List of APRACA Member Institutions by Type/Category (87 Members As of 1 November 2020)

Total Page:16

File Type:pdf, Size:1020Kb

List of APRACA Member Institutions by Type/Category (87 Members As of 1 November 2020) List of APRACA Member Institutions by Type/Category (87 Members as of 1 November 2020) A. Central Banks/Regulatory Authority (11) 1. National Bank of Cambodia 2. Bangladesh Bank 3. Reserve Bank of India 4. Bank Indonesia 5. Nepal Rastra Bank 6. State Bank of Pakistan 7. Bangko Sentral ng Pilipinas 8. Central Bank of Sri Lanka 9. Bank of Thailand 10. Bank of Papua New Guinea 11. Microcredit Regulatory Authority, Bangladesh B. Agricultural/Rural Development Banks (22) 1. Aqrarkredit Joint-Stock Credit Organization of Azerbaijan Republic 2. Bhutan Development Bank Limited 3. Rural Development Bank of Cambodia 4. Agricultural Development Bank of China 5. National Bank for Agriculture and Rural Development, India 6. Bank Rakyat Indonesia 7. Bank Keshavarzi (Agricultural Bank), Iran 8. Japan Finance Corporation 9. Agricultural Promotion Bank of Laos 10. AGRO Bank, Malaysia 11. Myanmar Agricultural Development Bank, Myanmar 12. Agricultural Development Bank Limited, Nepal 13. Land Bank of the Philippines 14. People’s Bank of Sri Lanka 15. SANASA Development Bank, Sri Lanka 16. Regional Development Bank of Sri Lanka 17. Bank for Agriculture and Agricultural Cooperatives, Thailand. 18. Open Joint-Stock Commercial Agro Bank, Uzbekistan 19. Vietnam Bank for Agriculture and Rural Development, Vietnam 20. Vietnam Bank for Social Policies 21. Bangladesh Krishi Bank, Dhaka, Bangladesh 22. Fiji Development Bank C. Cooperative Banks/Federations and Cooperatives (10) 1. PKSF Bangladesh 2. BANK BUKOPIN, Indonesia 3. National Agricultural Cooperative Federation, Korea 4. National Cooperative Development Bank (NCDB), Nepal 5. National Co-op Agriculture and Rural Development Banks’ Federation Ltd, (NAFCARD), India 1 6. National Federation of State Cooperative Banks (NAFSCOB) , India 7. National Cooperative Bank Ltd. (NCBL); Nepal 8. Cooperative League of Thailand 9. Tose’e Ta’avon Bank (Cooperative Development Bank of Iran) 10. Bank Pembangunan Daerah Kalimantan Timur D. Agriculture Focussed Commercial Banks (11) 1. State Bank of India 2. Oriental Bank of Commerce, India 3. Agricultural Bank of China 4. Bank Jateng, Indonesia 5. Rastriya Banijya Bank, Nepal 6. Habib Bank Ltd., Pakistan 7. Faysal Bank Ltd., Pakistan 8. Bank of Ceylon, Sri Lanka 9. Union Bank of Colombo, Sri Lanka 10. 1st Valley Bank; Philippines 11. YES BANK Ltd, India E. Agrifinance-Related Government Agencies (6) 1. Department of Cooperation, Ministry of Agriculture, Government of India 2. Department of Agricultural Credit Policy Council, Philippines 3. Cooperative Development Authority, Philippines 4. Philippine Crop Insurance Corporation (PCIC) 5. The Agricultural Guarantee Pool Fund (AGFP), Philippines 6. Strategic Investment Development Corp. F. Micro-Finance Institutions (21) 1. ASA, Bangladesh 2. BRAC Bangladesh 3. PRASAC MFI Co. Ltd. Cambodia 4. Sathapana Ltd. Cambodia 5. Hattha