DOCSLIB.ORG

Investment Banking

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

LeadingAsia ANNUAL REPORT 2012 ANNUAL REPORT 2012 MALAYAN BANKING BERHAD Today, we stand by Asia with assets in excess of RM495 billion. 16% Return on Equity Building Ahead of Target Today, we stand by Asia with assets in excess of RM495 billion. Maybank, one of Southeast Asia’s largest banks, has been supporting your aspirations for more Rising Regional than 50 years. Serving you in 20 countries across the globe and connecting you Strength to new opportunities through 2,200 offices across Southeast Asia, Greater China Contribution 30% International Profit Contribution and the world. We are Humanising Financial Services Across Asia. Across On Track with (3813-K) Maybank’s 2015 Southeast Asia www.maybank.com Strategic Objectives Presence in 10 Southeast Asian countries Leading in more ways than one. With a presence in 10 WE’RE LEADING ASIA Southeast Asian countries and expansion of our business footprint across the region, we have accelerated our momentum across Asia and we’re confident of our role in contributing to Asia’s prosperity and sustainability. We offer consistent service with seamless banking and a wider spectrum of value-added services. We provide our customers with easy access to financial services, fair terms and pricing and advise them on their financial needs. At the same time, we remain committed to being at the heart of the communities we serve. to grow in spite of a challenging world economy, we AS ASIA CONTINUES remain committed to its people and its diverse communities. In the spirit of Maybank, we continue to humanise financial services and provide enhanced value in the diversity of our products and services. OVER 2,200 20 47,000 OFFICES COUNTRIES MAYBANKERS ASIA TOTAL ASSETS RM495 BILLION NET PROFIT RM5.74 MARKET BILLION CAPITALISATION RM77 22 BILLION MILLION CUSTOMERS CONTENTS AT A GLANCE OUR PERFORMANCE 4 Highlights of 2012 68 Five-Year Group Financial Summary 6 Our Home Markets 70 Simplified Group Statements of Financial Position OUR PERSPECTIVE 71 Group Quarterly Financial 8 Chairman’s Statement Performance 9 President & CEO’s Statementt 72 Key Interest Bearing Assets and Liabilities WHO WE ARE 73 Statement of Value Added 18 Vision, Mission and Core Values 74 Segmental Information 19 Code of Ethics and Conduct 20 Corporate Profile & Global Network BUSINESS REVIEW 22 Key Business Entities 78 Group Financial Review 24 History, Innovation & Leadership 88 Economic & Banking 28 Group Corporate Structure 29 Group Organisation Structure Industry Review 91 Business Review: Overview OUR STRATEGY & ACHIEVEMENTS 92 Community Financial Services 100 Global Banking 32 Our Strategy 104 Investment Banking 40 Key Performance Indicators 42 Maybank Share 118 International Operations 48 Maybank in the News 122 Singapore 50 Event Highlights 124 Indonesia 66 Awards & Recognition 126 Philippines 127 Greater China 128 Indochina 129 Other Overseas Units 130 Insurance & Takaful 138 Islamic Banking 141 Shariah Committee 142 Group Human Capital 150 Enterprise Transformation Services OUR LEADERSHIP 172 Board of Directors 174 Board of Directors Profile 182 Group Executive Committee Our Our Perspective Strategy 832 rd ANNUAL GENERAL MEETING OF MALAYAN BANKING BERHAD 53 SIME DARBY CONVENTION CENTRE • GRAND BALLROOM, LEVEL 1 1A Jalan Bukit Kiara 1 • 60000 Kuala Lumpur, Malaysia Thursday : 28 March 2012 at 10.00am Refer to pages 242 to 246 for Annual General Meeting Information and Financial Calendar. OUR RESPONSIBILITY 232 Classification of Shareholders 233 Change in Share Capital 158 Corporate Responsibility 236 Properties Owned by Maybank 167 Investor Relations Group CORPORATE GOVERNANCE 237 List of Top 10 Properties Owned This annual report is available on by Maybank Group the web at www.maybank.com 192 Statement on Corporate 238 Corporate Information Governance 239 Group Directory To contact us, please refer to page 213 Statement on Internal Control 238 for Corporate Information and 216 Audit Committee Report AGM INFORMATION page 239 for Group Directory 221 Risk Management 242 Notice of the 53rd Annual 229 Anti-Money Laundering/Counter General Meeting Financing of Terrorism Policy The financial statements are 245 Statement Accompanying Notice available in the Financial OTHER INFORMATION of the 53rd Annual General Statements book of the Annual Meeting Report 2012 230 Analysis of Shareholdings 246 Financial Calendar • Form of Proxy Our Leadership 172 Business Our Review Responsibility 78 158 HIGHLIGHTS OF 2012 NET PROFIT Record earnings with profit after tax and minority interest (PATAMI), growing 17.6% to RM5.74 billion on the back of sustained growth in net fund based income RM5.74 billion and fee based income, supported by improved cost +17.6% efficiency. Refer to page 78 for Group Financial Review INTERNATIONAL PBT CONTRIBUTION