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Royal Bank of Scotland’s Profit Fell 63% in Third Quarter

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Royal Bank of Scotland reported on Friday a 63 percent drop in operating profit to £267 million, or $428 million, in the three months through September as volatility in European financial markets continued to hit its investment banking operations.

R.B.S., which is based in Edinburgh, said revenue from its investment banking business fell 29 percent to £1.1 billion in the quarter. The bank has halved the size of the unit since 2008.

Other European banks, including Deutsche Bank and Barclays, also have announced similar reductions in their investment banking activity as a result of the Continent’s sovereign debt crisis.As Europe’s financial players continue to tackle issues related to the debt crisis, R.B.S. said it had taken a £142 million impairment loss on Greek sovereign debt in the third quarter of 2011.

‘‘In the current hostile market environment, R.B.S. is making good progress on its restructuring plan,’’ the bank’s chief executive, Stephen Hester, said Friday on a conference call. He added that R.B.S.’s exposure to other distressed European sovereign debt was now negligible.

The bank, which is 83 percent owned by the British government after it received a £20 billion bailout in 2008, said its net earnings had been helped by a £2.4 billion gain on its own debt. On the back of the third quarter’s one-time accounting gains, R.B.S.’s net profit in the three months through September was £1.2 billion, compared with a £1.1 billion loss in the same period last year.

R.B.S.’s core Tier 1 capital ratio, a measure of the bank’s ability to withstand financial shocks, rose slightly to 11.3 percent at the end of the third quarter. European regulators want banks to raise the ratio to 9 percent as policy makers seek to protect banks from a worsening of the sovereign debt crisis.

The markets reacted positively to the announcement. In mid-morning trading in London, R.B.S.’s shares were up 4.6 percent. The company’s stock price has fallen 44 percent so far in 2011.

The bank has looked to cut its balance sheet and move away from its previous reliance on investment banking. Since Mr. Hester became chief executive of R.B.S. in 2008, he has reduced the work force by 27,000 and trimmed the bank’s balance sheet by more than £2 trillion.

During the third quarter of 2011, the bank said it had disposed of £3 billion of assets and run off an additional £4 billion. A further £1 billion of asset sale deals had been signed, but hadn’t been completed, the company said in a statement. ‘‘Market conditions continue to be serious, but it is different than in 2008’’ Mr. Hester said. ‘‘This time, the focus is on sovereigns, not the banks.’’

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Australia's ANZ Banking Group posts $5.5 B profit

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One of Australia's largest banks, ANZ Banking Group, on Thursday posted a 19 percent rise in annual profit to 5.36 billion Australian dollars ($5.54 billion), boosted by a fall in bad debts. Australian banks proved resilient against the global economic downturn and remain among a handful of banks in the world to maintain a AA credit rating.

The Melbourne-based company said its highest ever net profit for the year to Sept. 30 was up from AU$4.5 billion in the previous 12 months. A 31 percent drop in ANZ's provision for bad debts to AU$1.24 billion boosted the net profit, while all divisions posted profit growth.

But ANZ's operating income fell in the second half of the year, due to subdued global markets, chief executive Mike Smith said. "The global economic situation saw trading conditions for our markets business deteriorate significantly," he said in a statement.

"This more difficult operating environment -- characterized by ongoing economic volatility, cautious consumer and business behavior, and higher funding and capital costs for banks globally -- is likely to be with us for some time," he added.

Smith forecast global market volatility to continue for the next two years. Rival bank Westpac Banking Corp. on Wednesday posted a 10 percent increase in profit to AU$6.99 billion, the largest yearly profit ever achieved by an Australian bank.

ANZ shares lost a fraction of a percentage point to AU$20.59 after the news, while the broader Australian market opened higher on Thursday.

ANZ has the largest institutional division of the four dominant Australian banks. Its institutional division profit rose by 9 percent to AU$1.895 billion, despite a fall in income during the second half of the year in its global markets business.

Its Australian division posted a profit of AU$2.78 billion in the year through September, up 2 percent from the previous year. The Asia Pacific, Europe and America division increased profit by 16 percent to AU$721 million, as ANZ's Asian expansion continues.

Global markets income fell by 28 percent from the previous year because of volatility and the bank's decision to be risk averse.

"Market conditions have been incredibly difficult in the last quarter," Smith said. "It was very hard to read these markets and we ... maintained a risk-off strategy."

"That's now changed and ... the first month of the year has been a very good result," he added.

