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Financial Year Ending 28 Febuary 2014
Finbond Group Limited & Finbond Mutual Bank Integrated Annual Report for the year ended 28 February 2014 TABLE OF CONTENTS Executive Summary Corporate Governance Financial Statements Additional Information Vision and Mission 4 Risk Management Audit Committee Report 54 Notice to shareholders 124 Core Values 4 Framework 40 Independent Auditors’ Report 57 Form of Proxy 131 About Us 5 Basel III and Regulatory Directors’ Report 58 Corporate Information 135 What is a Mutual Bank? 6 Capital 45 Company Secretary’s GRI Sustainability index 136 Our Branches 7 Economic Risk Capital 47 Certificate 61 Declaration 139 Key Performance Indicators 8 Corporate Governance 48 Remuneration Report 62 Materials Usage 140 Human Capital Development 9 Social and Ethics Committee Statement of Financial Service Standards 11 Report 51 Position 64 Internal Audit 12 Directors’ Responsibilities 52 Statement of Comprehensive Compliance 13 Approval of Financial Income 65 Regulation 14 Statements 52 Statement of Changes in Financial Highlights 15 Equity 66 Consumer Education 17 Statement of Cash Flow 68 Directorate 18 Accounting Policies 69 Product Offering 24 Notes to the Financial What’s in an icon? 26 Statements 79 Branding 27 Major Individual Holdings 122 CEO’s Review 28 Shareholders’ Diary 122 Social Responsibility 35 Chairman’s Review 36 Finbond Group Limited & Finbond Mutual Bank Integrated Annual Report 2014 1 The Victor If you think you are beaten, you are. If you think you dare not, you don’t. If you like to win but think you can’t, It’s almost a cinch you won’t. If you think you’ll lose, you’re lost. For out in the world we find Success begins with a fellow’s will. -
PDF/Population/ P9p10%20Literacy%20Rates%20By%20District,%20Sex%20An Census and Statistics, Sri Lanka) D%20Sector.Pdf 5 Department of Census and Statistics Sri Lanka
Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized i | Broadband in Sri Lanka: A Case Study ii | Broadband in Sri Lanka: A Case Study © 2011 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org E-mail: [email protected] All rights reserved The findings, interpretations and conclusions expressed herein are entirely those of the author(s) and do not necessarily reflect the view of infoDev, the Donors of infoDev, the International Bank for Reconstruction and Development/The World Bank and its affiliated organizations, the Board of Executive Directors of the World Bank or the governments they represent. The World Bank cannot guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply on the part of the World Bank any judgment of the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development/The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to infoDev Communications & Publications Department; 2121 Pennsylvania Avenue, NW; Mailstop F 5P-503, Washington, D.C. -
Integrated Annual Report 2020 We Welcome You to the 2020 Grindrod Bank Limited Integrated Annual Report
INTEGRATED ANNUAL REPORT 2020 WE WELCOME YOU TO THE 2020 GRINDROD BANK LIMITED INTEGRATED ANNUAL REPORT. Navigate our report Indicates where further information on a topic can be found in this report. * Indicates alignment with the principles of the King Report on Corporate GovernanceTM for South Africa, 2016 (King IV)1. Indicates where COVID-19 impacted performance and/or how we responded to the crisis. Feedback Your feedback is important to us and we welcome your input to enhance the quality of our reporting. Please contact us at: [email protected]. CONTENTS Our Bank Reflecting on 2020 Our strategic direction Performance Governing our Bank We have grown through economic The operating environment in 2020 Our strategy is to defend our existing Significant effort went into improving Our governance structures and highs and lows over the past 26 years. presented challenges for all businesses. core operations and diversify into new the Bank’s financial and regulatory approach remained stable throughout By creating wealth for our clients, But it also created opportunities to initiatives to sustain future growth. reporting, risk management practices, the revision of our strategy and enabling small and medium-sized reset and innovate our ways of working, We remained resilient in 2020 by and regulatory and compliance culture. operating model, creating a solid businesses to survive and grow, engaging and transacting. We reflect on consistently implementing our strategy. This included strengthening our human foundation for the long-term and broadening access to financial how Grindrod Bank Limited (the Bank) capital and management in key areas, sustainability of the Bank and value services, we contribute to South Africa’s responded to these challenges and reorganising our operations to support creation for our stakeholders. -
SWOT Analysis of Ufone
