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Next-Gen Technology Transformation in Financial Services
April 2020 Next-gen Technology transformation in Financial Services Introduction Financial Services technology is currently in the midst of a profound transformation, as CIOs and their teams prepare to embrace the next major phase of digital transformation. The challenge they face is significant: in a competitive environment of rising cost pressures, where rapid action and response is imperative, financial institutions must modernize their technology function to support expanded digitization of both the front and back ends of their businesses. Furthermore, the current COVID-19 situation is putting immense pressure on technology capabilities (e.g., remote working, new cyber-security threats) and requires CIOs to anticipate and prepare for the “next normal” (e.g., accelerated shift to digital channels). Most major financial institutions are well aware of the imperative for action and have embarked on the necessary transformation. However, it is early days—based on our experience, most are only at the beginning of their journey. And in addition to the pressures mentioned above, many are facing challenges in terms of funding, complexity, and talent availability. This collection of articles—gathered from our recent publishing on the theme of financial services technology—is intended to serve as a roadmap for executives tasked with ramping up technology innovation, increasing tech productivity, and modernizing their platforms. The articles are organized into three major themes: 1. Reimagine the role of technology to be a business and innovation partner 2. Reinvent technology delivery to drive a step change in productivity and speed 3. Future-proof the foundation by building flexible and secure platforms The pace of change in financial services technology—as with technology more broadly—leaves very little time for leaders to respond. -
Partner with Us
The World’s Leading Islamic Finance News Provider (All Cap) Islamic fi nance Kuwaiti Singaporean Women and 1000 stalwarts banking under fi rm turns to the Words: Where 950 gather in fi re...6 Middle East as are all the 900 924.00 Kuala Lumpur Islamic fi nance women in 850 1.7% 908.62 to recognize in home market standard-sett ing 800 W T F S S M T and celebrate stalls...9 and rule- Powered by: IdealRatings® industry’s making?...11 fi nest...5 COVER STORY 24th February 2016 (Volume 13 Issue 8) Italy: A new destination for the Islamic debt capital market Bank lending in Italy is under intense access to cheap funding and constraining markets were a closed book for many pressure, with traditional lines of their own abilities to lend in their turn. Italian corporates. Debt fi nancing in corporate credit contracting to the point Banca Monte Dei Paschi di Siena, Italy’s Italy has been historically stringent, where fi rms are desperately seeking third-largest bank, has lost around 78% with strict constraints on bond issues alternative forms of funding. Although in value over the past year, while its from non-listed companies – designed so far Islamic fi nance has made few biggest bank Unicredit is down 41%. to prevent tax avoidance, but with the inroads into the Italian market, a new According to Italy’s banking association, eff ect of rendering bond issuance far initiative to introduce Islamic bonds Associazione Bancaria Italiana (ABI), too expensive for most smaller fi rms using existing legislation could open in December 2015 bank loans totaled to consider. -
Fast and Secure Transfers – Fact Sheet
FAST AND SECURE TRANSFERS – FACT SHEET NEW ELECTRONIC FUNDS TRANSFER SERVICE, “FAST” FAST (Fast And Secure Transfers) is an electronic funds transfer service that allows customers to transfer SGD funds almost immediately between accounts of the 24 participating banks and 5 non-financial institutions (NFI) in Singapore. FAST was originally launched on 17 March 2014 and included only bank participants. From 8th February onwards, FAST will also be available to the 5 NFI participants. FAST enables almost immediate receipt of money. You will know the status of the transfer by accessing your bank account via internet banking or via notification service offered by the participating bank or NFI. FAST is available anytime, 24x7, 365 days. Payment Type Receipt of Payments FAST Almost Immediate, 24x7 basis Cheque Up to 2 business days eGIRO Up to 3 business days Types of accounts that you can use to transfer funds via FAST (Updated on 25 Jan 2021) FAST can be used to transfer funds between customer savings accounts, current accounts or e-wallet accounts. For some banks, the service can also be used for other account types (see table below). Other Account types that you can use FAST Participating Bank to transfer funds via FAST Transfer from Transfer to (Receive) (Pay) 1 ANZ Bank MoneyLine MoneyLine 2 Bank of China Credit Card Credit Card MoneyPlus MoneyPlus 3 The Bank of Tokyo-Mitsubishi UFJ - - 4 BNP Paribas - - 5 CIMB Bank - - 6 Citibank NA - - 7 Citibank Singapore Limited - - 8 DBS Bank/POSB Credit Card Credit Card Cashline Cashline 9 Deutsche Bank - - 10 HL Bank - - 11 HSBC - - 12 HSBC Bank (Singapore) Limited - - 13 ICICI Bank Limited Singapore - - 14 Industrial and Commercial Bank of China Limited Debit Card Debit Card Credit Card 15 JPMorgan Chase Bank, N.A. -
