Connected Corporate Banking
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Fusion Netcapture Reporting and Deposit Management User Guide
Fusion NetCapture Reporting and Deposit Management User Guide Version 8.5 February 2019 Copyright © 2008 - 2019 Finastra International Limited, or a member of the Finastra group of companies (“Finastra”). All Rights Reserved. Confidential - Limited Distribution to Authorized Persons Only, pursuant to the terms of the license agreement by which you were granted a license from Finastra for the applicable software or services and this documentation. Republication or redistribution, in whole or in part, of the content of this documentation or any other materials made available by Finastra is prohibited without the prior written consent of Finastra. The software and documentation are protected as unpublished work and constitute a trade secret of Finastra International Limited, or a member of the Finastra group of companies, Head Office: One Kingdom Street, Paddington, London W2 6BD, United Kingdom. Trademarks Finastra, Fusion NetCapture, and their respective sub-brands, and the logos used with some of these marks, are trademarks or registered trademarks of Finastra International Limited, or a member of the Finastra group of companies (“Finastra”) in various countries around the world. All other brand and product names are trademarks, registered trademarks, or service marks of their respective owners, companies, or organizations, may be registered, and should be treated appropriately. Disclaimer Finastra does not guarantee that any information contained herein is and will remain accurate or that use of the information will ensure correct and faultless operation of the relevant software, services or equipment. This document contains information proprietary to Finastra. Finastra does not undertake mathematical research but only applies mathematical models recognized within the financial industry. -
UK Gender Pay Report 2018
UK Gender Pay Report 2018 Finastra International Limited © Finastra International Limited All rights reserved Registered in England & Wales No. 01360027 Registered Office © Finastra | 04 April 2019 | Title XXXXXXXXXXX Four Kingdom Street Paddington0 London W2 6BD United Kingdom LIFE AT FINASTRA “Our goal of becoming the most admired, inclusive and diverse employer in Fintech is taking shape. I am proud of the headway we are making, and the commitment of our teams to drive and push for balance as we continue on our mission” Simon Paris, Chief Executive Officer At Finastra, we believe with more than 10,000 of us across 48 different countries globally, it is us who create success, collaborate and contribute to making Finastra the place to work. We recognise the best talent and provide a work environment where people can drive results, develop and grow their careers. Our people are leaders in their roles and are always looking for new ways to help our customers grow, compete and optimise their businesses. After bringing together two global fintech leaders in June 2017, Finastra has recognised the opportunity and power that comes from combining our expertise, skills and innovation. Today we are one team creating a network of talent and creativity in a stimulating environment, dedicated to making a difference for each other and our customers. At Finastra, we are committed to creating an open and equal working environment whilst rewarding all of our colleagues fairly, based on their role, skills and experience. Our Global Career Framework provides a systematic approach to how we manage reward, performance and talent. -
Finastra Universe 2017 Was a Resounding Success, Breaking All of Our Previous Records