Kaksekar Ltd. (HKL) Cambodia 6. Ekphatthana Deposit Taking Microfinance Institution, Lao PDR 7. Chhimek Laghubitta Bikas Bank Ltd. (CLBBL) Nepal 8. Sana Kisan Bikas Bank Ltd. (SKBBL)Nepal 9. CARD MRI, Philippines 10. Kabalikat para sa Maunlad na Buhay, Inc. (KMBI), Philippines 11. Alayay Sa Kaunlaran Inc. (ASKI), Philippines 12. National Association of Microfinance Market Stakeholders (NAMMS), Russia 13. CFPA Microfinance Management Ltd, Beijing, China 14. BASIX Group of Institutions, Hyderabad, India 15. Micro Option MFI, Pakistan 16. Wiechu PTE LTD (MicroSave), Singapore 17. Huainan Rural Commercial Bank, China 18. Nirdhan Uthhan Laghubityia Bitta Sanstha, Nepal 19. TMSS, Bangladesh 20. Shakti Foundation, Bangladesh 21. Samunnati Financial Intermediation and Services Pvt Ltd G. Banking Associations/Institutes/Foundations (6) 1. Indian Banks’ Association, Mumbai, India 2. Vaikunth Mehta National Institute of Cooperative Management, Pune, India 3. YPPI (Indonesia Banking Development Foundation), Jakarta, Indonesia 4. Pakistan Microfinance Network 5. Nepal Micro-finance Bank’s Association 6. Skydive Technologies and Consulting Private Limited .
Recommended publications
  • Influence of Merger on Performance of Indian Banks: a Case Study
    Journal of Poverty, Investment and Development www.iiste.org ISSN 2422-846X An International Peer-reviewed Journal Vol.32, 2017 Influence of Merger on Performance of Indian Banks: A Case Study Gopal Chandra Mondal Research Scholar, Dept. of Economics, Vidyasagar University, India& Chief Financial Officer,IDFC Foundation,New Delhi, India Dr Mihir Kumar Pal Professor,Dept. Of Economics, Vidyasagar University, India Dr Sarbapriya Ray* Assistant Professor, Dept. of Commerce, Vivekananda College, Under University of Calcutta, Kolkata,India Abstract The study attempts to critically analyze and evaluate the impact of merger of Nedungadi bank and Punjab National Bank on their operating performance in terms of different financial parameters. Most of the financial indicators of Nedungadi bank and Punjab National Bank display significant improvement in their operational performance during post merger period. Therefore, the results of the study reveal that average financial ratios of sampled banks in Indian banking sector showed a remarkable and significant improvement in terms of liquidity, profitability, and stakeolders wealth. Keywords: Merger, India, Nedungadi bank, Punjab National Bank. 1. Introduction: Concept of merger and acquisition has become very trendy in present day situation, especially, after liberalization initiated in India since 1991. The emergent tendency towards mergers and acquisitions (M&As) world-wide, has been ignited by intensifying competition. Mergers and acquisitions have been taking place in corporate as well as banking sector to abolish financial, operation and managerial weakness as well as to augment growth and expansion , to create shareholders value, stimulate health of the organization with a view to confront challenges in the face of stiff competitive in globalized environment.
