisis that would eventually claim the country’s economic sovereignty. In The Bankers Shane Ross criticised bank executives and regulators for their close relationship that facilitated years of reckless property speculation, while in Who really runs Ireland? Matt Cooper laid out the elite nexus of bankers, developers, politicians and media owners that he argued allowed a thriving economy to overheat. In Ship of Fools, Fintan O’Toole traced the entwined Irish histories of economic mismanagement, political corruption and financial fraud that combined so disastrously in the crisis. In Follow the Money, David McWilliams described a panicked Irish government amid the 2008 global financial meltdown, as then finance minister Brian Lenihan, eating garlic to stay awake, paid a late-night visit to the columnist’s house for advice. In Anglo Republic, Simon Carswell forensically examined the succession of high-risk financial decisions by Anglo Irish Bank executives that forced the government to guarantee bank debts and deposits. These books unflinchingly laid out the national systemic political and financial failure that found apt symbolism, among international media, in the half-finished ‘ghost estates’ that littered the Irish countryside. 190 These post-crash books were cutting and critical. But such comprehensive analyses, commentators noted, were mostly absent during the boom years, from the mid-1990s to the mid-2000s, when Ireland’s economy expanded with unprecedented growth. -
Banking Corporation Tax Allocation Percentage Report the NEW YORK CITY DEPARMENT of FINANCE PAGE: 1 2010 BANKING CORPORATION TAX ALLOCATION PERCENTAGE REPORT
2010 Banking Corporation Tax Allocation Percentage Report THE NEW YORK CITY DEPARMENT OF FINANCE PAGE: 1 2010 BANKING CORPORATION TAX ALLOCATION PERCENTAGE REPORT NAME PERCENT AAREAL CAPITAL CORPORATION 100.00 ABACUS FEDERAL SAVINGS BANK & SUBS 88.56 ABN AMRO CLEARING BANK NV 4.64 ABN AMRO HOLDINGS USA LLC 100.00 AGRICULTURAL BANK OF CHINA 100.00 AIG FEDERAL SAVINGS BANK 100.00 ALLIED IRISH BANKS PLC 100.00 ALMA BANK 100.00 ALPINE CAPITAL BANK 100.00 AMALGAMATED BANK 93.82 AMERASIA BANK 100.00 AMERICAN EXPRESS BANK FSB 1.67 AMERICAN EXPRESS BANKING CORPORATION 100.00 AMERIPRISE BANK FSB .21 ANGLO IRISH NEW YORK CORPORATION 100.00 ANTWERPSE DIAMANTBANK NV 100.00 AOZORA BANK LTD 100.00 APPLE FINANCIAL HOLDINGS INC 53.45 ARAB BANK P L C_NEW YORK AGENCY .28 ARAB BANKING CORPORATION 100.00 ARMOR HOLDCO INC 88.51 ASIA BANCSHARES INC & SUBSIDIARIES 100.00 ASTORIA FINANCIAL CORPORATION 18.55 ATLAS SAVINGS & LOAN ASSOCIATION 100.00 AURORA BANK FSB FKA LEHMAN BROTHERS BANK FSB 3.03 AUSTRALIA & NEW ZEALAND BANKING GROUP LTD 1.01 BANCA MONTE DEI PASCHI DI SIENA SPA .11 BANCO BILBAO VIZCAYA ARGENTARIA 1.68 BANCO BRADESCO SA .09 BANCO DE BOGOTA 9.75 BANCO DE LA NACION ARGENTINA .21 BANCO DE LA REPUBLICA ORIENTAL DEL URUGUAY 100.00 BANCO DE SABADELL SA 100.00 BANCO DEL ESTADO DE CHILE 100.00 BANCO DO BRASIL SA 100.00 BANCO DO ESTADO DO RIO GRANDE DO SUL SA ("BANRISUL") 100.00 BANCO ESPIRITO SANTO S.A._AND SUBSIDIARY 1.12 BANCO INDUSTRIAL DE VENEZUELA 66.39 BANCO ITAU SA 100.00 BANCO LATINOAMERICANO DE COMERCIO EXTERIOR EXTERIOR SA .52 BANCO POPULAR -
Allied Irish Banks, P.L.C., New York Branch – Tailored Resolution Plan
Allied Irish Banks, p.l.c., New York Branch – Tailored Resolution Plan Executive summary (1) Describe the key elements of the covered company’s strategic plan for rapid and orderly resolution in the event of material financial distress at or failure of the covered company. Allied Irish Banks, p.l.c. (AIB) is submitting this plan as part of the third group of filers, generally those subject to the rule with less than $100 billion in total U.S. non-bank assets. AIB is currently 99.8% owned by the Irish Government and has been designated as one of Ireland’s two pillar banks. Allied Irish Banks, p.l.c. (AIB) does not maintain any non-bank material entities or core business lines in the U.S. The only active presence AIB currently has in the U.S. is its New York branch, which is licensed by the New York State Department of Financial Services (NYSDFS) and represents approximately 0.53% of AIB’s global balance sheet. As such, AIB New York is not an operation whose discontinuance or disorderly wind-down would have a material impact on or pose a threat to the financial stability of the U.S. As a result of the recent worldwide financial crisis and pursuant to Ireland’s EU/ECB/IMF Troika bail-out program, AIB was directed to identify and de-leverage non-core assets from its balance sheet. As part of this process, the Not- for-Profit credit business in AIB’s New York branch was deemed to be non-core and the branch has consequently engaged in an active reduction of its NY assets resulting in the orderly reduction of the branch’s business to its current levels: Balance Sheet decreased by 97% Loans decreased by 85% Securities issued or guaranteed by U.S.