Eine Zeitreise Durch Drei Jahrhunderte
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Ubs India Securities Private Limited
Swiss_company in India_Book fin.qxd 3/17/07 5:25 PM Page 92 UBS INDIA SECURITIES PRIVATE LIMITED UBS is one of the leading financial firms in the world, Swiss business unit network ran to 357 branches with offices in 50 countries and business organised with a further 82 branches abroad. into key distinct areas of equities - fixed income, rates and currencies, and investment banking On 3rd November 2000, UBS AG merged with PaineWebber Inc., a full-service securities firm Global Overview of UBS AG located in New York and founded in 1879. UBS AG was created on July 1, 1998, with the Today UBS is one of the leading financial firms merger of Union Bank of Switzerland (based in the world, serving discerning clients globally. in Zurich) and Swiss Bank Corporation (based in As an organisation, it combines financial strength Basel). Swiss Bank Corporation (SBC) was founded with an international culture that embraces change. in 1872 under the name Basler Bankverein and in An integrated firm, UBS creates added value for 1945 it took over the troubled Basler Handelsbank, clients by drawing on the combined resources and one of Switzerland's large banks, founded in 1862. expertise of all its businesses. It is the leading global In the last decade of the twentieth century, SBC wealth manager, a top-tier investment banking and strengthened its international orientation again securities firm, and one of the largest global asset by taking over several foreign finance firms managers. (O'Connor & Associates, Chicago; Brinson Partners, Inc., Chicago; S.G.Warburg Plc, London). UBS Investment Bank is headquartered in London By 1997, the Swiss network comprised 288 and New York and employs 18,200 people in branches with 77 offices outside Switzerland. -
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. -
Values Creating Value
Consolidated Report and Accounts as at 31 December 2005 Values creating Value UniCredito Italiano Italian Joint Stock Company Registered Office: Genoa, via Dante, 1 General Management: Milan, Piazza Cordusio Registered in the Genoa Trade and Companies Register (Courts of Genoa) Tax Code and VAT No. 00348170101 Entered in the Register of Banks Parent Company of the UniCredito Italiano Banking Group Banking Group Register No. 3135.1 Member of the Interbank Deposit Protection Fund Capital Stock: € 5,213,388,513 fully paid in RelazioneConsolidated Trimestrale Report and Consolidata Accounts al2005 31 marzo 2005 Board of Directors BOARD OF DIRECTORS, Dieter Rampl * Chairman Gianfranco Gutty * Deputy Chairmen BOARD OF AUDITORS (First Deputy Chairman) Franco Bellei * AND EXTERNAL Fabrizio Palenzona * AUDITORS Carlo Salvatori * Alessandro Profumo ** Managing Director/CEO as at 22 March 2006 Roberto Bertazzoni ** Directors Manfred Bischoff Vincenzo Calandra Buonaura Giovanni Desiderio Volker Doppelfeld Giancarlo Garino Francesco Giacomin ** Piero Gnudi Friedrich Kadrnoska ** Max Dietrich Kley Luigi Maramotti Diether Münich ** Carlo Pesenti Hans Jürgen Schinzler Giovanni Vaccarino Paolo Vagnone ** Nikolaus von Bomhard ** Anthony Wyand Marco Fantazzini Company Secretary Board of Auditors Gian Luigi Francardo Chairman Giorgio Loli Statutory Auditors Aldo Milanese Vincenzo Nicastro Roberto Timo Giuseppe Armenise Alternate Auditors Marcello Ferrari KPMG S.p.A. External Auditors * Member of the Chairman’s Committee and of the Executive Committee ** Executive -
Salaires Des Managers 2013: Résultats De L'étude