7 - 8 NOVEMBER 2017 - DUBAI POST-EVENT SUMMARY SPONSORED BY: HOSTED BY: Platinum Sponsor Gold Sponsor Silver Sponsor THE FIRST AND THIRD A YEAR OF RE-BIRTH AN OPEN FUTURE Finastra Universe 2017 was a resounding success, breaking all of our previous records. The attendance at Finastra Universe this year highlights that the regional financial services market is increasingly subscribing to a policy of change, as digital transformation catches up with us. To counter the growing competition seen from new FinTechs, it is becoming critically important for the more traditional financial service instututions to embrace innovative technological solutions, becoming the disruptors rather Wissam Khoury Managing Director than the disrupted. Middle East, Africa & South Asia We are at an inflection point, with the next few years determining the new Finastra financial services landscape; one driven by the dynamic needs of our client-base instead of our competitive environment. Finastra Universe 2017 offered an unparralled exploration of that future, drawing together many of the region’s leading FinTech and banking experts to begin the process of building a roadmap to help us develop the solutions of tomorrow. An evolution of the Misys Connect Forum, Finastra Universe grew from the merger this year of Misys and D+H Insight. Our third annual event and the first of a new breed, our goal was to further the regional conversion on the challenges our market faces and, with over 330 attendees and more than 50 speakers covering the spectrum of financial service instutions, FinTechs and new market incumbents, we’ve laid the groundwork to continue that process as we move into 2018. -
Fourth Quarter 2019 Performance Report
Q4 Fourth Quarter 2019 Performance Report Pueblo County Employees’ Retirement Plan February 24, 2020 Dale A. Connors, CFA Senior Consultant This presentation is accompanied by additional disclosures which can be found on the last pages. All information herein is confidential and proprietary. CONTENTS 1 Capital Markets Exhibits 15 Pension Plan Analysis 39 Benchmark History 40 Manager Roster 41 Fee Schedule 42 Endnotes 4th Quarter 2019 Capital Markets Exhibits This presentation is accompanied by additional disclosures which can be found on the last pages. All information herein is confidential and proprietary. 1 All Asset Classes Rally in 2019 Major Capital Market Returns vs. Long-Term Average Returns Yields Compress Yield (%) Return (%) 10.00 8.00 S&P 500 Index 11.8 31.5 276bps 6.00 4.00 Russell 2000 Index 10.7 25.5 77bps 2.00 0.00 MSCI EAFE Index 8.8 22.0 10 Yr Treasury High Yield YE 2018 YE 2019 Source: Bloomberg Finance, LP MSCI Emerging Markets Index 9.0 18.4 Synchronized Capital Market Gains All major asset classes generated returns above their long- Bloomberg Barclays Aggregate 7.5 8.7 term average returns. Index 2019 marks the first time in the last 50 years the S&P 500, bonds, and gold posted positive returns of at least 30%, Bloomberg Barclays High Yield 8.8 14.3 5%, and 10%, respectively. Index The S&P 500 had the best return since 2013. Non-US equities had strong positive performance but lagged domestic equities. Bloomberg Commodity Index 1.9 7.7 Both interest rates and credit spreads compressed within the fixed income market. -
U.S. Commercial Banking: Trends, Cycles, and Policy
This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: NBER Macroeconomics Annual 1993, Volume 8 Volume Author/Editor: Olivier Blanchard and Stanley Fischer, editors Volume Publisher: MIT Press Volume ISBN: 0-252-02364-4 Volume URL: http://www.nber.org/books/blan93-1 Conference Date: March 12-13, 1993 Publication Date: January 1993 Chapter Title: U.S. Commercial Banking: Trends, Cycles, and Policy Chapter Author: John H. Boyd, Mark Gertler Chapter URL: http://www.nber.org/chapters/c11003 Chapter pages in book: (p. 319 - 377) JohnH. Boydand MarkGertler FEDERALRESERVE BANK OF MINNEAPOLISAND UNIVERSITYOF MINNESOTA,AND NEW YORKUNIVERSITY AND NBER U.S. Commercial Banking: Trends, Cycles, and Policy "The business of banking ought to be simple; if it is hard, it is wrong." WalterBagehot (1873) 1. Introduction According to a variety of commonly used indicators, U.S. commercial banking appears to be in both decline and distress. Figure 1 shows that the banking industry's share of the total amount of funds advanced in U.S. credit markets peaked in 1975 at 34%. It has dropped consistently since then, to 26% in 1991. Banks have lost ground to both open market sources of credit and nonbank intermediaries. Open market credit rose relative to all forms of intermediated credit during the 1980s; primarily responsible was the growth of the commercial paper and junk bond markets. Finance companies led the growth of nonbank intermediation over this period. Another widely cited indicator of banking health is the failure rate. Bank failures averaged less than two per year in the 1970s. -
