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Preparing for the Possibility of a North Korean Collapse
CHILDREN AND FAMILIES The RAND Corporation is a nonprofit institution that EDUCATION AND THE ARTS helps improve policy and decisionmaking through ENERGY AND ENVIRONMENT research and analysis. HEALTH AND HEALTH CARE This electronic document was made available from INFRASTRUCTURE AND www.rand.org as a public service of the RAND TRANSPORTATION Corporation. INTERNATIONAL AFFAIRS LAW AND BUSINESS NATIONAL SECURITY Skip all front matter: Jump to Page 16 POPULATION AND AGING PUBLIC SAFETY SCIENCE AND TECHNOLOGY Support RAND Purchase this document TERRORISM AND HOMELAND SECURITY Browse Reports & Bookstore Make a charitable contribution For More Information Visit RAND at www.rand.org Explore the RAND National Security Research Division View document details Limited Electronic Distribution Rights This document and trademark(s) contained herein are protected by law as indicated in a notice appearing later in this work. This electronic representation of RAND intellectual property is provided for non-commercial use only. Unauthorized posting of RAND electronic documents to a non-RAND website is prohibited. RAND electronic documents are protected under copyright law. Permission is required from RAND to reproduce, or reuse in another form, any of our research documents for commercial use. For information on reprint and linking permissions, please see RAND Permissions. This report is part of the RAND Corporation research report series. RAND reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND reports undergo rigorous peer review to ensure high standards for re- search quality and objectivity. Preparing for the Possibility of a North Korean Collapse Bruce W. Bennett C O R P O R A T I O N NATIONAL SECURITY RESEARCH DIVISION Preparing for the Possibility of a North Korean Collapse Bruce W. -
WELLS FARGO MASTER TRUST Form NPORT-P Filed 2020-07-30
SECURITIES AND EXCHANGE COMMISSION FORM NPORT-P Filing Date: 2020-07-30 | Period of Report: 2020-05-31 SEC Accession No. 0001145549-20-043454 (HTML Version on secdatabase.com) FILER WELLS FARGO MASTER TRUST Mailing Address Business Address 525 MARKET STREET 525 MARKET STREET CIK:1087961| IRS No.: 000000000 | State of Incorp.:DE | Fiscal Year End: 1231 12TH FLOOR 12TH FLOOR Type: NPORT-P | Act: 40 | File No.: 811-09689 | Film No.: 201061164 SAN FRANCISCO CA 94105 SAN FRANCISCO CA 94105 800-222-8222 Copyright © 2020 www.secdatabase.com. All Rights Reserved. Please Consider the Environment Before Printing This Document Wells Fargo Bloomberg Barclays US Aggregate ex-Corporate Portfolio Portfolio of investments May 31, 2020 (unaudited) Interest rate Maturity date Principal Value Agency Securities : 37.37% FFCB 1.46 % 3-3-2023 $210,000 $211,381 FFCB 1.84 9-9-2022 10,000 10,027 FFCB 1.85 3-3-2022 70,000 70,188 FFCB 1.90 6-24-2021 70,000 71,165 FHLB 1.13 7-14-2021 120,000 121,263 FHLB 2.13 6-9-2023 70,000 73,787 FHLB 2.13 9-14-2029 80,000 86,891 FHLB 2.38 9-8-2023 30,000 31,992 FHLB 2.50 3-11-2022 350,000 364,015 FHLB 2.50 12-8-2023 20,000 21,522 FHLB 2.75 12-13-2024 10,000 11,034 FHLB 3.00 10-12-2021 70,000 72,687 FHLB 3.00 3-10-2028 10,000 11,501 FHLB 3.38 9-8-2023 30,000 32,970 FHLB 3.38 12-8-2023 280,000 309,225 FHLB 5.38 8-15-2024 690,000 830,557 FHLB 5.63 6-11-2021 10,000 10,557 FHLB 5.63 3-14-2036 10,000 15,462 FHLMC 2.38 1-13-2022 20,000 20,702 FHLMC 2.50 3-1-2032 3,143,675 3,296,980 FHLMC 2.50 2-1-2035 1,686,516 1,766,043 FHLMC 2.75 -
SOUTH KOREA Executive Summary
