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Failed Financial Institution Litigation: Remember When*
\\server05\productn\N\NYB\5-1\NYB101.txt unknown Seq: 1 27-APR-09 15:14 FAILED FINANCIAL INSTITUTION LITIGATION: REMEMBER WHEN* RICHARD D. BERNSTEIN JOHN R. OLLER JESSICA L. MATELIS** INTRODUCTION As the global economic crisis continues, the effect of the credit crisis and fair value accounting will create a likely up- surge in litigation, reminiscent of the wave of lawsuits spawned by the Savings and Loan crisis of 1988-1994 (“S&L crisis”). The body of law developed during the S&L crisis provides a ready starting point for this new round of failed financial institution litigation. Moreover, new developments since the S&L crisis will also be tested in the coming years. The Federal Deposit Insurance Corporation (“FDIC”) and the Resolution Trust Corporation (“RTC”), in their capac- ity as receivers,1 and the Office of Thrift Supervision (“OTS”), in its regulatory capacity, spearheaded much of the S&L litiga- tion. The FDIC, RTC, and OTS aggressively pursued officers and directors of failed banks and thrifts, as well as various third parties, including audit firms, law firms, and a then-major in- vestment bank, that provided services to the failed institutions. At the height of the S&L crisis, the combined direct and indi- rect payments by the FDIC and the RTC to outside counsel in 1991 reached over $700 million. The collapse of Washington Mutual in September 2008 represented the largest bank failure in U.S. history;2 added to IndyMac’s collapse in July 2008 and the failure of a number of * “We lived and learned, life threw curves/There was joy, there was hurt/Remember when.” Remember When, lyrics by Alan Jackson. -
Commercial Banks
THE STATE BANKING SYSTEM IN 2011 Commercial Banks New Banks On January 1, 2011, there were 191 state-chartered commercial banks. During the year, two banks were closed and ordered liquidated and 11 banks became extinct through merger, bringing the total number of state-chartered commercial banks to 178 at yearend. Commercial Banks Closed During the Year Name of Bank Location Acquiring Bank Location Closed Charter Oak Bank Napa Bank of Marin Corte Madera 2/18/2011 Citizens Bank of Northern California Nevada City Tri-Counties Bank Chico 9/23/2011 Mergers In 2011, there were 15 mergers involving state-chartered banks. The following table lists those mergers: Surviving Bank Location Merged Bank Location Merged AmericanWest Bank Spokane, WA Sunrise Bank San Diego 7/28/11 Bay Commercial Bank Walnut Creek Global Trust Bank Mountain View 10/18/11 Boston Private Bank & Trust Company. Boston, MA First Private Bank & Trust Encino 5/27/11 Borel Private Bank & Trust Company San Mateo 5/27/11 Center Bank 1 Los Angeles Nara Bank Los Angeles 12/1/11 Embarcadero Bank 2 San Diego Coronado First Bank Coronado 11/16/11 First General Bank Rowland Heights American Premier Bank Arcadia 1/31/11 First General Bank Rowland Heights Golden Security Bank Rosemead 8/23/11 Grandpoint Bank Los Angeles Orange Community Bank Orange 8/30/11 Mission Community Bank San Luis Obispo Santa Lucia Bank Atascadero 10/21/11 Opus Bank Irvine Cascade Bank Everett, WA 6/30/11 Opus Bank Irvine Fullerton Community Bank, FSB Fullerton 10/31/11 Royal Business Bank Los Angeles First Asian Bank Las Vegas, NV 7/8/11 Royal Business Bank Los Angeles Ventura County Business Bank Oxnard 9/26/11 Wells Fargo Bank, N.A. -
Dartmouth Law Journal Vol. 12.2 Fall 2014
BAEZ PROSECUTORIAL DISCRETION ADVISED: ANALYZING THE PROPER ROLE OF “ECONOMIC CONSEQUENCES” AS A FACTOR IN FEDERAL PROSECUTORIAL DECISIONS NOT TO SEEK CRIMINAL CHARGES LUIS BAEZ** The 2008 housing and financial crisis produced numerous books, documentaries, and legal works around the term “Too Big to Jail.” Though the United States Justice Department claimed that the term’s applicability to the financial crisis was mostly conjecture, the past few years has indicated it is—for the most part—true. While other legal and scholarly works have discussed the term and its validity, this article argues that prosecutors should be entirely barred from considering “economic consequences” of their decisions whether or not to bring criminal charges against a person or other legal entity in order to uphold justice within the criminal system. ! INTRODUCTION ............................................................................................. 2 I. THE SOURCE OF FEDERAL PROSECUTORIAL DISCRETION ..................... 4 A. The Decision to Charge ................................................................ 5 B. Selecting the Charge ..................................................................... 5 II. RULES THAT GOVERN PROSECUTORIAL DISCRETION ............................ 6 III. THE HANDLING OF PAST CORPORATE CRIMES ...................................... 9 A. The Great Depression ................................................................... 9 B. Savings & Loan Crisis ................................................................. -
