Theory and Practice of Forex and Treasury Management
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Central Treasury Rules
CENTRAL TREASURY RULES VOLUME I MAIN RULES PART I – GENERAL PRINCIPLES AND RULES Short Title 1. These rules may be called the “Treasury Rules of the Central Government”. Application 11-A. These shall apply to - - (a) Union Territories of Chandigarh, Lakshadweep and Dadra and Nagar Haveli; (b) Payments of pensionary benefits to the Government pensioners in the Central Government and Union Territories; and (c) An office authorized to hold and operate and a Departmental Treasure Chest. 1-B. If the Government considers it necessary or expedient so to do for avoiding any hardship or removing any difficulty that may arise as a result of the application of these rules, it may, subject to such restrictions and conditions, if any, as it may think fit to impose, dispense with or relax the provisions of any of these rules in any case or class of cases. Definitions 2. In these rules, unless the context otherwise requires; the following expressions have the meaning hereby assigned to them, that is to say:- (a) “Accountant General” means the Head of an Office of Accounts and Audit subordinate to the Comptroller and Auditor-General of India. When used in relation to a treasury, this expression refers to the authority to whom the accounts of the treasury are rendered. 1 | P a g e (b) “Accounts Officer” means the Head of an Office of Accounts set up under the scheme of departmentalization of Government Accounts. Chief Accounts Officer in relation to accounts of Railways means the Head of a Railway Accounts Office. (c) “Administrator” means the Administrator of a Union Territory specified in the First Schedule to the Constitution. -
THE GROUP TREASURER an ACT Guide to the First 100 Days in Hindsight, What Do You Wish You Had Known in Your First 100 Days As a Senior Treasury Leader?
THE GROUP TREASURER An ACT guide to the first 100 days In hindsight, what do you wish you had known in your first 100 days as a senior treasury leader? Don’t be afraid to ask questions when you first join – asking obvious ones several months later will be embarrassing. It is also important to get to know your team as people and their capabilities asap (and if you are new to the organisation, your business) Jono Slade – AstraZeneca It is very important to learn about the business model of the company at first. Which values are created where, where the treasury department currently is involved and can support creating value. What are the biggest challenges and manual workload that is hindering project and development work. Thomas Woelk – CECONOMY Coming into a new multinational and rather decentralised mid-size company I wish I would have had a clear list/map of all the bank accounts and thereby banking partners from all subsidiaries and group companies. Christian Bartsch – Zentren für Neue Technologien A clear picture of who the stakeholders are: a comprehensive overview of the treasury network outside the team (controlling, tax, accounting, legal, audit AND management of the most important companies), as well as a comprehensive overview of contact persons with core banks Regina Deisemann – Verband Deutscher Treasurer 2 | An ACT guide to the first 100 days CONTENTS The Group Treasurer: an ACT Guide to the First 100 Days – introduction 4 What is the role of treasury in an organisation? 6 How is the treasurer role different from those in -
Negative Monetary Policy Rates and Systemic Banks' Risk-Taking
Economic Working Paper Series Working Paper No. 1678 Negative monetary policy rates and systemic banks’ risk-taking: evidence from Euro area securities register Johannes Bubeck, Angela Maddaloni, and José-Luis Peydró Updated version: March 2020 (March 2019) This is a pre-copyedited, author-produced version of an article accepted for publication in the Journal of Money, Credit and Banking following peer review. The version of record [Johannes Bubeck, Angela Maddaloni and José-Luis Peydró, Negative Monetary Policy Rates and Systemic Banks' Risk-Taking: Evidence from the Euro Area Securities Register, Journal of Money, Credit and Banking, 2020, 52(S1): 197-231] is available online at: https://doi.org/10.1111/jmcb.12740 as an open access article distributed under the terms of the Creative Commons CC BY license, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. You are not required to obtain permission to reuse this article. Negative Monetary Policy Rates and Systemic Banks' Risk-Taking: Evidence from the Euro Area Securities Register∗ Johannes Bubeck Angela Maddaloni Jos´e-LuisPeydr´o Abstract We show that negative monetary policy rates induce systemic banks to reach-for-yield. For identification, we exploit the introduction of negative deposit rates by the European Central Bank in June 2014 and a novel securities register for the 26 largest euro area banking groups. Banks with more customer deposits are negatively affected by negative rates, as they do not pass negative rates to retail customers, in turn investing more in securities, especially in those yielding higher returns. Effects are stronger for less capitalized banks, private sector (financial and non-financial) securities and dollar-denominated securities. -
Quantitative Easing and the Independence of the Bank of England
