DFCC Bank Stands Firm Amidst Challenges
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Lankaclear (Private) Limited Annual Report 2020/21 Annual Report 2020/21 Lankaclear (Private) Limited 1 Lankaclear (Private) Limited Annual Report 2020/21 2
LankaClear (Private) Limited Annual Report 2020/21 Annual Report 2020/21 LankaClear (Private) Limited 1 LankaClear (Private) Limited Annual Report 2020/21 2 To revolutionize the transport sector in the country, we unveiled the 2in1 payment card technology to enable ‘Tap and Go’ payment capability in public transport. Ensuring a Quantum Leap in the Transport Sector, this is a pioneering effort to introduce an innovative technology of a single payment card with online and offline capabilities to provide convenience to commuters of public transport. You may get a glimpse of the Sri Lanka Transit Card experience by enabling NFC access in your Smart Phone and tapping the phone on the LankaPay card on the cover page of this year’s annual report. LankaClear has always been in the forefront of understanding consumer needs to make their lives and work seamless by providing real-time and secure transactions. In fact, we are well on our way to integrate THEďLATESTďȶNANCIALďSERVICEďINNOVATIONďTHATďWILLďPOSITIVELYď impact the lives of a majority of Sri Lankans via our 2 INďď0AYMENTď#ARDď7ITHďAďDYNAMICďSHIȺďINďCONSUMERď behaviour and how companies analyse the metrics of online engagement, our services have become indispensable. Our enviable track record shows that we have always strived to bring world-class technology, speed and convenience to a new breed of digital consumers to meet THEIRďDEMANDINGďEXPECTATIONSďINďACCESSINGďȶNANCIALď services. Similarly, we are making traditional brick mortar business a piece of history by bringing the future ever -
Acuity Stockbrokers Research | Sri Lanka Equities
ACUITY STOCKBROKERS RESEARCH | SRI LANKA EQUITIES Weekly Market Review 22 May 2020 ASPI Gains 361 Points amid Heavy Local Buying Indices vs. Turnover (18th May – 22nd May) Interest… S&P Downgrades Credit Rating to 'B- Stable' 5,000 ASPI 2,300 ASPI ^ 8.13% | S&P SL20 ^ 15.89% S&P SL20 4,900 2,200 S&P SL20 S&P 4,800 2,100 ASPI The Bourse ended the week… Cont. P2 4,700 2,000 4,600 1,900 Foreign investors closed the week... Cont. P3 4,500 1,800 18-Mar19-Mar20-Mar21-Mar22-Mar 2.50 Sri Lankan equities reversed ….… Cont. P4 2.00 1.50 1.00 LKR Bn) LKR (Turnover 0.50 Economic Snapshot………… P5 0.00 18-Mar 19-Mar 20-Mar 21-Mar 22-Mar KEY STATISTICS Week ending 22-May 15-May +/- ASPI 4,799.89 4,439.04 8.13% S&P SL20 2,034.38 1,755.51 15.89% Banks 507.01 435.44 16.44% Capital Goods 613.52 528.92 15.99% Food, Beverage & Tobacco 704.89 667.23 5.64% Consumer Durables & Apparel 649.76 583.51 11.35% Materials 514.33 483.50 6.38% Diversified Financials 711.04 654.33 8.67% Turnover (LKR Bn) 8.05 9.61 -16.24% Foreign Buying (LKR Mn) 593.11 1,588.91 -62.67% Foreign Selling (LKR Mn) 3,996.15 5,098.28 -21.62% Daily Average Turnover (LKR Bn) 1.61 1.92 -16.24% Daily Average Foreign Buying (LKR Mn) 118.62 317.78 -62.67% Daily Average Foreign Selling (LKR Mn) 799.23 1,019.66 -21.62% TOP 10 GAINERS TOP 10 LOSERS Opening Closing WoW % Opening Closing WoW % Company Code Company Code Price Price Change Price Price Change TEA SMALLHOLDER TSMLN 20.0 32.5 62.5% INDUSTRIAL ASPH.* ASPHNN 388.4 0.2 -99.9% BROWNS INVSTMNTS BIL N 2.1 3.2 52.4% BLUE DIAMONDS[NV] BLUEX 0.3 0.2 -
Assessment of Auction Mechanism
Additional Financing of Small and Medium-Sized Enterprises Line of Credit Project (RRP SRI 49273-002) ASSESSMENT OF AUCTION MECHANISM A. Introduction 1. The original project introduced an auction to allocate the funds among the participating banks. The auctions created a framework where banks made a disbursement commitment and incurred a financial penalty if that disbursement was not achieved. 2. The project conducted two auctions. In the first, National Development Bank (NDB) won the entire $12.5 million available. In the second, the funds were evenly divided among three institutions. 