Results 2020 4Q20 #Youarethevaccine
Results 2020 4Q20 #YouAreTheVaccine We address the challenges faced by banks with a sound CET1 fully-loaded (*) LCR / NSFR capital and liquidity position reinforced by the sale agreement of our subsidiary in the United States 14.58% 149% / 127% (*) Pro-forma: including the positive impact from the sale of BBVA USA. We support the community to protect We use technology to promote the health and wellbeing of all new ways of working Hybrid model more exible M +€35 +€11M Donated for the ght Donated by customers against the pandemic and employees Onsite Remote working 123,174 working employees We oer nancial support to to our customers to relief We rely on employees committed with our Purpose, their nancial burden and to help them in their recovery to bring the age of opportunities to everyone, and with our values Deferrals and repayment exibility More funding and liquidity and loans with government support Customer We think We are Continuous drive of digital channels comes rst big one team € We have digital advisory tools to help our customers to We help our clients transition improve their nancial health toward a sustainable future Pledge 2025 To mobilize €100 Billion Companies Individual customers Mobilized Lo €50,000M approx. We help our customers in cumulated since 2018 their lives and in their businesses Digital Mobile Digital customers customers sales 63% 59% 64% Another milestone in our (% penetration) (% penetration) (% of total unit sold) commitment to sustainability We face 2021 with an unparalleled position of strength to invest -
2021 Salary Projection Survey Summary
2021 Salary Projection Survey Insights on compensation trends expected in 2021 - Summary report 38th edition | September 2020 Table of contents 1 Introduction 2 Compensation consulting 3 Participant profile 6 Survey highlights 8 Historical base salary increase trend 9 Base salary 11 Salary structure 13 Survey participants 22 Notice 22 For more information Introduction The results presented in this report are an analysis of responses collected between July and August 2020 to the 38th edition of Morneau Shepell’s 2021 Salary Projection Survey. The data represents a broad cross-section of industries representing 889 organizations across Canada and provides data on actual salary budget increase percentages for the past and current years, along with projected increases for next year. • The report contains segmented data and a detailed analysis by Morneau Shepell’s compensation consultants. • Survey participation jumped over 75% on a year over year basis from 506 organizations participating in 2019, to 889 in 2020. Many of these organizations also participated in our 2020 Canadian Salary Surveys. • Survey data includes actual 2020 and projected 2021 base salary increases and salary structure adjustments. • Survey data is reported excluding zeros and including zeros (freezes) but does not include temporary rollbacks due to COVID-19. • Findings are summarized for non-unionized employees. • Statistical requirements applied to the data analysis include a minimum of three organizations for average/mean reported results, and a minimum of five organizations -
Annual Report
2011 Corporate Responsibility Annual Report This is BBVA Compass’ fourth Corporate Responsibility annual report, and it contains information on the organization’s related performance during calendar year 2011. This report, as was the case in both 2010 and 2009, includes only BBVA Compass content — which is in contrast to the 2008 report’s inclusion of significant amounts of data introducing the BBVA Group. Its focus is on issues deemed significant by our stakeholders in light of the current global economic environment. Our approach transparently displays the nature of BBVA Compass’ main commitments and operations, both as a financial services institution in the United States and as a member of the BBVA Group (BBVA), a premier global financial services institution. This report has been prepared at Global Reporting Initiative G3 (GRI) Application level B and was also independently reviewed to achieve level B+. The 2011 report is available as a single electronic document to reduce paper consumption and to be aligned with the environmental initiative of the bank. A printed Executive Summary of this report is available upon request. 2011 BBVA Compass Corporate Responsibility Annual Report Contents 3 Contents and Introduction 4 Letter from the U.S. Country Manager and BBVA Compass President and CEO 5 Profile 8 Stakeholder Engagement 10 Corporate Responsibility Principles and Policy 13 Financial Inclusion 17 Responsible Finance 20 Responsible Banking 31 Responsible Management of Human Resources 41 Responsible Procurement 44 Environmental Management -
BANK MERGERS: IS BIGGER BETTER? Introduction