    [Show full text]
  • BANKING for IMPACT a Historical Review of Our Partner Financial Institutions, Their Business Models and Key Developments
    WHITE PAPER NOVEMBER 2018 BANKING FOR IMPACT A historical review of our partner financial institutions, their business models and key developments This publication follows of a series of white papers produced by Symbiotics intended to share market intelligence on different topics related to microfinance, financial inclusion and impact investing. Building on our track record of partnering with financial institutions in emerging and frontier markets, we have prepared this paper in order to trace the evolution of the financial inclusion sector. The paper thus offers a broad understanding of the specificities and differences that exist between financial institutions of different regions, types and size. This paper was written by Ramkumar Narayanan. A special thanks to Roland Dominicé, Brendan Mackinnon and Marina Parashkevova Holmegaard for their valuable contributions, as well as to Patrick d’Huart, Duncan Frayne, Vincent Lehner, Yvan Renaud, Jérôme Savelli and Sebastian Sombra for their review and market expertise insights. The publication was proofread by Danielle Carpenter and designed by James Atkins Design Ltd and Pierre Weber. Legal Disclaimer This paper contains general information only. Symbiotics is not by means of this paper rendering professional advice or services. The content of this paper is meant for research purposes, with an aim to broaden and deepen the understanding of financial inclusion in emerging and frontier markets. This paper refers to specific figures, outcomes and performances. Such references are made for research purposes only and are not intended as a solicitation or recommendation to buy or sell any specific investment product or services. Similarly, the information and opinions expressed in the text have been obtained from sources believed to be reliable and in good faith, reflecting the view of the authors on the state of the industry or on the firm’s practice, but no representation or warranty, expressed or implied, is made as to its accuracy or completeness.
    [Show full text]
  • Volume 3, Issue 3(III) : July
    Volume 3, Issue 3 (III) Volume 4, Issue 4 July - September 2015 October - December 2015 International Journal of Research in Management & Social Science Volume 3, Issue 3 (III): July - September 2015 Chief Patron Shree Zahirul Alam Ahmed Director, Empyreal Institute of Higher Education. President , Bhramaputra Welfare Organization Editor- In-Chief Dr. Tazyn Rahman Members of Editorial Advisory Board Dr. Alka Agarwal Mr. Nakibur Rahman Director, Former General Manager ( Project ) Mewar Institute, Vasundhara, Ghaziabad Bongaigoan Refinery, IOC Ltd, Assam Dr. D. K. Pandey Dr. Anindita Director, Associate Professor, Unique Institute of Management & Technology, Jaipuria Institute , Indirapuram, Meerut Ghaziabad Dr. Namita Dixit Dr. Pranjal Sharma Assistant Professor, Associate Professor, Department of Management ITS Institute of Management, Ghaziabad Mile Stone Institute of Higher Management, Ghaziabad Dr. Neetu Singh Dr. Sarmistha Sarma HOD, Department of Biotechnology, Associate Professor, Mewar Institute , Vasundhara, Ghaziabad Institute of Innovation in Technology and Management Dr. V. Tulasi Das Mr. Sukhvinder Singh Assistant Professor, Assistant Professor, Acharya Nagarjuna University, Guntur, A.P. Institute of Innovation in Technology and Management Dr. Nurul Fadly Habidin Ms. Shivani Dixit Faculty of Management and Economics, Assistant Professor, Universiti Pendidikan Sultan Idris, Malaysia Institute of Management Studies, Ghaziabad Dr. Archana A. Ghatule Dr. P.Malyadri Director, Principal, SKN Sinhgad Business School, Pandharpur Government Degree College, Hyderabad Dr. Kavita Gidwani Dr. Lalata K Pani Associate Professor, Reader, Chanakya Technical Campus, Jaipur Bhadrak Autonomous College, Bhadrak, Odisha Copyright @ 2014 Empyreal Institute of Higher Education, Guwahati All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, or stored in any retrieval system of any nature without prior written permission.