ANZ increased the size of its loans and advances by 8 percent from the previous year to AU$397.3 billion, while customer deposits were up by 16 percent to AU$298.8 billion, the bank said.

Smith said Australia's economy remained multi-speed and the housing market was expected to be flat for some time. He said he expected credit growth in fiscal 2012 to be similar to that experienced in fiscal 2011.

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Bank of America drops debit card fee plan

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Bank of America blinked on Tuesday. The bank has canceled its plans to add a monthly $5 fee for debit card usage. The fee, announced in late September, was widely panned by consumer groups. It also created a backlash from customers who vowed they'd dump the bank for one that didn't have a fee.
The bank, based in Charlotte, N.C., announced its about-face by issuing a terse press release on its website citing "customers' voices" for the change of heart.

"In response to customer feedback and the changing competitive marketplace, Bank of America no longer intends to implement a debit usage fee," the statement says. The move comes as a huge relief to many in the region. Bank of America is the second-largest bank in the St. Louis area, trailing only Minneapolis-based U.S. Bank.

As of June 30, Bank of America had about 60 branches locally and it grew its market share of local deposits to 12.4 percent at the end of June, up from 12 percent in mid-2010. Anne Pace, a spokeswoman for Bank of America, declined to say whether the company experienced a spike in account closures since announcing plans for the debit card fee.

But customers' threats to dump Bank of America should not come as a surprise, given the down economy, said St. Louis University finance professor Mike Alderson. Bank of America's reversal is "reminiscent of what often happens in the airline industry where an airline increases fares," he said. "It only sticks if competitors go along with it."

Despite its heft as the country's second-largest bank, Bank of America faced increasing pressure to reverse itself after national competitors backpedaled on imposing similar debit card fees. Last week, JPMorgan Chase & Co. and Wells Fargo & Co. canceled tests of similar debit card fees. On Monday, Regions Bank and SunTrust Bank both announced they were reversing course on debit card fees.
Regions Bank, based in Birmingham, Ala., is the fourth-largest retail bank in the St. Louis area. It said it would refund the $4 fee to any customer who paid it. Atlanta-based SunTrust canceled its plans to roll out a monthly debit card fee, which was set to go into effect this week. The quick reversal by the banks based on the outcry of customers should be viewed as a positive sign, said Joe Stieven, president of Stieven Capital Advisors in St. Louis and a longtime bank analyst. "As Americans, it should remind us of the idea that capitalism works," he said. "The free market is working."

Still, the banking industry's retreat from a debit card fee doesn't mean customers can escape higher fees elsewhere. The industry continues to seek other fees and revenue sources after regulators sharply lowered the amount that banks can charge for debit card transactions. "They have to," Alderson said. "You can't provide banking services at zero costs."This past spring, for example, Bank of America raised the monthly fee on its basic checking account to $12, from $8.95.

Bank of America is also testing a new menu of checking accounts with monthly fees ranging from $6 to $25 in Arizona, Georgia and Massachusetts. Bank of America's Pace said the pilot program is seeing "good results" and that the bank plans to move ahead with its rollout sometime next year. Other, smaller fees may be nicking away at customer accounts as well. In September, the bank instituted a $5 fee to replace debit cards, with overnight rush delivery costing $20. Both services had previously been free. The unwelcome changes for consumers aren't limited to Bank of America.

Chase this year also doubled the fee on its basic checking account to $12 a month. But the bank says it will end a test in Georgia of a basic checking account that charged a $15 monthly fee. While many consumers reluctantly accept higher account fees, an additional fee just for using a debit card became a lightning rod for bank critics. "Banks are everyone's whipping boy," Alderson said. The Associated Press contributed to this report.

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MAJOR COMPANIES DECLARE RESULTS

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Meezan Bank Limited has announced 130 percent growth in the net profit to Rs2.29 billion for the nine months ended on September 30 against Rs995 million net profit during the corresponding months last year, a statement said on Monday.

The accounts were approved by the board of directors of Meezan Bank in its 54th meeting held on October 30 at the bank’s new head office in Karachi, presided by Sheikh Ebrahim Bin Khalifa Al-Khalifa, Chairman of the Board, it said.

The earning per share (EPS) increased to Rs2.85 from Rs1.24 during the same period under review. Meezan Bank’s total assets crossed Rs179 billion during the corresponding period.

Deposits also increased from Rs131 billion in December 2010 to Rs151 billion in September, an increase of 16 percent, which is significantly better than the growth in deposits recorded by the banking sector for this quarter.

