RBL Bank is one of India's fastest growing private sector banks with operations across 20 states. It has over 4.9 million customers served through a network of 342 branches and 199 banking outlets. The bank focuses on corporate and institutional banking, commercial banking, transaction banking, branch and business banking, and retail assets as its key operating verticals.
Through a partnership-driven strategy, investments in technology and financial inclusion initiatives, RBL Bank is achieving scale and growth. It has formed partnerships across multiple segments to boost customer acquisition and lower costs. The bank also aims to expand access to banking in rural areas and among lower-income households through initiatives like increasing its stake in Swadhaar Finserve.
Strong risk
IDBI Bank has expertise in project financing and providing customized solutions to businesses, supported by state-of-the-art IT systems. However, it has relatively low penetration in rural areas and a small network of branches and ATMs compared to major competitors like SBI and HDFC Bank. Going forward, IDBI Bank aims to improve customer service and tap opportunities in personal banking to grow its business. It faces threats from increased competition from other banks and potential economic downturns.
Competitive exams like UPSC, MPSC, CLAT, NDA, CDS, Banking, etc require the basic understanding of Indian economy. Pl add the latest data to this basic understanding of economy.
For additional information and understanding , follow the Youtube Channel- Current Affairs with Satish Dhage
The document discusses the Indian economy and its key sectors - agriculture, industry, services, external sector, and money and banking. It provides details on the revised syllabus for the TYBAF course, including the number of chapters and questions in each section. It then focuses on the money market, providing information on its functions, structure, instruments, reforms and the role of the Reserve Bank of India in monetary management.
The document discusses the Indian economy and its key sectors - agriculture, industry, services, external sector, and money and banking. It provides details on the revised syllabus for the TYBAF course, including the number of chapters and questions in each section. It then focuses on the money market, providing information on its functions, structure, instruments, reforms and the role of the Reserve Bank of India in monetary management.
RBL Bank is one of India's fastest growing private sector banks with operations across 20 states. It has over 4.9 million customers served through a network of 342 branches and 199 banking outlets. The bank focuses on corporate and institutional banking, commercial banking, transaction banking, branch and business banking, and retail assets as its key operating verticals.
Through a partnership-driven strategy, investments in technology and financial inclusion initiatives, RBL Bank is achieving scale and growth. It has formed partnerships across multiple segments to boost customer acquisition and lower costs. The bank also aims to expand access to banking in rural areas and among lower-income households through initiatives like increasing its stake in Swadhaar Finserve.
Strong risk
IDBI Bank has expertise in project financing and providing customized solutions to businesses, supported by state-of-the-art IT systems. However, it has relatively low penetration in rural areas and a small network of branches and ATMs compared to major competitors like SBI and HDFC Bank. Going forward, IDBI Bank aims to improve customer service and tap opportunities in personal banking to grow its business. It faces threats from increased competition from other banks and potential economic downturns.
Competitive exams like UPSC, MPSC, CLAT, NDA, CDS, Banking, etc require the basic understanding of Indian economy. Pl add the latest data to this basic understanding of economy.
For additional information and understanding , follow the Youtube Channel- Current Affairs with Satish Dhage
The document discusses the Indian economy and its key sectors - agriculture, industry, services, external sector, and money and banking. It provides details on the revised syllabus for the TYBAF course, including the number of chapters and questions in each section. It then focuses on the money market, providing information on its functions, structure, instruments, reforms and the role of the Reserve Bank of India in monetary management.
The document discusses the Indian economy and its key sectors - agriculture, industry, services, external sector, and money and banking. It provides details on the revised syllabus for the TYBAF course, including the number of chapters and questions in each section. It then focuses on the money market, providing information on its functions, structure, instruments, reforms and the role of the Reserve Bank of India in monetary management.
