Annual Report Contents
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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 ............................................................................................................. -
Investors Presentation
Investors Presentation as of 31.12.2014 Ameria Group at a glance Professional advisory and banking services unified by high-level expertise and professional dedication CORPORATE, RETAIL AND INVESTMENT BANKING ADVISORY ASSET MANAGEMENT PROPERTY DEVELOPMENT Universal bank with The leader in the market of One of the first investment Company providing real integrated corporate, retail professional advisory services companies in Armenia, estate development and and investment banking of Armenia (since 1998) providing client tailored asset management services (since services (founded in 1910 as a management solutions (since 2010) branch of Caucasian Trade 2001) Bank) Mission and values Towards excellence and diversity OUR MISSION OUR VALUES Bringing leadership and dynamic development in Armenia and the region as a financial and advisory Client-oriented approach and superior service group committed to long-term dynamic economic quality development Being a client-oriented and reliable partner Trust and satisfaction of our clients Delivering innovations based on the best practice in Principles of business ethics and information financial and advisory services, business processes transparency Building a Dream Team of qualified, motivated and High level of professionalism and team spirit efficient staff 3 Our Partners and Directors Names talk for themselves Andrew Mkrtchyan 19 years of experience in investment and management advisory by Chairman of the Board standing at the roots of investment banking establishment in Armenia, (CEO, Ameria Group) board member in a number of private/public organizations. Prominent investment banker with more than 21 years of experience, key Ruben Vardanian figure in Russia’s capital markets establishment, a Founding Partner of Board Member Moscow School of Management SKOLKOVO , board member at numerous (Chairman of the Board, entities in Russia and abroad, member of the Economic Advisory Board at IDEA Foundation) the IFC, the private-sector arm of the World Bank Group. -
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. -
Who Else Profits the Scope of European and Multinational Business in the Occupied Territories
WHO ELSE PROFITS The Scope of European and Multinational Business in the Occupied Territories SECOND RepORT | NOVEMBER 2018 A Saharawi woman waving a Polisario-Saharawi flag at the Smara Saharawi refugee camp, near Western Sahara’s border. Photo credit: FAROUK BATICHE/AFP/Getty Images WHO ELse PROFIts The Scope of European and Multinational Business in the Occupied Territories This report is based on publicly available information, from news media, NGOs, national governments and corporate statements. Though we have taken efforts to verify the accuracy of the information, we are not responsible for, and cannot vouch, for the accuracy of the sources cited here. Nothing in this report should be construed as expressing a legal opinion about the actions of any company. Nor should it be construed as endorsing or opposing any of the corporate activities discussed herein. ISBN 978-965-7674-58-1 CONTENTS INTRODUCTION 2 WORLD MAp 7 WesteRN SAHARA 9 The Coca-Cola Company 13 Norges Bank 15 Priceline Group 18 TripAdvisor 19 Thyssenkrupp 21 Enel Group 23 INWI 25 Zain Group 26 Caterpillar 27 Biwater 28 Binter 29 Bombardier 31 Jacobs Engineering Group Inc. 33 Western Union 35 Transavia Airlines C.V. 37 Atlas Copco 39 Royal Dutch Shell 40 Italgen 41 Gamesa Corporación Tecnológica 43 NAgoRNO-KARABAKH 45 Caterpillar 48 Airbnb 49 FLSmidth 50 AraratBank 51 Ameriabank 53 ArmSwissBank CJSC 55 Artsakh HEK 57 Ardshinbank 58 Tashir Group 59 NoRTHERN CYPRUs 61 Priceline Group 65 Zurich Insurance 66 Danske Bank 67 TNT Express 68 Ford Motor Company 69 BNP Paribas SA 70 Adana Çimento 72 RE/MAX 73 Telia Company 75 Robert Bosch GmbH 77 INTRODUCTION INTRODUCTION On March 24, 2016, the UN General Assembly Human Rights Council (UNHRC), at its 31st session, adopted resolution 31/36, which instructed the High Commissioner for human rights to prepare a “database” of certain business enterprises1. -
