Barclays PLC: Exemptive Relief from Rules 101 and 102 of Regulation M File No
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Natwest, Lloyds Bank and Barclays Pilot UK's First Business Banking Hubs
NatWest, Lloyds Bank and Barclays pilot UK’s first business banking hubs NatWest, Lloyds Bank and Barclays have announced that they will pilot the UK’s first shared business banking hubs. The first hub will open its door in Perry Barr, Birmingham today. The pilot will also see five other shared hubs open across the UK in the coming weeks The hubs have been specifically designed to enable businesses that manage cash and cheque transactions to pay in large volumes of coins, notes and cheques and complete cash exchange transactions. They will be available on a trial basis to pre-selected business clients in each local area and will offer extended opening times (8am to 8pm) 7 days a week, providing business and corporate customers more flexibility to manage their day-to-day finances. The hubs will be branded Business Banking Hub and they have been designed to enable business customers from Natwest, Lloyds Bank and Barclays to conduct transactions through a shared facility. Commenting on the launch of the pilot, Deputy CEO of NatWest Holdings and CEO of NatWest Commercial and Private Banking Alison Rose said: “We have listened to what our business customers really want from our cash services. It is now more important than ever that we continue to offer innovative services, and we are creating an infrastructure that allows small business owners and entrepreneurs to do what they do best - run their business. I look forward to continued working with fellow banks to ensure the UK's businesses are getting the support they deserve." Commenting on the support this will provide businesses, Paul Gordon, Managing Director of SME and Mid Corporates at Lloyds Bank Commercial Banking said: “SMEs are the lifeblood of the UK economy. -
Web Updation FAQ's Version 3
FAQ’S for Barclaycard customers 1. Customer: How do I know when my Standard Chartered Bank Credit Card will become active? There is an Instructions letter with your new card that instructs the date on which your new Standard Chartered Bank Credit Card will become active and your Barclaycard will become inactive. A sms will also be sent to you before the activation of your new Standard Chartered Bank Credit Card. 2. Customer: I not received any card from Standard Chartered Bank after I received the Welcome Letter at the end of February 2012? We are dispatching cards in batches. You will receive an SMS from Standard Chartered Bank when your card is dispatched to you. The SMS will contain details of the Airway Bill No. of the courier which you can use to track your card. In case, you do not receive this SMS or your card by the 1st week of June, please write to Customer Care at [email protected] or call Standard Chartered Bank phone banking at the following numbers http://www.standardchartered.co.in/personal/ways-to-bank/en/phone-banking12.html 3. Customer: Do I need to give details about my account again or will it be transferred automatically? You do not need to do anything as all the information that is currently with Barclays bank will be transferred to Standard Chartered Bank in order to have your new card account set up. However if you have set up ECS/SI instructions on your current Barclaycard, then once you have received the new Standard Chartered Bank Credit Card please call the number at the back of your new Standard Chartered Bank Credit Card to provide ECS/SI instructions. -
Rating Action, Barclays Bank UK