3. The project had planned to review the auction mechanism after the second auction, at which time Asian Development Bank (ADB) and the government would decide whether to continue with the auction or to introduce a more conventional allocation system. Following this review, the government requested the latter so that more banks could participate. 4. Although appreciating the government’s reasons for requesting the cancellation, the project team was overall pleased with the auction’s performance, and the objective of this appendix is to capture any lessons that could be applied to future auction systems. B. Lessons 1. Dominance by a Subset of Banks 5. The government was correct that the auction limited participation. After NDB won all the funds during the first auction, ADB and the government agreed to cap the amount any bank could win to a third of available funds. 6. Despite these changes, the bidding pattern of the first two auctions suggested that a subset of banks would dominate the auctions. Indeed, the same four banks finished in the top five of both rounds (Table 1). -
Pn/Pmt/2020-1 08.04.2020
PN/PMT/2020-1 08.04.2020 INLAND REVENUE DEPARTMENT Notice to Taxpayers Alternative Tax Payment System (ATPS) through Online Fund Transfer Facility Taking in to account of the Covid -19 Endemic situation currently prevailing in the country, the Inland Revenue Department (IRD) has introduced an Alternative Tax Payment System (ATPS) for making tax payments through Online Fund Transfer Facility, with the collaboration of specific banks, with effect from 08-04-2020. Hence, all taxpayers are hereby informed to adhere to the following instructions in making tax payments until further notice. The ATPS is available only with the online banking facilities of the banks designated in the below Table 01. The respective banks will provide to include relevant information for making online fund transfers for tax payments. Therefore, taxpayers are kindly requested to refrain from making online fund transfers in respect of tax payments through any other bank other than those listed below. In case you attempt to make online tax payments through any other bank, such payments will not be posted to your ledger in IRD’s RAMIS. Table – 01 - Banks providing Online Banking Facility for ATPS 01. Bank of Ceylon (BOC) 02. People’s Bank 03. Commercial Bank of Ceylon PLC 04. Nations Trust Bank PLC (NTB) 05. Sampath Bank PLC 06. HSBC 07. Cargills Bank Limited 08. National Development Bank (NDB) 09. Standard Chartered Bank (SCB) 10. Seylan Bank PLC 11. Hatton National Bank PLC (HNB) 12. Citibank 13. Deutsche Bank 14. Pan Asia Bank PLC 15. DFCC Bank PLC 1 Steps to follow in making online fund transfers in respect of tax payments 1. -
View Annual Report 2020
NATIONS TRUST BANK PLC – ANNUAL REPORT 2020 creating velocity of value www.nationstrust.com contents OUR BUSINESS AND LEADERSHIP CAPITAL MANAGEMENT FINANCIAL STATEMENTS About Us ..............................................................................................2 Financial Capital ........................................................................31 Directors’ Responsibility for Overview ..............................................................................................3 Digital Capital ............................................................................. 33 Financial Reporting .......................................................83 Performance Highlights .......................................................4 Manufactured Capital.........................................................35 Independent Auditors’ Report ......................................84 Non-Financial Highlights ...................................................5 Intellectual Capital..................................................................36 Statement of Financial Position ................................88 Chairman’s Message...............................................................8 Human Capital ........................................................................... 37 Statement of Profit or Loss .......................................... 89 Chief Executive Officer’s Review .................................10 Social and Relationship Capital ...................................41 Statement of Comprehensive Income -