Ufone Ufone GSM is a Pakistani GSM cellular service provider, It's one of five GSM Mobile companies in Pakistan, and is a subsidiary ofPakistan Telecommunication Company. After the privatization of PTCL, Ufone is now owned by Etisalat. Ufone has a subscriber base of 20.23 million as of September 2010. Ufone Cellular Company INTRODUCTION TO UFONE Ufone is a newly cellular company as compared to others like Mobilink, Zong(Paktel), Instaphone operating inPakistan, providing cellular services for Eight years now. Ufone services are offered by Pak Telecom Mobile Limited (PTML), a 100% owned subsidiary of Pakistan Telecommunication Company Limited (PTCL). Established to operate cellular telephony. The company commenced its operations, under the brand name of Ufone, from Islamabad on January 29, 2001. and subsequently extended its coverage to other cities i.e. Lahore, Karachi, Kohat, Jehlum,Gujranwala, Faisalabad, Sheikhopura. In addition to the road coverage on Peshawar-Islamabad-Lahore section. Till now its coverage has been extended to more than 750 cities. In Peshawar its operation were started on 7th of May, 2001. Ufone, the brand name of the service, has been a highly successful venture touching 120000 subscribers in less than four months of its operations. SWOT analysis of Ufone INTRODUCTION Ufone GSM is a Pakistani GSM cellular service provider. It is one of six GSM Mobile companies in Pakistan and is a subsidiary of Pakistan Telecommunication Company. The company commenced its operations under the brand name of Ufone from Islamabad on January 29 2001. U fone expanded its coverage and has added new cities and highways to its coverage network. -
COVID-19 Impact on Internet Performance Case Study of Afghanistan, Nepal, and Sri Lanka
COVID-19 Impact on Internet Performance Case Study of Afghanistan, Nepal, and Sri Lanka March 2021 CC BY-NC-SA 4.0 COVID-19 Impact on Internet Performance – Case Study of Afghanistan, Nepal, and Sri Lanka 2 Table of Contents 1 Introduction 3 1.1 Scope of the Study 4 2 State of Internet Infrastructure 5 2.1 Network 5 2.1.1 International Connectivity 5 2.1.2 Domestic Backhaul and Last-Mile Infrastructure 8 2.1.3 Internet Exchange Points (IXPs) 9 2.2 Services 11 2.2.1 Local Content 11 2.2.2 Data Centers 12 3 Internet Infrastructure Performance 13 3.1 User Experience Survey 13 3.2 Internet Speed Test 17 4 Review of Network 19 4.1 Weak Infrastructure 20 4.2 Demand-Side Drivers 21 4.3 Supply-Side Drivers 22 5 The Way Forward 23 5.1 Infrastructure Reforms 24 5.1.1 Network 24 5.1.2 Services 26 5.2 Institutional Reforms 27 5.2.1 Short-Term Measures 27 5.2.2 Medium to Long-Term Measures 28 internetsociety.org CC BY-NC-SA 4.0 @internetsociety COVID-19 Impact on Internet Performance – Case Study of Afghanistan, Nepal, and Sri Lanka 3 1 Introduction Internet is an empowering tool that enables its users to learn, earn, and be entertained. Its inherent borderless, decentralized, and all-inclusive design principles encourage provision of meaningful access to everyone, without any discrimination. When the COVID-19 pandemic hit at the turn of 2020, it challenged the foundations of social and economic norms around the world. -
Pakistan Telecommunication Company Limited
VIS Credit Rating Company Limited www.vis.com.pk RATING REPORT Pakistan Telecommunication Company Limited REPORT DATE: RATING DETAILS October 05, 2020 Latest Rating Previous Rating Long- Short- Long- Short- Rating Category term term term term RATING ANALYSTS: Entity AAA A-1+ AAA A-1+ Talha Iqbal Rating Date October 05, 2020 October 11, 2019 [email protected] Rating Outlook Stable Stable Rating Action Reaffirm Reaffirm Asfia Aziz [email protected] COMPANY INFORMATION Incorporated in 1995 External auditors: KPMG Taseer & Hadi Co., Chartered Accountants. Public Listed Company Chief Executive Officer: Rashid Naseer Khan Board of Directors: - Mr. Shoaib Ahmad Siddiqui - Mr. Abdulrahim A. Al Nooryani - Mr. Rizwan Malik - Mr. Hatem Dowidar - Mr. Hesham Al Qassim - Mr. Khalifa Al Shamsi - Mr. Naveed Kamran Baloch - Syed Shabahat Ali Shah - Dr. Mohamed Karim Bennis APPLICABLE METHODOLOGY(IES) VIS Entity Rating Criteria: Corporates (May 2019) https://www.vis.com.pk/kc-meth.aspx VIS Credit Rating Company Limited www.vis.com.pk Pakistan Telecommunication Company Limited OVERVIEW OF THE INSTITUTION RATING RATIONALE Pakistan Pakistan Telecommunication Company Limited (PTCL) is the leading Integrated Information Telecommunication Communication Technology (ICT) Company in Pakistan, having the largest fixed-line network Company Limited in the country. The company’s products and services include voice services, high-speed (PTCL) was broadband internet, Fiber to the Home (FTTH) services, CharJi wireless internet, Smart TV incorporated in 1995 (IPTV) service, , Smart TV App and Touch App, digital-content streaming services like Netflix, and provides , and enterprise-grade platforms like Smart Cloud, Tier-3 Certified Data Centers, Managed and telecommunication Satellite Services. -