Underwritten by CASH AND TREASURY MANAGEMENT COUNTRY REPORT SOUTH KOREA Executive Summary Banking The South Korean central bank is the Bank of Korea (BOK). Within the BOK, the main objective is to maintain price stability. Bank supervision is performed by the (FSC) and its executive arm, the Financial Supervisory Service (FSS). South Korea applies central bank reporting requirements. These are managed by the BOK, according to the rules set out in the Bank of Korea Act and the Statistics Law of 1962 and relevant regulations. Resident entities are permitted to hold foreign currency bank accounts domestically and outside South Korea. Domestic currency accounts are not convertible into foreign currency. Non-resident entities are permitted to hold domestic and foreign currency bank accounts within South Korea. Non-residents are also allowed to hold “non-resident free won accounts,” which are convertible. Since implementing a number of banking and regulatory reforms following the Asian financial crisis in 1997, the number of credit institutions operating within South Korea has reduced from 33 commercial banks in 1997 to 12. The banking sector consists of seven nationwide commercial banks, six local banks, and five specialized banks. There is a significant foreign banking presence in South Korea – 42 foreign banks have established branches in the country. Payments South Korea’s two main interbank payment clearing system operators are the BOK and the Korea Financial Telecommunications and Clearing Institute (KFTC). The BOK operates the country’s RTGS system, while the KFTC operates the country’s main retail payment systems. The most important cashless payment instruments in South Korea are credit cards in terms of volume, and, in terms of value, credit transfers. -
U.S.-South Korea Relations
U.S.-South Korea Relations Mark E. Manyin, Coordinator Specialist in Asian Affairs Emma Chanlett-Avery Specialist in Asian Affairs Mary Beth Nikitin Analyst in Nonproliferation Mi Ae Taylor Research Associate in Asian Affairs December 8, 2010 Congressional Research Service 7-5700 www.crs.gov R41481 CRS Report for Congress Prepared for Members and Committees of Congress U.S.-South Korea Relations Summary Since late 2008, relations between the United States and South Korea (known officially as the Republic of Korea, or ROK) have been arguably at their best state in decades. By the middle of 2010, in the view of many in the Obama Administration, South Korea had emerged as the United States’ closest ally in East Asia. Of all the issues on the bilateral agenda, Congress has the most direct role to play in the proposed Korea-U.S. Free Trade Agreement (KORUS FTA). Congressional approval is necessary for the agreement to go into effect. In early December 2010, the two sides announced they had agreed on modifications to the original agreement, which was signed in 2007. South Korea accepted a range of U.S. demands designed to help the U.S. auto industry and received some concessions in return. In the United States, the supplementary deal appears to have changed the minds of many groups and members of Congress who previously had opposed the FTA, which is now expected to be presented to the 112th Congress in 2011. If Congress approves the agreement, it would be the United States’ second largest FTA, after the North American Free Trade Agreement (NAFTA). -
Corporate Hierarchies, Genres of Management, and Shifting Control in South Korea’S Corporate World
Ranks & Files: Corporate Hierarchies, Genres of Management, and Shifting Control in South Korea’s Corporate World by Michael Morgan Prentice A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Anthropology) in The University of Michigan 2017 Doctoral Committee: Associate Professor Matthew Hull, Chair Associate Professor Juhn Young Ahn Professor Gerald F. Davis Associate Professor Michael Paul Lempert Professor Barbra A. Meek Professor Erik A. Mueggler Michael Morgan Prentice [email protected] ORCID: 0000-0003-2981-7850 © Michael Morgan Prentice 2017 Acknowledgments A doctoral program is inexorably linked to the document – this one – that summarizes the education, research, and development of a student and their ideas over the course of many years. The single authorship of such documents is often an aftereffect only once a text is completed. Indeed, while I have written all the words on these pages and am responsible for them, the influences behind the words extend to many people and places over the course of many years whose myriad contributions must be mentioned. This dissertation project has been generously funded at various stages. Prefield work research and coursework were funded through summer and academic year FLAS Grants from the University of