    [Show full text]
  • Knowledge Exchange and Data Networking And
    - ACCELERATING FINANCE FOR BUSINESSES - KNOWLEDGE EXCHANGE AND DATA NETWORKING AND CONVENING ADVOCACY AND POLICY CHANGE The SME Finance Forum has over 100 members from 42 countries Members by % % % % Organization 52 26 11 11 Financial Fintech Development Associations Type Institutions companies finance institutions NORTH EUROPE EAST ASIA AMERICA AND PACIFIC 20 % 16 % 26 % Advisory Board Issac Awundo, Group Managing Director, Commercial Bank of Africa Thomas DeLuca, CEO and Founder, AMP Credit Technologies Aysen Kulakoglu, Head of Department, Undersecretariat of Members the Turkish Treasury by Region Dawei Liu, Senior Vice President, CreditEase Jay Singer, Senior Vice President, Global SME Products, Mastercard 9 % Peer Stein, Advisor, Financial 15 % SOUTH Institutions Group, International ASIA 4 % Finance Corporation AFRICA 10 % LATIN AMERICA Devrim Tavil, International Head AND CARIBBEAN of SME Banking, BNP Paribas MIDDLE EAST AND CENTRAL ASIA List of all member organizations • ACCIS • CreditEase • Inter-American Investment • OPIC • ADFIAP • CRIF Corporation • Oxigen • Afriland First Bank • DCB Comemrcial Bank • International Factors Group • Palestine Investment Bank • Akiba Commercial Bank • DHGate • International Finance Corporation • PERC • AMP Credit Technologies • Diamond Bank • Intesa Sanpaolo • PRASAC • Ant Financial • Dianrong • Janalakshmi Financial Services • Qianhai Credit Bureau • Asian Credit Fund • DigiVation • Kabbage • Rakuten • Asifma • Ecobank • Kafalah SME Loan Guarantee • RBL Bank • Association of Banks in Malaysia
    [Show full text]
  • Banking Laws in India
    Course: CBIL-01 Banking Laws In India Vardhaman Mahaveer Open University, Kota 1 Course: CBIL-01 Banking Laws In India Vardhaman Mahaveer Open University, Kota 2 Course Development Committee CBIL-01 Chairman Prof. L. R. Gurjar Director (Academic) Vardhaman Mahaveer Open University, Kota Convener and Members Convener Dr. Yogesh Sharma, Asso. Professor Prof. H.B. Nanadwana Department of Law Director, SOCE Vardhaman Mahaveer Open University, Kota Vardhaman Mahaveer Open University, Kota External Members: 1. Prof. Satish C. Shastri 2. Prof. V.K. Sharma Dean, Faculty of law, MITS, Laxmangarh Deptt.of Law Sikar, and Ex. Dean, J.N.Vyas University, Jodhpur University of Rajasthan, Jaipur (Raj.) 3. Dr. M.L. Pitaliya 4. Prof. (Dr.) Shefali Yadav Ex. Dean, MDS University, Ajmer Professor & Dean - Law Principal, Govt. P.G.College, Chittorgarh (Raj.) Dr. Shakuntala Misra National Rehabilitation University, Lucknow 5. Dr Yogendra Srivastava, Asso. Prof. School of Law, Jagran Lakecity University, Bhopal Editing and Course Writing Editor: Course Writer: Dr. Yogesh Sharma Dr Visvas Chauhan Convener, Department of Law State P. G. Law College, Bhopal Vardhaman Mahaveer Open niversity, Kota Academic and Administrative Management Prof. Vinay Kumar Pathak Prof. L.R. Gurjar Vice-Chancellor Director (Academic) Vardhaman Mahaveer Open University, Kota Vardhaman Mahaveer Open University, Kota Prof. Karan Singh Dr. Anil Kumar Jain Director (MP&D) Additional Director (MP&D) Vardhaman Mahaveer Open University, Kota Vardhaman Mahaveer Open University, Kota Course Material Production Prof. Karan Singh Director (MP&D) Vardhaman Mahaveer Open University, Kota Production 2015 ISBN- All right reserved no part of this book may be reproduced in any form by mimeograph or any other means, without permission in writing from the V.M.