Rating Action: Moody's takes rating actions on Barclays, Lloyds, Santander UK, Nationwide and Close Brothers, following update to banks methodology 13 Jul 2021 London, 13 July 2021 -- Moody's Investors Service (Moody's) has today taken rating actions on Barclays, Lloyds, Santander UK and Close Brothers banking groups and on Nationwide Building Society, including the upgrade of the long-term senior ratings of Lloyds Banking Group plc and Close Brothers Group plc. The rating actions were driven by revisions to Moody's Advanced Loss Given Failure (Advanced LGF) framework, which is applied to banks operating in jurisdictions with Operational Resolution Regimes, following the publication of Moody's updated Banks Methodology on 9 July 2021. This methodology is available at this link: https://www.moodys.com/researchdocumentcontentpage.aspx?docid=PBC_1269625 . A full list of affected ratings and assessments can be found at the end of this Press Release. RATINGS RATIONALE Today's rating actions were driven by revisions to the Advanced Loss Given Failure framework within Moody's updated Banks Methodology: a revised notching guidance table, with thresholds at lower levels of subordination and volume in the liability structure have been applied to the UK banks and Additional Tier 1 (AT1) securities issued by banks domiciled in the UK have been included in the Advanced LGF framework, eliminating the previous analytical distinction between those high trigger instruments that were deemed to provide equity-like absorption of losses before the point of failure and other AT1 securities. Moody's removal of equity credit for high trigger Additional Tier 1 (AT1) instruments from banks' going concern capital means that affected banks have reduced capacity to absorb unexpected losses before the point of failure, everything else being equal. -
BARCLAYS COVERS:Layout 1 6/3/09 02:20 Page 1
BARCLAYS COVERS:Layout 1 6/3/09 02:20 Page 1 barclays.com/annualreport08 Annual Report 2008 Report Cover: Produced using 50% recycled fibre and pulp bleached using Elemental Chlorine Free (ECF) process. Report Text: Produced from 100% post consumer waste. Both mills are certified to the ISO14001 environmental management standard. Barclays PLC Annual Report 2008 We thank our customers and clients for the business they directed to Barclays in 2008. High levels of activity on their behalf have enabled us to report substantial profit generation in difficult conditions. “Our priorities in 2008 were (and remain): to stay close to customers and clients; to manage our risks; and to progress strategy. John Varley ”Group Chief Executive © Barclays Bank PLC 2009 www.barclays.com/annualreport08 Registered office: 1 Churchill Place, London E14 5HP 51° 30' 36"N Registered in England. Registered No: 48839 London, UK 12pm GMT 9910115 BARCLAYS COVERS:Layout 1 6/3/09 02:20 Page 2 Contents Forward-looking statements Business review 3 This document contains certain forward-looking statements Barclays today 4 within the meaning of Section 21E of the US Securities Exchange Act of 1934, as amended, and Section 27A of the US Securities Key performance indicators 6 Act of 1933, as amended, with respect to certain of the Group’s plans and its current goals and expectations relating to its future Group Chairman’s statement 10 financial condition and performance. Barclays cautions readers that no forward-looking statement is a guarantee of future Group Chief Executive’s review 12 performance and that actual results could differ materially from those contained in the forward-looking statements. -
On Screen Presentation
Bob Diamond Chief Executive, Barclays PLC UBS Global Financial Services Conference, New York May 2012 Balanced performance across Barclays in Q1 Barclays Q1 2012 Total Income: £8,138m * Corporate Banking Retail and Business Banking £824m Investment Banking £1,077m UK £243m Europe £3,464m £3,140m £830m Africa £990m Barclaycard £451m Head Office & Other: £259m Wealth * Total Income net of Insurance and excluding own credit and gains on debt buybacks UBS Global Financial Services Conference, New York | May 2012 Execution priorities Capital, liquidity and funding Returns Income growth Citizenship UBS Global Financial Services Conference, New York | May 2012 Basel 3 Core Tier 1 ratio pro forma Core Tier 1 ratio under Basel 3 / CRD4 RWA effect Consensus from Basel 3 retained incl. mitigating Capacity for earnings Basel 2.5 actions £47bn RWA 1.6% 12.6% (1.6%) Basel 3 growth above Outstanding pre RWA a 10% CT 1 Basel 2.5 warrants growth ratio 10.9% 0.2% 11% (1%) 10.0% Mar 11 Dec 13 Dec 13 UBS Global Financial Services Conference, New York | May 2012 Execution priorities Capital, liquidity and funding Returns Income growth Citizenship