DFCC Bank PLC Annual Report 2016.Pdf
Going beyond conventional reporting, we have implemented a About this Report more current format for reporting and have upgraded our corporate website with a focus on investor relations, supplemented by an investor relations app for smart phones and other devices. This is an integrated annual report and is a compact Reporting Period disclosure on how our strategy, governance, performance and prospects have resulted in the The DFCC Bank Annual Report for 2016 covers the 12 month period from 01 January 2016 to 31 December 2016 and is reflective of the creation of sustainable value within our operating change in the financial year-end implemented in 2015. The previous environment. annual report covered the nine month period from 01 April 2015 to 31 December 2015 and is available on the company website Value Creation and Capital Formation (www.dfcc.lk). Some of the Group entities have a 31 March financial year-end and they are consolidated with DFCC Bank’s reporting The ability of an organisation to create sustainable value for itself period with a three month time lag. A summary of the accounting depends on the value it creates for its stakeholders, making value periods covered by the Statement of Profit and Loss and Other creation essentially a two-way process. In fact, the more value an Comprehensive Income in the Bank and the Group columns is given organisation creates, the more value it is able to create for itself. in the Financial Report (page 136). Therefore firms spend substantial resources on creating and maintaining relationships with their stakeholders. Value creation leads to capital formation. -
31-03-2013 Quarterly Financial Statements
DFCC Bank Based on Previous Sri Lanka Accounting Standard (SLAS) Income Statement Bank Group For the year ended For the quarter ended For the year ended For the quarter ended For the period ended Notes 31.03.13 31.03.12 31.03.13 31.03.12 31.03.13 31.03.12 31.03.13 31.03.12 LKR 000 LKR 000 LKR 000 LKR 000 LKR 000 LKR 000 LKR 000 LKR 000 Income 10,087,685 7,314,901 3,113,937 2,224,196 17,647,691 12,021,681 5,261,773 3,628,616 Interest income 8,803,943 5,871,820 2,412,588 1,615,785 15,367,312 9,646,419 4,309,278 2,799,599 Interest income on loans & advances 8,074,349 5,501,493 2,164,469 1,550,155 13,687,870 8,770,633 3,823,123 2,600,986 Interest income on other interest earning assets 729,594 370,327 248,119 65,630 1,679,442 875,786 486,155 198,613 Less : Interest expenses 5,022,023 2,880,428 1,370,518 910,464 9,134,870 4,719,007 2,548,923 1,513,730 Interest expense on deposits 2,029,543 635,526 587,000 259,528 5,843,270 2,253,571 1,702,918 780,274 Interest expense on other interest bearing liabilities 2,992,480 2,244,902 783,518 650,936 3,291,600 2,465,436 846,005 733,456 Net interest income 3,781,920 2,991,392 1,042,070 705,321 6,232,442 4,927,412 1,760,355 1,285,869 Non interest income 6 1,283,742 1,443,081 701,349 608,411 2,280,379 2,375,262 952,495 829,017 Foreign exchange income 5 (173,259) 35,375 (81,871) 40,323 (107,398) 118,872 (69,383) 60,580 Other income 1,457,001 1,407,706 783,220 568,088 2,387,777 2,256,390 1,021,878 768,437 Less : Non interest expenses 1,543,428 1,441,126 599,542 539,486 3,598,494 3,261,620 1,175,021 1,088,977 -
Proposed Senior Unsecured Loan to DFCC Vardhana Bank