PBT from international operations surged to 30.2% from 23.8% a year earlier as international revenue grew 15.5% on the back of a 12.9% growth in Gross 30% international loans. CY2011: 23.8% Refer to page 82 in Group Financial Review Maybank Kim Eng integration on track, and creating value for the Global Wholesale Banking sector (now known as Global Banking). Notable deals in 2012 included IPOs, M&As, private placements and project financing in Malaysia, Singapore, Hong Kong & Philippines. Refer to page 104 for Investment Banking We strengthened our regional presence, and are now in 10 Southeast Asian countries with the opening of offices 10 in Myanmar and Laos in 2012 and enhanced focus in SOUTHEAST ASIAN Greater China after opening our new Beijing branch. COUNTRIES Refer to page 118 for International Operations STRENGTHENED CAPITAL POSITION Completed a landmark equity placement of RM3.66 billion, the largest in Malaysian corporate history, to AHEAD OF strengthen our capital position ahead of Basel III, and BASEL III support the Group’s operations. Refer to page 85 in Group Financial Review Note: The Group has changed its financial year-end from 30 June to 31 December. Comparatives are for 12 months results beginning 1 January 2011 to 31 December 2011. The figures are unaudited, and are referred to as CY2011 in this Annual Report. Figures for FP2011 are audited results for the six-months financial period ended 31 Dec 2011 as part of the Group’s transition to a December financial year end. Figures for FY2009-FY2011 are twelve-months audited figures for the financial year ended 30 June. Maybank Annual Report 2012 4 at a glance FINANCIAL HIGHLIGHTS 65 sen Share Dividend Per RM494.9 billion Assets Total RM5.74 billion Equity HoldersoftheBank Profit Attributable to Human Capital NON-FINANCIAL HIGHLIGHTS Global Network Customers 47,000 FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 8 310.7 0.69 Maybankersworldwide 55 336.7 3.82 60 411.3 4.45 36 451.6 2.59 65 494.9 5.74 RM76.6 billion Market Capitalisation RM311.8 billion Advances andFinancing Loans, Earnings Per Share Earnings Per 72.7 sen FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 FY09 FY10 FY11 FP11 FY12 2,200 41.8 186.3 12.0 53.5 205.9 53.9 offices 66.9 255.0 61.4 20 65.6 276.3 34.5 countries 76.6 311.8 72.7 16.0 % * assumingfullreinvestmentofDRP RWCR: 17.35% RWCR: Capital Adequacy Ratio Share Price RM9.20 Return onEquity FY09 FY10 FY11 FP11 FY12 5.90 10.81 14.81 3.1 22 million 7.56 10.97 14.58 14.5 8.94 11.84 15.36 14.5 worldwide 8.58 11.65 16.37 15.2 9.20 13.54 17.35 16.0 at aglance 5 Our Perspective Who We Are Our Strategy Our Performance Business Review Our Responsibility Our Leadership Corporate Governance Other In Other Governance Corporate Leadership Our Responsibility Our Review Business Performance Are StrategyWe Our Our Who Perspective Our Glance A At formation AGM Information AGM formation our HOMEmarkets In 2012, our three home markets in Malaysia, Singapore and Indonesia contributed 91.2% of total Group PBT on the back of strong economic fundamentals and domestic growth drivers including consumer spending and infrastructure investments. In Malaysia, where we have the largest distribution network, our strategy is to lead industry growth and ensure balanced growth across all key sectors. In Singapore, our long standing presence has enabled us to form strong relationships with our clients, and our service levels are consistently recognised by the industry. In Indonesia, we are encouraged by the traction that we see arising from the ongoing transformation programme, and as we expand our distribution network, we seek to grow in line with the industry. Our growth, however, will continue to be predicated on being able to grow profitably and responsibly, and to be able to conduct our activities in line with our mission of humanising financial services. MALAYSIA Malaysia remains the core domestic market for the Maybank Group, with 63.3% of Group gross loans originating from this market and contributing 69.8% of Group PBT. The domestic loan portfolio is well balanced between consumer and non-consumer segments. As at end 2012, 54% of the domestic portfolio comprised consumer loans, while corporate loans made up 32% and the remaining 14% were SME and Business Banking loans. Our leading position in the overall loans and deposits markets is supported by a sizeable domestic franchise made up of 26,473 employees, 401 branches and over 4,700 self service terminals and mobile banking services. In 2012, we achieved many milestones. We ranked first on the domestic league tables for M&As and ranked second for domestic bonds. We also retained our lead in the Islamic banking market, with Islamic loans contribution to total domestic loans up from 26.1% in 2010 to 30.6% in 2012.
Recommended publications
  • Mabuhay Miles Travel Card – Frequently Asked Questions