Dbs Bank Ltd. Prices the Market's First Singapore
DBS BANK LTD. PRICES THE MARKET’S FIRST SINGAPORE OVERNIGHT RATE AVERAGE (“SORA”)-REFERENCED NOTES * * * SINGAPORE, 6 May 2020 – DBS Bank Ltd. (“DBS Bank”) has successfully priced the industry’s first SORA-referenced floating rate notes (the “Notes”) under its USD 30 billion Global Medium Term Note Programme (the “Programme”). The issue of the Notes supports the Association of Banks in Singapore and the Singapore Foreign Exchange Market Committee (ABS-SFEMC)’s roadmap for the development of new SORA-based markets. On 30 August 2019, ABS-SFEMC announced that the discontinuation of the London Interbank Offered Rate (LIBOR) would affect the sustainability of the SGD Swap Page 1 of 5 DBS Group Holdings Ltd Tel: 65.6878 8888 12 Marina Boulevard DBS Asia Central @ Marina Bay Financial Centre Tower 3 Singapore 018982 www.dbs.com Co. Reg. No. 199901152M Offer Rate (SOR)1, and held a public consultation on the use of SORA as the new interest rate benchmark to replace SOR. More recently, the Steering Committee for SOR Transition to SORA (“SC-STS”) published the response to feedback on 19 March 2020, together with a roadmap for the transition. SORA is a transaction-based interest rate benchmark underpinned by the SGD overnight interbank funding market and has been published by the Monetary Authority of Singapore since July 2005. As the first financial institution in Singapore to successfully price the issue of a SORA-referenced floating rate note, DBS Bank has taken the first step to pave the way for further SORA adoption. The Notes have a notional amount of SGD 20 million and a tenor of 1 year. -
The 50 Years
The 50 years. Foreword 5 Peter Seah, Piyush Gupta A bank is born 7 S Dhanabalan The courage of youth 12 S Dhanabalan Best of all leaders 18 J Y Pillay From negative to positive 22 Ang Kong Hua Of fishmongers and stallholders 26 Shirley Loo-Lim A first against all odds 32 N Ganesan Buses, planes and the stock exchange 36 Tan Soo Nan Daring to do 40 Hong Tuck Kun The condo project that almost wasn’t 44 S Dhanabalan, Ng Kee Choe Ruffling feathers 48 Ng Kee Choe, Elsie Foh City within a city 52 Lau Chan Sin Grand old dame gets a facelift 56 Loh Soo Eng A game-changing first 60 Elsie Foh Putting Singapore on the map 64 Eng-Kwok Seat Moey Turning crisis into opportunity 69 Jeanette Wong A dino-mite story 73 Digor (The last dinosaur alive) A Smart Buddy for a Smart Nation 79 P’ing Lim, Jeremy Soo The journey together continues 85 Chester Teo (A reel-life character) Beyond dollars and cents 89 Eric Ang 50 Enterprises of Change 94 50 Memorable Highlights 146 Once upon a time... 4 Foreword This year, DBS turns 50. With our coming of age, it’s inevitable that we’ve been a little introspective, remembering our roots and celebrating our rich heritage as the former Development Bank of Singapore. In many ways, the DBS story mirrors that of Singapore’s. After all, the bank was founded in 1968, just three years after the independence of Singapore – for the express purpose of financing the nation’s development and industrialisation. -
Annual Securities Report / Yukashoken Hokokusho (Excerpt)
Annual Securities Report “Yukashoken Hokokusho” (Excerpt) for the fiscal year ended March 31, 2020 MUFG Bank, Ltd. Table of Contents Page Cover ............................................................................................................................................................ 1 I. Overview of the Company .................................................................................................................. 2 1. Key Financial Data and Trends ....................................................................................................... 2 2. History ............................................................................................................................................. 5 3. Business Outline .............................................................................................................................. 6 4. Information on Subsidiaries and Affiliates ...................................................................................... 8 5. Employees ..................................................................................................................................... 10 II. Business Overview ............................................................................................................................ 11 1. Management Policy, Business Environment and Issues to be Addressed, etc. .............................. 11 2. Risks Related to Business ............................................................................................................. -
DBS Bank Our Approach to Responsible Financing