Berne, le 23 juin 2014 Salaires des managers 2013: résultats de l’étude Annexe 1: Cartel des salaires 2013 Selon le rang écart salarial 2013 Annexe 2: Ecart salarial entre le salaire le plus élevé et le plus bas Selon le rang écart salarial 2013 Annexe 3: Ecart salarial entre le salaire le plus élevé et le plus bas Changement du classement par rapport à l'année précédente Annexe 4: Ecart salarial entre la rémunération moyenne de la Direction du groupe et le salaire le plus bas Selon le rang écart salarial 2013 Annexe 5: Ecart salarial entre la rémunération moyenne de la Direction du groupe et le salaire le plus bas (sans CEO et PCA exécutif) Selon le rang écart salarial 2013 Annexe 6: Ecart salarial entre la rémunération moyenne de la Direction du groupe et le salaire le plus bas Changement du classement par rapport à l'année précédente Annexe 7: Ecart salarial entre la rémunération moyenne de la Direction du groupe et le salaire le plus bas 2002-2013 Selon le rang écart salarial 2013 Annexe 8: Ecart salarial entre la rémunération moyenne de la Direction du groupe et le salaire le plus bas 2002-2013 Selon le rang écart salarial 2013 Annexe 9: Les femmes dans la direction du groupe et au conseil d'administration 2002-2013 Annexe 10: Application ORAb 2014 Annexe 1: Cartel des salaires 2013 Selon le rang écart salarial 2013 Salaire + élevé Sal. + bas 2013 Place Groupe Nom Fonction 2013 Ecart salarial (en mio. CHF) (en mio. CHF) 1 Nestlé Paul Bulcke CEO 11.960 6 0.052 10 1 : 230 2 UBS Andrea Orcel CEO Investment Banking 11.430 1 0.050 10 1 : 229 3 Roche Severin Schwan CEO 13.740 6 0.061 10 1 : 225 4 Novartis Joseph Jimenez CEO 13.226 1 0.061 7 1 : 217 5 UBS Sergio Ermotti CEO 10.730 1 0.050 10 1 : 215 6 Lindt &Sprüngli Ernst Tanner PCA et CEO 9.594 6 0.047 10 1 : 202 7 ABB Joe Hogan ancien CEO 8.530 4 0.047 9 1 : 182 8 CS Brady W. -
150 Jahre Im Bankgeschäft
150 Jahre im Bankgeschäft Inhaltsverzeichnis 4 Einführung 6 Zeitstrahl der Geschichte 8 1862–1912 16 1912–1945 22 1945 –1980 30 1980–2000 34 Der Weg ins 21. Jahrhundert 37 Ausblick Einführung 2012 feiert UBS ihr 150-jähriges Jubiläum. Dieser wichtige Meilenstein in unserer langjährigen Geschichte legt auf eindrucksvolle Weise Zeugnis darüber ab, welchen Anteil unser Institut an der Entwicklung des modernen globalen Bankensektors hat und welche Schlüsselstellung UBS als Teil der schweizerischen Tradition des Bankgewerbes zukommt. Das Bankwesen in der Schweiz kann auf schaft beteiligt waren. Zunächst ent- Geschäftsbeziehungen in verschiedenen eine sehr lange, bis ins Mittelalter rei- stand 1862 die Bank in Winterthur, die Ländern profitieren. Ausserhalb der chende Geschichte zurückblicken. Diese sich 1912 mit der Toggenburger Bank Schweiz waren die Vorgängerbanken lange Tradition erklärt auch, warum die zur Schweizerischen Bankgesellschaft von UBS bereits seit langem in vielen Schweiz im In- und Ausland seit jeher als zusammenschloss. 1872 wurde der Städten und auf allen Kontinenten wichtiger und zuverlässiger Finanzplatz Basler Bankverein gegründet, aus dem vertreten, wobei die älteste Banknieder- gilt. Die Wahrnehmung der Schweiz als nach mehreren Fusionen schliesslich der lassung in London genau einhundert starkes Finanz zentrum wird immer Schweizerische Bankverein hervorging. Jahre vor der Fusion eröffnet worden wieder in der erzählenden Literatur und Eines der Hauptziele der Fusion, die war. In jüngerer Vergangenheit wurden anderen Medien aufgegriffen und 1998 zur Gründung von UBS führte, be- die globalen Wurzeln von UBS durch gleichsam verstärkt. Tatsächlich sind die stand darin, einen global aufgestellten verschiedene Akquisitionen deutlich ge- Grösse und die internationale Bedeu- Bankkonzern zu schaffen, der Privat- stärkt. -
BUS 200 Group Project, Semester 2, 20057 March 2011 Business Organisation and Management