    Mabuhay Miles Travel Card – Frequently Asked Questions

    Mabuhay Miles Travel Card – Frequently Asked Questions 1. Why should I use the Mabuhay Miles Travel Card over other cards? Your Mabuhay Miles Travel Card earns 1 Mile for every Php100 (or its equivalent in foreign currency) spent. It is the only Travel Card that contains a PHP wallet so you can use it both in domestic and international transactions. It is a multi‐currency card that will allow you to spend in the supported local currency without worry of fluctuating exchange rates. By being able to spend using the local currency, it will also allow you to manage your funds better while you travel. Skip the call to your bank when converting your points to Miles. Your Miles will be credited directly to your Mabuhay Miles account, not to your Travel Card account. 2. What’s the difference between the existing Mabuhay Miles Membership Card and this new Mabuhay Miles Travel Card? For Elite, Premiere Elite or Million Miler members, your Mabuhay Miles Membership Card will 1) remain solely as a membership card and 2) will indicate your tier status and benefits. The Travel Card will function as your multi‐currency prepaid card. For Classic members, the Travel Card will serve as both the membership card and the multi‐ currency prepaid card. 3. Where can I use my Mabuhay Miles Travel Card? You can use the currencies in your Travel Card in stores worldwide that accept UnionPay. You can also use your Travel Card to withdraw cash and check your currency balance at BancNet ATMs in the Philippines and international ATMs that accept UnionPay.
  • The State of Digital Payments in the Philippines (Released in 2015) Found That Adoption Had Been Limited

    The State of Digital Payments in the Philippines (Released in 2015) Found That Adoption Had Been Limited