The board also inaugurated the banks impressive new head office, which now houses approximately 400 staff. A flag-hoisting ceremony was conducted on the occasion Sheikh Ebrahim Bin Khalifa Al-Khalifa, Chairman of Meezan Bank’s Board and M A Rauf Siddiqui, Minister of Industries and Commerce, Government of Sindh.

All members of the bank board, including Vice Chairman Abdullateef A Al-Asfour planted trees at the premises to commemorate the occasion of their first visit to the bank’s new head office building, the statement said.

Former Justice Muhammad Taqi Usmani, Chairman of Meezan Bank’s Shariah Supervisory Board, also visited the head office. He visited the head office building with President and CEO of Meezan Bank, Irfan Siddiqui, and appreciated the facilities provided in the building.

He admired the bank’s contribution towards the establishment of Islamic banking in Pakistan and also planted a tree at the premises to commemorate the occasion. Meezan Bank is the first and largest Islamic bank in Pakistan with a network of 240 branches in over 60 cities across Pakistan and offers a complete range of Islamic banking products and services, including free online banking for all Pakistan rupee accounts at all its branches.

The bank’s retail banking network is supported by 24/7 banking services that include over 190 ATMs, Internet banking and a 24-hour Call Centre.

The bank’s VISA Debit card allows its customers to shop at more than 30 million merchants worldwide and withdraw funds from their accounts from more than 1.4 million ATMs worldwide.

PIA losses surge by 74pc

The losses of Pakistan International Airlines (PIA) surged by 74 percent to Rs19.29 billion for January/September period from Rs11.09 billion incurred during the same period last year, a statement said on Monday.

This translated into a loss per share of Rs7.23 for ‘A’ class ordinary shares of Rs10 from Rs4.55 last year, according to the airlines’ profit and loss accounts available at the Karachi Stock Exchange. The loss is mainly seen due to 224 percent increase in the loss from operations to Rs10.94 billion from Rs3.37 incurred during the same period last year.

The net revenue surges by 12.44 percent to Rs83.38 billion from Rs74.36 billion. During the period under review, the aircraft consumed fuel worth Rs45.38 billion from Rs30.65 billion last year, showing an increase of 48 percent on yearly basis. Alone in the July/September quarter, PIA suffered a loss of Rs8.57 billion from Rs4.60 billion in the same period last year, while the revenue stood at Rs27.79 billion from Rs25.05 billion.

Engro profit grows by 34pc

Engro Corporation’s profit after tax grew 34 percent to Rs5.43 billion in January-September 2011 period from Rs4.5 billion earned in the same period of last year. The Board of Directors of the company recommended the second interim cash dividend of Rs2 per share, which took the cumulative payout so far this year to Rs4 per share.

“With the latest increase in urea prices by Rs400 per bag, we expect annualised profits of its fertiliser business will improve by Rs14-15 per bag in 2012,” said Farhan Mahmood, an analyst at Topline Securities.

He added that much would depend on the level of gas supply to the company. The earnings per share (EPS) increased by 27 percent to Rs14.21 from Rs11.17 last year.

The EPS is calculated after adding profit attributable to non-controlling interest, which rose to Rs5.59 billion from Rs4.39 billion. The net sales of the company increased by 47 percent to Rs78.82 billion from Rs53.56 billion, it added. Mahmood said major contribution in earnings came from its fertiliser business, which accounts for 28 percent of the company’s net revenue. Its share in EPS rose to Rs8.9 from Rs7.3 per share. Share of food business surged to around Rs0.96 from Rs0.14 last year.

Growth in fertiliser business primarily came from better urea sales after the commissioning of new plant (Enven), while food business grew amid higher margins and controlled distribution expenses, he added.

PSO earns Rs2.5bn profit

The Pakistan State Oil (PSO) has reported an after tax profit of Rs2.5 billion in the first quarter of the financial year 20011/12 against Rs0.8 billion in the same period of the last fiscal, a statement said on Monday. The sales revenues of the PSO grew to Rs279 billion during the periods under review representing a growth of 38 percent over the same period last year, it said.

The Board of Management of the PSO convened on Monday at the PSO House to review the company’s performance over the first quarter period from July to September 2011, it said.

During the period under review PSO’s white oil sales grew to 1.3 million tons in comparison to 1.2 million tons during the same period last year. The black oil sales remained steady at 1.8 million tons, the statement said.