BUS 200 group project, semester 2, 20057 March 2011 business organisation and management (Photos: Entrance hall UBS headquarters in Basel, Aeschenvorstradt ; Counter hall UBS headquarters in Zurich, Bahnhofstrasse; UBS headquarters in Zurich, Bahnhofstrasse 45; UBS in Zurich, Paradeplatz) a glimpse of UBS Authors: Philipp Bircher 40808459 Meike Brünk 40594432 Valery Crottaz 40638626 Andreas Eiman 40811840 Anssi Ihaniemi 40794067 Executive summary As one of the leading wealth management companies in the world, a premier global invest- ment and asset management bank, UBS’ situation represents a good example of the chal- lenges an organization in the financial sector faces today. Beginning with a short outline of its historical roots, we try to shed light on UBS’ organizational culture. In this context it is cru- cial to understand that the values and norms within a company serve as guiding principles on a firm’s way to success. Thus, we analyse the values the organization promotes and discuss the implications this might have on its business. Many principles that are reflected in UBS’ organizational culture today have their roots in the bank’s constituting parts. Furthermore, the views on leadership and its emphasis on entrepreneurial thinking can only be fully understood if one takes into account the bank’s very diverse background which is a result of its history, its global business operations and its, in terms of culture and age, very heterogeneous work- force. Based on these facts and thoughts, we address the question of UBS’ strengths, weaknesses, opportunities and threats and summarize the organization’s situation in a SWOT Analysis. In terms of strengths, it turns out that the organization comes up with an efficient human re- source management, which focuses on satisfied employees, who are recognized by UBS as a key factor in the company’s success. -
The Evolution of Trust in the Relationship Between Investment Bank(Er)S and Their Clients a Mergers and Acquisitions Perspective
Dissertation The Evolution of Trust in the Relationship Between Investment Bank(er)s and Their Clients A Mergers and Acquisitions Perspective Anirban Ash Email: [email protected] This doctoral thesis investigates the evolution of trust in investment bank(er)-client relationship in mergers and acquisitions by focusing on deals over EUR 1 billion. As sub-areas of research in- terest, this work explores the reasons responsible for the decline of trust in the research context, and also enquires if trust can be regained. The author’s findings indicate that the investment bank(er)-client relationship cannot exist wi- thout trust. The bank(er)-client relationship begins with Performance trust in the introductory phase, evolves to a stronger Experiential Performance trust in the second phase, and reaches at its zenith in the third phase i.e. the last phase of trust evolution. The third phase is quintessenti- ally marked by a situation in which a client is left with the choice of choosing either the invest- ment banker or the bank. The former concludes the evolution of trust in form of Superior Inter- personal trust, while the latter marks the end of the phenomenon with Superior Company trust. Scams, dishonesty and irresponsible behaviour, lack of transparency predictability and perfor- mance, can result in termination of trust. The authors’ findings suggest that regaining trust is possible at an organisational level, but not at an interpersonal level. Dedicated to my family I ACKNOWLEDGEMENTS I want to express my sincere gratitude to my supervisors Minister Prof. Dr. Andreas Pinkwart (Minister: Bundesrat and Chair holder: Deutsche Bank Chair of Innovation Management and Entrepreneurship), Prof. -
A Simple Retirement Income Conversation
JANUARY 27-31, 2020 THE TRUSTED RESOURCE FOR FINANCIAL ADVISERS INVESTMENTNEWS.COM $5.00 / $89 YEAR ADVERTISEMENT Introducing A Simple Retirement Income Conversation. IN012197.indd 1 1/23/20 3:36 PM EMONEY SHAKES UP MERRILL STRIKES TOP INDEPENDENT HERE’S WHY RPAs 4 SALES LEADERSHIP 5 OUT VS. MLB STAR 10 BR0KER-DEALERS 23 NEED RFPs JANUARY 27-31, 2020 THE TRUSTED RESOURCE FOR FINANCIAL ADVISERS INVESTMENTNEWS.COM $5.00 / $89 YEAR ROAD TO NOWHERE? MAPPING THE FUTURE FOR IBDs AFTER A DECADE-LONG MERGER BINGE PAGE 8 TOP 10 HOLDINGS AND WEIGHTINGS OF EACH SECTOR OF THE S&P 500 (AS OF 12/31/19) Apple Johnson & Johnson Berkshire Hathaway B Microsoft Unitedhealth JP Morgan Chase XLK Visa A XLV Merck XLF Bank of America TECHNOLOGY Mastercard A HEALTH CARE Pfizer FINANCIALS Wells Fargo 23.20% Intel 