Weak Bank Mitr networks (with a reported annual attrition rate of 25-35%) in India could severely undermine the PMJDY and the DBT plans of the Government of India. Many Bank Mitrs have stopped offering services because of low commissions for processing G2P payments. However, the government released an Office Memorandum on 16th January 2015 setting the DBT commission rate for rural areas at 1% - much below the costs of delivering the monies and could potentially derail the entire financial inclusion effort of Government of India.
Task Force on Aadhaar-Enabled Unified Payment Infrastructure estimated that a 3.14% DBT commission would be adequate. A new MicroSave costing exercise found that the cost for processing transactions through the agent network is at least 2.63% for each transaction– much higher in more remote rural areas. Prima facie cost to the government for paying DBT commissions appears high, however it could be offset by huge potential savings from reduced administrative costs and reduced payment leakages. A 2011 McKinsey & Company analysis of India’s government payment system, estimated it to be Rs. 1 lakh crore annually (US$22.4 billion).
If the Bank Mitr network needs to be made more sustainable and ensure quality services, an adequate commission rate (MicroSave estimates this to be a minimum of 3%) for the first few years of PMJDY should be considered which can be reduced as the programme scales.
This document discusses rural banking in India. It provides statistics on India's rural population and economy. It then discusses the current state of rural banking, including key challenges like financial exclusion and unprofitability. It also covers opportunities in the rural banking market and improving access. The conclusion is that commercial banks need a coordinated effort with the government and RBI to build an inclusive financial system and reach rural customers through partnerships with business correspondents and collaboration. Tailoring products and delivery models to rural needs is also important.
This presentation aims to look into the supply side dynamics and present views of business correspondent network managers (BCNMs). BCNMs are responsible for the operational heavy lifting to make financial inclusion a reality. Thus, the paper highlights some of the key concerns of this critical stakeholder in the financial inclusion process, as well as their perspectives and expectations from various other stakeholders in financial inclusion space.
This presentation is based on a survey conducted by MicroSave in 2014, with fourteen leading BCNMs. The survey included gathering information on a variety of key outreach, transaction and activity metrics and a questionnaire to elicit qualitative aspects of BC operations. The questionnaire had four main components - (i) background and services offered, (ii) technology details, (iii) business management, and (iv) commissions and incentives.
1) The document analyzes NPA management at Canara Bank through statistical analysis of NPA factors from 2007-2011.
2) It finds a strong correlation between net profit earned and net NPA, but a loose correlation between Canara Bank's net NPA ratio and the average ratio of other PSB banks.
3) Canara Bank's capital adequacy ratio has remained above the mandated level of 9% throughout the period examined.
Yellow Gray and Black Minimalist industries Presentation.pptxSheejaSherry1
ICICI Bank is one of India's largest private sector banks. It was founded in 1994 and has grown to have over 6,000 branches across India. The presentation provides an overview of ICICI Bank, including its key business areas of retail, SME, and rural banking as well as wholesale and treasury operations. It also analyzes ICICI Bank's financial performance, stock market data, and compares it to peers in the banking sector.
Financial Inclusion in India - FIIB Finance Conclave 2013Dhruv Mahajan
The presentation includes everything about Financial Inclusion in India, the history of Financial Inclusion, meaning and objectives of Financial Inclusion, reasons for financial exclusion, measures taken by the government and the road ahead.
INDUSTRY OVERVIEW
Evolution of Banking Sector in India
Structure of Banking in India
Parameters/ Indicator – banking Sector
Growth of the Industry with Examples
Prominent Companies in the Banking Sector
New entrants in the Banking Sector
Exit of Banks
Major Decisions take by the Government for Banking Sector
Fi skoch summit 2009, mumbai on july 17, 2009 dr kc chakrabortyRenu Lamba
The document summarizes a presentation by Dr. K.C.Chakrabarty, Deputy Governor of the Reserve Bank of India, on pushing financial inclusion in India. It discusses the definition of financial inclusion, the scope of products and services to be included, the extent of existing financial exclusion, and steps taken by the RBI to promote inclusion such as no-frills accounts, business correspondent models, and liberalizing branch expansion policies. It also analyzes remaining challenges around scaling up activities and appropriate business models, and calls for greater use of technology, collaboration, and a push to meet targets for expanding access to financial services set in India's National Rural Financial Inclusion Plan.