The PSO’s market share in the black oil and white oil segments stood at 77.1 percent and 52.5 percent, respectively, thereby contributing to an overall market share of 64.4 percent, it said.

FFC earnings up

The Fauji Fertiliser Company (FFC) reports 97 percent increase in its net earnings to Rs13.83 billion for the nine-month period ended on September 30 against Rs7.02 billion earned during the same period last year.

This translated into an earning per share of Rs16.31 on yearly basis from Rs8.28, according to the profit and loss accounts.

The board of directors also recommended the third interim cash dividend of Rs5.50 per share, taking cumulative cash dividend for the ongoing year to Rs14.75 per share.

The company’s net sales witnessed a growth of 35 percent on yearly basis during the period under review to Rs38.53 billion against Rs28.50 billion in the corresponding period last year.

Gross margins improved to 57 percent from 45 percent in the same period last year.

On the expenses front, distribution costs for the company rose by 13 percent on yearly basis to Rs3.3 billion. The growth in the bottom line was further supported by other income, which grew by 96 percent on yearly basis mainly on account of higher dividend income from Fauji Fertilizer Bin Qasim Limited, JS Research reported.

Alone in the third quarter for the calendar year 2011, the company posted robust EPS of Rs6.7, up by 195 percent on yearly basis.

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Europe banking giants reveal recapitalization costs

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Major European banks have revealed approximate costs of their proposed recapitalization under new European requirements, introduced to secure banks if the debt crisis worsens. Leaders of EU countries who gathered for an emergency summit in Brussels earlier this week set June 30 as a deadline for major EU banks to accumulate 9 percent in core reserves after sovereign debt writedowns. According to EBA estimates, banks will need to accumulate more than 106 billion euro ($150 billion) to meet the target.

The move is designed to enhance the stability of the region's banking system and will help it to stay afloat if financial situation worsens significantly, including a possible default of a troubled euro zone country.
According to EBA estimates, banks of Greece will require 30 billion euro ($42.4 billion), Spanish banks - 26.2 billion euro ($37 billion), Italian banks - 14.8 billion euro ($21 billion), French banks - 8.8 billion euro ($12.5 billion). German lenders will have to amass 5.2 billion euro ($7.4 billion) and banks in the United Kingdom will need no funds at all. Banks said on their website they plan to seek state support only as a last resort, and will try to raise the funds on the market.

Spain's largest bank Santander will require almost 15 billion euro ($21.2 billion), while BBVA will have to raise funds of 7.1 billion euro ($10 billion). France's three largest banks - BNP Paribas, Societe Generale and BPCE Group will need 8.8 billion euro ($12.5 billion) in total. Though Italy's major lender Intesa Sanpaolo will not require to raise capital, other major banks - Unicredit and the world's oldest bank Monte dei Paschi di Siena will need 7.4 billion euro ($10.5 billion) and 3.1 billion euro ($4.4 billion), respectively.

Germany's largest bank, Deutsche Bank, will require 1.2 billion euro ($1.7 billion) and said it had no plans to seek aid from the government. Another lender, Commerzbank, will require almost 3 billion euro ($4.2 billion) for recapitalization. Austria's Raiffeisen will need 1.9 billion euro ($2.7 billion) to meet new requirements.

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Europe banks told to find extra €106bn as protection against Greek losses

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European bank shares leaped in the wake of the eurozone debt deal even though some of the continent's biggest banks were ordered to find an extra €106bn (£93bn)to cushion themselves against potential losses in Greece and other troubled countries.

The capital shortfall was smaller than had been feared and analysts calculated that many banks would be able to fill the gaps by reducing their loans, halting dividends and bonuses and selling off businesses – rather than turning to taxpayers for a bailout – by the June 2012 deadline. Analysts at Credit Suisse calculated that such action might eventually reduce the capital shortfall to just €20bn.

Banks in Greece will need to find €30bn, already earmarked from the country's bailout package. Spanish banks – including Santander which has a presence on the UK's high streets and needs €15bn – will need €26bn. Britain's banks were given a clean bill of health and the tripartite authorities (the Treasury, Bank of England and Financial Services Authority) said the strength of the UK's banks "reflects the actions taken to improve the resilience of the UK banking system since the financial crisis began".

Shares in Barclays, which jumped 17%, helped to pull the FTSE 100 index of leading shares higher. The main index used to measure bank shares, Stoxx, was up almost 9% – one of its largest daily rises since May 2010.

