Bank Balance Sheet Analysis
- A statement of the assets, liabilities, and capital of a business or other organization at a particular point in time, detailing the balance of income and expenditure over the preceding period
- In financial accounting, a balance sheet or statement of financial position is a summary of the financial balances of a sole proprietorship, a business partnership or a company. Assets, liabilities and ownership equity are listed as of a specific date, such as the end of its financial year.
- a record of the financial situation of an institution on a particular date by listing its assets and the claims against those assets
- : A summary of a person’s or organization’s assets, liabilities and equity as of a specific date
balance sheet
- The process of separating something into its constituent elements
- the abstract separation of a whole into its constituent parts in order to study the parts and their relations
- The identification and measurement of the chemical constituents of a substance or specimen
- Detailed examination of the elements or structure of something, typically as a basis for discussion or interpretation
- an investigation of the component parts of a whole and their relations in making up the whole
- a form of literary criticism in which the structure of a piece of writing is analyzed
analysis
- tip laterally; “the pilot had to bank the aircraft”
- The land alongside or sloping down to a river or lake
- An elevation in the seabed or a riverbed; a mudbank or sandbank
- sloping land (especially the slope beside a body of water); “they pulled the canoe up on the bank”; “he sat on the bank of the river and watched the currents”
- depository financial institution: a financial institution that accepts deposits and channels the money into lending activities; “he cashed a check at the bank”; “that bank holds the mortgage on my home”
- A slope, mass, or mound of a particular substance
bank
bank balance sheet analysis – Wilson Jones
Rigging libor Citigroup CEO Vikram Pandit Admits that Seigniorage Banksters Lost Market Control & Customers Trust. Says: “let’s go back to Banking Basics” to leash 200 million citi victims in 160 coun
Here is citi-Sponsored article from The Telegraph (citi uhauled laundered cash of the Russian Oligarchy owners of this British Bankrupt Newspaper):
Citigroup CEO Vikram Pandit: It’s about getting back to the basics of banking
In a rare interview, Citigroup CEO Vikram Pandit tells the Sunday Telegraph how he plans to change the culture at the US giant.
Having become chief executive of Citi in 2008 as the financial crisis tore at Citi’s very fabric – saved only by a $20bn (£12.8bn) government bailout and US taxpayers taking a 34pc stake in addition – Pandit has been in a race against time to restructure and stabilise Citi, a banking icon brought low by excess. Photo: Bloomberg
By Damian Reece, Head of Business
9:50PM BST 14 Jul 2012Comment
Vikram Pandit is the quiet man of Wall Street. Or at least he’d like to be. But as chief executive of Citigroup, once the world’s biggest bank which fell from grace further and faster than any other major lender in 2008, he can’t expect to escape the spotlight any time soon. Tomorrow he steps front and centre, when he’ll be replacing, however briefly, the controversial figure of Jamie Dimon, his opposite number at JP Morgan, as the latest Wall St boss to unveil quarterly results.
Top of the agenda will be Citi’s latest earnings figures but the Libor scandal, and the bank’s involvement, won’t be far behind. Citi is one of the 16 banks which submit borrowing costs to set Libor so won’t escape the controversy easily. Pandit has seen first hand how the Libor scandal has caused banking culture to be likened to a cesspit by politicians and central bankers in the UK and he’s acutely aware how damaging such perceptions are. Having become chief executive of Citi in 2008 as the financial crisis tore at Citi’s very fabric – saved only by a $20bn (£12.8bn) government bailout and US taxpayers taking a 34pc stake in addition – Pandit has been in a race against time to restructure and stabilise Citi, a banking icon brought low by excess.
But as the latest scandal breaks over the banking industry, the Citi chief executive is determined to see lasting change within his own bank, and the industry more generally. His prescription is simple but amounts to nothing less than a blueprint for the future. "I think culture and leadership are essential pieces of the fabric of a bank," he said. "Four years ago we set out on a journey to make sure that Citi had the right strategy. Fundamental to the strategy is having the right culture. For us this is a culture and strategy based on practising responsible finance. "You know what that is? It’s about three questions. Before we transact, before we interact with our clients, we ask ourselves is it right for my client? Does it add any economic value? And is it systemically responsible? We should only proceed if the answer is yes to all three."