14.20% Abbott Labs 12.95% Citigroup Cisco Systems Medtronic US Bancorp Adobe Bristol-Myers Squibb American Express Salesforce.com Amgen Truist Financial Nvidia AbbVie Goldman Sachs Accenture A Thermo Fisher Scientific CME Group A Facebook A Amazon.com Boeing Alphabet A Home Depot Honeywell Intl XLC Alphabet C XLY McDonald’s XLI Union Pacific COMMUNICATION NetFlix CONSUMER NIKE B INDUSTRIALS United Technologies SERVICES Comcast A DISCRETIONARY Starbucks 9.05% 3M 10.39% Charter Communications A 9.75% Lowe’s General Electric AT&T Booking Holdings Lockheed Martin Activision Blizzard TJX United Parcel Service B Verizon Communications Target Caterpillar Walt Disney General Motors Raytheon Procter & Gamble Exxon Mobil NextEra Energy Coca-Cola Chevron Dominion -
Managerlöhne 2013: Resultate Der Untersuchung
Bern, 23. Juni 2014 Managerlöhne 2013: Resultate der Untersuchung Beilage 1: Lohnkartell 2013 Rangliste Lohnschere 2013 Beilage 2: Lohnschere zwischen Höchst- und Tiefstlohn Rangliste Lohnschere 2013 Beilage 3: Lohnschere zwischen Höchst- und Tiefstlohn Rangliste Veränderung zum Vorjahr Beilage 4: Lohnschere zwischen Ø KL-Vergütung und Tiefstlohn Rangliste Lohnschere 2013 Beilage 5: Lohnschere zwischen Ø KL-Vergütung und Tiefstlohn (exklusive CEO und exekutiver VPR) Rangliste Lohnschere 2013 Beilage 6: Lohnschere zwischen Ø KL-Vergütung und Tiefstlohn Rangliste Veränderung zum Vorjahr Beilage 7: Lohnschere zwischen ⌀ KL-Vergütung und Tiefstlohn 2002-2013 Rangliste Lohnschere 2013 Beilage 8: Lohnschere zwischen ⌀ VR-Vergütung und Tiefstlohn 2002-2013 Rangliste Lohnschere 2013 Beilage 9: Frauen in der Konzernleitung und dem Verwaltungsrat 2002-2013 Beilage 10: Umsetzung VegüV 2014 Beilage 1: Lohnkartell 2013 Rangliste Lohnschere Höchstlohn Tiefstlohn 2013 Rang Konzern Name Funktion 2013 Lohnschere (in Mio. CHF) (in Mio. CHF) 1 Nestlé Paul Bulcke CEO 11.960 6 0.052 10 1 : 230 2 UBS Andrea Orcel CEO Investment Banking 11.430 1 0.050 10 1 : 229 3 Roche Severin Schwan CEO 13.740 6 0.061 10 1 : 225 4 Novartis Joseph Jimenez CEO 13.226 1 0.061 7 1 : 217 5 UBS Sergio Ermotti CEO 10.730 1 0.050 10 1 : 215 6 Lindt &Sprüngli Ernst Tanner VRP und CEO 9.594 6 0.047 10 1 : 202 7 ABB Joe Hogan ehemaliger CEO 8.530 4 0.047 9 1 : 182 8 CS Brady W. Dougan CEO 9.430 1 0.054 10 1 : 175 9 Nestlé Peter Braback-Letmathe VRP 8.000 6 0.052 10 1 : 154 10 Swatch Georges Nicolas Hayek CEO & Mitglied VR 7.108 1 0.047 9 1 : 151 11 ABB Diane de Saint Victor General Counsel 6.777 1 0.047 9 1 : 145 12 Roche Franz Humer VRP 8.779 1 0.061 10 1 : 144 13 Novartis David Epstein CEO Division Novartis Pharmaceuticals 8.596 6 0.061 7 1 : 141 14 Roche Daniel O'Day COO Division Roche Pharma 8.460 6 0.061 10 1 : 139 15 ABB Deslarzes Jean-Christophe Head of HR 6.482 4 0.047 9 1 : 139 16 Zurich Martin Senn CEO 7.600 1 0.055 10 1 : 137 17 UBS Robert J. -
Unicredit Group - Media Center - Press Releases
UniCredit Group - Media Center - Press releaseshttp://www.unicreditgroup.eu/DOC/jsp/naviga... UniCredit Board of Directors appoints Sergio Ermotti, Paolo Fiorentino and Roberto Nicastro as Deputy CEOs July 17, 2007- h 17:10 E-mail redazione Scarica file UniCredit Board of Directors appoints Sergio Ermotti, Paolo Fiorentino and Roberto Nicastro as Deputy CEOs In its regular Board meeting of July 17, UniCredit Group Board of Directors approved CEO Alessandro Profumos proposal to appoint Sergio Ermotti, Paolo Fiorentino and Roberto Nicastro as Deputy CEOs directly reporting to him. The Deputy CEOs will focus on supporting the Group CEO in executing the implementation of the Divisional model across the different geographies and in executing the Groups strategy across the different business lines. “In order to continue our successful track record in integration, capitalize on cross-divisional organic growth opportunities, and extract productivity via service delivery rationalization” said Group Chairman Dieter Rampl, “the Board has accepted the CEOs recommendation to elevate three of our most