The attempt to restore confidence in Europe's banks was announced late on Wednesday, hours before a tentative deal was hammered out with holders of Greek government bonds – also largely banks – to accept losses on their investments.

The "voluntary" deal with the bondholders was agreed only after a late-night intervention by Angela Merkel and other EU leaders, and was intended to reduce Greece's debt burden to 120% of its national output by 2020, down from 180% now.

Keeping the terms "voluntary" is important to the markets, which are trying to avoid a disorderly default that might allow bondholders to claim on insurance they have bought against default, called credit default swaps.

Market experts cautioned that much work needed to be done on the intricate and ground-breaking debt restructuring, or else it might only buy time before Greece was again forced to ask for help.

Under the terms known so far, holders of Greek bonds are to take a 50% "haircut", or loss, on their investments. They are expected to get a sweetener of around €30bn from the existing Greek bailout to make the loss more palatable.

The body that will decide whether the debt restructuring is an "event" that would force insurance policies to pay out is the International Swaps and Derivatives Association. Richard Metcalfe, global head of policy at ISDA, said: "All through, this process looks like it was intended to be done on a voluntary basis, there might be moral pressure to accept those terms but there is still the right to accept it or not."

There was some concern that the banks would take steps to fill the shortfalls identified by the European Banking Authority by reducing their lending, and so impede any European recovery.

"Some banks in the region have already made it clear that they intend to raise their capital ratios by shrinking their loan books – with adverse economic effects – rather than by injecting new funds," said Jonathan Loynes, chief European economist at Capital Economics.

"We still expect the crisis to prompt a prolonged recession in the eurozone, further turmoil in global financial markets and, at some point, the end of the euro itself in its current form," he said.

The EBA acknowledged the concern over lending by saying there was a need for the European Central Bank to help support banks in the money markets. "This would help banks to continue their lending activities in 2012 and to avoid a spiral of forced deleveraging [downsizing] and the ensuing credit crunches, which would affect the real economy," it said.

The affected banks now have to draw up plans by the end of the year to show how they plug their shortfalls – "without excessive deleveraging, so as to contain the potential impact on the real economy".

Banks will not be able to issue dividends or bonuses unless they prove they can meet the threshold of capital – set at 9% – by the June 2012 deadline.

If banks are not able to raise the capital themselves they will be able to turn to their governments to plug the gap. Many banks in Greece and Cyprus are expected to face nationalisation.

Santander – which bought Abbey National, Alliance & Leicester and parts of Bradford & Bingley in the UK – is confident it can find the €15bn capital shortfall. It already has a €8.5bn bond that will convert into shares, which takes the shortfall to €6.5bn, and can take other measures to preserve capital.

Among the other banks that need to find capital are France's Société Générale and BNP Paribas, which are both convinced they can find the cash by reducing their balance sheets.

Analysts at Credit Suisse noted that of the €106bn, €30bn had been already allocated to Greece through previous bailouts, some €10bn was available through convertible bonds, €8bn was for Portugal which already has IMF funds available, €7bn related to banks already in trouble and €6bn could be saved through dividends. This reduced the headline figure to around €20bn.

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EU banks face 106 bln euro capital shortfall

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The European Banking Authority hopes its three-pronged approach -- raising core capital levels, addressing sovereign debt exposures, and ensuring funding guarantees -- will restore confidence without crimping lending in a fragile economy.

However, signs were emerging that the amount of actual capital that will need to be raised will be far lower than the 106 billion euro headline figure. Euro zone leaders were also trying to reach a deal in Brussels on how much of their holdings in Greek debt should be written down, an exercise that could overshadow the attempt to bolster weak banks.

The 106 billion euro shortfall dwarfs the 2.5 billion euros of capital needed by the seven banks that failed the EBA's stress test of 90 lenders in July. But it is only about half of what the International Monetary Fund and some analysts have said is needed to shore up banks properly.

Greek banks will need an extra 30 billion euros of capital, the EBA said, though it added that this was covered by an existing programme of aid, which appeared to reduce the total amount of fresh capital needed.

Banks will have to hold core Tier 1 capital of at least 9 percent. The capital raised, which for some will also entail a top-up temporary buffer to cover sovereign debt risk, will have to be of the "highest quality", said the banking watchdog.

But Spain won a concession to allow the inclusion of convertible bonds owned to calculate the level of capital, which may cut its capital raising bill. Its banks had needed to raise over 26 billion euros and Italy's lenders need 14.8 billion euros, both more than most analysts had forecast. The capital needs for other countries was broadly in line with analysts' expectations.