    [Show full text]
  • Mergers and Acquisitions of Banks in Post-Reform India
    SPECIAL ARTICLE Mergers and Acquisitions of Banks in Post-Reform India T R Bishnoi, Sofia Devi A major perspective of the Reserve Bank of India’s n the Reserve Bank of India’s (RBI) First Bi-monthly banking policy is to encourage competition, consolidate Monetary Policy Statement, 2014–15, Raghuram Rajan (2014) reviewed the progress on various developmental and restructure the system for financial stability. Mergers I programmes and also set out new regulatory measures. On and acquisitions have emerged as one of the common strengthening the banking structure, the second of “fi ve methods of consolidation, restructuring and pillars,” he mentioned the High Level Advisory Committee, strengthening of banks. There are several theoretical chaired by Bimal Jalan. The committee submitted its recom- mendations in February 2014 to RBI on the licensing of new justifications to analyse the M&A activities, like change in banks. RBI has started working on the framework for on-tap management, change in control, substantial acquisition, licensing as well as differentiated bank licences. “The intent is consolidation of the firms, merger or buyout of to expand the variety and effi ciency of players in the banking subsidiaries for size and efficiency, etc. The objective system while maintaining fi nancial stability. The Reserve Bank will also be open to banking mergers, provided competi- here is to examine the performance of banks after tion and stability are not compromised” (Rajan 2014). mergers. The hypothesis that there is no significant Mergers and acquisitions (M&A) have been one of the improvement after mergers is accepted in majority of measures of consolidation, restructuring and strengthening of cases—there are a few exceptions though.
    [Show full text]
  • List of Indian Public Sector Banks :- (Click to Visit the Website of the Bank)
    List of Banks in India - 2014 Directory of Public Sector / Private Sector / Foreign Banks List of Indian Public Sector Banks :- (Click to visit the website of the Bank) Nationalized Banks, State Bank Group Banks have been included here as PS Banks : Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharashtra Canara Bank Central Bank of India Corporation Bank Dena Bank IDBI Bank Limited Indian Bank Indian Overseas Bank IDBI Bank Industrial Development Bank of India Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank State Bank of Bikaner and Jaipur State Bank of Hyderabad State Bank of India State Bank of Mysore State Bank of Patiala State Bank of Travancore Syndicate Bank UCO Bank Union Bank of India United Bank Of India Vijaya Bank (a) The following two State Bank Group Banks have since been merged with SBI) State Bank of Indore (since merged with SBI) State Bank of Saurashtra (since merged with SBI) ( b) New Bank of India (a nationalised bank) was merged with Punjab National Bank in 1993 List of Private Sector Banks in India Ads by Google Axis Bank Catholic Syrian Bank Ltd. IndusInd Bank Limited ICICI Bank ING Vysya Bank Kotak Mahindra Bank Limited Karnataka Bank Karur Vysya Bank Limited. Tamilnad Mercantile Bank Ltd. The Dhanalakshmi Bank Limited. The Federal Bank Ltd. The HDFC Bank Ltd. The Jammu & Kashmir Bank Ltd. The Nainital Bank Ltd. The Lakshmi Vilas Bank Ltd Yes Bank copied from www,allbankingsolutions.com List of Private Sector Banks Since Merged with other banks The Nedungadi Bank (merged with
    [Show full text]
  • 0113 Titlepage
    APRACA FinPower Programme A Review of Rural Finance Innovations in Asia: New Approaches, Best Practices and Lessons Ramon C. Yedra With Special Sponsorship of the International Fund for Agricultural Development (IFAD) APRACA FinPower Publication 2007/4 A Review of Rural Finance Innovations in Asia: New Approaches, Best Practices and Lessons Ramon C. Yedra With Special Sponsorship of the International Fund for Agricultural Development (IFAD) i Published by: Asia-Pacific Rural and Agricultural Credit Association (APRACA) Printing by: Erawan Printing Press Distribution: For copies write to: The Secretary General Asia-Pacific Rural and Agricultural Credit Association (APRACA) 39 Maliwan Mansion, Phra Atit Road Bangkok 10200, Thailand Tel: (66-2) 280-0195, 697-4360 Fax: (66-2) 280-1524 E-mail: [email protected] Website: www.apraca.org Editing: Benedicto S. Bayaua Layout credit: Sofia Champanand E-Copies: E-copies in PDF file can also be downloaded from APRACA’s website. This review is published by APRACA under the auspices of the IFAD-supported APRACA FinPower Program. The review was commissioned through APRACA CENTRAB, the training and research arm of APRACA. The data gathered were based on primary and secondary data, interviews and information with key informants in selected APRACA represented countries. Opinions expressed by the author do not necessarily represent the official views of APRACA nor of IFAD. This review is published during the incumbency of Mr. Thiraphong Tangthirasunan (APRACA Chairman), Dr. Do Tat Ngoc (APRACA Vice-Chairman), Mr. Benedicto S. Bayaua (Secretary General). ii MESSAGE from the APRACA CHAIRMAN and VICE-CHAIRMAN reetings! This review of rural financial innovations and best practices is a testimony of APRACA’s G strong commitment to pursue the promotion of efficient and effective rural financial systems and broadened access to rural financial services in order to help reduce rural poverty among countries in Asia and the Pacific.
