PRIVACY NOTICE SUMMARY Privacy Notice Summary
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PRIVACY NOTICE Privacy Notice
PRIVACY NOTICE Privacy Notice Page 1. Who we are 3 2. The information we process 3 3. How we obtain information 4 4. Your rights 5 Table A – Your Rights 5 5. Changes to the way we use your information 6 6. How we use and share your information with other NatWest group companies 6 7. Sharing with third parties 6 8. Transferring information overseas 7 9. Marketing information 7 10. Communications about your account 7 11. Credit reference and fraud prevention agencies 7 12. How long we keep your information 8 13. Security 9 Schedule A – Schedule of Purposes of Processing A. Contractual necessity 10 B. Legal obligation 10 C. Legitimate interests of the bank 11 02 Privacy Notice 1. Who we are 1.1. This privacy notice (the ‘Privacy Notice’) applies to all personal information processing activities carried on by the businesses of the *Royal Bank of Scotland International Limited (RBS International). *RBS International also trades as NatWest International, Isle of Man Bank and Coutts Crown Dependencies. 1.2. RBS International is a data controller in respect of personal information that we process in connection with our business (including the products and services that we provide). In this notice, references to ‘we’, ‘us’ or ‘our’ are references to RBS International. 1.3. The Royal Bank of Scotland International Limited trades in Jersey, Guernsey and the Isle of Man as Coutts Crown Dependencies. The Royal Bank of Scotland International Limited Registered Office: P.O. BOX 64, Royal Bank House, 71 Bath Street, St. Helier, Jersey JE4 8PJ. Tel 00 44 1534 282345. -
Cross-Border Financial Institutions in the EU: Analysis of Total Assets and Ultimate Ownership
Directorate-General for Internal Policies Directorate A - Economic and Scientific Policy Policy Department A.: Economic and Scientific Policy and Quality of Life Unit Cross-Border Financial Institutions in the EU: Analysis of Total Assets and Ultimate Ownership Briefing Note IP/A/ECON/NT/2008-10 PE 408.550 Only published in English. Author: Josina KAMERLING Policy Department Economy and Science DG Internal Policies European Parliament Rue Wiertz 60 - ATR 00L046 B-1047 Brussels Tel: +32 (0)2 283 27 86 Fax: +32(0)2 284 69 29 E-mail: [email protected] Arttu MAKIPAA Policy Department Economy and Science DG Internal Policies European Parliament Rue Wiertz 60 - ATR 00L042 B-1047 Brussels Tel: +32 (0)2 283 26 20 Fax: +32(0)2 284 69 29 E-mail: [email protected] Manuscript completed in August 2008. The opinions expressed in this document do not necessarily represent the official position of the European Parliament. Reproduction and translation for non-commercial purposes are authorised provided the source is acknowledged and the publisher is given prior notice and receives a copy. Rue Wiertz – B-1047 Bruxelles - 32/2.284.43.74 Fax: 32/2.284.68.05 Palais de l‘Europe – F-67000 Strasbourg - 33/3.88.17.25.56 Fax: 33/3.88.36.92.14 E-mail: [email protected] IP/A/ECON/NT/2008-10 PE 408.550 Table of Contents 1. The Data on Financial Institutions in EU27 ......................................................................1 2. Largest Financial Institutions in Europe (Tables 1-5) .......................................................2 -
As Part of a Workplace Enablement Initiative, Fujitsu Helped Royal Bank
CUSTOMER CASE STUDY “ We can seamlessly give users what they keep asking for. The critical point is that we don’t need an engineer to visit their machine – the user can self- elect to upgrade when it suits and the virtual environment takes care of the rest.” Steve Wood Head of Workplace Technology RBS Fujitsu and RBS deployed a virtual client service that enables flexible working from any device while new services can be delivered instantly and security issues can be resolved quickly. At a glance Challenge Benefit Country: United Kingdom RBS wanted to extend its virtual desktop ■ Employees can work flexibly from any device, Industry: Financial Services environment from 20,000 users to 90,000 as making them happier and more productive Founded: 1727 part of a workplace enablement initiative. ■ New services can be delivered in hours rather Employees: 92,000+ The objective was to free more users to work than months, making RBS more responsive to Website: www.rbs.com flexibly from any device, thus reducing its customers’ needs the company’s physical footprint and increasing productivity. ■ Security issues can be addressed more quickly within the central virtual environment Solution ■ Millions of pounds’ worth of property The company worked with its technology has been freed up, removing cost from partner, Fujitsu, to extend the existing virtual the business client services platform, based on FUJITSU Server PRIMERGY and Microsoft HyperV. Now, 70,000 users have used a self-service portal to automatically upgrade their devices to the new environment. Customer RBS is a UK-based bank, headquartered in Edinburgh, Scotland. -