Dbs-Annual-Report-2018.Pdf
BANK OF THE YEAR – GLOBAL The Banker Best Bank in the World TO BE THE BEST BANK IN THE WORLD Global Finance The WORLD’S BEST DIGITAL BANK World’s Euromoney Best WORLD’S BEST BANK BEST BANK FOR SMEs Bank Euromoney SME BANK OF THE YEAR – GLOBAL (PLATINUM WINNER) Global SME Finance (International Finance FOR OUR Corporation) CASH MANAGEMENT GLOBAL BEST SERVICE – OVERALL: #1 Euromoney #1 BEHIND THE CUSTOMERS LOGIN EXPERIENCE MyPrivateBanking BEST PRIVATE BANK FOR INNOVATION PWM/ The Banker BEST PRIVATE BANK FOR ENTREPRENEURS – GLOBAL DBS Group Holdings Ltd Annual Report 2018 Global Finance Perhaps that’s why we were named 12 Marina Boulevard Best Bank in the World Marina Bay Financial Centre Tower 3 Singapore 018982 (65) 6878 8888 | www.dbs.com Co. Reg. No. 199901152M DBS GROUP HOLDINGS LTD facebook.com/dbs ANNUAL REPORT 2018 twitter.com/dbsbank #RecyclemoreWasteless DBS_AR18_Inside Spreads_001-041_Front.indd 1-3 7/3/19 8:03 PM About us DBS is a leading fi nancial services group in Asia with a presence in 18 markets. Headquartered and listed in Singapore, we have a growing presence in the three key Asian axes of growth: Greater China, Southeast Asia and South Asia. Our “AA-” and “Aa1” credit ratings are among the highest in the world. We have been recognised for our leadership globally, having been named “Bank of the Year – Global” by The Banker and “Best Bank in the World” by Global Finance. We are also at the forefront of leveraging technology to shape the future of banking and have been named “World’s Best Digital Bank” by Euromoney. -
Overview of Apis and Bank-As- A-Service in FINTECH Baas for Banks As Amazone Web Services for E-Commerce
Overview of APIs and Bank-as- a-Service in FINTECH BaaS for banks as Amazone Web Services for e-commerce Traditional bank 2015 customers 67% product Amazon’s profit New fintech comes from AWS! players marketing support ? human resources To fight with - complience IT-guys to support - processing center and manage servers or to earn with - card issuing 2006 - money storage Creation of AWS for new players License Servers You may write off infrastructure investments or use them as new revenue streams While banks have always been looking to con- ratization.¹ Fintech-startups nowadays can serve trol the financial services industry, with the rise of almost any financial need for the eligible popu- fintech, the situation has changed drastically. One lation. Now banks are looking to collaborate with of the core differences in approach to financial fintech so as to not to lose the links in the value services between banks and fintech lies in democ- chains that make them so powerful. Chris Skinner one of the TOP5 fintech-influencers and predictors, author of bestsellers «DIGITAL BANK and «VALUE WEB», managing partner of the BB Fund in London You’re probably all familiar with SaaS – it’s basically paying for applications as you use them, rather than buying them. These services used to cost you a fortune, but are now free or near enough. That’s where banking is going. Banking becomes plug and play apps you stitch together to suit your business or lifestyle. There’s no logical reason why Banking shouldn’t be delivered as SaaS. This is the future bank, and old banks will need to reconsider their services to com- pete with this zero margin model. -