This document discusses ICICI Bank's entry into microfinance in India. It outlines various models the bank tried, including directly linking self-help groups to branches, outsourcing group formation, and using microfinance institutions as intermediaries. However, these models faced issues with high costs, limited scalability, and constraints on MFI growth. The document raises questions about whether ICICI should modify its existing model or develop a new structure that optimizes capital use, incentives, and long-term scalability to expand microfinance outreach.
The document provides an overview of the banking industry in India and ICICI Bank's operations strategy. It discusses the evolution of banking in India from 1921 to present day. It then analyzes ICICI Bank specifically, including its subsidiaries, corporate strategy, business strategy, deficiencies, and use of various operations strategy frameworks. The document also discusses ICICI Bank's rationale for expanding into South Africa and performs a PEST analysis of the banking sector in South Africa.
Obtaining New Banking Licenses in India: Challenges and OpportunitiesCognizant
Banks applying for new banking licenses in India will be challenged by the Reserve Bank of India's (RBI) stringent new guidelines, which emphasize financial inclusion, rural banking, technology innovation and financial credibility. At the same time, these issues can open opportunities for consulting firms and service providers.
Spandana's expansion plan & strategy in mp and rajasthan 2009-10Manoj Kumar
Spandana plans to expand its operations in Madhya Pradesh, Rajasthan, and Uttar Pradesh over three phases by January 26th. The objectives are to become the market leader in MP, rejuvenate operations in Rajasthan, and start operations in UP. The document outlines strategies for expansion such as opening branches in locations with potential and where other MFIs are already operating successfully. It also discusses conducting surveys of potential locations, a human resource plan to recruit and train 350 credit assistants and 75 branch managers, and an activity chart laying out timelines for surveys, recruitment, training and administrative tasks needed for branch expansion.
In India, RBI has initiated several measures to achieve greater financial inclusion,such as facilitating no-frills accounts and GCCs for small deposits and credit
This document discusses microfinance and building a sustainable microfinance sector in India. It begins by defining microfinance and outlining its current reach in India. It then discusses challenges like high operating costs due to low transaction values, geographic spread, and lack of infrastructure. The document proposes a three-track approach using existing financial institutions, new microfinance institutions, and community-based organizations. It examines multiple dimensions of sustainability and suggests legal and regulatory changes to promote sustainable microfinance institutions in India.
This document discusses microfinance and strategies for building a sustainable microfinance sector in India. It begins by defining microfinance and outlining its current reach in India. It then examines challenges like high operating costs due to low transaction values and lack of infrastructure. The document proposes a three-track approach using mainstream financial institutions, new microfinance institutions, and community-based organizations. It also discusses the multiple dimensions of sustainability and makes recommendations to strengthen the legal and regulatory framework to promote sustainable microfinance institutions in India.
Trend of Zero Balance Accounts under PMJDY - Part - 4Resurgent India
Of the 20 crore accounts opened under the scheme, about 53 lakh have been offered the overdraft facility. But the overdraft was sanctioned for only around 27.5 lakh accounts, of which only around 12.3 lakh accounts availed this facility amounting to a disbursement of Rs.166 crore.
BC Model - An Analysis of the Financial Viability of Customer Service Provide...Tanya Mendiratta
This document provides an analysis of the financial viability of the business correspondent model in India from the perspectives of customer service providers (CSPs or agents) and clients. The study found that agents are struggling with financial sustainability as commissions are often inadequate to cover costs. Clients also expressed a desire for more services through their no-frills accounts, rather than just basic transactions. The study recommends broadening the scope of no-frills accounts, directing more government payments through the BC channel, and increasing financial literacy among clients to improve viability and client satisfaction with the model. It analyzed data from surveys of agents and clients of several participating business correspondents to understand costs, revenues, challenges, and client expectations.