2020 Annual Report Adaptation Makes Things Work
2020 Annual Report Adaptation makes things work GUERNSEY - JERSEY - ISLE OF MAN CEO’s Statement WELCOME If ever there was a year for business to adapt to changing circumstances, it was 2020. At a time when we needed to adapt to the rapidly changing environment, we still saw excellent growth in our lending volume and a continuation of very low levels of bad debt. So, despite the pandemic and all the difficulties it caused, I am delighted to record that we achieved a 9% increase in our lending volume. Annual Report 2020 1 CEO’s Statement Continued I would like to thank our dedicated and very loyal staff who have worked extremely hard to make this happen, especially since we had to make rapid provision for our local teams to work remotely. This report provides the highlights º We have continued to apply the same º With Grant Thornton’s continued º Both our Jersey and Isle of Man of our business for the calendar year strict lending criteria that we have oversight as our Auditors, there have operations are continuing to grow ending December 2020. As always, always used, to ensure the quality been no issues raised in any of their in line with expectations. With our we will provide a further update on of our lending. We will not at any quarterly reports, which serves retail partner networks expanding our performance for the fiscal year, point be looking to grow the size to demonstrate the security of the considerably, we have seen ending June 2021, at our annual of our lending activity by taking Loan Notes. -
Company Registered Number: 2304 the ROYAL BANK of SCOTLAND
Company Registered Number: 2304 THE ROYAL BANK OF SCOTLAND INTERNATIONAL LIMITED ANNUAL REPORT AND ACCOUNTS 31 December 2020 Contents Page Board of directors and secretary 1 Report of the directors 2 Statement of directors’ responsibilities 6 Independent auditor’s report to the members of the Royal Bank of Scotland International Limited 7 Income statement for the year ended 31 December 2020 10 Statement of comprehensive income for the year ended 31 December 2020 11 Balance sheet as at 31 December 2020 12 Statement of changes in equity for the year ended 31 December 2020 13 Cash flow statement for the year ended 31 December 2020 14 Accounting policies 15 Notes to the accounts 21 The Royal Bank of Scotland International Limited Annual Report and Accounts 2020 Board of directors and secretary Chairman John Philip Ward Brewster Executive directors Andrew Martin McLaughlin Chief Executive Officer Lynn Ann Cleary Chief Financial Officer Non-executive directors Louis Philip Chetwynd Taylor (resigned 31 October 2020) Stuart Porteous Bruce Mark Cannon Gregory John Branch Christine Hilary Ashton (appointed 14 September 2020) Company Secretary Rachael Emma Pocklington (resigned 1 September 2020) Andrew Nicholson (appointed 1 September 2020) Auditor Ernst & Young LLP Castle Street St Helier Jersey JE1 1EY Registered office and Head office Royal Bank House 71 Bath Street St Helier Jersey JE4 8PJ The Royal Bank of Scotland International Limited Registered in Jersey, Channel Islands No. 2304 1 The Royal Bank of Scotland International Limited Annual Report and Accounts 2020 Report of the directors Presentation of information Business review The directors of The Royal Bank of Scotland International The Bank’s purpose, which is aligned with NatWest Group, is Limited (the “Company”/“RBS International”/”RBSI”/the “Bank”) to champion potential, helping people, families and businesses present their annual report, together with the audited financial to thrive. -
Natwest Group United Kingdom
NatWest Group United Kingdom Active This profile is actively maintained Send feedback on this profile Created before Nov 2016 Last update: Feb 23 2021 About NatWest Group NatWest Group, founded in 1727, is a British banking and insurance holding company based in Edinburgh, Scotland. Its main subsidiary companies are The Royal Bank of Scotland, NatWest, Ulster Bank and Coutts. Prior to a name-change in July 2020, it was known as Royal Bank of Scotland (RBS) Group. After a massive bailout in 2008, a majority of RBS' shares were purchased by the UK Government. In 2014 the bank embarked on a restructuring process that saw it refocus on its business in the UK and Ireland. As part of this process it divested its ownership of Citizens Financial Group, the 13th largest bank in the United States, in 2015. As of 2020 it remains 61.93% UK Government owned, via UK Financial Investments (UKFI). Website https://www.natwestgroup.com/ Headquarters 36 St Andrew Square EH2 2YB Edinburgh Scotland United Kingdom CEO/chair Alison Rose CEO Supervisor Bank of England Annual report Annual report 2020 Ownership listed on London Stock Exchange Natwest Group is majority-owned by the UK government since 2008, which currently holds 61.93 % of the shares. Complaints NatWest Group does not operate a complaints channel for individuals and communities that may be adversely affected by and its finance. However, the bank can be contacted via the contact form here (e.g. using ‘General Service’ as account type). grievances Stakeholders may raise complaints via the OECD National Contact Points (see OECD Watch guidance). -
Mis-Selling Claims by High Net Worth Couple for Poorly Performing Investments Sold by Bank’S Pushy Ex- Salesman Dismissed
Mis-selling claims by high net worth couple for poorly performing investments sold by bank’s pushy ex- salesman dismissed Les and Janet O’Hare v. Coutts & Co [2016] EWHC 2224 (QB) Article by David Bowden Les and Janet O’Hare v. Coutts & Co -[2016] EWHC 2224 (QB) Mis-selling claims by high net worth couple for poorly performing investments sold by bank’s pushy ex-salesman dismissed Following a 10 day trial, in which mis-selling claims were made against a private bank by a high net worth couple, in a surprising ruling the judge has dismissed all claims. The bank failed to call its former salesman Mr Shone to give evidence to defend his and the bank’s reputation despite having said it would do so. All of the bank’s witnesses that did give oral evidence were castigated by the judge. The judge however found that all 3 of the claimant’s witnesses were credible and telling the truth. A complaint about one product had been made to and dismissed by the bank but it had offered $250k as a goodwill gesture to be offset against future charges. Despite the bank’s figures and evidence on this being hopelessly muddled, the judge ruled that Mr & Mrs O’Hare had received the full benefit of it. Claims in relation to 2010 products were dismissed but without reference to them being time barred. Mr & Mrs O’Hare claimed that RBSI products were misrepresented to them because they had glowing past performance figures in the glossy sales brochures which were made up but an explanation of this was buried in the small print. -
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. -
Banking As It Should Be
Aldermore Group PLC Aldermore Group Annual report and accounts 2014 Annual report Banking as it should be Aldermore Group PLC Annual report and accounts 2014 Aldermore Group PLC Annual report and accounts 2014 Strategic report Highlights of the year Increased support for UK SMEs and homeowners • Net loans to customers up by 42% to £4.8 billion (2013: £3.4 billion) • Record level of annual organic origination of £2.4 billion (2013: £1.7 billion) • Lending to SMEs up by 32% to £2.2 billion (2013: £1.7 billion) • Residential Mortgages grew by 53% to £2.6 billion (2013: £1.7 billion) Dynamic online savings franchise • Customer deposits up by 29% to £4.5 billion (2013: £3.5 billion) • Excellent growth in SME deposits, up by 97% to £1.0 billion (2013: £0.5 billion) Record levels of profitability • Profit before tax up by 96% to £50.3 million (2013: £25.7 million) • Excluding IPO costs, underlying profit before tax more than doubled to £56.3 million • Return on equity1 increased to 15.1% (2013: 11.6%) Diversified funding and strong capital base • Issued £333 million of RMBS to further diversify funding base • Successfully issued £75 million of Additional Tier 1 capital • Total capital ratio of 14.8% (2013: 14.2%) and leverage ratio of 6.3% (2013: 5.3%) Building a Bank to be proud of • Delivering exceptional service, rated 4.6 out of 5 by our customers • Number of customers up by 23% • Received accreditation as ‘One to Watch’ in The Sunday Times ‘Best Companies to Work For’ annual survey • Investing for the future, number of staff increased by 28% to 876 1 Excluding IPO costs of £6.0 million. -
The Royal Bank of Scotland Group Plc 27 April 2018 Ring Fenced Structure