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 -
MOBILE Payments Market Guide 2013
MOBILE PAYMENTS MARKET GUIDE 2013 INSIGHTS IN THE WORLDWIDE MOBILE TRANSACTION SERVICES ECOSYSTEM OVER 350 COMPANIES WORLDWIDE INSIDE Extensive global distribution via worldwide industry events As the mobile payments ecosystem is becoming increasingly more crowded and competitive, the roles of established and new players in the mobile market is shifting, with new opportunities and challenges facing each category of service providers. Efma, the global organization that brings together more than 3,300 retail financial services companies from over 130 countries, welcomes the publication of the Mobile Payments Market Guide 2013 by The Paypers as a valuable source of information and guidance for all actors in the mobile transaction services space. Patrick Desmarès - CEO, Efma MOBILE PAYMENTS MARKET GUIDE 2013 INSIGHTS IN THE WORLDWIDE MOBILE TRANSACTION SERVICES ECOSYSTEM Authors Ionela Barbuta Sabina Dobrean Monica Gaza Mihaela Mihaila Adriana Screpnic RELEASE | VERSION 1.0 | APRIL 2013 | COPYRIGHT © THE Paypers BV | ALL RIGHTS reserved 2 MOBILE PAYMENTS MARKET GUIDE 2013 INTRODUCTION Introduction You are reading the Mobile Payments Market Guide 2013, a state- se and the way commerce is done. From a quick and accessible of-the-art overview of the global mobile transaction services channel for banking on the move to a sophisticated tool for shop- ecosystem and the most complete and up-to-date reference ping, price comparison and buying, the saga of the mobile device source for mobile payments, mobile commerce and mobile is an on-going story that unfolds in leaps and bounds within a banking-related information at global level. This guide is published progressively crowded (and potentially fragmented) ecosystem. -
International Executive Development Programme
INTERNATIONAL EXECUTIVE DEVELOPMENT PROGRAMME 2015 IEDP INVESTMENT BANKING Enabling Skills Development In The Banking And Microfinance Sector BANKSETA INTERNATIONAL EXECUTIVE DEVELOPMENT PROGRAMME (IEDP): INVESTMENT BANKING 2015 (USA AND GHANA) The International Executive Development Programme (IEDP) Investment Banking 2015 is one of BANKSETA’s flagship development programmes. It is designed to assist with accelerating the development of senior managers in the banking and microfinance sector. This eight month programme is facilitated by the Gordon Institute of Business Science (GIBS), Ghana Institute of Management and Public Administration (GIMPA) in Accra, Ghana and the NYU Stern Business School, New York University, USA. The programme commences with a one week preparation period at GIBS, in March/April. The delegates then travel to New York in June and thereafter depart for Ghana in October 2015 for their one week African experience in Accra. This will provide key insights into the changes taking place in the global and local environment. The delegates will be exposed to best practice in investment banking and broader financial services whilst sharing their South African experience with executives. The delegates are tasked with researching industry relevant topics that add value to the sector. They will present their research to a panel, drawn from senior executives of South African banks. The benefits of the IEDP include personal and professional growth through engagements with executives; exposure to top local and international business schools; being ambassadors for South Africa in a variety of social settings; and living and working in an international city. BANKSETA proudly presents the 2015 delegates! IEDP PROFILES 2015 BANKSETA INVESTMENT BANKING PROGRAMME ALAN JOFFE Current Title: Head of Portfolio Management _________________________ Institution: PERSONAL INFORMATION: FirstRand Bank Limited Alan is married and has three children, with whom he spends the majority of his spare time. -
Exploring Sustainability Management for the Telecommunication Industry: a Case Study of the Sri Lankan Mobile Telecommunication Industry
Proceedings of 8th International Research Conference, KDU, Published November 2015 Exploring Sustainability Management for the Telecommunication Industry: A Case Study of the Sri Lankan Mobile Telecommunication Industry DR Ratnajeewa1#and D Hewage2 1Department of Management and Finance, Kotelawala Defence University, Ratmalana, Sri Lanka 2 Colombo International Nautical & Engineering College (CINEC) Campus, Malabe, Sri Lanka [email protected] Abstract— Sustainability management has gained overall sustainability of the industry is satisfactory, but significance in almost all the industries worldwide. there is much space for sustainability development in Organizations embrace the concept of sustainability due most of the categories. Specifically