Changing Issues Related to Declining of Non-Performing Assets in Banksijtsrd
This paper explores an empirical approach to the analysis of Non Performance Assets NPAs of public, private, and foreign sector banks in India. the NPAs are considered as an important parameter to judge the performance and financial health of banks. The level of NPAs is one of the drivers of financial stability and growth of the banking sector. This paper aims to find the fundamental factors which impact NPAs of banks. A model consisting oftivo types of factors, viz., macroeco nomie factors and bank specific parameters, is developed arid the behavior of NPAs of the three categories of banks is observed. The empirical analysis assesses how macroeconomic factors and bank specific parameters affect NPAs of a particular category of banks. The results show that movement in NPAs over the years can be explained well by the factors considered in the model for the public and private sector banks. The other important results derived from the analysis include the finding that banks exposure to priority sector lending educes NPAs. The Impact of competitive culture of public,, private, and foreign sector banks in India with in themselves helpes in declining of NPAs from banks. Dr. Mohan S. Rode "Changing Issues Related to Declining of Non-Performing Assets in Banks" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-1 , December 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29684.pdf Paper URL: https://www.ijtsrd.com/management/other/29684/changing-issues-related-to-declining-of-non-performing-assets-in-banks/dr-mohan-s-rode
The Impact of Generative AI and 4th Industrial RevolutionPaolo Maresca
This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
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Weak Bank Mitr networks (with a reported annual attrition rate of 25-35%) in India could severely undermine the PMJDY and the DBT plans of the Government of India. Many Bank Mitrs have stopped offering services because of low commissions for processing G2P payments. However, the government released an Office Memorandum on 16th January 2015 setting the DBT commission rate for rural areas at 1% - much below the costs of delivering the monies and could potentially derail the entire financial inclusion effort of Government of India.
Task Force on Aadhaar-Enabled Unified Payment Infrastructure estimated that a 3.14% DBT commission would be adequate. A new MicroSave costing exercise found that the cost for processing transactions through the agent network is at least 2.63% for each transaction– much higher in more remote rural areas. Prima facie cost to the government for paying DBT commissions appears high, however it could be offset by huge potential savings from reduced administrative costs and reduced payment leakages. A 2011 McKinsey & Company analysis of India’s government payment system, estimated it to be Rs. 1 lakh crore annually (US$22.4 billion).
If the Bank Mitr network needs to be made more sustainable and ensure quality services, an adequate commission rate (MicroSave estimates this to be a minimum of 3%) for the first few years of PMJDY should be considered which can be reduced as the programme scales.
This document discusses rural banking in India. It provides statistics on India's rural population and economy. It then discusses the current state of rural banking, including key challenges like financial exclusion and unprofitability. It also covers opportunities in the rural banking market and improving access. The conclusion is that commercial banks need a coordinated effort with the government and RBI to build an inclusive financial system and reach rural customers through partnerships with business correspondents and collaboration. Tailoring products and delivery models to rural needs is also important.
This presentation aims to look into the supply side dynamics and present views of business correspondent network managers (BCNMs). BCNMs are responsible for the operational heavy lifting to make financial inclusion a reality. Thus, the paper highlights some of the key concerns of this critical stakeholder in the financial inclusion process, as well as their perspectives and expectations from various other stakeholders in financial inclusion space.
This presentation is based on a survey conducted by MicroSave in 2014, with fourteen leading BCNMs. The survey included gathering information on a variety of key outreach, transaction and activity metrics and a questionnaire to elicit qualitative aspects of BC operations. The questionnaire had four main components - (i) background and services offered, (ii) technology details, (iii) business management, and (iv) commissions and incentives.
1) The document analyzes NPA management at Canara Bank through statistical analysis of NPA factors from 2007-2011.
2) It finds a strong correlation between net profit earned and net NPA, but a loose correlation between Canara Bank's net NPA ratio and the average ratio of other PSB banks.