QUANTITATIVE EASING AND THE INDEPENDENCE OF THE BANK OF ENGLAND William A. Allen, NIESR )] NIESR Policy Paper. 001 Policy papers are written by members of the National Institute of Economic and Social Research to specifically address a public policy issue. These may be evidence submitted to a public or parliamentary enquiry or policy research commissioned by a third party organisation. In all circumstances the NIESR authors have full editorial control of these papers. We will make all policy papers available to the public whether they have been supported by specific funding as a matter of course. Some papers may be subsequently developed into research papers. Date: January 2017 About the National Institute of Economic and Social Research The National Institute of Economic and Social Research is Britain's longest established independent research institute, founded in 1938. The vision of our founders was to carry out research to improve understanding of the economic and social forces that affect people’s lives, and the ways in which policy can bring about change. Seventy-five years later, this remains central to NIESR’s ethos. We continue to apply our expertise in both quantitative and qualitative methods and our understanding of economic and social issues to current debates and to influence policy. The Institute is independent of all party political interests. National Institute of Economic and Social Research 2 Dean Trench St London SW1P 3HE T: +44 (0)20 7222 7665 E: [email protected] niesr.ac.uk Registered charity no. 306083 This paper was first published in January 2017 © National Institute of Economic and Social Research 2017 Quantitative easing and the independence of the Bank of England William A. -
List of Certain Foreign Institutions Classified As Official for Purposes of Reporting on the Treasury International Capital (TIC) Forms
NOT FOR PUBLICATION DEPARTMENT OF THE TREASURY JANUARY 2001 Revised Aug. 2002, May 2004, May 2005, May/July 2006, June 2007 List of Certain Foreign Institutions classified as Official for Purposes of Reporting on the Treasury International Capital (TIC) Forms The attached list of foreign institutions, which conform to the definition of foreign official institutions on the Treasury International Capital (TIC) Forms, supersedes all previous lists. The definition of foreign official institutions is: "FOREIGN OFFICIAL INSTITUTIONS (FOI) include the following: 1. Treasuries, including ministries of finance, or corresponding departments of national governments; central banks, including all departments thereof; stabilization funds, including official exchange control offices or other government exchange authorities; and diplomatic and consular establishments and other departments and agencies of national governments. 2. International and regional organizations. 3. Banks, corporations, or other agencies (including development banks and other institutions that are majority-owned by central governments) that are fiscal agents of national governments and perform activities similar to those of a treasury, central bank, stabilization fund, or exchange control authority." Although the attached list includes the major foreign official institutions which have come to the attention of the Federal Reserve Banks and the Department of the Treasury, it does not purport to be exhaustive. Whenever a question arises whether or not an institution should, in accordance with the instructions on the TIC forms, be classified as official, the Federal Reserve Bank with which you file reports should be consulted. It should be noted that the list does not in every case include all alternative names applying to the same institution. -
US Treasury Markets: Steps Toward Increased Resilience
U.S. Treasury Markets Steps Toward Increased Resilience DISCLAIMER This report is the product of the Group of Thirty’s Working Group on Treasury Market Liquidity and reflects broad agreement among its participants. This does not imply agreement with every specific observation or nuance. Members participated in their personal capacity, and their participation does not imply the support or agreement of their respective public or private institutions. The report does not represent the views of the membership of the Group of Thirty as a whole. ISBN 1-56708-184-3 How to cite this report: Group of Thirty Working Group on Treasury Market Liquidity. (2021). U.S. Treasury Markets: Steps Toward Increased Resilience. Group of Thirty. https://group30.org/publications/detail/4950. Copies of this paper are available for US$25 from: The Group of Thirty 1701 K Street, N.W., Suite 950 Washington, D.C. 20006 Telephone: (202) 331-2472 E-mail: [email protected] Website: www.group30.org Twitter: @GroupofThirty U.S. Treasury Markets Steps Toward Increased Resilience Published by Group of Thirty Washington, D.C. July 2021 G30 Working Group on Treasury Market Liquidity CHAIR Timothy F. Geithner President, Warburg Pincus Former Secretary of the Treasury, United States PROJECT DIRECTOR Patrick Parkinson Senior Fellow, Bank Policy Institute PROJECT ADVISORS Darrell Duffie Jeremy Stein Adams Distinguished Professor of Management and Moise Y. Safra Professor of Economics, Professor of Finance, Stanford Graduate School of Harvard University Business WORKING GROUP MEMBERS William C. Dudley Masaaki Shirakawa Senior Research Scholar, Griswold Center for Economic Distinguished Guest Professor, Aoyama-Gakuin University Policy Studies at Princeton University Former Governor, Bank of Japan Former President, Federal Reserve Bank of New York Lawrence H. -
