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Mitsubishi UFJ Financial Group Oprt Eiw2007 Review Corporate
Mitsubishi UFJ Financial Group Mitsubishi UFJ Financial Group Corporate Review 2007 Corporate Review 2007 Year ended March 31, 2007 Mitsubishi UFJ Financial Group (MUFG) is one of the world’s largest and most diversified financial groups with total assets of almost ¥190 trillion as of March 31, 2007. Following the creation of Mitsubishi UFJ NICOS Co., Ltd. and Mitsubishi UFJ Lease & Finance Company Limited in April 2007, the group comprises five primary operating companies, including The Bank of Tokyo-Mitsubishi UFJ, Ltd., Mitsubishi UFJ Trust and Banking Corporation, and Mitsubishi UFJ Securities Co., Ltd. MUFG’s services include commercial banking, trust banking, securities, credit cards, consumer finance, asset management, leasing and many more fields of financial services. The group has the largest overseas network of any Japanese bank, comprising offices and subsidiaries, including Union Bank of California, in more than 40 countries. Contents Major MUFG Companies 1 Disclaimer for Corporate Review 2007 All figures contained in this report are calculated according to Japanese MUFG Worldwide 2 GAAP, unless otherwise noted. Recent History of MUFG 4 This document contains statements that constitute forward-looking state- ments within the meaning of the United States Private Securities Litigation Financial Highlights 5 Reform Act of 1995. Such forward-looking statements represent targets that To Our Shareholders 7 management will strive to achieve by implementing MUFG’s business strate- gies, but are not projections nor a guarantee of future -
Enabling Commerce in the World's Most Under Penetrated Payments
Enabling Commerce In The World’s Most Under Penetrated Payments Market Network International Holdings Plc Annual Report and Accounts 2019 Network International Holdings Plc 01 Annual Report and Accounts 2019 We are Network International, the leading payment solutions provider in the Middle East and Africa. Our innovative solutions drive revenue and profitability for our customers. To read our Annual Report online go to www.network.ae Market opportunity Under penetrated payments markets R Read more on page 10 Business model A unique We are enabling and leading the transition from cash proposition to digital payments across the Middle East and Africa, one of the fastest growing payments markets in the world. R Read more on page 14 Strategic Report Governance Financial Statements 2019 Highlights 02 Corporate Governance Report 72 Independent Auditor’s Report 138 Our Industry 04 Board of Directors 74 Consolidated Statement Strategy in action Our Business at a Glance 06 Executive Management Team 76 of Financial Position 144 Chairman’s Statement 08 Audit and Risk Committee Report 88 Consolidated Statement of Profit or Loss 145 Market Overview 10 Nomination Committee Report 100 Market leading Consolidated Statement of Our Track Record 12 Directors’ Remuneration Report 102 other Comprehensive Income 146 Our Business Model 14 Directors’ Report 130 Consolidated Statement technology Chief Executive Officer’s Review 16 Going Concern Statement of Changes in Equity 147 Our Strategic Framework 20 and Viability Statement 136 Group Statement of Cash Flows -
Financialreportpdf2020.Pdf
Finance chap 1.qxp_Layout 1 1/16/20 2:32 PM Page 1 Finance chap 1.qxp_Layout 1 1/16/20 2:32 PM Page 2 Industry Insight 4 MACROECONOMIC Set to soar: Momentum EGYPT’S FINANCE SECTOR acked by strong legislative reforms and an improving macroeconomy, Egypt’s financial sector holds a treasure chest of opportunities. The latest edition of BAmCham Egypt’s Financial Services Industry Insight looks 13 INSURANCE Still Untapped at all aspects of the sector from banks to insurance to the capital markets, and more. The issue starts with a look at the macroeconomic progress of the past three years, with the latest data from Egypt’s economic turnaround, an assessment of potential challenges and the reform plan going forward. This is followed by a chapter on the insurance sector’s growing potential and a BANKS BREWING 19 third chapter covering the key drivers behind the banking Business sector’s expanding investment. Chapters four and five offer updates on the closely related topics of financial inclusion and fintech, detailing the role of retail lending, e-banking and non-banking channels in drawing more consumers and SMEs into the financial system. Finally, chapter six has the latest on trends in the stock market, with a special look at 26 CRACKING private equity and Egypt’s new sovereign wealth fund. Consumer Credit Khaled Sewelam Director, Research and Publications FINTECH IS 34 Flourishing Amira Sheha Research Manager Fadila Noureldin Author and Senior Economic Researcher Kate Durham Editor and Head of Corporate Publications Nessim N. Hanna CAPITAL Senior Art Director 39 Crunch Emy Emile Senior Graphic Designer Verina Maher Graphic Designer Amany Kassem Advertising & Business Development Director Publications/Research EXPLOITING Lamia Seleit Sovereign Capital 45 Advertising Specialist Rowan Maamoun Advertising & Ad Traffic Coordinator Hani Elias Production Supervisor ©2019 AmCham Egypt’s Business Studies & Analysis Center. -