    COUNTRY DIAGNOSTIC The State of Digital Payments in the Philippines DECEMBER 2019 PHILIPPINES Authors Project Leads: Keyzom Ngodup Massally, Rodrigo Mejía Ricart Technical authors: Malavika Bambawale, Swetha Totapally, and Vineet Bhandari Cover photo: © Better Than Cash Alliance/Erwin Nolido 1 FOREWORD Our country was one of the first to pioneer digital payments nearly 20 years ago. Recognizing the untapped market potential and the opportunity to foster greater access to financial inclusion, the Bangko Sentral ng Pilipinas (BSP) has worked, hand in hand, with the government and the leaders across financial, retail, and regulatory sectors to boost digital payments. Over the past three years, since the launch of the first digital payments diagnostic, the Philippines has experienced remarkable progress toward building an inclusive digital payments ecosystem. In 2013, digital payments accounted for only 1% of the country’s total transaction volume. In 2018, this follow through diagnostic study showed that the volume of digital payments increased to 10% corresponding to 20% share in the total transaction value. These numbers speak of significant progress and success. I am optimistic that e-payments will gain further momentum as we have laid the necessary building blocks to accelerate innovation and inclusive growth over the next few years. Notably, Filipino women are ahead of men in the uptake of digital payments, placing us ahead of global standards. The rise of fintech and their solutions are starting to play a transformative role, as we can see from the rapidly-growing adoption of the emerging QR codes for digital transactions. I am confident that the BSP has built a good digital foundation and is well positioned to leverage fintech in increasing the share of digital payments toward a cash- lite Philippines.
  • Chapter 1 Introduction

    Chapter 1 Introduction

    CHAPTER 1 INTRODUCTION Globally, banking system is working continuously from many years. Paper money or cash has been leading payment mechanism worldwide for the centuries. The measure works of a bank to deposits an amount of a customer and returns it to him when he needs. During deposits and withdrawal of the amount bank may use this money for itself as to given loans to other customers who wants to avail it. There are so many types of loan like home loan, agricultural loan, personnel loan, loan for industries and business houses etc. Banks give a particular interest for the depositors on his money and take a certain interest from loan account holder. There are very fast changes occur in the traditional banking operation system. Before a decade ago a bank was involved only with customers when they were at premises of bank. But during this new time a bank provides many more services to the customer’s at their doorsteps. The entire system of banking has changed drastically. In banking system there are two most frequent and important services- one is to deposit cash in the account and second to withdraw cash from the account. Both the service provided to a customer during a time in which banks are open and officials present at that time. Here in this work our main concern is about the withdrawal service provided by the bank. Banks normally provide this cash through teller counters. Only in the past century paper money or cash faced competition from mainly cheques, debit and credit cards. Previously this whole process was thoroughly manual and nowadays it is automatic.
  • 2021 Prime Time for Real-Time Report from ACI Worldwide And

    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.
  • Ann BRI Hal 000-034

    Ann BRI Hal 000-034

    A Sound Loan Portfolio Focusing on Micro, Small, Medium Enterprises (MSMEs) Year of 2006 is a test case for BRI when core business competency of a bank was put to a test. The impact of inflation which was above 16% has made purchasing power weaken and BI rate was still above two digits. High interest rate and inflation environment were not a promising condition for banking because of decrease in loan demand and increase in bad debt. However, the strategy focusing on MSME has Loan Growth been yielding a satisfactory result in prevailing % this adverse condition. Until in the end of 2006, BRI has extended loans amounted to Rp90.28 35.00 32.75 30.33 trillion, an increase of Rp14.74 trillion or 19.53% 30.00 31.03 24.91 24.34 21.67 of loan outstanding at the end year 2005 which 25.00 27.11 21.68 was Rp75.53 trillion. From total loans extension 20.00 20.89 19.53 19.36 17.40 18.72 21.11 15.00 in 2006, 86.71% of them or Rp78.28 trillion for 14.10 financing MSME sector. 10.00 2002 2003 2004 2005 2006 INDUSTRY BRI BRI’s MSMEs Loan Composition % 100.00 17.43 14.69 13.56 13.17 13.29 In MSMEs, the sector financed by BRI including 3.69 4.55 4.59 6.25 8.22 28.01 24.19 26.69 28.53 27.05 trading, hotel and restaurant; processing industry, agriculture, services and other including 50.00 23.06 24.18 23.53 21.90 21.22 consumer.
  • E-Welcome Pack HSBC Premier