The EBA did not disclose how much individual banks would need. In Spain, Santander and BBVA are likely to need to bolster capital, alongside Bankia and smaller cajas.

The inclusion of debt that can be converted to common equity means the Spanish banks can use the 9 billion euros of convertible capital they already hold to meet just more than a third of the shortfall identified by the EBA, a Spanish government source told Reuters.

Other big name banks that might need to add capital include Italy's UniCredit and Germany's Deutsche Bank.

The Bank of France said BPCE needed 3.4 billion euros, Societe Generale 3.3 billion euros, and BNP Paribas 2.1 billion. France's other big bank, Credit Agricole did not need fresh capital, it said.

Banks are expected to withhold dividends and bonuses as part of their efforts to meet the new capital hurdle, which exceeds the 7 percent minimum world leaders have agreed to phase in from 2013.

"The building of these buffers will allow banks to withstand a range of shocks while still being able to maintain an adequate capital level," the EBA said.

FUNDING

To address another problem being faced by many banks -- the difficulty in funding themselves -- public guarantee schemes will be set up "where appropriate to support banks' access to term funding at reasonable conditions".

Banks would have to pay a fee for these guarantees. "The EBA has been asked to work with the European Union Commission, the European Central Bank and European Investment Bank to urgently explore options for achieving this objective," the watchdog said.

The EBA says it wants to "avoid a spiral of forced deleveraging and the ensuing credit crunches, which would affect the real economy". A temporary buffer to cover banks' exposure to stressed sovereign debt forms part of the overall 106 billion euro capital requirement from the 70 banks reviewed by the EBA.

The authority said the 106 billion euro total is preliminary and indicative, with a final figure to be published next month, when banks will be asked to reveal their final capital shortfall figures on an individual basis.

Banks will have until the end of the year to tell supervisors how they will make up the capital shortfall by the June 2012 deadline. The EBA said that existing convertible instruments -- hybrid debt that converts to equity at a pre-set trigger point -- will not be eligible for making up capital shortfalls unless they will be converted into common equity by October 2012.

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Chinese Banks’ 22% Profit Jump May Fail to Boost Valuations

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China’s four biggest banks, forecast this week to report higher third-quarter earnings than the four largest U.S. lenders, may be stuck with valuations near record lows amid investor concern that bad loans will rise.

Industrial & Commercial Bank of China Ltd., the world’s most-profitable lender, and its three biggest local rivals may report a 22 percent gain in combined third-quarter net income to 164 billion yuan ($25.8 billion), according to the median estimate of eight analysts surveyed by Bloomberg. That’s 41 percent more than the $18.3 billion posted by the top four U.S. banks including JPMorgan Chase & Co. in the most recent quarter.

Shares of China’s biggest banks have fallen an average 23 percent this year as policy makers’ efforts to curb inflation by raising rates spurred concerns that loans to developers, small companies and local governments may sour. An economic slowdown, a slump in the property market, reports of manufacturer defaults in China’s informal credit market and Europe’s debt crisis may continue to weigh on valuations, which dipped to a record low at the end of last month.

“Chinese bank shares are unlikely to rally in the foreseeable future, or at least in the rest of the year, given the uncertainties not only in China but also those globally,” Wilson Li, a Shenzhen-based analyst at Guotai Junan Securities Co., said by telephone on Oct. 24. Guotai Junan is China’s top- ranked arranger of domestic corporate bond sales, according to Bloomberg data.

Slower Growth, Inflation

China’s economy grew 9.1 percent in the third quarter, the slowest pace since 2009, as government officials tightened lending rules and export demand weakened. Inflation moderated to 6.1 percent in September after reaching a three-year high of 6.5 percent in July.

Bad debts at Chinese banks may climb to 1.5 percent by the end of next year, and 1.8 percent by December 2013, according to the median estimate of seven analysts surveyed by Bloomberg.

The four biggest lenders reported an average bad-debt ratio of 1.16 percent at the end of June. Loans are classified as nonperforming debt typically when principal or interest payments are overdue for more than 90 days, according to filings with the Hong Kong Stock Exchange.

Property Slump Risk

A slump in property prices would cut into developers’ income and curtail their ability to service loans or take on additional credit, leading to defaults, said May Yan, a Hong Kong-based analyst at Barclays Capital Inc. Exporters and small companies may face a similar problem as economic expansion slows and inflation drives up costs of raw materials.