BASL Vol 15 2
VOLUME 15 · ISSUE 2 · 2007 sport and the law journal ISSUE 2 VOLUME 15 SPORT AND THE LAW JOURNAL Editor British Association for Sport and Law Limited Simon Gardiner c/o The School of Law, King’s College London Strand, London WC2R 2LS Editorial Board Telephone: 020 7848 2278, Fax: 020 7848 2788 Dr Hazel Hartley Murrey Rosen QC www.britishsportslaw.org Dr Richard Parrish Jonathan Taylor Martin Matthews Registered Office Registered in England. Company No. 4947540. Directors Registered Office: 66 Lincoln’s Inn Fields Michael Beloff QC: President London WC2A 3LH. Mel Goldberg: Chairman VAT Reg No. 673 5989 73 Paul Harris: Deputy Chairman Gerry Boon: Hon. Treasurer ISSN 1353-0127 Serena Hedley-Dent: Hon. Secretary Darren Bailey Graphic design Morris Bentata www.heliographic.co.uk Nick Bitel Stephen Boyd Sara Friend Edward Grayson Jane Mulcahy Walter Nichols Murray Rosen QC Sam Rush Jonathan Taylor Maurice Watkins VOLUME 15 · ISSUE 2 · 2007 Contents Editorial 2 Opinion and Practice Interview with Michael Beloff QC 4 Stephen Boyd Annual Review of Football Finance 2007 11 Highlights Sports Business Group at Deloitte Analysis On the front foot against corruption 16 Simon Gardiner and Urvasi Naidoo Sport Governance and EU legal order: 28 Present and future Professor Melchior Wathelet Survey and Reports Sports Law Foreign Update 43 Walter Cairns 1 ISSUE 2 VOLUME 15 SPORT AND THE LAW JOURNAL Editorial By Simon Gardiner, Editor This issue of the Sport and the Law Journal concerns a Subsequently, in March 2007, the European Parliament number of on-going and current topics. The Opinion and adopted a resolution on “The Future of Professional Practice section provides an interview with the Right Football in Europe”, the content of which was partly Hon. -
MUFG Sustainability Report 2020 Editorial Policy
MUFG Sustainability Report 2020 Editorial Policy MUFG published the MUFG Sustainability Report 2020 to targets, and results as the foundation. In publishing the report, improve understanding on the company's commitment to we consider both the importance to society and the importance sustainability, in order to achieve a sustainable environment and to MUFG, with reference to the GRI Standards and the UN society and to help the group achieve sustainable growth. For Global Compact. all of our stakeholders, we explain the sustainability initiatives Please refer to our website, along with the MUFG Report 2020 we implement throughout our operations based on MUFG's (JGAAP) for more information on our sustainable value creation Corporate Vision and Code of Conduct, using policies, systems, mechanism and detailed financial data. MUFG report 2020 are available on our website. https://www.mufg.jp/english/ir/report/annual_report/ Scope of Reporting In principle, this report covers major 6 companies. In addition, the following affiliated companies are included in the "Diversity" initiative on pages 67-78. ■ Major 6 companies ■ Affiliated companies Mitsubishi UFJ Financial Group Mitsubishi UFJ Research and Consulting MUFG Bank The Master Trust Bank of Japan Mitsubishi UFJ Trust and Banking Mitsubishi Research Institute DCS Mitsubishi UFJ Morgan Stanley Securities Mitsubishi UFJ Information Technology Mitsubishi UFJ NICOS Mitsubishi UFJ Trust Systems ACOM Mitsubishi UFJ Kokusai Asset Management MUS Business Service MUFG Union Bank Period Subject to Reporting FY2019 (April 1, 2019 to March 31 , 2020) (Includes some information from FY2020) Reference Guidelines Contact Concerning This Report • GRI Standard Mitsubishi UFJ Financial Group, Inc. • UN Global Compact 7-1, Marunouchi 2-Chome, Chiyoda-ku, • ISO 26000 : Guidance on social responsibility Tokyo 100-8330, Japan • SASB (Sustainability Accounting Standards Board) Telephone : 81-03-3240-8111 • Environmental Reporting Guidelines (2018), URL : https://www.mufg.jp/english/ Ministry of the. -
Mitsubishi UFJ Financial Group