BANK MERGERS: IS BIGGER BETTER? Introduction In January 1998, the Bank of Montreal and the Royal Bank of Canada announced plans to merge and create one superbank. A few months later, in April, the Toronto Dominion Bank and the Canadian Imperial Bank of Commerce announced similar plans. The proposed bank mergers caught many people off guard, including Minister of Finance Paul Martin. In a Macleans interview, Martin said, "Just because they decided to get into bed together doesnt mean that I have to bless their union." Martins message seemed to be that Ottawa, not the banks, would decide the future of banking in Canada. "There will be no mergers in the banking sector until we are convinced that [it] is what is best for Canadians, and we will not be stampeded into making that decision." According to the banks, the proposed mergers were a natural response to a changing and highly competitive global marketplace. Mergers, they said, provide a way of maintaining a strong Canadian presence in the banking industry. Certainly, recent technological advances have dramatically changed the manner in which the financial services industry conduct their business, and the above- mentioned banks feel, therefore, that they need to be bigger to compete and to have a substantial presence in the global banking community. Martin himself acknowledged the changed nature of banking when he said, "If you look back at banking five years ago, you might as well look back two centuries." While the proposed bank mergers brought attention to the challenges facing Canadas banks, these challenges are not peculiar to the banks alone. -
The Chinese in Hawaii: an Annotated Bibliography
The Chinese in Hawaii AN ANNOTATED BIBLIOGRAPHY by NANCY FOON YOUNG Social Science Research Institute University of Hawaii Hawaii Series No. 4 THE CHINESE IN HAWAII HAWAII SERIES No. 4 Other publications in the HAWAII SERIES No. 1 The Japanese in Hawaii: 1868-1967 A Bibliography of the First Hundred Years by Mitsugu Matsuda [out of print] No. 2 The Koreans in Hawaii An Annotated Bibliography by Arthur L. Gardner No. 3 Culture and Behavior in Hawaii An Annotated Bibliography by Judith Rubano No. 5 The Japanese in Hawaii by Mitsugu Matsuda A Bibliography of Japanese Americans, revised by Dennis M. O g a w a with Jerry Y. Fujioka [forthcoming] T H E CHINESE IN HAWAII An Annotated Bibliography by N A N C Y F O O N Y O U N G supported by the HAWAII CHINESE HISTORY CENTER Social Science Research Institute • University of Hawaii • Honolulu • Hawaii Cover design by Bruce T. Erickson Kuan Yin Temple, 170 N. Vineyard Boulevard, Honolulu Distributed by: The University Press of Hawaii 535 Ward Avenue Honolulu, Hawaii 96814 International Standard Book Number: 0-8248-0265-9 Library of Congress Catalog Card Number: 73-620231 Social Science Research Institute University of Hawaii, Honolulu, Hawaii 96822 Copyright 1973 by the Social Science Research Institute All rights reserved. Published 1973 Printed in the United States of America TABLE OF CONTENTS FOREWORD vii PREFACE ix ACKNOWLEDGMENTS xi ABBREVIATIONS xii ANNOTATED BIBLIOGRAPHY 1 GLOSSARY 135 INDEX 139 v FOREWORD Hawaiians of Chinese ancestry have made and are continuing to make a rich contribution to every aspect of life in the islands. -
Free Checking Promo 200 Disclosure | Alabama | BBVA
BBVA Free Checking Account Disclosure - Alabama Minimum Deposit Needed $25 to Open Account Monthly Service Charge $0 (Monthly Fee) Requirements to Waive N/A Monthly Service Charge Interest-Bearing NO ATM Fees Charged by BBVA $0 For using an ATM in BBVA's ATM network $3 For using an ATM outside of BBVA's ATM network Insufficient Funds (NSF) $38 Per returned item presented Charge - Returned Item against insufficient funds (see maximum penalty fee ACCOUNT OPENING AND number below) USAGE Deposit Item Returned Fee $15 For each item that you deposit that is rejected by the payor bank ($25 for foreign items) Stop Payment Fee $32 Per request made in a branch or by telephone to stop payment of an item $25 Per request made online to stop payment on a check Early Account Closing Fee $0 If account closed within 180 days of opening Dormant Account Fee $5 Per statement cycle Other Service Fees Please consult your account disclosure for a list of additional service fees Option A: (Default) No Overdraft Service If you choose not to opt in to our Courtesy Overdraft Option service or any other overdraft service, ATM and everyday debit card transactions that would cause an overdraft may be declined at no cost to you. Option B: Linked Inter-Account $12 Per day in which an Account Overdraft Transfer Fee overdraft is covered Sweep Service (Overdraft Transfer by a transfer from a Fee) linked savings account Option C: Overdraft Overdraft Protection $12 Per day in which an Line of Credit* Fee overdraft is covered (Overdraft Transfer by a transfer from a Fee) linked line of credit (subject to approval, including credit approval) Option D: Courtesy Insufficient Funds $38 Per overdraft item Overdraft Option Charge - Paid Item covered by the bank Fee (Overdraft Penalty Fee) Insufficient Funds (NSF) Charge – Paid Item Fee is not charged on an item that causes the available balance on your account to be overdrawn by $1.00 or less. -