DBS Bank Our Approach to Responsible Financing September 2020 DBS Bank Our Approach to Responsible Financing 1 Introduction ................................................................................................................................... 3 Governance Structure ................................................................................................................... 3 Environmental, Social and Governance Risk Management ........................................................... 3 Development of Green Products ................................................................................................... 7 Sector Guides ............................................................................................................................... 8 Agriculture - Palm Oil ......................................................................................................................... 8 Agricultural commodities ex. Palm Oil ............................................................................................. 9 Animal Husbandry and Feed .......................................................................................................... 10 Apparel, Footwear and Textiles ..................................................................................................... 10 Chemicals .......................................................................................................................................... 11 Energy – Oil & Gas.......................................................................................................................... -
DBS Bank Ltd DBS Card Services Orchard P.O. Box 360
POSB Multitute_Branch.ai 1 10/5/11 7:14 PM Declaration (ref V1.July 2011) IMPORTANT: PLEASE READ BEFORE SIGNING 1. I request you to issue and continue to issue me with the Debit Please note: Card ("Card") applied for herein until I/You terminate the Card. 2. I confirm that at the time of this application, I am not a 1. The Card and its PIN will be sent to the mailing address of the undischarged bankrupt and no statutory demand has been served Primary Account as per the Bank's record at your sole risk. Please on me nor any legal proceedings commenced against me. ensure that you have updated the Primary Account mailing address. 3. I hereby declare and warrant that the information given in this application and all documents submitted to you are complete, true 2. Point-of-Sale PIN spending limit for NETS is pre-set at S$2,000 and accurate and belong to you absolutely and that I have not daily, subject to the availability of funds in your account. willfully withheld any material fact. If any of the information given herein changes of becomes inaccurate in any way, I shall 3. Point-of-Sale Signature spending limit is pre-set at S$5,000 daily, immediately notify you or any such change or inaccuracy. subject to the availability of funds in your account. 4. I hereby authorise you to conduct credit checks on me (including but not limited to checks with the credit bureau recognized as 4. Each secured Card-Not-Present (online, mail or phone) transaction such by the regulatory authorities) and obtain and verify and/or limit is pre-set at S$5,000, subject to the availability of funds in to disclose or release any information relating to me and/or any of my account(s) from or to any other party or source as you may your account. -
Banks and Corporates Realign Relationships in Asia 2018 Greenwich Leaders: Asian Large Corporate Banking and Cash Management
Banks and Corporates Realign Relationships in Asia 2018 Greenwich Leaders: Asian Large Corporate Banking and Cash Management Q1 2018 Although the names at the top of Asia’s corporate banking market are unchanged from 2017 to 2018, the industry as a whole is actually in the midst of an accelerated evolution, as large companies and a growing list of global, regional and domestic banks work to sort out who is—and who wants to be—relevant to whom. HSBC, Standard Chartered Bank and Citi have been the top three banks in Asia since Greenwich Associates started tracking the large corporate banking market over 15 years ago. In recent years, ANZ Bank and DBS Bank have consistently rounded out the top five, while a few European global franchises have stepped back to varying degrees in the landscape. Amid the stability at the top of the market, a longer term evolution has progressed among the majority of leading banks in Asia. An Increasing Focus on “Target Market” When Greenwich Associates started covering Asia’s corporate banking landscape in the early 2000s, almost all of our bank clients asked to see their results based on our “total sample” research universe—meaning the full sample of interviews conducted with hundreds of large companies from across the entire region. (This year, Greenwich Associates interviewed 708 companies across 11 markets, representing a known universe of some 2,200 companies with annual sales of more than U.S.$500 million.) This approach reflected their broad strategies, with ambitions to serve much of the Asian large corporate banking market. -
Fintech and Digital Banking 2025 Asia Pacific