Proposed Senior Unsecured Loan to DFCC Vardhana Bank (RRP SRI 46912) 1 OWNERSHIP, MANAGEMENT, AND GOVERNANCE DFCC Vardhana Bank 1. History and ownership. The DFCC Vardhana Bank (DVB), previously known as the National Mercantile Bank, was established as a licensed commercial bank in 1996. 1 The Development Finance Corporation of Ceylon (DFCC) acquired the National Mercantile Bank in 2003 when it was in need of capital, and subsequently restructured and renamed it. The DFCC obtained regulatory approval to increase its holding in the DVB to 100% in April 2011. As of June 2012, DVB holds a 99.1% stake.2 Major shareholders of the DFCC are the Bank of Ceylon (14.30%), Sri Lanka Insurance Corporation (13.00%), Hatton National Bank (12.00%), M. A. Yaseen (8.60%),3 Distilleries Company of Sri Lanka (6.40%), Seafeld International (5.76%), and the Employees Provident Fund (4.80%).4 2. The DVB accounted for 42% of the DFCC group’s assets as of the end of December 2011, and plays an important role in expanding the group’s product offering. DVB's lending focus has historically been the provision of working capital facilities to small and medium-sized enterprises and smaller corporations. Until FY2009, its key product offering was overdrafts, with trade finance (trade loans and import and export bills) also constituting an important segment of its loan book. The bank established the separate Personal Financial Services Unit in 2010, which offers personal loans for professionals, mortgages and construction loans,5 education loans, personal loans to special categories of employees, import financing, and purchase of motor vehicles. -
Multiple Strands of Business Lend Strength
DFCC BANK Annual Report 2011/12 DFCC Bank - Annual Report 2011/12 - Annual Report MUltIPLE STRANDS DFCC Bank DFCC Building, P.O. Box 1397, 73/5, Galle Road, Colombo 03, Sri Lanka OF BUSINess LEND Telephone: +94 11 2442 442 | Fax: +94 11 2440 376 E-mail: [email protected] | website: www.dfcc.lk STRENGTH VISION To be Sri Lanka’s premier financial services group. MISSION To provide superior financial solutions and nurture business enterprises, adding value to our customers, shareholders, employees and the nation. OUR VALUES Our seven core values are the guiding principles for our ACTIONS that shape the way we do business. We are Accountable for what we do We place Customer experience at the core We believe Teamwork is key in turning our goals into accomplishments We have a passion for Innovation and excellence We Operate our business ethically We focus on the Need to grow our business profitably We are Socially and environmentally caring MULTIPLE STRANDS OF BUSINEss LEND STRENGTH The cover depicts the multiple strands of a fibre optic cable - a technology which has opened a whole new world to humankind. A key aspect of the DFCC Banking Business is the manner in which we have woven the various strands of business - development banking, commercial banking and investment banking - into a cohesive whole. The composite strength, by the very nature of its variety, provides us the vibrancy, energy and speed in serving a diversified portfolio ranging from top corporates to SMEs, from project financing to personal financial services and everything in between. DFCC really is about celebrating composite strength – the results of which unfold through the pages of this report. -
371 1614591002086.Pdf
Contents About this Report – 02 About DFCC Bank – 03 A Pioneer’s Journey – 04 DFCC Group Structure – 05 Highlights – 06 Leadership 08 Message from the Chairman – 08 Chief Executive’s Review – 10 Board of Directors – 13 Corporate Management – 17 Management Team – 18 20 Business Model Our Value Creation Model – 20 Operating Environment – 22 Strategic Direction and Outlook – 24 Stakeholders – 26 Materiality – 30 Management 32 Discussion and Analysis Financial Capital – 32 Institutional Capital – 46 Investor Capital – 51 Customer Capital – 54 Employee Capital – 63 Business Partner Capital – 68 Social and Environmental Capital – 71 Financial By combining the 145 Reports commercial banking mindset with the Financial Calendar – 146 development banking Statement of Directors’ Responsibilities mindset we have crafted in Relation to Financial Statements – 147 over 65 years, DFCC Chief Executive’s and Chief Financial Bank is well placed to Officer’s Statement of Responsibility – 148 leverage this expertise to build long-lasting Independent Auditors’ Report – 149 relationships that Income Statement – 154 benefit both our customers and our bank. Statement of Profit or Loss and other Comprehensive Income – 155 J Durairatnam Statement of Financial Position – 156 Chairman Statement of Changes in Equity – 158 Statement of Cash Flows – 160 Notes to the Financial Statements – 163 Other Disclosures – 297 The Bank’s agility was on full display in 2020 as it fully embraced its goal of becoming a customer centric, digital-first bank to serve our customers during unprecedented times. L H A L Silva Chief Executive Officer Supplementary Recognition Stewardship 77 79 301 Information Awards and Accolades – 77 Integrated Risk Management – 79 Quantitative Disclosures Key Events of the Year – 78 as per Schedule III of Banking w Corporate Governance – 104 Act Direction No. -