UBS Global Financial Services Conference, New York | May 2012 Adjusted Return on Equity (RoE) by business 2011 FY RoE by business Q1 2012 RoE by business 14.9% UK RBB 15.0% (6.0)% Europe RBB (6.0)% 10.0% Africa RBB 10.2% 17.4% Barclaycard 19.6% 10.4% Investment Bank 17.0% 1.3% Corporate Banking 9.0% 10.9% Wealth & Investment 9.6% Management UBS Global Financial Services Conference, New York | May 2012 Income growth Examples: Barclaycard Africa Wealth and Investment Management Investment Banking UBS Global Financial Services Conference, New York | May 2012 Execution priorities Capital, liquidity and funding Returns Income growth Citizenship UBS Global Financial Services Conference, New York | May 2012 Bob Diamond Chief Executive, Barclays PLC UBS Global Financial Services Conference, New York May 2012 . -
List of PRA-Regulated Banks
LIST OF BANKS AS COMPILED BY THE BANK OF ENGLAND AS AT 2nd December 2019 (Amendments to the List of Banks since 31st October 2019 can be found below) Banks incorporated in the United Kingdom ABC International Bank Plc DB UK Bank Limited Access Bank UK Limited, The ADIB (UK) Ltd EFG Private Bank Limited Ahli United Bank (UK) PLC Europe Arab Bank plc AIB Group (UK) Plc Al Rayan Bank PLC FBN Bank (UK) Ltd Aldermore Bank Plc FCE Bank Plc Alliance Trust Savings Limited FCMB Bank (UK) Limited Allica Bank Ltd Alpha Bank London Limited Gatehouse Bank Plc Arbuthnot Latham & Co Limited Ghana International Bank Plc Atom Bank PLC Goldman Sachs International Bank Axis Bank UK Limited Guaranty Trust Bank (UK) Limited Gulf International Bank (UK) Limited Bank and Clients PLC Bank Leumi (UK) plc Habib Bank Zurich Plc Bank Mandiri (Europe) Limited Hampden & Co Plc Bank Of Baroda (UK) Limited Hampshire Trust Bank Plc Bank of Beirut (UK) Ltd Handelsbanken PLC Bank of Ceylon (UK) Ltd Havin Bank Ltd Bank of China (UK) Ltd HBL Bank UK Limited Bank of Ireland (UK) Plc HSBC Bank Plc Bank of London and The Middle East plc HSBC Private Bank (UK) Limited Bank of New York Mellon (International) Limited, The HSBC Trust Company (UK) Ltd Bank of Scotland plc HSBC UK Bank Plc Bank of the Philippine Islands (Europe) PLC Bank Saderat Plc ICBC (London) plc Bank Sepah International Plc ICBC Standard Bank Plc Barclays Bank Plc ICICI Bank UK Plc Barclays Bank UK PLC Investec Bank PLC BFC Bank Limited Itau BBA International PLC Bira Bank Limited BMCE Bank International plc J.P. -
Barclays Bespoke Disclosure Commodity Futures Trading Commission Rule 1.55(K)
BARCLAYS BESPOKE DISCLOSURE COMMODITY FUTURES TRADING COMMISSION RULE 1.55(K) Barclays Bespoke Disclosure – v2.0 February 2021 COMMODITY FUTURES TRADING COMMISSION RULE 1.55(K): FCM-SPECIFIC DISCLOSURE DOCUMENT The Commodity Futures Trading Commission (Commission) requires each futures commission merchant (FCM), including Barclays Capital Inc. (BCI), to provide the following information to a customer prior to the time the customer first enters into an account agreement with the FCM or deposits money or securities (funds) with the FCM. Except as otherwise noted below, the information set out is as of December 31, 2019. BCI will update this information annually and as necessary to take account of any material change to its business operations, financial condition or other factors that BCI believes may be material to a customer’s decision to do business with BCI. Nonetheless, BCI’s business activities and financial data are not static and will change in non-material ways frequently throughout any 12-month period. NOTE: BCI is a subsidiary of Barclays Group US Inc. (BGUS), which is a subsidiary of Barclays US LLC (IHC LLC). The IHC LLC is an indirect parent entity of BCI and is a wholly-owned subsidiary of Barclays Bank, PLC (BBPLC and together with its subsidiaries Barclays or the Group). BCI’s FCM business forms part of the Investment Banking division of Barclays Group (together with Barclays). Barclays is an international financial services provider engaged in personal banking, credit cards, corporate and investment banking and wealth management. Information that may be material with respect to BCI for purposes of the Commission’s disclosure requirements may not be material to BGUS, IHC LLC or BBPLC for purposes of applicable securities laws. -