A NEW AGE of FINANCIAL SOFTWARE IS HERE the Banking Dilemma
A NEW AGE OF FINANCIAL SOFTWARE IS HERE The Banking Dilemma We live in an era of increasing choice and next-generation technologies — yet many banks and financial institutions are still grappling with disparate legacy systems, siloed business models, and locked IT budgets. So how can financial institutions keep up with their customers’ demands for greater value and digital-first technologies? By leveraging open platform technology, they can enjoy faster time to market, increased efficiencies, and above all deliver a better customer experience. 2 FINASTRA A new age of financial software is here The Future of Finance Is Open A once-in-a-generation transformation is currently underway in the financial services industry. Closed legacy systems are coming to an end as banks and financial institutions seek more open and agile software solutions to accelerate growth, optimize costs, and improve customer experience. Community collaboration and industry co-innovation are becoming the norm as financial institutions look to the outside to differentiate and stay competitive. The open banking journey has only just begun, and the financial institutions who embrace this paradigm shift will not only survive, but thrive in the world of tomorrow. Collaborate Collaboration is the new strategy for innovation. COLLABORATE TO INNOVATE to Innovate 3 FINASTRA A new age of financial software is here The Future with Finastra Finastra is a Fintech powerhouse delivering next-generation financial services solutions. As a pioneer in SaaS and cloud, we build and deploy componentized technology on our open FusionFabric software architecture – offering the broadest and deepest range of financial software solutions on the market. -
TCB Mobile Deposit Frequently Asked Questions
TCB Mobile Deposit Frequently Asked Questions What is the TCB Mobile Deposit Service? With TCB Mobile Deposit (“Mobile Deposit”) you can make a deposit directly into your eligible checking or savings account using the TCB Mobile App on a supported Apple or Android device. Mobile Deposit lets you submit photos (taken with your device’s camera) of the front and back of an endorsed check. Your deposit is safe and you can save time with fewer trips to a branch of The Commercial Bank. We use industry standard encryption and security technology: Online banking credentials are not stored on your mobile device Check images are not stored on your mobile device 128‐bit encryption masks your sensitive information Who is eligible to use the TCB Mobile Deposit service? Commercial Bank online customers who are of least 18 years of age, maintain an eligible checking or savings account, and who have accepted the Mobile Deposit Terms and Conditions are eligible to use Mobile Deposit. Mobile Deposit enrollment is subject to bank approval. How do I get TCB Mobile Deposit? Mobile Deposit access is available to eligible TCB Online Banking customers who have downloaded the TCB Mobile App. Mobile Deposit must be activated by the bank before a user can begin making deposits. To activate your mobile deposit account, please contact us at 706‐ 743‐8184 and ask to speak with someone in the Operations department. How should I endorse my checks for Mobile Deposit? Check endorsement should read “For Mobile Deposit Only” followed by the deposit date. How does TCB Mobile Deposit work? Once you have downloaded the TCB Mobile app to your mobile device and have had the Mobile Deposit feature activated (for activation, please call 706‐743‐8184 and speak with someone in Operations), please follow these simple steps. -
Investment Banking and Secondary Markets