Digital Wealth Management in Asia Pacific
Digital Wealth Management in Asia Pacific A comparative analysis across eight key markets 2021 kpmg.com/cn Foreword Asia Pacific has been witnessing strong economic As a result, a growing number of financial institutions prosperity as a result of its open business have widened their target customer groups and environment, relaxed regulatory landscape and a increased focus on developing efficient digital well-developed infrastructure. This has led to a rise in capabilities to cater to mass markets. In relation to the population of High-Net-Worth Individuals mobile access to financial services, the race is on to (HNWIs), particularly the younger generation who provide customers with the best “bank-in-a-pocket” demand technologically advanced and highly service. This race has been joined not just by customised banking and wealth management traditional and neobanks, but also by megatech and solutions, designed specifically to cater to their telecommunications companies with ambitions to growing investment needs. widen their market presence throughout Asia Pacific. The region is home to ~15 million HNWIs, the This move toward digitalisation has further picked up second-largest concentration in the world after North pace post the COVID-19 pandemic. According to America, with an expected growth of 39 percent by KPMG’s 2020 CEO Outlook Survey, 81 percent of 2024, the highest growth forecast globally.1 About CEOs in the Financial Services (FS) sector feel that half of these people are located in mainland China COVID-19 has accelerated digitisation of operations alone. They are looking for highly-personalised and creation of next-generation operating models, advisory solutions from technologically sound while 76 percent feel that it has accelerated the advisors to help plan their family wealth and creation of new digital business models.2 succession. -
INVESTOR PRESENTATION Content
30-June-2019 INVESTOR PRESENTATION Content Ameriabank at a Glance Armenia Macro Indicators Armenian Banking Sector Indicators Ameriabank Financial Results Ameriabank Strategy Highlights Annex 1 Investment Highlights The Leading Bank in Armenia st 1 in the market Impressive by key financial indicators since Above Average Stable and 2015 Growth resilient emerging Above 20% 5-yr economy, with CAGR in key high GDP growth, financial metrics low inflation and stable exchange rates Attractive Macro Superior customer Fundamentals service, proven Best practice corporate governance leadership not only by system and principles, professional financials but also by and experienced management culture and values team Innovator and Strong Team and Trend Setter Corporate Culture 2 The Leading Bank in Armenia Overview The largest universal bank in Armenia, offering corporate, investment Assets 15.4% and retail banking services. Loans 17.2% 1st in the market by key financial indicators: assets, loans, liabilities, net profit and equity Liabilities 16.0% Major contributor to Armenian banking sector development Ongoing appreciation and quality recognitions by reputable global Equity 11.8% institutions Net Profit 14.5% Highest possible credit ratings for an institution operating in Armenia Ameriabank Market Share Ratings S&P Ownership structure Long-term B+ Short-term B Outlook stable EBRD SACP bb- 18 1027 17.8% Branches Employees Moody's Ameria Group (CY) Ltd 56.5% Bank Deposits (LC) Ba3/NP ESPS Bank Deposits (FC) B1/NP Holding Ltd BCA ba3 11.7% 133 2252 -
Vii) DETAILS of CERTIFICATE of DEPOSITS 69