3) Canara Bank's capital adequacy ratio has remained above the mandated level of 9% throughout the period examined.
Yellow Gray and Black Minimalist industries Presentation.pptxSheejaSherry1
ICICI Bank is one of India's largest private sector banks. It was founded in 1994 and has grown to have over 6,000 branches across India. The presentation provides an overview of ICICI Bank, including its key business areas of retail, SME, and rural banking as well as wholesale and treasury operations. It also analyzes ICICI Bank's financial performance, stock market data, and compares it to peers in the banking sector.
Financial Inclusion in India - FIIB Finance Conclave 2013Dhruv Mahajan
The presentation includes everything about Financial Inclusion in India, the history of Financial Inclusion, meaning and objectives of Financial Inclusion, reasons for financial exclusion, measures taken by the government and the road ahead.
INDUSTRY OVERVIEW
Evolution of Banking Sector in India
Structure of Banking in India
Parameters/ Indicator – banking Sector
Growth of the Industry with Examples
Prominent Companies in the Banking Sector
New entrants in the Banking Sector
Exit of Banks
Major Decisions take by the Government for Banking Sector
Fi skoch summit 2009, mumbai on july 17, 2009 dr kc chakrabortyRenu Lamba
The document summarizes a presentation by Dr. K.C.Chakrabarty, Deputy Governor of the Reserve Bank of India, on pushing financial inclusion in India. It discusses the definition of financial inclusion, the scope of products and services to be included, the extent of existing financial exclusion, and steps taken by the RBI to promote inclusion such as no-frills accounts, business correspondent models, and liberalizing branch expansion policies. It also analyzes remaining challenges around scaling up activities and appropriate business models, and calls for greater use of technology, collaboration, and a push to meet targets for expanding access to financial services set in India's National Rural Financial Inclusion Plan.
This document discusses ICICI Bank's entry into microfinance in India. It outlines various models the bank tried, including directly linking self-help groups to branches, outsourcing group formation, and using microfinance institutions as intermediaries. However, these models faced issues with high costs, limited scalability, and constraints on MFI growth. The document raises questions about whether ICICI should modify its existing model or develop a new structure that optimizes capital use, incentives, and long-term scalability to expand microfinance outreach.
The document provides an overview of the banking industry in India and ICICI Bank's operations strategy. It discusses the evolution of banking in India from 1921 to present day. It then analyzes ICICI Bank specifically, including its subsidiaries, corporate strategy, business strategy, deficiencies, and use of various operations strategy frameworks. The document also discusses ICICI Bank's rationale for expanding into South Africa and performs a PEST analysis of the banking sector in South Africa.
Obtaining New Banking Licenses in India: Challenges and OpportunitiesCognizant
Banks applying for new banking licenses in India will be challenged by the Reserve Bank of India's (RBI) stringent new guidelines, which emphasize financial inclusion, rural banking, technology innovation and financial credibility. At the same time, these issues can open opportunities for consulting firms and service providers.
Spandana's expansion plan & strategy in mp and rajasthan 2009-10Manoj Kumar
Spandana plans to expand its operations in Madhya Pradesh, Rajasthan, and Uttar Pradesh over three phases by January 26th. The objectives are to become the market leader in MP, rejuvenate operations in Rajasthan, and start operations in UP. The document outlines strategies for expansion such as opening branches in locations with potential and where other MFIs are already operating successfully. It also discusses conducting surveys of potential locations, a human resource plan to recruit and train 350 credit assistants and 75 branch managers, and an activity chart laying out timelines for surveys, recruitment, training and administrative tasks needed for branch expansion.
In India, RBI has initiated several measures to achieve greater financial inclusion,such as facilitating no-frills accounts and GCCs for small deposits and credit
This document discusses microfinance and building a sustainable microfinance sector in India. It begins by defining microfinance and outlining its current reach in India. It then discusses challenges like high operating costs due to low transaction values, geographic spread, and lack of infrastructure. The document proposes a three-track approach using existing financial institutions, new microfinance institutions, and community-based organizations. It examines multiple dimensions of sustainability and suggests legal and regulatory changes to promote sustainable microfinance institutions in India.