12. Existing Mergers and Acquisitions in Banking Sector
1.Executive Summary Merger - It's the most talked about term today creating lot of excitement and speculative activity in the markets. But before Mergers & Acquisitions (M&A) activity speeds up, it has to actually pass through a long chain of procedures (both legal and financial), which at times delays the deal. With the liberalization of the Indian economy in 1991, restrictions on Mergers and Acquisitions have been lowered. The numbers of Mergers and Acquisitions have increased many times in the last decade compared to the slack period of 1970-80s when legal hurdles trimmed the M&A growth. To put things in perspective, from 15 mergers in 1998, the number crossed to over 280 in FY01. With a downturn in the capital markets, valuations have come down to historic lows. It's high time that the consolidation game speeds up. In simple terms, a merger means blending of two or more existing undertakings into one, consequent to which each undertaking would lose their separate identity. The most common reasons for mergers are, operating synergies, market expansion, diversification, growth, consolidation of production capacities and tax savings. However, these are just some of the illustrations and not the exhaustive benefits. However, before the idea of Merger and Acquisition crystallizes, the firm needs to understand its own capabilities and industry position. It also needs to know the same about the other firms it seeks to tie up with, to get a real benefit from a merger. Globalization has increased the competitive pressure in the markets. In a highly challenging environment a strong reason for merger and acquisition is a desire 1 to survive. -
United States
IMF Country Report No. 15/91 UNITED STATES FINANCIAL SECTOR ASSESSMENT PROGRAM April 2015 DETAILED ASSESSMENT OF IMPLEMENTATION ON THE IOSCO OBJECTIVES AND PRINCIPLES OF SECURITIES REGULATION This Detailed Assessment of Implementation on the IOSCO Objectives and Principles of Securities Regulation on the United States was prepared by a staff team of the International Monetary Fund. It is based on the information available at the time it was completed in March 2015. Copies of this report are available to the public from International Monetary Fund Publication Services 700 19th Street, N.W. Washington, D.C. 20431 Telephone: (202) 623-7430 Telefax: (202) 623-7201 E-mail: [email protected] Internet: http://www.imf.org Price: $18.00 a copy International Monetary Fund Washington, D.C. © 2015 International Monetary Fund UNITED STATES DETAILED ASSESSMENT OF March 2015 IMPLEMENTATION IOSCO OBJECTIVES AND PRINCIPLES OF SECURITIES REGULATION Prepared By This Detailed Assessment Report was prepared in the Monetary and Capital context of an IMF Financial Sector Assessment Markets Department Program (FSAP) mission in the United States during October-November 2014, led by Aditya Narain, IMF and overseen by the Monetary and Capital Markets Department, IMF. Further information on the FSAP program can be found at http://www.imf.org/external/np/fsap/fssa.aspx. UNITED STATES CONTENTS GLOSSARY _________________________________________________________________________________________ 3 EXECUTIVE SUMMARY ___________________________________________________________________________ -
Technology Financials
Sector UpdateSector | 22 Update November | Financials 2020 Financials Technology RBI releases the Report of the Internal Working Group to Review RBI report on private sector banks’ ownership Extant Ownership Guidelines and Market share gains to accelerate for private sector banks Corporate Structure for Indian Private Sector Banks We view the RBI’s Internal Working Group (IWG) report related to the ownership of private sector banks as progressive in nature. a) Suggestions for corporate/industrial houses on how to get a banking license and b) allowing NBFCs (even belonging to industrial houses) above asset sizes of INR500b to get banking licenses would increase healthy competition, making the banking system more efficient, reducing intermediation cost, and ultimately increasing credit penetration in the system. Over the last five years, private sector banks have rapidly gained market share to ~30% (2020) from ~18% (2015), and we see this trend accelerating at a faster pace now. M&A opportunities may also increase in the system as corporates with deep pockets may adopt this route rather than building from scratch. Fit and proper criteria, increased surveillance on group entities, the maximum allowed promoter shareholding, and regulatory cost of CRR, SLR, etc. have been the key considerations thus far for applying and granting banking licenses. It remains to be seen how corporate India, NBFCs, and the RBI would approach the matter this time around, once final guidelines are out. Prima facie, we see IDFC Ltd, Bajaj Finance, L&TFH, Equitas, and Ujjivan to be key beneficiaries. Long-awaited opportunity for corporate/industrial houses One of the key suggestions in the report is to provide an opportunity for NBFCs with greater than INR500b corporate/industrial houses to get a share of the growing banking system pie. -
Treasury Management: the Practitioner's Guide