    E-Welcome Pack HSBC Premier

    Welcome to the life of privilege with HSBC Premier Selamat datang Saatnya Memulai di HSBC Premier! Siapkan diri Anda untuk menikmati pengalaman perbankan istimewa dengan HSBC Premier. Melalui Welcome Pack ini, kami ingin memperkenalkan Anda kepada berbagai keistimewaan produk dan layanan yang dapat Untuk mendapatkan keistimewaan penuh dari HSBC Anda nikmati sebagai nasabah baru. Premier, segera aktifkan dan manfaatkan langkah-langkah di bawah ini dalam mendukung aktivitas Anda sehari-hari, bila Anda belum melakukannya. 1. Tingkatkan dana di rekening Anda 2. Aktifkan Kartu Debit HSBC Premier 3. Aktifkan Personal Internet Banking 4. Aktifkan Kartu Kredit HSBC Premier Mastercard 5. Buat janji temu dengan Relationship Manager 1. Tingkatkan dana 3. Aktifkan HSBC Personal di rekening Anda Internet Banking Dengan meningkatkan dana rekening HSBC Premier, Anda Atur rekening sesuai kebutuhan dengan cepat dan bisa mendapatkan berbagai keistimewaan HSBC Premier mudah, 24 jam, 7 hari dalam seminggu. yang disediakan khusus untuk mendukung Anda, di mana pun dan kapan pun, secara lebih optimal. Untuk mendaftar Internet Banking: 1. Kunjungi hsbc.co.id dan klik tombol ‘Log on’ di sudut kanan atas. 2. Aktifkan Kartu Debit HSBC 2. Klik “Register for Personal Internet Banking”, pilih kartu debit atau Phone Banking atau kartu kredit di Premier ‘Metode Pendaftaran' dan ketikkan nomor yang sesuai. 3. Buat username, kata sandi utama, dan kata sandi cadangan, serta dua buah pertanyaan keamanan berikut jawabannya. 4. Masukkan alamat e-mail Anda. Aktifkan Kartu Debit HSBC Premier Anda terlebih dahulu sebelum menggunakannya: 5. Anda bisa log on ke Internet Banking HSBC. 1. Untuk Kartu Debit GPN, masukkan kartu ke ATM HSBC, Bersama, atau Prima mana pun di Indonesia.
  • OVERVIEW SUPPORTED PAYMENT METHODS International

    OVERVIEW SUPPORTED PAYMENT METHODS International

    OVERVIEW SUPPORTED PAYMENT METHODS International Internationally, credit cards are the widest accepted payment method. Adyen supports the major credit cards, enabling payment acceptance from anywhere in the world. Visa Credit and debit cards by Visa. MasterCard Credit and debit cards by MasterCard. Maestro Debit cards by MasterCard. International Credit cards by American Express, including SafeKey 3D- American Express Secure. Diners Credit cards by Diners Club. JCB Credit cards by JCB, including J/Secure 3D-Secure. UATP Corporate Travel Card. Union Pay Credit cards by UnionPay. Bank Transfer International bank transfer with IBAN or BIC. International CashTicket Prepaid Card. ClickandBuy Wallet. Neteller Wallet. PayPal Wallet. PaySafeCard Prepaid Card. Qiwi Wallet that can also be topped up via payment terminals. Skrill Wallet, formerly known as Moneybookers. Payment via premium SMS and telephone using various SMS and IVR international providers. Ukash Prepaid Card. Western Union Western Union money transfer service. Page 1 Overview Supported Payment Methods c 2012 ADYEN BV - August 23, 2012 Europe Loyalty cards Support for various loyalty and store cards. Austria Bank Transfer Offline bank transfer. Sofortbanking Online banking supporting various local banks. Belgium Bank Transfer Offline bank transfer. BanContact / Mr. Debit card in Belgium. Cash Sofortbanking Online banking supporting various local banks. Denmark Primarily credit card and the local debit scheme. Bank Transfer Offline bank transfer. Dankort Local debit card scheme. Open Invoice Payments on credit by open invoice. Finland Primarily Credit Card. Besides this there is a very good market share for online banking. Bank Transfer Offline bank transfer. Ålandsbanken Online banking. Handelsbanken Online banking. Nordea Online banking.
  • About Bancnet