Handelsbanken UK Risks Low Costs
Low credit Handelsbanken UK risks Low costs Local Satisfied Investor Presentation responsibility customers Nomura Conference SHB’s 21 November 2013 market Anders Bouvin, CEO UK Martin Blåvarg, Head of UK & US IR Handelsbanken’ s strengths . For the ppyast 41 years, the bank has had higgpher profitability than the average of its competitors . Since the first indeppyendent survey was made in 1989, Handelsbanken has had the highest level of customer satisfaction of the four largest banks in Sweden . For manyyy years, Handelsbanken has been one of the most cost-efficient universal banks in Europe with . lower administrative costs . lower loan losses . lower funding cost 2 Handelsbanken has six home markets Sweden 461 branches Norway 49 branches Finland 45 branches Denmark 55 branches Great Britain 166 branches * The Netherlands 16 branches * Per 6 November 2013, including recruited branch managers. Outside its home markets, the bank has operations in 28 locations in 18 countries : Branches: Representative offices: USA (New York) Poland (Warsaw) Beijing Sydney Singgpapore Austria (()Vienna) Kuala Lumpur Taipei Germany Estonia (Tallinn) Marbella Zürich France (Paris, Nice) Latvia (Riga) Moscow Greater China (Hong Kong, Shanghai) Lithuania (Vilnius) Mumbai Luxembourg São Paolo 3 Unchanged business model for 41 years Financial goal – focus on profitability To have a higher return on equity than a weighted average of comparable peers This goal has been reached for the last 41 consecutive years Decentralisation Non-negotiable . Credit policy The branch is the bank No bonus . Business control system . Responsibility and Accountability Customer Other key features . Focus on profitability – not volumes . Organic growth No central No budget marketing . -
European Banks: IFRS9 – Bigger Than Basel IV
Equity Research 9 January 2017 European Banks INDUSTRY UPDATE IFRS9 – Bigger than Basel IV European Banks From January 2018, IFRS9 will change how banks recognize loan losses. So far, NEUTRAL Unchanged market focus has been on the transitional CET1 impacts. But these look quite small – c50bps off CET1 ratios. Instead, we think the ‘real’ story is pro-cyclicality. A typical downturn could see IFRS9 knock c300bps off the sector’s CET1 ratio – vs c100bps European Banks Mike Harrison under the current framework. It is not too late for the rules to be changed. But +44 (0)20 3134 3056 without a recession, it may take the 2018 stress tests to fully highlight the problem. [email protected] For as long as the risk of policy error remains, the more capital generative banks are Barclays, UK best insulated – we’d highlight SocGen, CS and ABN in particular. Jeremy Sigee Earnings and capital volatility: Under IFRS9, banks will front load loan losses at the +44 (0)20 3134 3363 start of a downturn, rather than spreading the cost over several periods. So banks can’t [email protected] ‘earn their way through’, and may even overestimate losses in the depths of a recession. Barclays, UK Reducing earnings cushions leaves capital bases more exposed. How much more capital? CET1 ratios already come under pressure in a downturn from RWA inflation. The ‘typical’ additional CET1 erosion from IFRS9 is c300bp, although bank-by-bank sensitivities clearly depend on the specific nature of any downturn. Some of this may be offset by reducing CET1 targets – but the headroom here is limited. -
Barclays Fund PLC Multi-Manager
Wealth Management Barclays Multi-Manager Fund PLC Interim Report & Unaudited Financial Statements for the six months ended 30 November 2017 Barclays Multi-Manager Fund PLC Interim Report and Unaudited Financial Statements 2017 Contents Page Organisation 1 Background to the Company 6 Investment Manager's Report for the six months ended 30 November 2017 28 Statement of Comprehensive Income 37 Statement of Financial Position 43 Statement of Changes in Net Assets Attributable to Holders of Redeemable Participating Shares 49 Statement of Cash Flows 55 Notes to the Unaudited Financial Statements 61 Schedule of Investments as at 30 November 