the environmental to a wide range of reasons, varying from customer sustainability is still lacking behind apart from the pressure to profit maximization. The telecommunication practice of e-billing (reduced paper consumption) and industry plays a vital role of a country. It is a major facility sharing. contributor of the economy and plays a major role in society, as it facilitates the communication among and Keywords—Telecommunication industry, between people and organisations. Therefore the Telecommunication sustainable management index, sustainability of the industry is of great importance. The Sustainability Sri Lankan mobile telecommunication industry which consists of five organisations is one of the most important I. INTRODUCTION sectors which directly and indirectly contributes to the A. Introduction economy of the country and utilizes a huge amount of Sustainability management has gained significance in resources. On the other hand it is vital for the almost all the industries worldwide. Organizations communication link of society as well as industry. Overall embrace the concept of sustainability due to a wide it’s an industry of utmost importance to the country. -
INNOVATE for FINANCIAL INCLUSION Dr
INNOVATE TO WIN: INNOVATE FOR FINANCIAL INCLUSION Dr. Ranee Jayamaha Former Deputy Governor – Central Bank of Sri Lanka Background and case for innovating financial inclusion Financial inclusion is a global challenge. The Global Findex (2014)1 shows that three- quarters of the world’s poor do not have bank accounts, partly due to inaccessibility and unaffordability in addition to poverty. Of this, 59% of adults in developing economies or 77% of adults are earning less than US$2 a day (Demirguc-Kunt & Clapper 2012)2 . During the last decade, developing and emerging countries have recorded impressive growth rates compared to those of the developed countries. Despite these impressive country level performances, according to World Bank (2015), in 2011, around 1 billion people or more than 14.5% of the global population lived in extreme poverty (on less than US$1.25 per day). The poverty level of Sub-Saharan Africa and South Asia accounts for about 80% of the global poor3 . The World Bank attempts to promote financially and socially inclusive growth among the bottom 40% of the population pyramid in every country. Generally, financial sector development facilitates economic growth and creates both private and social benefits, but the challenge is to extend financial services to the low-income groups ensuring inclusive growth. This is because limited financial inclusion at the bottom of the pyramid will adversely impact financial stability, financial security and mobility of the poor, thus effectively excluding them from prosperity and development. The Financial Stability Institute Conference4 discussed the theme “Standard Setting in the Changing Landscape of Digital Financial Inclusion” and announced that an estimated 2.5 billion people currently have no access to formal financial services, such as payments, credit, insurance and savings and emphasised the need to set standards to improve financial services. -
Army Chief Takes Action Against Officers
Soon From LAHORE & KARACHI A sister publication of CENTRELINE & DNA News Agency www.islamabadpost.com.pk ISLAMABAD EDITION IslamabadWednesday, November 11, 2020 Pakistan’s First AndP Only DiplomaticO Daily STPrice Rs. 20 Japan park symbol of Strict restrictions Babar appointed friendship between on cards amid Test captain of Japan and Pakistan Covid19 surge Pakistan team Briefs IG Sindh incident Iranian FM Army chief arrives on two-day visit takes action ISLAMABAD: Iranian For- eign Min- ister Javad Zarif has arrived in against officers Islamabad on a two- It has been decided to remove the concerned day visit and will hold top-level talks officers from their current assignments for on bilateral and regional further departmental proceedings issues during the visit. Ira- nian FM Mohammad Javad Zarif is accompanied by a Naveed Miraj \ dNa Action against delegation including spe- cial envoy for Afghanistan RAWALPINDI: The Court of Inquiry formed police officers urged Mohammad Ebrahim Ta- on the orders of Chief of Army Staff (COAS) heriyan. According to diplo- Gen Qamar Javed Bajwa has recommend- Fiaz Ch ISLAMABAD: Pakistan;s ambassador-designate to Kazakhstan, Sajjad Ahmed matic sources Zarif will hold ed the removal of Pakistan Rangers and ISLAMABAD, Federal Minister for Informa- Seehar called on President Dr. Arif Alvi. – DNA meetings with Prime Minis- Inter-Services Intelligence (IS) officials in- tion and Broadcasting Shibli Faraz has said ter Imran Khan and Chief of volved in the ‘Karachi incident’ for creating that we appreciate the decision of Pakistan Army Staff (COAS) General “an unwarranted situation that led to misun- Armed Forces on the Karachi incident.