Pandit will expect to escape the intense scrutiny being experienced by his Wall Street counterpart Dimon, who is struggling to contain the fallout from JP Morgan’s $4.4bn of London-based trading losses. But Citi and Pandit face their own issues. As well as addressing Libor, Pandit has already had to face shareholder ire during the US leg of the shareholder spring this year. His $15m pay packet was rejected by investors (he was paid $1 a year for the previous two years). Citi investors are still without a dividend after its rescue by the US government and although the bank’s capital position is sound again, it has failed to persuade regulators it is a solid enough proposition to return some of its excess cash to its owners. Add all that to the wider concerns of how a global bank can make a return above its cost of capital – as the world economy slows and hawkish regulators squeeze Citi’s room for manoeuvre – and Pandit has a problem or two to deal with. "In the last four years I’ve been involved in one of the most significant transformations in corporate history and certainly in banking history," says Pandit. "We’ve simplified the company by going back to our heritage, our DNA. It’s really about us getting back to the basics of banking rather than being a [financial] supermarket. It’s about supporting the real economy. Banking serving clients rather than itself. It’s about practising responsible finance." Pandit is the softly spoken antithesis to the New York-born pugilist Dimon, who loves to take on all comers. Born in Nagpur, India, to a comfortable Maharashtrian Brahmin family, Pandit comes across as a thoughtful, softly spoken individual – the "anti-Dimon" as the New York Times christened him.
He came to prominence when he joined Citi’s ranks having sold his Old Lane hedge fund business, which came with about $4bn of funds under management, to the bank
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The Secretary of State for Business, Innovation and Skills (Vince Cable): Creating a strong and balanced economy continues to be the Government’s priority. This means creating an environment in which entrepreneurs find it easy to start and grow a business, and pursuing demand management policies that stimulate growth and maintain financial stability.
There is also a role for an industrial strategy, which I shall set out in detail tomorrow. This means addressing the need for a long-term vision and having the courage to take decisions that bear fruit decades later, and focusing on the things we do best. There are two main themes, one of which is the need for long-term decision making. Many industries operate on that basis, including a company that I worked for, Shell, which thought in terms of decades. The other theme is the need for partnership between business and industry. Very few countries have a purely laissez-faire approach, and we should learn from their experience. We also should draw on our experience; I have learned much from some of my predecessors, particularly Lord Heseltine, who has an office in my Department and is contributing valuably to thinking on this subject.
We have identified several specific fronts on which Government action can have a real and early impact, including access to finance; partnership with specific sectors; support for emerging technologies; creating a pipeline of skilled workers; Government procurement; and the development of supply chains. In the short time available, let me say a little about each of them.
On access to finance, we are living in the aftermath of a disastrous banking collapse. Big firms, by and large, can raise short and long-term finance via capital and equity markets. The latest SME Finance Monitor, however, shows that in the last 12 months, 33% of businesses that applied for loans were rejected. The big banks, including the semi-state-owned banks, are preoccupied with repairing damaged balance sheets and there is a real shortage of long-term patient capital for business. We are tackling these issues by launching the funding for lending scheme, which reduces the cost of funding for banks that increase their lending; running schemes such as the enterprise capital funds and the enterprise finance guarantee to help early-stage businesses without a track record or collateral to access venture capital finance or bank finance; and stimulating the development of non-bank financial sources through the £1.2 billion business finance partnership. The big banks have launched the £2.5 billion business growth fund to provide equity. We are now actively looking at a proposal to establish a business bank that could work through alternative providers such as the new challenger banks and non-bank lenders to direct private capital towards growth and innovation and to corral our existing interventions, such as co-investment and guarantees.
Secondly, let me say a word on the sectoral approach. The second strand of the industrial strategy is to build on a collaborative strategic partnership with key sectors.
Of course, different industries require different degrees of business support and collaboration. At one end of the spectrum, much of the economy flourishes on its own. Here our efforts are best placed on making the UK a good place to do business, with attractive policies on taxation, regulation and free and efficient markets. At the other end of the spectrum, there are sectors that require a long-term, strategic partnership with Government; the Automotive Council and the aerospace leadership groups are good examples. Tomorrow, my Department will publish a new analysis of UK sectors, setting out those areas where support should be focused—in particular, advanced manufacturing; knowledge-intensive services, professional services and higher education; and industries that provide key inputs to our internationally traded activities, such as the digital economy and the energy supply chain.
Thirdly, on technology, one of the most powerful levers at our disposal is the potential of innovative technologies. Ground-breaking technologies are often too risky or resource-intensive for individual companies to nurture on their own, so the Government have an important role to play in accelerating the journey from academic research to commercial application. The Government Office for Science is in the process of updating its Foresight report on “Technology and Innovation Futures”, taking a fresh look at technologies with the potential to support sustained economic growth over the next 20 years or so. The report has identified a number of technologies that can have a material effect on future growth rates. The Technology Strategy Board is now concentrating on supporting the nascent disruptive technologies that have the potential to grow into new industries within a decade or more.
BANK BALANCE SHEET ANALYSIS 