Mitsubishi UFJ Financial Group Annual Report 2008 Year ended March 31, 2008 Mitsubishi UFJ Financial Group (MUFG) is one of the world's largest and most diversified financial groups with total assets of around ¥1 90 trillion as of March 31, 2008. The group comprises five primary operating companies: The Bank of Tokyo-Mitsubishi UFJ, Ltd., Mitsubishi UFJ Trust and Banking Corporation, Mitsubishi UFJ Securities Co., Ltd., Mitsubishi UFJ NICOS Co., Ltd. and Mitsubishi UFJ Lease & Finance Company Limited. MUFG's services include commercial banking, trust banking, securities, credit cards, consumer finance, asset management, leasing and many more fields of financial services. The group has the largest overseas network of any Japanese bank, comprising offices and subsidiaries, including Union Bank of California, in more than 40 countries. ● This annual report is prepared in accordance with U.S. GAAP. To read a discussion with the president and detailed descriptions of our business strategies and initiatives, please refer to MUFG’s Corporate Review 2008, which was published in August 2008. Contents All figures contained in this report are calculated according to Company Overview 1 U.S. GAAP, unless otherwise noted. Financial Highlights 3 This document contains statements that constitute forward-looking statements within the meaning of the United States Private Securities Annual Report on Form 20-F Litigation Reform Act of 1995. Such forward-looking statements represent targets that management will strive to achieve by implementing MUFG’s business -
2021 Prime Time for Real-Time Report from ACI Worldwide And
March 2021 Prime Time For Real-Time Contents Welcome 3 Country Insights 8 Foreword by Jeremy Wilmot 3 North America 8 Introduction 3 Asia 12 Methodology 3 Europe 24 Middle East, Africa and South Asia 46 Global Real-Time Pacific 56 Payments Adoption 4 Latin America 60 Thematic Insights 5 Glossary 68 Request to Pay Couples Convenience with the Control that Consumers Demand 5 The Acquiring Outlook 5 The Impact of COVID-19 on Real-Time Payments 6 Payment Networks 6 Consumer Payments Modernization 7 2 Prime Time For Real-Time 2021 Welcome Foreword Spurred by a year of unprecedented disruption, 2020 saw real-time payments grow larger—in terms of both volumes and values—and faster than anyone could have anticipated. Changes to business models and consumer behavior, prompted by the COVID-19 pandemic, have compressed many years’ worth of transformation and digitization into the space of several months. More people and more businesses around the world have access to real-time payments in more forms than ever before. Real-time payments have been truly democratized, several years earlier than previously expected. Central infrastructures were already making swift For consumers, low-value real-time payments mean Regardless of whether real-time schemes are initially progress towards this goal before the pandemic immediate funds availability when sending and conceived to cater to consumer or business needs, intervened, having established and enhanced real- receiving money. For merchants or billers, it can mean the global picture is one in which heavily localized use time rails at record pace. But now, in response to instant confirmation, settlement finality and real-time cases are “the last mile” in the journey to successfully COVID’s unique challenges, the pace has increased information about the payment. -
ICC Annual Report 2003-04 3 2003-04 Annual Report
2003-2004 Annual Report & Accounts Mission Statement ‘As the international governing body for cricket, the International Cricket Council will lead by promoting the game as a global sport, protecting the spirit of cricket and optimising commercial opportunities for the benefit of the game.’ ICC Annual Report 2003-04 3 2003-04 Annual Report & Accounts Contents 2 President’s Report 32 Integrity, Ethical Standards and Ehsan Mani Anti-Corruption 6 Chief Executive’s Review Malcolm Speed 36 Cricket Operations 9 Governance and 41 Development Organisational Effectiveness 47 Communication and Stakeholders 17 International Cricket 18 ICC Test Championship 51 Business of Cricket 20 ICC ODI Championship 57 Directors’ Report and Consolidated 22 ICC U/19 Cricket World Cup Financial Statements Bangladesh 2004 26 ICC Six Nations Challenge UAE 2004 28 Cricket Milestones 35 28 21 23 42 ICC Annual Report 2003-04 1 President’s Report Ehsan Mani My association with the ICC began in 1989 Cricket is an international game with a Cricket Development and over the last 15 years, I have seen the multi-national character. The Board of the ICC The sport’s horizons continue to expand with organisation evolve from being a small, is comprised of the Chairmen and Presidents China expected to be one of the countries under-resourced and reactive body to one of our Full Member countries as well as applying to take our total membership above that is properly resourced with a full-time representatives of our Associate Members. 90 countries in June. professional administration that leads the This allows for the views of all Members to We are conscious that the expansion of game in an authoritative manner for the be considered in the decision-making process. -