    About Bancnet

    About BancNet Presented at 19th Floor, Equitable Tower, 8751 Paseo de Roxas Makati City 1226 Who is BancNet • Electronic Switch Network that has financial institutions as its shareholders / members • 113 Member Banks • The largest inter bank network in the Philippines • First and Largest ATM Consortium in the Philippines • More than 23 years experience in ATM Networks • 113 Member Banks and Subscribers … and growing • Over 33.2 Million Active Cardholders, 11,383 ATMs • Strategy of Going Beyond ATM Banking • Multi-Bank, Multi-Channel Electronic Payment Network National and International Interconnection • ATM Networks Expressnet, Megalink • ATM Networks Mastercard, VISA • ATM & POS Network China Union Pay (CUP) • International partnership with NYCE BancNet Network I.CAN Government Agencies EPS POS POS Network ATM Network Network WeePay Member Banks ECS Bankard POS Network GHL BDO POS Network ATM Network Channels, Products & Services Point-of-Sale Internet Mobile Phone Mobile Phone Cash Withdrawal Intrabank Fund Transfer Cash Advance Inter Bank Fund Transfer Intrabank Fund Transfer Debit Card Purchase/Cash (CUP/VISA/JBC/Discover/D Checkbook Reorder Inter Bank Fund Transfer Withdrawal or Cash-out iners/MasterCard/Local) e-Shopping Checkbook Reorder Intrabank Fund Transfer Tax Payment e-Load Inter Bank Fund Transfer SSS-EDI Corporate G-Cash Reload Checkbook Reorder Philhealth (softlaunch) Statement Request Pagibig (Soon) G-Cash Reload/Auto Reload Balance Inquiry and Bills Payment Going Beyond ATM Banking BANCNET TAX PAYMENT ENROLLMENT PROCESS via BIR WEBSITE BANCNET BIR RDO EMPLOYER HSBC-AAB INFRASTRUCTURE Enroll via BIR Website Validate required documents submitted by Employer Bank to enroll the ff: via BancNet TPG Receive email 1.
  • Atms in the New York City Area

    Atms in the New York City Area

    April 25, 2005 Issue 05:04:02 What You Don't Know Inside This Issue: News Could Hurt You Industry Update ..........................................8 War of Words usiness owners are often agents out on the street representing Over Interchange Intensifies ..................20 employers and rely, as the company, and you've contracted Feds Step In to Stop Kiosk, ATM they do in other areas of with several to sign merchant and POS Fraud Scams ..........................59 their ventures, on the accounts. Have you taken precau- Strings Attached to Stored-Value Cards ......86 Bability to read people in the hiring tions against your liability? Are you A Can of Soda on Credit? ........................88 process. The subtle and not-so- certain that the business is protected Morgan Stanley Announces Discover Spin Off ................................96 subtle clues projected by job appli- against losses or fines resulting from cants during interviews can indicate the actions of unscrupulous agents? Features a great deal about the candidates. Do you really know your employees? With Tidel in Its Quiver, Will NCR Have a New Shot at Retail? First impressions matter when build- Employment verification and back- By Tracy Kitten, ATMmarketplace.com ....29 ing a staff or team; they help deter- ground checks are becoming more Trade Association News: mine if candidates have the qualities common across all business sectors, 2005 Association Mid-year necessary to do the job well and to from retail and restaurants to finan- Activities in Full Swing ..........................50 mesh with the staff. However, the cial services. For ISOs/merchant Views smartest hiring decisions sometimes level salespeople (MLSs), this is a Checks and Card Costs Driving ACH Growth involve more than likeability and the two-pronged issue: Not only has the By Patti Murphy....................................23 face value of the information provid- need for closer examination of Using Software to Gain New Business ed by a job applicant.
  • BSP Digital Payments Transformation Roadmap Report