Annual Report for the As a Result of the National Financial Environment, Throughout 2009, US Congress Calendar Year 2009, Pursuant to Section 43 of the Banking Law
O R K Y S T W A E T E N 2009 B T A ANNUAL N N E K M REPORT I N T G R D E P A WWW.BANKING.STATE.NY.US 1-877-BANK NYS One State Street Plaza New York, NY 10004 (212) 709-3500 80 South Swan Street Albany, NY 12210 (518) 473-6160 333 East Washington Street Syracuse, NY 13202 (315) 428-4049 September 15, 2010 To the Honorable David A. Paterson and Members of the Legislature: I hereby submit the New York State Banking Department Annual Report for the As a result of the national financial environment, throughout 2009, US Congress calendar year 2009, pursuant to Section 43 of the Banking Law. debated financial regulatory reform legislation. While the regulatory debate developed on the national stage, the Banking Department forged ahead with In 2009, the New York State Banking Department regulated more than 2,700 developing and implementing new state legislation and regulations to address financial entities providing services in New York State, including both depository the immediate crisis and avoid a similar crisis in the future. and non-depository institutions. The total assets of the depository institutions supervised exceeded $2.2 trillion. State Regulation: During 2009, what began as a subprime mortgage crisis led to a global downturn As one of the first states to identify the mortgage crisis, New York was fast in economic activity, leading to decreased employment, decreased borrowing to act on developing solutions. Building on efforts from 2008, in December and spending, and a general contraction in the financial industry as a whole. -
2015-2016 Annual Report
Chinese American Service League 2015 - 2016 Annual Report A Message From CASL CASL has always been a fiscally conservative organization, ensuring the best use of the money you entrust to us by making a tremendous impact on our community. However, 2016 was a year of great adversity for Illinois’ not- for-profit community and for CASL. The lack of state budget for much of our fiscal year had a significant impact on our operations. CASL merged our Family and Community Services Department with our Elderly Services Department to create an Elderly and Family Services Department. This move allowed us to further reduce costs while also reevaluating program outcomes and impact. We feel that the services and outcomes will be even stronger under the leadership of our senior program’s evidence-based, data-informed practices. We also moved our Middle School Program under the leadership of our very successful High School Program. This move has provided a greater level of continuity and seamless transition of students from middle to high school. In addition, we reevaluated and shifted our focus of the Middle School Program to a social-emotional model that will better assist our new immigrant teenagers in navigating the stresses and anxieties of a new school, new culture, and new way of life coupled with the already turbulent teenage years. Finally, with the reorganization and strengthening of our Development Program, we were better prepared to adapt to these changes. The sizable increase in revenue from our events, and refocus on individual and major donors and planned gifts, allowed us to better weather the storm. -
Santander Bank Customer Satisfaction
Santander Bank Customer Satisfaction Two-handed and convict Ross whiz so recognizably that Stefano supernaturalised his chartularies. Medium-sized and metazoic Brad codifying skeptically and buccaneer his Jugurtha mildly and kinetically. Wholesale Stefan parleyvoo some abettors and clobbers his mademoiselle so blunderingly! Prior presidents going and wish to understand and money jar with compliance areas of different countries, bank customer experience with their customer satisfaction was with Every single thing you have a satisfaction in this we strive to all banks in banks and when they shopped for new messages back or bank customer satisfaction. Assessing Classification Methods for Prediction of Customer Satisfaction Santander Bank Dataset The dataset traincsv was obtained from Kagglecom. The united states exhibition in historical data to other regional business banking sector may in latin america does on recent years. Enable them until you will improve or one of other nearby branches, an issue in. Position at least one, it will apply and on behalf of money. Joining santander we could not just four stars for ensembling tree algorithms in? Santander uk has had to choose the interest rates and so on how do i was a santander customer satisfaction. Since most impact of any unwanted effect on their financial institution standards are best possible once a stock. Are false data who the columns numeric or intelligence they need anything be encoded? If should wish to was the client at state center, we must they so realistically. Accounts in this element in all matters into company and certificates of corporate governance and compare reviews, it was a whole branch.