2017: GlobalAccess UK Alpha Fund 111 GlobalAccess UK Opportunities Fund 123 GlobalAccess Global Government Bond Fund 131 GlobalAccess Pacific Rim (ex-Japan) Fund 147 GlobalAccess Emerging Market Equity Fund 162 GlobalAccess Global High Yield Bond Fund 192 GlobalAccess Global Corporate Bond Fund 237 GlobalAccess Global Inflation Linked Bond Fund 282 GlobalAccess Emerging Market Debt Fund 296 GlobalAccess Global Property Securities Fund 329 GlobalAccess Global Short Duration Bond Fund 338 GlobalAccess US Small & Mid Cap Equity Fund 358 GlobalAccess US Value Fund 379 GlobalAccess Global Equity Income Fund 390 GlobalAccess Emerging Market Local Currency Debt Fund 418 GlobalAccess Europe (ex-UK) Alpha Fund 429 GlobalAccess Japan Fund 444 Schedule of Portfolio Changes for the six months ended 30 November 2017: GlobalAccess UK Alpha Fund 454 GlobalAccess UK Opportunities Fund 456 GlobalAccess Global Government Bond -
What Can Banks Learn from Barclays, HSBC and Santander's Social
What can banks learn from Barclays, HSBC and Santander’s social media strategy? Contents Page 1. Introduction 3 2. Social media fails: Case studies 4 • When Hashtags go badly 5 • Keeping corporate aims in mind 6 3. An In depth Look at how UK banks use Twitter as part of their social media 7 strategy. • Banks – Getting it wrong 8 • Banks – Getting it right 9 • Banks – Dealing with complaints over social media 10 4. Tips on how to avoid social media blunders and save your customers. 11 • Common social media implementation mistakes 12 5. Your next step 15 2 Introduction Social media is used by the world’s biggest brands to reach out to customers, to say it is a new concept would be a lie. More accurately to say is that some financial companies are beginning to notice the benefits of having a competitive strategy for implementing social media best practices that ‘work alongside’ meeting the evolving needs of the customer, improving their experience and engaging with a younger demographic on their chosen platform. When implemented correctly social media can be a great tool in your arsenal, however when things go wrong – as they often do – there is nowhere to hide and that social media blunder is available for all to see. Using industry examples, this eBook focuses on effective ways to overcome the common pitfalls of tweeting, and presents top tips for maximising the social media strategy you already have in place and how you can learn from the mistakes of your peers. 3 Social media fails: Case studies Social media fails: Case study When Hashtags go badly When used correctly the twitter hashtag is a way to drive traffic to your page, rank on the trending page and build engagement. -
THE PAGE Ben Cohen
ISSUE 6 Spring 2015 ESCAPES with action BY TOM BARBER beach fitness & fashion essentials for your summer calendar Monaco Grand Prix // Wimbledon Royal Ascot // Festival of Speed THE WWW.ADOREUM.COM featuring Ben Cohen PAGE NEW STORE ALBANY 10-12 BURLINGTON GARDENS LONDON, W1S 3EY 10-12 Burlington Gardens, London, W1S 3EY 149 Sloane Street, London, SW1X 9BZ Tel: +44 (0)20 7493 8939 WWW.PICKETT.CO.UK EDITOR’S LETTER Up until my late twenties I played rugby for a Lon- don team. Nothing serious; a few chaps after a bit of ruck, some adrenalin and a beer, but we were on the league tables. What surprises many is that I was a prop forward and I get that now. Meeting with former England rugby player, man-mountain and new found philanthropist Ben Cohen, our latest cover star, served to illustrate the level of our team’s mediocrity and the distance that lies between amateur and professional. The two can’t really be compared anymore. It’s the difference between work and play. Sport has become increasingly accessible to the extent that it’s as much about lifestyle and health as it is about competition and winning. The ‘waif’ look is out, today it’s all about ‘fit’. As we have found via this edition of the magazine, sport is in growth mode. It’s immersed into nearly every fashion collection, new generation health clubs are opening on every corner and it’s practically impossible to holiday without being pushed into a pair of trainers or a tight-fitting-something.