PRIVATE & CONFIDENTIAL – FOR PRIVATE CIRCULATION ONLY THIS DISCLOSURE DOCUMENT IS NEITHER A PROSPECTUS NOR A STATEMENT IN LIEU OF PROSPECTUS. THIS DISCLOSURE DOCUMENT IS PREPARED IN CONFORMITY WITH SECURITIES AND EXCHANGE BOARD OF INDIA (ISSUE AND LISTING OF DEBT SECURITIES) REGULATIONS, 2008 ISSUED VIDE CIRCULAR NO. LAD-NRO/GN/2008/13/127878 DATED JUNE 06, 2008, AS AMENDED BY SECURITIES AND EXCHANGE BOARD OF INDIA (ISSUE AND LISTING OF DEBT SECURITIES) (AMENDMENT) REGULATIONS, 2012 ISSUED VIDE CIRCULAR NO. LAD-NRO/GN/2012- 13/19/5392 DATED OCTOBER 12, 2012, SECURITIES AND EXCHANGE BOARD OF INDIA’S CIRCULAR ON ISSUES PERTAINING TO PRIMARY ISSUANCE OF DEBT SECURITIES ISSUED VIDE CIR/IMD/DF/18/2013 DATED OCTOBER 29, 2013 READ WITH SEBI CIRCULAR NO CIR/IMD/DF- 1/122/2016 DATED NOVEMBER 11, 2016, THE SECURITIES AND EXCHANGE BOARD OF INDIA (ISSUE AND LISTING OF DEBT SECURITIES) (AMENDMENT) REGULATIONS, 2014 ISSUED VIDE CIRCULAR NO. LAD-NRO/GN/2013-14/43/207 DATED JANUARY 31, 2014, SECURITIES AND EXCHANGE BOARD OF INDIA (LISTING OBLIGATIONS AND DISCLOSURE REQUIREMENTS), REGULATIONS 2015 AND THE RBI CIRCULAR DBR.No.BP.BC.1/21.06.201/2015-16 DATED JULY 1, 2015 READ WITH RBI CIRCULAR DBR.No.BP.BC.71/21.06.201/2015-16 DATED JANUARY 14, 2016 AND RBI CIRCULAR DBR.BP.BC.NO.50/21.06.201/2016-17 DATED FEBRUARY 2, 2017, EACH AS AMENDED FROM TIME TO TIME. BANK OF BARODA (A Government of India Undertaking) Constituted under the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 Head Office: Baroda House, Mandvi, Vadodara 390 006, Gujarat, India Tel No: +91-265-2363001, ; Fax No: +91-265-2362914 Corporate Office: Baroda Corporate Centre, C-26, G Block, Bandra-Kurla Complex, Bandra (E), Mumbai 400 051 Tel No: +91-22-66363600; Fax No: +91-22-67592840 E-mail: [email protected], Website: www.bankofbaroda.com DISCLOSURE DOCUMENT DISCLOSURE DOCUMENT FOR PRIVATE PLACEMENT OF UNSECURED, SUBORDINATED, PERPETUAL, ADDITIONAL TIER I, BASEL III COMPLIANT NON CONVERTIBLE TAXABLE BONDS OF (RS. -
Towards Understanding the Impact of Organizational Culture and Risk Management in Banking Sector in Developing Countries
DEGREE PROJECT, IN PROJECT MANAGEMENT AND OPERATIONAL DEVELOPMENT, SECOND LEVEL STOCKHOLM, SWEDEN 2014 Towards Understanding The Impact Of Organizational Culture And Risk Management In Banking Sector In Developing Countries Sitwat Zahra Mir KTH – Royal Institute of Technology Stockholm, School of Industrial Engineering and Management & Habib Metropolitan Bank Pakistan (Subsidiary of Habib Bank A.G. Zurich Switzerland) KTH – Royal Institute of Technology Stockholm, School of Industrial Engineering and Management & Habib Metropolitan 1 Bank Pakistan (Subsidiary of Habib Bank A.G. Zurich Switzerland) www.kth.se Sitwat Zahra Mir MS in Project Management and Operational Development School of Industrial Engineering and Management Royal Institute of Technology Stockholm & Habib Metropolitan Bank Pakistan (Subsidiary of Habib Bank A.G. Zurich) Habib Metropolitan Bank Lahore, Pakistan School of Industrial Engineering and Management Stockholm KTH Examiner: Anna Homström , Kristina Palm Supervisor at KTH: Erika Bellander Supervisor at Habib Metropolitan Bank: Syed Wajahat Hussain 3 4 Abstract Culture of an organization is one of the important factors in determining the success or failure of organizations and their long term performance. Aims of this study are to analyze the cultural features of major banks operating in developing countries especially in Pakistan and investigate risk management processes and models that allow banks in implementing risk based policies and practices. The risk management encompasses big area in banking and it has a controlling role in business. The components of the organizational culture were visualized based on Denison’s Model in Habib Metropolitan Bank (HMB) Pakistan. The current proposed research is of the descriptive type where research domain boundaries were classified as thematic, spatial and time domain.