China’s banking regulator asked lenders to increase capital buffers and expand their reserve base this year to avert a banking crisis following a $2.8 trillion two-year credit boom that began in 2009. Investors’ concerns escalated after Fitch Ratings said in April that it’s “not inconceivable” the bad- debt ratio may climb to 30 percent, without specifying a timeframe.

“Ultimately, potential losses will prove to be much smaller than what people are expecting,” said Victor Wang, a Hong Kong-based analyst at Macquarie Capital Securities Ltd. “However, for these things to fully play out, it will take a very long time.”

China’s four biggest banks, all of which are based in Beijing, are trading at an average 1.07 times their estimated 2012 book value, according to data compiled by Bloomberg. The average for JPMorgan, Bank of America Corp., Citigroup Inc. and Wells Fargo & Co., the four largest U.S. banks by assets, is 0.61 times.

Lack of Catalysts

Among the Chinese lenders, Construction Bank’s valuation is the highest at 1.18 times, having dropped from a record of 4.14 in October 2007, while ICBC is second at 1.15, down from 4.09. Agricultural Bank is at 1.14 and Bank of China at 0.79.

A “fair valuation” would be closer to 1.5 times to 2 times book value, Mike Werner, a senior analyst at Sanford C. Bernstein & Co. in Hong Kong, said in a telephone interview. “The banks are pricing in some very negative scenarios,” he said. “What I don’t see is what the catalyst will be for those price-to-book values to increase.”

The cost of protecting the debt of Bank of China against non-payment for five years rose to 343 basis points on Oct. 4, the highest since the peak of the global financial crisis in 2008, according to data provider CMA. A basis point is 0.01 percentage point. The credit-default swaps have since fallen to 260. A decline signals improving perceptions of credit quality.

ICBC Profit

ICBC may report tomorrow that third-quarter profit climbed 26 percent to 53.7 billion yuan, according to the analysts’ median estimate. Profit growth at ICBC and its rivals will be driven by increases in fee income and lending, said Yan.

Bank of China, the nation’s third-largest lender, may say earnings grew 16 percent to 31.6 billion yuan, while Agricultural Bank is likely to post a 40 percent gain when both lenders report today, the data show. Construction Bank is set to report a 13 percent increase to 44.8 billion yuan on Oct. 28.

BOC Hong Kong (Holdings) Ltd., a unit of Bank of China that’s traded on the Hong Kong Stock Exchange, is also scheduled to report today after the market closes.

Investors’ focus this week when the banks report earnings will be on asset quality and provisions for bad debts, said William Fong, a director for Asian equities in Hong Kong who helps manage $49 billion at Baring Asset Management Ltd.

“It doesn’t mean that we are facing a very big banking crisis,” Fong said by telephone yesterday. “We know the banks in China, we know their operations, so we are not as scared as the market.”

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Swiss Banking Secrecy Has No Place in Globalized World: View

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Switzerland’s bank secrecy laws and anonymous numbered accounts have a long and shameful history: They have been used to help criminals conceal illicit gains, to deny Holocaust survivors their stolen inheritances and to help the world’s wealthy hide taxable income.

So it’s a welcome sign that 11 firms may be on the verge of agreeing to pay billions of dollars in penalties and reveal the names of Americans who used Swiss bank accounts to evade U.S. taxes, according to a Bloomberg News article yesterday. The banks, including Credit Suisse Group AG, the second-biggest Swiss bank, and several foreign institutions doing business in Switzerland, are hardly doing this out of some sense of moral duty. U.S. prosecutors held out the threat of criminal indictments, which is tantamount to a death sentence for a bank.

Finance Minister Eveline Widmer-Schlumpf said that the country wants to reach an agreement with the U.S. so that Switzerland isn’t confronted “with the same issue time and again.” If that’s the case, Switzerland shouldn’t assume the U.S. will accept deals like those reached earlier this year with the U.K. and Germany, allowing the identities of customers with untaxed assets to remain secret.

The U.S. should insist that Swiss banks be required by law to provide all necessary information -- including the identities -- of tax cheats on an ongoing basis. Swiss law now prescribes harsh penalties for anyone disclosing information about bank customers.

Switzerland also should adopt a broader definition of what constitutes tax evasion. Switzerland’s 1996 tax treaty with the U.S., adopted before numerous abuses were disclosed, lets banks protect account information if the depositor doesn’t participate in “tax fraud or the like,” which is absurdly vague. It would be far better if Switzerland fully reciprocated with current U.S. tax law and recognized that American citizens commit a crime when they skirt taxes, even if it doesn’t rise to the level of fraud.