(continued from front flap) BRAGG • Discusses investments including Praise for investment criteria, types of available MANAGEMENT TREASURY investments, and investment and risk- TREASURY MANAGEMENT TREASURY MANAGEMENT reduction strategies The Practitioner’s Guide The Practitioner’s Guide • Considers an increasingly important “Steven Bragg has written a broad-based look at the treasurer’s ith a broad range of responsibilities in aspect of the treasurer’s responsibilities: function that is as timely as it is complete. This book is an excellent the modern corporation, ranging from risk management choice for experienced treasury personnel, those new to the area, or the W cash management to the proper movement • Describes the technology that drives small business CFO needing to develop additional expertise.” of potentially large amounts of funds and the many treasury transactions —Matthew Boutte, Asset/Liability Manager, AVP, Sterling Bank construction of hedges, the treasurer’s duties Filled with extensive supporting examples, “Cash is king! Steven Bragg’s Treasury Management: The Practitioner’s Guide require the integration of a comprehensive Treasury Management: The Practitioner’s Guide peels back the onion on the most pressing topics facing today’s treasurer set of controls into a broad-based pro- is the ideal sourcebook for the mechanics —cash management, financing, risk management, and treasury systems.” cedural framework. of how to run all aspects of the modern —Geoffrey Garland, Controller, Staco Systems Written by renowned accounting expert treasury department. “This book gives an insight into the various intricacies, augmented with Steven Bragg, Treasury Management: The examples and flowcharts, involved in a treasury role. It gives a practical Practitioner’s Guide shortens the treasurer’s STEVEN M. -
Is Your Treasury Function Fit for the Future Or Fashioned in the Past? Contents
Is your treasury function fit for the future or fashioned in the past? Contents 03 Introduction 04 Market overview 05 EY services 06 Treasury evolution 20 How EY can assist 21 Contacts Introduction Sustainability of global economic growth Global corporate sector growth has Business leaders continue to evaluate the impact of potentially experienced a period of sustained disruptive forces, including: global political uncertainty, geopolitical tensions, increases in trade policy and protectionism, currency expansion coming out of the global movements, rising debt and interest rates, tax reform initiatives, financial crisis. However, the economic workforce migration, market consolidation, and new ways of outlook has recently softened due conducting business enabled by technology and virtual currencies. to local policy responses to global For an organization’s treasury function, managing these risks and protecting value in this era of ongoing volatility requires new ideas market conditions. and structures. Finding the right response can make the difference between a thriving company with solid credit ratings and an The questions for business leaders organization struggling with illiquidity and credit downgrades. are: how long will global economic At the same time, companies have come under increased pressure conditions continue to improve, and from shareholders and regulators to increase transparency and what are the greatest risks to the improve financial performance. These expectations are leading growth of your core business? to a significant change in the treasury function as activities become centralized. Many companies are just at the start of this transformation, and are searching for guidance on the operating model of the future. EY Corporate Treasury teams have more than 250 professionals serving companies across the world in various industries. -
India Knowledge@Wharton 1 Feb 2012.Cdr
February 01, 2012 Can YES Bank, India's Youngest and Fastest-Growing Bank, Be a Model for Newer Entrants? Published: February 01, 2012 in India Knowledge@Wharton In the first flush of liberalization post 1991, the Reserve Bank of other banks became more conservative. Kapoor, who did not have India (RBI) also imbibed some of the spirit of reform and opened up legacy issues to deal with, decided to press on the accelerator. He a trifle. New banking licenses were issued to several aspirants. But increased the number of branches, invested in the brand, continued many of those banks collapsed and ultimately had to be rescued by with hiring, intensified product management and customer the system. HDFC Bank (itself a new licensee) had to take over relationship. Most importantly in a money market that was almost Times Bank and Centurion Bank of Punjab. Global Trust Bank ran frozen, he showed risk appetite. into serious ethics issues and had to be merged with Oriental Bank of Commerce. And CRB Capital Markets, which was issued a “We were somewhat shaken and disturbed [by the crisis] because it banking license, never took off; the institution's chairman, C.R. was so early in the life [of the bank], but we also realized that it was a Bhansali, was arrested for various scams. great opportunity to acquire new customers and build confidence," Kapoor says. Jaideep Iyer, YES Bank's president of financial Currently, the RBI is set to issue a new set of licenses. The responses management, adds: "Given our scale and size we offered to the white paper on new guidelines are in.