    [Show full text]
  • Tuesday, 2-2-1971. a Meeting of the Governing Board of the Stock
    Tuesday, 2-2-1971. A meeting of the Governing Board of the Stock Exchange was held today at S.T. 3.00 pm under the Chairmanship of Seth Dhirajlal Maganlal, wherein the undermentioned members of the Board were present: Seth Dhirajlal Maganlal Seth Gordhandas Bhagwandas Seth Phiroze J. Jeejeebhoy Seth Hiralal Girdharlal Seth Jayant Amerchand Seth Babubhai M. Gandhi Seth Vasantlal Kantilal Shah Seth Bharatkishore Begraj Gupta Seth Mathradas Samaldas Seth Vasantlal Jivatlal Seth Jasvantlal Chhotalal Seth Jivanchand Ratanchand Motishaw Seth Rasiklal Maneklal Seth Vasantlal Champaklal Seth Navinchandra Chhaganlal Kampani Government Nominees Shri M.N. Deshmukh. The following business was transacted in the meeting: 1. Resolved that this Board takes note of the sad demise of one of the oldest and leading members, members of the Governing Board and Trustee of the Stock Exchange, Shri Kantilal Ishwarlal and expresses it grief and sorrow. The Board also takes note of the selfless and invaluable services rendered by him for a long tie as a member of the Governing Board, Hon. Treasurer, member of the Defaulters’ Committee and its Chairman and as a Vice-President, President and the Trustee of the Exchange. The Board shares the deep grief and pain with the family members of the deceased and requests the President to send a copy of this Resolution to them as a token of its condolences. 2. Resolved that the undermentioned notices regarding cum right and ex-right transactions in the shares of the undermentioned concerned companies are confirmed: 1. Hindustan Motors Ltd. Notice No:35/71 dt.8-1-71 2.
    [Show full text]
  • Accelerating Financial Inclusion in South-East Asia with Digital Finance Asian Development Bank Table of Contents
    ACCELERATING FINANCIAL INCLUSION IN SOUTH-EAST ASIA WITH DIGITAL FINANCE ASIAN DEVELOPMENT BANK TABLE OF CONTENTS PREFACE 3 EXECUTIVE SUMMARY 4 1 INTRODUCTION 7 2 CURRENT SITUATION AND OPPORTUNITY 9 3 FRAMEWORK TO IDENTIFY BARRIERS TO FINANCIAL INCLUSION 11 4 IMPACT OF DIGITAL FINANCE 18 5 QUANTIFYING THE IMPACT OF DIGITAL IN FINANCIAL INCLUSION 41 6 SEGMENT-SPECIFIC INSIGHTS 43 7 COUNTRY-SPECIFIC INSIGHTS 50 8 CONCLUDING REMARKS 65 9 APPENDIX 67 2 PREFACE Supporting financial sector development has been a strategic priority for ADB over the past several decades because of the critical role the financial sector plays in facilitating economic growth. ADB’s long-term strategic framework, “Strategy 2020,” emphasizes financial inclusion as an essential part of financial sector development: Without access to formal financial services, the unserved and underserved segments of society will be excluded from growth and its benefits.1 Digital finance presents a potentially transformational opportunity to advance financial inclusion. ADB engaged Oliver Wyman and MicroSave to conduct the following study on the role digital finance can play in accelerating financial inclusion, focusing on four Southeast Asian markets – Indonesia, the Philippines, Cambodia, and Myanmar. This study – informed by more than 80 stakeholder interviews across the four markets, extensive secondary research, and economic analysis – is an endeavour to better understand and quantify the nature of this impact. Oliver Wyman is a global leader in management consulting with a specialization in financial services. As a recognized thought leader in financial inclusion and digital finance, Oliver Wyman has a strong body of client work covering a broad range of financial institutions, regulators, and multilateral agencies.