Winning Ways... When You've Got Them You Can Change Challenges Into Success the Speed You Lose on the Bends You Can Make up on the Straights
WINNING WAYS... WHEN YOU'VE GOT THEM YOU CAN CHANGE CHALLENGES INTO SUCCESS THE SPEED YOU LOSE ON THE BENDS YOU CAN MAKE UP ON THE STRAIGHTS Annual Report 2008/09 | DFCC Bank VISION To be Sri Lanka’s premier financial services group. MISSION To provide superior financial solutions and nurture business enterprises, adding value to our customers, shareholders, employees and the nation. VALUES • Accountability • Be Ethical • Passion for Innovation and Excellence • Respect for the Individual • Social Responsibility • Teamwork “GREAT MOMENTUM...” IT HELPS WHEN YOU’RE ‘STRONG OUT OF THE BLOCK...’ WHEN YOU’VE MADE A STRONG START, WITH THE RIGHT FUNDAMENTALS IN PLACE... IT MAKES US GREAT CONTENDERS FOR SUCCESSFUL TOMORROWS Contents 1. Performance Highlights 03 2. Management Information Chairman’s Message 04 Chief Executive’s Report 08 Profiles of Directors 14 Management Team 17 Subsidiary, Joint Venture and Associate Companies 20 3. Reports of Directors Annual Report of the Directors 22 Corporate Governance 28 Committee Reports Audit Committee Report 36 Human Resources and Remuneration Committee Report 39 Nomination Committee Report 40 Board Integrated Risk Management Committee Report 41 4. Management Discussion and Analysis Operations Review 42 Financial Review 47 Risk Management 50 5. Sustainability Report Chief Executive’s Message 56 Reports Environment 58 Nurturing Small and Medium Enterprises 62 Transforming Education 64 Employee Empowerment 66 6. Financial Information 69 Director’s Responsibilities in relation to Financial Statements 70 CEO’s and CFO’s Responsibilities Statement 71 Independent Auditor’s Report 72 Income Statement 73 Balance Sheet 74 Statement of Changes in Equity 75 Cash Flow Statement 76 Notes on Financial Statements 79 7. -
DFCC Bank Annual Report for 2018
Produced by Smart Media (Pvt) Limited, a carbon Contents 02 69 About this Report Recognition Awards and Accolades – 69 03 About DFCC Bank 70 Stewardship Integrated Risk Management – 70 04 Corporate Governance – 94 Annual Report of the Board of Directors on Highlights the Affairs of the Bank – 108 Board Committees – 114 Directors’ Statement on 06 Internal Control – 123 DFCC Group Structure Independent Assurance Report – 126 08 127 Leadership Financial Reports Financial Calendar – 128 Message from the Chairman – 08 Statement of Directors’ Responsibilities in Chief Executive’s Review – 10 Relation to Financial Statements – 129 Board of Directors – 12 Chief Executive’s and Chief Financial Corporate Management – 16 Officer’s Statement of Responsibility – 130 Management Team – 18 Independent Auditors’ Report – 131 Financial Statements and Notes – 136 20 Other Disclosures – 243 Business Model Our Value Creation Model – 20 246 Operating Environment – 22 Supplementary Information Strategic Direction and Outlook – 23 Basel III Disclosure Requirement – 246 Stakeholders – 26 Main Features of Regulatory Capital Materiality – 28 Instruments – 263 Ten Year Summary – 266 30 Corporate Information – 267 Management Discussion and Analysis Financial Capital – 30 Institutional Capital – 43 Investor Capital – 45 Customer Capital – 49 Employee Capital – 56 Business Partner Capital – 61 Social and Environmental Capital – 66 This Integrated Annual Report serves as a disclosure of our strategy, governance, performance About A condensed “annual snapshot” and prospects