Michigan, a Korea Foundation pre-doctoral fellowship, and a SeAH-Haiam Arts & Sciences summer fellowship. Research in South Korea was aided by a Korea Foundation Language Grant, a Fulbright-IIE Research grant, a Wenner-Gren Dissertation Fieldwork Grant, and a Rackham Centennial Award. The dissertation writing stage was supported by the Rackham Humanities fellowship, a Social Sciences Research Council Korean Studies Dissertation Workshop, and the Core University Program for Korean Studies through the Ministry of Education of the Republic of Korea and Korean Studies Promotion Service of the Academy of Korean Studies (AKS-2016-OLU-2240001). -
Changes and Continued Growth of Foreign Investment
The Top 20 Korean Multinationals: Changes and Continued Growth of Foreign Investment Seoul and New York, March 5, 2015 Graduate School of International Studies at Seoul National University in Seoul, and the Columbia Center on Sustainable Investment (CCSI), a joint center of the Columbia Law School and the Earth Institute at Columbia University in New York, are releasing the results of their survey of Korean multinationals today. The survey, conducted during 2014, is part of a long-term study of the rapid global expansion of multinational enterprises (MNEs) from emerging markets.1 The research for this report was conducted in 2014 and covers the period from 2011 to 2013.2 Highlights In 2013, the top 20 Korean multinationals, ranked by their foreign assets (See Table 1), jointly held US$68.9 billion assets abroad.3 Most firms were subsidiaries of Korea’s eight leading business groups (or chaebols), including Samsung, POSCO, LG, Hyundai Heavy Industries, Hyundai-Kia Motors, SK, Lotte, and Hyosung Group. Five out of the 20 multinationals were also included in UNCTAD’s “Top 100 non-financial TNCs from developing and transition economies” in 2012.4 The average age of the top 20 firms is about 47 years, which is two times the average age of Korea’s top 1,000 firms (ranked in terms of total assets). There is a high concentration by the top players in the list in terms of foreign assets. Among the top 20 companies, Samsung Electronics, POSCO, and Hyundai Motor Company ranked in the top three in that order. There was a significant difference between first and second place, with the foreign assets of Samsung Electronics more than doubling that of POSCO. -
Foreign Exchange (FOREX) Data Base Manual May 2001 Contact: (610) 490-2597
Foreign Exchange (FOREX) Data Base Manual May 2001 Contact: (610) 490-2597 This version of the Help documentation is preliminary and does not necessarily represent the current WEFA database. The availability of specific data may not be reflected in this version because of ongoing changes to the data. For example, seriescodes may have been added or dropped and descriptive information (leftmost column) may have changed. Please direct any questions concerning the accuracy or completeness of the information or the availability of data to David Montemurro (610) 490-2597. Please call Cathy Trani (610-490-2613) with any questions regarding the documentation. WEFA, Inc 800 Baldwin Tower, Eddystone, Pennsylvania 19022 (610) 490-4000 Hotline: (610) 490-2700 FAX: (610) 490-2770 Table of Contents Introduction .......................................................................................................................... i Mnemonics Design..............................................................................................................ii Country Code Listing.........................................................................................................iii Glossary............................................................................................................................... v Selling Rate: New York ...................................................................................................... 1 Spot Rate: London...............................................................................................................3 -
Bloomberg Dollar Index