Lecture 17: Investment Banking and Secondary Markets Economics 252, Spring 2008 Prof. Robert Shiller, Yale University Glass-Steagall Act 1933 • The modern concept of “Investment Bank” was created in the Glass-Steagall act (Banking Act of 1933). Glass Steagall separated commercial banks, investment banks, and insurance companies. • Carter Glass, Senator from Virginia, believed that commercial banks securities operations had contributed to the crash of 1929, that banks failed because of their securities operations, and that commercial banks used their knowledge as lenders to do insider trading of securities. Henry Paulson’s Proposal • Objectives-Based Regulation • Market stabililization Regulator • Prudential Financial Regulator • Business Conduct Regulator Paulson Continued • Federal Charter for insurance • Mortgage Origination Commission • SEC and CFTC merge • Merge OTS with OCC • Equip fed to monitor risks Investment Banks • Bulge bracket firms: First Boston, Goldman Sachs, Merrill Lynch, Morgan Stanley, Salomon Brothers, Lehman Brothers. • Traditionally were often partnerships, but partnership form is disappearing. Graham-Leach Act 1999 • President Clinton November 1999 signs Graham-Leach Bill which rescinded the Glass-Steagall Act of 1933. • Consumer groups fought repeal of Glass- Steagall saying it would reduce privacy. Graham-Leach calls for a study of the issues of financial privacy Mergers among Commercial Banks, Investment Banks & Insurance Companies • Travelers’ Group (insurance) and Citicorp (commercial bank) 1998 to produce Citigroup, on anticipation that Glass-Steagall would be rescinded. Brokerage Smith Barney • Chase Manhattan Bank (commercial bank) acquires JP Morgan (investment bank) (2000) for $34.5 billion • UBS Switzerland buys Paine Webber (brokerage) 2000 • Credit Suisse buys Donaldson Lufkin Jenrette (investment bank) 2000 Lehman Brothers • Founded 1850, by Henry Lehman, a young German immigrant, and his brothers • Investment banking, private equity, private banking, etc. -
Tariffs & Charges
COMMERCIAL BANK OF CEYLON PLC BANGLADESH Tariffs & Charges Description Tariffs & Charges Deposit Accounts Account Maintenance Fee BDT. Accounts (Savings) Avg. balance up to 10,000/- Free Avg. balance 10,001/- to 25,000/- Tk. 100/- (Half Yearly) Avg. balance 25,001/- to 200,000/- Tk. 200/- (Half Yearly) Avg. balance 200,001/- to 1,000,000/- Tk. 250/- (Half Yearly) Avg. balance above 1,000,000/- Tk. 300/- (Half Yearly) -Tk. Accounts (Current) Tk. 300/- (Half Yearly) -Tk. Accounts (SND) Tk. 300/- (Half Yearly) -Tk. Accounts (FreeCom) Tk. 2,500/- (Half Yearly) If Avg. balance fall below 100,000/- -DotCom – Children’s Saver Account – Free FC Account Tk. 300/- (Half Yearly) Tk. 300/- (Half Yearly) Tk. 300/- (Half Yearly) Tk. 300/- (Half Yearly) Cheque Book Issuance Fee - First Cheque book - Free - For second book onwards 10 leaves Tk. 100/- 25 leaves Tk. 250/- 50 Leaves Tk. 500/- Account Closure Charges - Tk. Accounts (Savings) Tk. 200/- - Tk. Accounts (Current) Tk. 300/- -Tk. Accounts (SND) Tk. 300/- - FC Accounts - USD Tk. 300/ - GBP Tk. 300/ - EUR Tk. 300/ - AUD Tk. 300/ Other Services Duplicate Fixed Deposit Certificate Tk. 500/- Stop Payment - For insufficient fund Tk. 1,000/- - For any other purpose Tk. 250/- - Lost of Cheque Book Tk. 500/- Issuing Solvency Certificates Tk. 500/- Beneficiary Owner’s (BO) Certificate Tk. 100/- Balance Confirmation Certificate 1 COMMERCIAL BANK OF CEYLON PLC BANGLADESH - Upto 2 times in a year Free - More than 2 times - per request Tk. 200/- Certificates at the request of Auditors or other Tk. 1,000/- institutions Statement Authentication Certificate Tk. -
Global Connections Our Digital Financial Services and Fintech Capability Global Digital Financial Services and Fintech
Global connections Our Digital Financial Services and Fintech capability Global digital Financial Services and Fintech Drawing together relevant lawyers from across our Financial Institutions group globally, we provide a seamless service on digital projects. How can we help? – experienced fintech lawyers across the US, UK, wider Europe, Middle East and Asia – full-service Digital team – extensive experience in delivering digital FS and fintech projects – innovative approach – project management and cost certainty William Dudzinsky Head of TMT US T: +1 202 383 0106 [email protected] Matthew Gough Head of Digital Financial Services and Fintech T: +44 29 2047 7943 [email protected] 22 Global connections Our Digital Financial Services and Fintech capability What you’ll find in this guide: Technology platforms and the cloud 4 Fintech/joint collaboration agreements 5 Cryptocurrencies, blockchain and artificial intelligence/robo advice 6 Cybersecurity 7 Payments and digital commerce 8 Data privacy and digital identity 9 M&A and