Unfortunately, Switzerland has cooperated only grudgingly in meeting international banking standards, agreeing to do so in 2009 under threat of sanctions and being named as a tax haven by the Organization for Economic Cooperation and Development. Even so, the country this month was ranked at the top of a financial secrecy index developed by the London-based Tax Justice Network.

Switzerland should do itself a favor and abandon the financial opacity that has made it the world’s No. 1 destination for offshore wealth. It has no place in a globalized world where money can be electronically whisked from one place to another, except as a cloak for financial wrongdoing.

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Risky Banking

Posted in : NEWS

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UBS expects losses of $2.3 billion as a result of rogue trading and related restructuring costs, the Swiss bank said earlier this month. This is hardly the first time a big bank has lost money due to poor risk management. In 2008, Societe Generale suffered a $6.8 billion loss due to rogue trading by Jerome Kerviel. In 1995, Nick Leeson of Barings Plc was responsible for $1.4 billion in losses and the subsequent demise of the firm.

While these are instances of unauthorized or rogue trades, there are several examples of large losses arising because risk was either improperly assessed or inadequately hedged in authorized trades. Such losses, one can argue, are more worrisome as they reflect a systemic problem in risk management as opposed to an individual indulging in illegal activity.

During the 2008 crisis, AIG famously took days to figure out what its actual losses were as it transpired that teams across the world had entered into a number of trades where the counterparty risk of default was not fully captured in the system. And, similar holes in the balance sheet were discovered in other large banks.

In India, while banks have escaped such fate largely due to a conservative Reserve Bank of India, they are no less aggressive. During the last boom, many banks wrote derivatives to allow companies to hedge their foreign currency and interest rate exposure. Over time, the structures turned more exotic and banks aggressively expanded their reach to smaller and less financially savvy customers. Huge commissions were booked before the market finally turned. As angry customers took them to court and defaults followed, senior management finally clamped down on such trades. RBI subsequently imposed significant restrictions on such trades.

So why do banks, despite incurring such jaw-dropping losses, have such inadequate risk management practices?

First, global financial markets have become extremely complex. Typically, new products are simple when introduced but over the years as more players enter the market, margins shrink in these so-called vanilla trades. So traders, under pressure to generate profits, venture into highly opaque and complex trades that use esoteric financial models and can barely be deciphered by people outside the immediate deal team. And this trend holds true be it the infamous credit default swap trades in 2008 or the current market hotspot – exchange-traded funds.

At many banks, there is a limited understanding of risks involved in such trades particularly at the senior management level. This is especially true at banks with other backgrounds that have acquired lucrative investment banking business along the way. In many such instances, the true nature of the beast is not fully appreciated until it is too late.

There is clearly a need to simplify and demystify products so that the risks can be well assessed but this is bound to impact margins in an increasingly competitive word. It may negate the very rationale for owning or acquiring an investment banking business in the first place. Not surprisingly, it is clearly a bullet few managers are willing to bite.

Also, in many banks, risk management is seen as a necessary evil stipulated by regulators rather an integral part of deal making. Some banks let deal managers run their own risk positions using simple excel worksheets with periodic reporting to a "risk manager" or an internal auditor. This strategy is bound to backfire as in the best scenario, the deal team is likely to be "to close" to the deal to spot potential problem areas and in the more likely scenario, highly motivated to show better than actual performance.

Other banks have specialized risk management teams whose job is to oversee trades and ensure that traders operate within preapproved parameters. However, the annual bonus system places a huge premium on bankers who generate revenues. It is not uncommon for department heads of trading teams to lean on their counterparts on the risk side to persuade them to permit trades that maybe have been held up. Rare is the risk manager who "feels" empowered to stand up against a successful trader, particularly if he has generated billions of dollars in the recent past.

While in recent times, there has been an attempt to factor in performance over the long term by building in staggered payments and allowing for claw back of bonuses, it is clearly not enough. For effective risk management, a robust system of checks and balances has to be built in before trades are permitted, risk managers need to be given necessary veto powers and critically, the organization culture needs to clearly value and reward risk management. Senior management needs to send the message that risk management is the responsibility of every member of the trading team, not a function that is relegated to a risk manager in the middle office. And for the message to go home, risk needs to be a metric for performance evaluation and compensation.

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