This document discusses microfinance and strategies for building a sustainable microfinance sector in India. It begins by defining microfinance and outlining its current reach in India. It then examines challenges like high operating costs due to low transaction values and lack of infrastructure. The document proposes a three-track approach using mainstream financial institutions, new microfinance institutions, and community-based organizations. It also discusses the multiple dimensions of sustainability and makes recommendations to strengthen the legal and regulatory framework to promote sustainable microfinance institutions in India.
Trend of Zero Balance Accounts under PMJDY - Part - 4Resurgent India
Of the 20 crore accounts opened under the scheme, about 53 lakh have been offered the overdraft facility. But the overdraft was sanctioned for only around 27.5 lakh accounts, of which only around 12.3 lakh accounts availed this facility amounting to a disbursement of Rs.166 crore.
BC Model - An Analysis of the Financial Viability of Customer Service Provide...Tanya Mendiratta
This document provides an analysis of the financial viability of the business correspondent model in India from the perspectives of customer service providers (CSPs or agents) and clients. The study found that agents are struggling with financial sustainability as commissions are often inadequate to cover costs. Clients also expressed a desire for more services through their no-frills accounts, rather than just basic transactions. The study recommends broadening the scope of no-frills accounts, directing more government payments through the BC channel, and increasing financial literacy among clients to improve viability and client satisfaction with the model. It analyzed data from surveys of agents and clients of several participating business correspondents to understand costs, revenues, challenges, and client expectations.
Changing Issues Related to Declining of Non-Performing Assets in Banksijtsrd
This paper explores an empirical approach to the analysis of Non Performance Assets NPAs of public, private, and foreign sector banks in India. the NPAs are considered as an important parameter to judge the performance and financial health of banks. The level of NPAs is one of the drivers of financial stability and growth of the banking sector. This paper aims to find the fundamental factors which impact NPAs of banks. A model consisting oftivo types of factors, viz., macroeco nomie factors and bank specific parameters, is developed arid the behavior of NPAs of the three categories of banks is observed. The empirical analysis assesses how macroeconomic factors and bank specific parameters affect NPAs of a particular category of banks. The results show that movement in NPAs over the years can be explained well by the factors considered in the model for the public and private sector banks. The other important results derived from the analysis include the finding that banks exposure to priority sector lending educes NPAs. The Impact of competitive culture of public,, private, and foreign sector banks in India with in themselves helpes in declining of NPAs from banks. Dr. Mohan S. Rode "Changing Issues Related to Declining of Non-Performing Assets in Banks" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-1 , December 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29684.pdf Paper URL: https://www.ijtsrd.com/management/other/29684/changing-issues-related-to-declining-of-non-performing-assets-in-banks/dr-mohan-s-rode
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This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
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13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