investments 10 Consumer finance and product regulation 11 Ecommerce and consumer protection 12 Intellectual property and patents 13 Contentious regulatory and financial crime 14 Technology disputes 15 Consulting, compliance and authorizations 16 Competition 17 Robo advice and electronic brokerage 18 Fintech licensing and compliance 19 Bank secrecy act/anti-money laundering/office of foreign assets control 20 Awards and accolades 21 Wider international team 22 3 Technology platforms and the cloud We can work across all your needs for technology platforms, including advising on private and public clouds, commercial agreements, software licensing and the associated regulatory regime. However you wish to develop further your own platforms, our team can assist. -
September 2018
The definitive source of news and analysis of the global fintech sector | September 2018 www.bankingtech.com ELEMENTS OF FINTECH Pure in substance FOOD FOR THOUGHT Ecosystem is not a safe word EXCLUSIVE INTERVIEW: YVES TYRODE, BPCE A whole new digital strategy FINTECH FUTURES BT_AFS Transformation Partner_Final_Layout 1 8/20/2018 9:42 AM Page 1 IN THIS ISSUE Your Core Lending Transformation Partner With hundreds of implementations on time and on budget. Contents AFS System Capabilities •End-to-End Credit Processing NEWS 04 The latest fintech news from around the globe: •Scaleable & Agile the good, the bad and the ugly. •Mobile Enabled 17 Interview: Serena Smith, FIS Being at the heart of the exciting, changing •Real-Time world of payments. •Digital 18 PayTech Awards 2018 Celebrations, winners, photos – all the best bits! •RPA, ML & AI 22 Lendtech vendor spotlight: AFS Innovating and transforming the credit •Data Integrity process globally. •Cyber Security & Risk 23 White paper The state of IT incident response in financial services. •Web Services/APIs for Bank Ecosystem 30 Food for thought •And Much More Fellow bankers: “ecosystem” is not a “safe word”. 33 Spotlight: Sunrise Banks A US bank that is “social enterprise first”. AFS is where technological innovation meets financial services expertise, 34 Case study: Afghanistan International Bank offering the latest in core lending with advanced credit process Facing challenges far more extreme than most banks around the globe. management that is operational in multiple, large banks. We provide 38 Interview: Yves Tyrode, BPCE unique, industry-leading solutions with proven successes to help you On a mission to deploy a whole new digital strategy. -
Commerical Banks As Suppliers of Capital Funds to Business
FEDERAL RESERVE BANK OF NEW YORK 185 Commercial Banks as Suppliers of Capital Fundsto sa Commercial banks arc an important source of the funds method of raising long-term funds—particularlyfor loans business requires for financingexpansion or modernization with maturities of five to eight years—than the public of plant and equipment and for other long-term needs. offering of bonds or the flotation of equities in the securi- To be sure, commercial banks have not been permitted ties market. Also, bank loans can be tailored to individual since 1934 to engage in underwriting new corporate Se- borrower needs through direct negotiations with the lend- cunries issues. This function is performed by investment ing bank, thus giving the borrower more leeway in de- banking houses. Many smaller businesses, however, do termining repayment schedules and frequently permitting not have access to the securities market; and larger busi- more efficientuse of loan proceeds.1 nesses sometimes prefer to borrow capital funds for Since these bank loans are generally used by borrow- shorter periods than are typical of the bond, stock, or ers to finance capital expenditures and are repaid from mortgage markets. These financing needs can be, and internal cash flows—current earnings or depreciation al- often are, met by banks through the offer of medium-term lowances—they are akin to long-term credits extended by credits of up to eight years' maturity. Thus, commercial life insurance companies, pension funds, and other finan- banks and the securities market are in many cases viewed cial institutions and by individual investors in the bond, as alternative sources of capital funds by the business bor- stock, and mortgage markets.