FINTECH AND DIGITAL BANKING 2025 ASIA PACIFIC Co-published in association with AN IDC INFOBRIEF 2020 Fintech & Digital Banking 2025 Readiness Challenges Five years ago, IDC Financial Insights predicted that 100% of the top 250 banks across Asia Pacific would be executing a digital strategy. The reality? We are far from that number. Digital-first banking is even more important now as the COVID-19 situation has intensified customers’ need for availability, access, and control of digital channel interactions. Poor Customer Adoption Legacy Views of Value Chain This is due to extreme focus on channels, Banks have not been able to take advantage of potential ecosystem disregarding necessary integration with partners as they still hold traditional views of the value chain. business processes. 80% of the top 250 banks still prefer to own the entire value chain 70% of Asia Pacific banking customers view of banking, with third party-contributed business at a mere 2%. banking processes as tedious. Only 30% of the banking customer base is active on digital banking channels. Slow to Innovate Fintech Innovation momentum is easier built from the ground up, while & Digital traditional banks are held back by traditional products, processes, Banking and people. Core Systems Lagging 63% of banking customers in Asia Pacific are willing to switch to neo Banks still find it too difficult and expensive Readiness banks or new digital challengers. to transform legacy core systems. Challenges More than 35 neo banks or new digital challengers across Asia Average age of core banking systems in Pacific are built on agile innovative best practices — way ahead of the top 100 banks in Asia Pacific remains incumbents in terms of flexibility, self-service capabilities, customer at 17.5 years — hardly responsive and needs, and personalization. -
Islamic Banking: a Guide for Small and Medium-Sized Enterprises Geneva: ITC, 2009
ISLAMIC BANKING A GUIDE FOR SMALL AND MEDIUM-SIZED ENTERPRISES USD 70 ISBN 978-92-9137-375-8 EXPORT IMPACT FOR GOOD United Nations Sales No. E.09.III.T.10 © International Trade Centre 2008 The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. ITC publications can be purchased from ITC’s website: www.intracen.org/eshop and from: Street address: ITC, 54-56, rue de Montbrillant, ᮣ United Nations Sales & Marketing Section 1202 Geneva, Switzerland Palais des Nations CH-1211 Geneva 10, Switzerland Postal address: ITC, Fax: +41 22 917 00 27 Palais des Nations, E-mail: [email protected] (for orders from Africa, Europe and the Middle East) 1211 Geneva 10, Switzerland and Telephone: +41-22 730 0111 ᮣ United Nations Sales & Marketing Section Room DC2-853, 2 United Nations Plaza Fax: +41-22 733 4439 New York, N.Y. 10017, USA (for orders from America, Asia and the Far East) Fax: 1/212 963 3489 E-mail: [email protected] E-mail: [email protected] Internet: http://www.intracen.org Orders can be placed with your bookseller or sent directly to one of the above addresses. ISLAMIC BANKING A GUIDE FOR SMALL AND MEDIUM-SIZED ENTERPRISES Geneva 2009 ii ABSTRACT FOR TRADE INFORMATION SERVICES 2009 F-04.01 ISL INTERNATIONAL TRADE CENTRE (ITC) Islamic Banking: A Guide for Small and Medium-sized Enterprises Geneva: ITC, 2009. x, 101 p. Guide dealing with methods to access Islamic finance, and examining the role of Islamic banking in assisting export activities of small firms – highlights the evolution of the Islamic banking industry, and describes the instruments used to finance clients; outlines key principles and perspectives of Islamic banking relevant to small firms; provides an overview of the Islamic microfinance sector and identifies possible challenges to its growth; explains how to use Islamic banking instruments for specific transactions; includes a case study on Islamic banking for women in Malaysia. -
Bank & Branch Code Guide
ACH BANK & BRANCH CODE GUIDEs Last updated: 20 September 2021 IMPORTANT NOTE: 1. This guide is for customer using the old IBG payment and collections. 2. Customer using the new FAST/GIRO service, please be reminded that the following 3 banks require the 3 digits branch code to be appended to the account number. OCBC – Oversea-Chinese Banking Corporation Limited HSBC – The Hongkong & Shanghai Banking Corporation Limited SBI – State Bank of India Please follow the instruction given in Appendix C for more information. 3. UOB will not be held responsible for any errors or omissions that may appear in the guide. For updates of the codes, please refer to www.uobgroup.com/ACHcodes. 4. For DBS enquiries, please call 1800 222 2200. For OCBC enquiries, please call 1800 438 3333. The ACH Bank Code, Branch Code and Account Number are key fields in the required information to be provided for Interbank GIRO (IBG) transactions only. For accounts belonging to the following banks, you may wish to take note of the following conditions when preparing the IBG transactions: Bank Bank Branch Account Remarks Name Code Code No (Example) - 10-digit Account No - Use first 3 digits of Account No and refer to Appendix A to retrieve the corresponding Branch Code UOB 7375 030 9102031012 eg. For account 9102031012, use 910 to refer to Appendix A to retrieve the Branch Code 030. (Account No will remain as 9102031012.) UOB 7375 001 860012349101 - VAN: Virtual Account Number (for VAN - Length of Account Number varies from 7 to account 18 digits (except 8, 10, 15 and 16) only) - Use 001 as default Branch Code - Usually 10-digit Account No - Use first 3 digits of Account No as the Branch Code DBS 7171 005 0052312891 eg.