BLOOMBERG DOLLAR INDEX 2017 REBALANCE 2017 REBALANCE HIGHLIGHTS • Indian rupee added 2017 BBDXY WEIGHTS • Brazilian real removed Euro 3.0% Japanese Yen 3.8% 2.1% Canadian Dollar • Euro maintains largest weight 4.4% 5.1% Mexican Peso • Australian dollar largest percentage weight 31.6% British Pound 10.6% decrease Australian Dollar 10.0% Swiss Franc 17.9% • British pound largest percentage weight increase 11.5% South Korean Won Chinese Renminbi • Mexican peso’s weight continues to increase YoY Indian Rupee since 2007 STEPS TO COMPUTE 2017 MEMBERS & WEIGHTS Fed Reserve’s BIS Remove pegged Trade Data Liquidity Survey currencies to USD Remove currency Set Cap exposure Average liquidity positions under to Chinese & trade weights 2% renminbi to 3% Bloomberg Dollar Index Members & Weights 2017 TARGET WEIGHTS- BLOOMBERG DOLLAR INDEX Currency Name Currency Ticker 2017 Target Weight Euro EUR 31.56% Japanese Yen JPY 17.94% Currency % Change from 2016 to 2017 Indian rupee 2.090% *added Canadian Dollar CAD 11.54% British pound 1.128% South Korean won 0.382% British Pound GBP 10.59% Mexican peso 0.084% Canadian dollar 0.064% Mexican Peso MXN 9.95% Swiss franc 0.019% Australian Dollar AUD 5.12% China renminbi 0.000% Euro -0.195% Swiss Franc CHF 4.39% Japanese yen -0.510% Australian dollar -0.978% South Korean Won KRW 3.81% Brazil real -2.083% *deleted Chinese Renminbi CNH 3.00% Indian Rupee INR 2.09% GEOGRAPHIC DISTRIBUTION OF MEMBER CURRENCIES GLOBAL 21.50% Americas 46.54% Asia/Pacific 31.96% EMEA 11.93% APAC EMEA AMER 9.39% 9.44% 6.54% Japanese Yen -
Economy & Business in Gyeonggi-Do
[Understanding] The Future of Korea, How Gyeonggi-do Leading the Country more info : www.gyeonggido-korea.com Let's understand about Gyeonggi-do. Not only for Koreans but also people in the world, Gyeonggi-do provides people opportunities and better life. Gyeonggi-do is the province surrounding the capital of South Korea, Seoul. It is the most populated province of Korea having about 13 million inhabitants, more than one-fifth of the entire Korean population. The province has played an important role since 18 BCE when the country was divided into three kingdoms and still plays a vital role for tourism, business, economy and technology in current day South Korea. Economy & Business in Gyeonggi-do Gyeonggi-do is a hub for industry in Korea and ranges from heavy industry (chemical, steel, electronics, machinery) to textile industry, IT, farming, livestock and fisheries. More than a quarter of all Korea’s small and medium-sized companies are located in Gyeonggi-do province and the province is becoming more and more important with the expansion of the Northeast Asian economies. night pangyo Pangyo Techno Valley 1. Gyeonggi-do, the hub of economy and industry Gyeonggi-do lies at the heart of the Korean economy and has the highest GRDP among all other provinces on the South Korean peninsula. Additionally, it has the fastest annual GRDP growth rate in comparison with other provinces and even Seoul Special City. Industry is evenly spread around the province and consists of major companies like Suwon Samsung Semiconductor, Hyundai KIA in Uiwang, Paju's LG Corporation LCD Complex, Icheon's SK Hynix. -
South Korea RISK & COMPLIANCE REPORT DATE: March 2018
South Korea RISK & COMPLIANCE REPORT DATE: March 2018 KNOWYOURCOUNTRY.COM Executive Summary - South Korea Sanctions: None FAFT list of AML No Deficient Countries Not on EU White list equivalent jurisdictions Higher Risk Areas Compliance with FATF 40 + 9 Recommendations Medium Risk Areas: US Dept of State Money Laundering assessment Corruption Index (Transparency International & W.G.I.)) Failed States Index (Political Issues)(Average Score) Major Investment Areas: Agriculture - products: rice, root crops, barley, vegetables, fruit; cattle, pigs, chickens, milk, eggs; fish Industries: electronics, telecommunications, automobile production, chemicals, shipbuilding, steel Exports - commodities: semiconductors, wireless telecommunications equipment, motor vehicles, computers, steel, ships, petrochemicals Exports - partners: China 24.4%, US 10.1%, Japan 7.1% (2011 est.) Imports - commodities: machinery, electronics and electronic equipment, oil, steel, transport equipment, organic chemicals, plastics Imports - partners: China 16.5%, Japan 13%, US 8.5%, Saudi Arabia 7.1%, Australia 5% (2011 est.) Investment Restrictions: 1 The Foreign Investment Promotion Act (FIPA) is the basic law pertaining to foreign investment in Korea. FIPA and related regulations categorize business activities as either open, conditionally or partly restricted, or closed to foreign investment. Restrictions remain for 27 industrial sectors, three of which are entirely closed to foreign investment. The following is a current list of Restricted Sectors for Foreign Investment. -