1. WHAT AILS THE INDIAN BANKING SYSYTEM?
DR B S SURAN,
Former MD, NABARD Financial services (NABFINS), Bangalore
Date : 12 Dec 2022
2. OUTLINE OF THE PRESENTATION :
1. The Banking system in India
2. Board contour :of its size and reach of the Indian banking system
3. The importance of the banking system ?
4. The Present challenges and ills in the banking system
1. NPA & Loan delinquency
2. Governance, leadership & HR
3. Customer expectations
4. Regulatory issues
5. Cyber risk, technology, other issues
5. The way forward …..
3. THE BANKING ARCHITECTURE IN INDIA
RBI NABARD DFI- NHB EXIM
OTHER
FI
SBI & PSBS -12
PVT BANKS- 32
FOREIGN
BANKS- 46
SMALL
FINANCE
BANKS- 12
PAYMENT BANK
-6
REGIONAL
RURAL BANKS -
43
COOPERATIVE BANKS
URBAN COOP
BANKS-1534
RURAL COOPS
STATE COOP
BANK -28
ARDBS / MORTGAGE
BANKS- ABT 20
DISTRICT COOP
BANK- 300+
PACS/ SERVICE
BANK- 90000
NBFCs
1000s
4. THE SIZE OF THE BANKING STRUCTURE IN INDIA*
Asset Size
Deposits
Loans
Net Profit
Gross NPA
Rs 195 Lakh Cr
Rs 155 Lakh Cr
Rs 108 Lakh Cr
Rs 1.2 Lakh Cr
Rs 8.37 Lakh Cr * RBI :Trend & progress in India – Dec 21
0
20
40
60
80
100
120
PSB Pvt Banks Foregin
Banks
SFB RRBs COOP
Banks
107
54
8.5
1.5
5.5 7.2
70
45
4.6
1.4 3.2
6.9
Deposits & Advances - of different
Banking agencies – in lakh crore
Deposits Advances
5. BANKING… THE ESSENCE OF ECONOMIC GROWTH !!
The financial sector performs this basic economic function of intermediation essentially through four
transformation mechanisms :
1. liability-asset transformation (i.e., accepting deposits as a liability and converting them into assets such
as loans);
2. size-transformation (i.e., providing large loans on the basis of numerous small deposits);
3. maturity transformation (i.e., offering savers alternate forms of deposits according to their liquidity
preferences while providing borrowers with loans of desired maturities); and
4. risk transformation (i.e., distributing risks through diversification which substantially reduces risks for
savers which would prevail while lending directly in the absence of financial intermediation).
- Dr C. Rangarajan ; Ex RBI Governor
Our aspirational goal of a $5 Trillion economy, would need a growth rate 9% p.a for 5+ years – credit is
essential ingredient for that.
Sector % age share in GDP Bank Credit Outstanding
1 Primary – Agri /Forestry/ Mining 21.8 % 13 Lakh crore ( Agri only)
2 Secondary (Manufacture , elec, gas) 24.29 % 32 lakh crore ( Industry only)
3 Tertiary ( services sector) 53.89 % 27 Lakh crore
- Retail loans 29 lakh crore
12. GOVERNANCE & HR ISSUES
.
Chart IV.31: Share of Independent Directors in PVBs
( At end-March 2021)
Note: The whiskers of the boxplots are indicative of maximum and
minimum share of independent directors on the board. The coloured
box shows distance between first quantile and third quantile.
Horizontal line in each box shows the median while ‘X’ shows the
mean. The points outside box represent outliers.
Source: RBI.
Chart IV.32: CEO Pay vis-a-vis Average Employee Pay
( At end-March 2020)
Source: RBI.
• LEADERSHIP / CEO related
• Executive Compensation
• Functional independence of
Board ?
• Staff related challenges –
attitudes , rural postings
14. Client OutReach : Extent of the Population reached and serviced by the bank ?
- Continues to be low, despite massive efforts by the govt / RBI / banks
- Deposit accounts – PMJDY basic bank accounts - 475 Million accounts
- Credit accounts to clients continue to be low
- Rural hinterlands the division is more pronounced
- Kisan credit card (1998) – 73 million cards / 140 Million farm households
- Rupay Cards – 32 million
- World Bank – Findex rating – 78% of the population is financially included
- RBI – Financial inclusion Index – ( Access – 35%; Usage – 45%; quality -20%) –
on a zero- 100 scale reports India’s position as 56.4%
18. 1. Capital adequacy requirements – BASEL Norms
2. Asset – Liability Mismatches – In addressing
longer term credit requirements for infrastructure etc
3. Efficiency and productivity related issues
21. TECHNOLOGY RISKS FACED BY BANKS
• DAY TO DAY banking operations and transactions
•
• Cyber security: Phishing, malware attacks
• IT resilience and business continuity ,
• Vendor and third party risk
• Data management risk : Storage and retrieval of banking
data