The Royal Bank of Scotland Group plc 27 April 2018 Ring Fenced Structure - Director Changes The Royal Bank of Scotland Group plc (together with its subsidiaries "RBS") today announces changes to the composition of boards of Directors in connection with the Ring- Fencing Transfer Scheme (the "Scheme") under Part VII of the Financial Services and Markets Act 2000 which is expected to be implemented on 30 April 2018. Implementation of the Scheme will be a significant step towards the restructuring of RBS to comply with the UK ring-fencing legislation that requires the separation of essential banking services from investment banking services from 1 January 2019. As previously announced, under the Scheme, The Royal Bank of Scotland plc (RBS plc) will: transfer its UK retail & commercial banking business to Adam & Company PLC (Adam); transfer its covered bonds in issue and Mentor business to National Westminster Bank Plc (NatWest); and transfer branches and other properties to either NatWest or Adam. At the same time, RBS plc will be renamed “NatWest Markets Plc”, Adam will be renamed “The Royal Bank of Scotland plc” and assume banknote-issuing responsibility. After the Scheme and subsequent restructuring is completed in 2018, NatWest Holdings Limited will have direct ownership of The Royal Bank of Scotland plc (formerly Adam & Company plc), National Westminster Bank Plc and Ulster Bank Ireland DAC. NatWest Holdings Limited will have indirect ownership of Coutts & Company and Ulster Bank Limited. The non-ring-fenced entities will be NatWest Markets Plc (formerly RBS plc) that will continue to undertake RBS’s finance, risk management and trading activities; and The Royal Bank of Scotland International Limited (RBSI), along with Isle of Man Bank Limited, which will continue to serve the markets and customers it serves today. -
EY UK 2020 Transparency Report
EY UK 2020 Transparency Report November 2020 1 COVID-19 People-centric Principles: objectives: ► Do the right thing for our people — by keeping our people and partners, and their families, well and safe. Staying safe and keeping well ► Do the right thing for our clients — by maintaining client service, and actively looking for opportunities to support our clients. Being productive ► Do the right thing for our business — preserving long-term business health, at home including financial strength. Keeping informed ► Empower our people and partners — to makesensible decisions. and up-to-date Initiatives to help manage the impact Homeworking Mental health and wellbeing Health & implemented successfully supported by a series of Safety/Ergonomic from day-one for webcasts: assessments provided for 16,000+ UK-basedpeople: ► With 10,000+EY UK people 3,000+ people including: joining the inaugural COVID-19 ► Success attributed to a long- webcast. 2,500 chairs established culture of flexible and remote working. ► Involving health professionals’ advice on COVID-19 issues. 3,500 monitors Special leave allowance ► Promoting EY UK’s Financial increased from one week to Wellbeing Hub, with information on 43 sit/stand desks two. debt management and accessing financial advice. Discretionary sick pay Workshops Overseas home return extended to all staff 1,500+ people volunteeredto support provided to with under one year’s share views on homeworking and 200+ employees. service. returning to the office. Risks and work operations Economic and social support Regular updates and advice on: Examples of EY UK’s help and advice: ► Accessing equipment and ► Support for health services. support for homeworking. -
A Jurisdictional Guide to Opening a Foreign Bank Account
A Jurisdictional Guide to Opening a Foreign Bank Account As companies expand their operations into different jurisdictions, they will need to set up local bank accounts but how difficult is it? IR Global members explain all. IR Global Guide - Opening a Foreign Bank Account IR Global - The Future of Professional Services IR Global was founded in 2010 and has since grown to Businesses today require more than just a traditional lawyer become the largest practice area exclusive network of advi- or accountant. IR Global is at the forefront of this transition, sors in the world. This incredible success story has seen the with members providing strategic support and working network awarded Band 1 status by Chamber & Partners, fea- closely alongside management teams to help realise their tured in Legal 500 and in publications such as The Financial vision. We believe the archaic ‘professional service firm’ Times, Lawyer 360 and Practical Law, among many others. model is dying due to it being insular, expensive and slow. In IR Global, forward-thinking clients now have a credible The group’s founding philosophy is based on bringing the alternative, which is open, cost effective and flexible. best of the advisory community into a sharing economy; a system that is ethical, sustainable and provides significant added value to the client. Our Founding Philosophies Multi-Disciplinary Co-Operative Leadership We work alongside legal, accountancy, financial, corporate In contrast to authoritarian or directive leadership, our group finance, transaction support and business intelligence firms, puts teamwork and self-organisation in the centre. The group ensuring we can offer complete solutions tailored to the cli- has steering committees for 12 practice area and regional ent’s requirements.