talented, experienced and respected senior executives to work with him in sharing some of the day-to-day operational decision-making responsibilities”, he commented. “I am delighted that Sergio, Paolo and Roberto will take an even more pronounced role in leading the operative business of the Group. With this move, my goals are to further strengthen and expand our successful Divisional business model, to accelerate the introduction of our global products in every country where we operate, and to speed up our efforts to harmonize our IT infrastructure and back-office operations, which will enable us to provide an improved level of consistent product and service delivery to our customers” said UniCredit CEO Alessandro Profumo. -
CDTS No. 1 and ATU Local 1321 Pension Plan, Et Al. V. UBS AG, Et
Case 1:12-cv-04924-KBF Document 21 Filed 10/01/12 Page 1 of 63 UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK x C.D.T.S. NO.1 AND A.T.U. LOCAL 1321 Civil Action No. 1: 12-cv-04924-KBF-HBP PENSION PLAN, Individually and on Behalf of All Others Similarly Situated, CLASS ACTION Plaintiff, : CONSOLIDATED COMPLAINT FOR VIOLATIONS OF THE FEDERAL vs. SECURITIES LAWS UBS AG, OSWALD J. GRUBEL and JOHN CRYAN, Defendants. 7713031 Case 1:12-cv-04924-KBF Document 21 Filed 10/01/12 Page 2 of 63 1. Lead Plaintiffs, Westchester Teamsters Pension Fund and Teamsters Local 456 Annuity Fund (collectively "Plaintiffs"), on behalf of themselves and all other persons similarly situated, allege the following based upon personal knowledge as to themselves and their own acts, and information and belief as to all other matters, based upon, inter a/ia, the investigation conducted by and through their attorneys. NATURE OF THE ACTION 2. This is a federal securities class action brought against UBS AG ("UBS" or the "Company") and certain of its officers for violations of the Securities Exchange Act of 1934 (the "1934 Act"). This action is brought on behalf of all purchasers of UBS securities on any domestic exchange and/or in any domestic transaction, during the period November 17, 2009 through September 15, 2011 (the "Class Period"), who were damaged as a result of defendants' violations of the federal securities laws. This action seeks to pursue remedies for violations of the anti-fraud provisions of the federal securities laws. -
Our Businesses in 2011
Review 2011 Our businesses in 2011 Contents 2 UBS 150 years: Looking back, looking forward 4 A trip through three centuries 12 Financial performance 2011 13 Our strategy 22 Wealth Management 27 Retail & Corporate 30 Wealth Management Americas 34 Global Asset Management 40 Investment Bank 45 Corporate Center 48 Our Board of Directors 50 Our Group Executive Board 52 Corporate responsibility 54 Information sources This review is provided as a convenience to our investors, clients and other stakeholders who would like a brief overview of our business, strategy and 2011 performance. Please refer to UBS’s Annual Report 2011 for additional information. Details about how to obtain the Annual Report and other publicly available information about UBS, including the Annual Report on Form 20-F for the year ended 31 December 2011, are set out on page 54 of this review. The information contained in this review is not to be construed as a solicitation of an offer to buy or sell any securities or other financial instruments in Switzerland, the United States or any other jurisdiction. No investment decision relating to securities of or relating to UBS AG or its affiliates should be made on the basis of this document. UBS 150 years: Looking back, looking forward Dear readers, UBS has made progress in what has been a difficult and A successful organization has the strength to adapt and turbulent year. Throughout 2011, uncertain markets, low improve continuously. Throughout its history, UBS has client activity and regulatory changes weighed heavily proven that it possesses this quality. With our agility in on our industry’s results.