    [Show full text]
  • Form 603 Notice of Initial Substantial Holder
    Form603 Form 603 Corporations Act 2001 Section 671B Notice of initial substantial holder To: Company Name/Scheme: Apollo Tourism & Leisure Ltd ACN/ARSN: 614 714 742 1. Details of substantial holder Name Mitsubishi UFJ Financial Group, Inc. The holder became a substantial holder on: 28/04/2021 The holder became aware on: 30/04/2021 2. Details of voting power The total number of votes attached to all the voting shares in the company or voting interests in the scheme that the substantial holder or an associate had a relevant interest in on the date the substantial holder became a substantial holder are as follows: Class of securities Number of securities Person's votes Voting power (%) Fully Paid ordinary shares 9,403,663 9,403,663 5.05% 3. Details of relevant interests The nature of the relevant interest the substantial holder or an associate had in the following voting securities on the date the substantial holder became a substantial holder are as follows: Holder of relevant interest Nature of relevant interest Class and number of securities Relevant interest in securities that Morgan Stanley has a relevant interest in under section 608(3) of Mitsubishi UFJ Financial Group, Inc. the Corporations Act as Mitsubishi UFJ Financial 70,000 Fully paid ordinary shares Group, Inc. has voting power of over 20% in Morgan Stanley. Relevant interest in securities that Morgan Stanley has a relevant interest in under section 608(3) of Mitsubishi UFJ Financial Group, Inc. the Corporations Act as Mitsubishi UFJ Financial 812,969 Fully paid ordinary shares Group, Inc.
    [Show full text]
  • Restructuring of Indian Public Sector Banks: Genesis and the Challenges
    INTERNATIONAL JOURNAL OF RESEARCH CULTURE SOCIETY ISSN: 2456-6683 Volume - 4, Issue - 5, May – 2020 Monthly, Peer-Reviewed, Refereed, Indexed Journal Scientific Journal Impact Factor: 5.245 Received on : 02/05/2020 Accepted on : 17/05/2020 Publication Date: 31/05/2020 Restructuring of Indian Public Sector Banks: Genesis and the Challenges PARMOD K. SHARMA Ph.D Scholar, Mittal School of Business Lovely Professional University, Phagwara (Punjab) Email - [email protected] Abstract: Banking industry has been facing difficulties worldwide. The problems have been common though scale might be different at different places. The major issues that have confronted them are providing customer delight by way of ‘wow’banking and to keep themselves afloat. There is abundant expectation by the public from the industry to provide state of the art technology at competitive pricing and products which give them their value for money. The regulators want these banks to be adequately capitalised to mitigate the enormous risks they undertake by financing borrowers who are genuine and need bank money for growth of their businesses and the unscrupulous ones who borrow money to divert it to their unfunded projects or in real estate to make a quick buck. The banks also on daily basis face the operational risks(frauds by public and employees, looting of ATMs and robberies etc).There is pressure on them to earn good profits by safe lending and expanding the reach by adding new customers. There is good competition between Public Sector Banks (PS Banks) among themselves and PS Banks and the private sector banks. Many private sector banks in past faced liquidity issues due to management failure and bad lending.
    [Show full text]