    BSP Digital Payments Transformation Roadmap Report

    BSP Digital Payments Transformation Roadmap 2020-2023 I. Vision and Strategic Outcomes (Targets by 2023) The BSP’s thrust to promote financial inclusion and digitalization of payments are mutually reinforcing: they go hand-in-hand, each enabling the other. As the BSP continues to foster the growth and development of digital payment innovations through enabling policies and regulations, it also promotes further financial inclusion. Digital payment innovations lower transaction costs and eliminate the oft-cited barriers to owning a transaction account. The widespread use of the internet and emergence of technological innovations make digital payments ubiquitous, more accessible and affordable, thereby propelling the progressive shift towards a cash-lite economy. Moreover, with the sudden onset of the COVID-19 global pandemic, the shift towards digital payments has become an imperative as physical distancing rules become the norm under the “New Economy” environment. By using digital payments with due care and vigilance, Filipinos reduce the need for mobility and prevent health risks from face-to-face and over-the-counter (OTC) financial transactions. The greater usage of digital payments will also facilitate the growth of Fintech businesses engaged in e-commerce businesses as the consumption of goods and services is increasingly driven by online purchases. Objective An efficient, inclusive, safe and secure digital payments ecosystem that supports the diverse needs and capabilities of individuals and firms, towards achievement of the BSP’s mandates Strategic Outcomes a. Strengthened customer preference for digital payments by: • Converting 50% of the total volume of retail payments into digital form, considering that payment services are the gateway of most Filipinos to the formal financial system.
  • Settlement Systems of East Asian Economies

    Settlement Systems of East Asian Economies

    Settlement Systems of East Asian Economies Commissioned by Ministry of Finance Japan March 2004 Institute for International Monetary Affairs Table of Contents Foreword.........................................................................................................................................1 List of Abbreviation ....................................................................................................................3 Chapter 1 Payment Systems of Hong Kong and Singapore, and Cross-border Linkages.........8 1. Payment Systems of Hong Kong....................................................................................................8 (1) Payment Systems...............................................................................................................8 i. HK-Dollar RTGS System ................................................................................................8 ii. USD RTGS System..........................................................................................................8 iii. Euro RTGS System........................................................................................................10 iv. Plans for a Yen RTGS System.......................................................................................11 v. Plans for Linking PvP Settlement Systems....................................................................11 (2) Securities Settlement Systems .........................................................................................12 i. Central Moneymarkets
  • Proswitching

    Proswitching

    INTRODUCTION Today, banking industry requires connection to many biller and 3rd party financial switching company to provide a broader range of services for their customers. Managers are often challenged to provide new connection or payment to accommodate the new banking need in a given time to capture the business opportunity. Many found it is difficult or even impossible to extend their technology for the new connection within reasonable cost and time. As a result banks are often lost money and competitive advantages as they have tried using outdated / unmanageable platform. ProSwitching Payment Gateway ProSwitching payment gateway are designed to enable organization/banks to integrate with variety of 3rd party atm switch or billers without altering the existing infrastructure, and provides a flexible, scalable software solution that seamlessly bridges real-world payment channels and banking system applications with third party connections. ProSwitching payment gateway Solution ProSwitching Payment Gateway PT. Metalogic Infomitra http: www.metalogic.co.id ProSwitching manage reliable delivery between systems. ProSwitching has delivered more than 500.000 transactions daily on banking payment system. ProSwitching handle a large number of transaction volume and connections with high-speed throughput, providing extremely efficient and reliable core messages platform for financial institutions. ProSwitching payment gateway Increase Productivity ProSwitching payment gateway allow bank to share a common set of payment by all different delivery channels. ProSwitching payment gateway product is scalable to accommodate growth in transaction volume without interrupting the banking services. PROSWITCHING PLATFORM ProSwitching Gateway operate on open platform - UNIX & Linux based high availability Servers, using Progress RDBMS as the database engine and 4GL gateway language.