Corporate Governance Report
2020 Corporate Governance Report LG Electronics Inc. Our company has compiled this Report to help investors understand the current status of our corporate governance in accordance with Article 24, Paragraph 2 of the Regulations on Issuance, Public Disclosure, etc. of Securities. This Report contains the status of our company’s corporate governance as of December 31, 2020. Any changes in the Report as of the date of its submission are stated separately. The details of activities related to corporate governance in this Report are those applicable to the public disclosure period concerned (January 1, 2020-December 31, 2020), except in cases of those applicable to different periods as specified in the guidelines. Contents Ⅰ. Overview 3 Ⅱ. Current Status of Corporate Governance 4 1. Corporate Governance Policy 4 (a) Corporate Governance Principles 4 (b) Governance Features 4 (c) Governance Status 5 2. Shareholders 7 (Core Principle 1) Shareholder Rights 7 (Principle 1- ) 7 (Principle 1-①) 8 (Principle 1-②) 11 (Principle 1-③) 12 (Principle 1-④) 13 (Core Principle⑤ 2) Fair Treatment of Shareholders 14 (Principle 2- ) 14 (Principle 2-①) 19 ② 3. Board of Directors 25 (Core Principle 3) Functions of BOD 25 (Principle 3- ) 25 (Principle 3-①) 27 (Principle 3-②) 29 (Core Principle③ 4) Structure of BOD 31 (Principle 4- ) 31 (Principle 4-①) 34 (Principle 4-②) 37 (Principle 4-③) 38 ④ 1 (Core Principle 5) Responsibilities of Independent 50 Directors (Principle 5- ) 50 (Principle 5-①) 51 (Principle 5-②) 52 (Core Principle 6) Assessment of Independent Directors’ ③ 54 Activities (Principle 6- ) 54 (Principle 6-①) 55 (Core Principle② 7) Operation of BOD 56 (Principle 7- ) 56 (Principle 7-①) 62 (Core Principle② 8) Committees under BOD 64 (Principle 8- ) 64 (Principle 8-①) 65 ② 4. -
LG ELECTRONICS STRATEGIC PLANNING ASSINGMENT by Dainius Skirbutas a Capstone Project Presented to LCC International University I
LG ELECTRONICS STRATEGIC PLANNING ASSINGMENT by Dainius Skirbutas A Capstone Project Presented to LCC International University in Partial Fulfillment of the Requirements for the B.A. Degree LCC International University April 2013 LG Electronics 2 Business Administration Department Supervisor: Sargent Bradford Instructor: Frank Thomas M.B.A LG Electronics 3 INTRODUCTION .....................................................................................................................5 MISSION/VISION STATEMENT........................................................................................5 INTERNAL ASSESSMENT.....................................................................................................6 MANAGEMENT...................................................................................................................6 Organizational Structure ....................................................................................................6 Management System..........................................................................................................6 Planning .............................................................................................................................7 Motivation..........................................................................................................................8 Organizing..........................................................................................................................8 Staffing...............................................................................................................................9