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经过长达5年的酝酿调整,银监会最终于今年6月8日发布了《商业银行资本管理办法(试行)》。《资本管理办法》又被称作中国版的巴塞尔协议Ⅲ,将于2013年1月1日起实施。 相似文献
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中国版金融科技"监管沙盒"试点项目的神秘面纱,日前揭开。1月14日,中国人民银行营业管理部向社会公示了首批6个金融科技创新监管试点应用,从涉及的主体看,试点包含了国有商业银行、全国性股份制商业银行、大型城市商业银行、清算组织、支付机构、科技公司等多家机构;从创新业态看,聚焦在物联网、大数据、人工智能、区块链。 相似文献
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商业银行信贷质量优劣,攸关银行发展乃至生存。在我国经济换挡升级的大背景下,如何提高风险防控意识,营造良好风险管理文化,建立精细化管理机制,强化全流程风险防控,已成为商业银行持续健康稳定发展的必由之路。一、有效信用风险治理下的信贷质量变化(一)A、B两分行资产质量防控压力大2017年末,A分行不良贷款总额30590万元(不含信用卡,下同)、不良贷款率2.08%,远高于全省平均水平1.27%;潜在风险贷款总额70317万元,法人客户剪刀差余额6752万元。 相似文献
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Under some assumptions a valuation model for a forward contract in foreign currencies is developed. The model produces the value of the contract which is consistent with the value of other types of forward contract; the initial value is zero, and subsequent values are the present values of the differences between the forward rate when the contract is written and current forward rates. 相似文献
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Adi Godrej 《实用企业财务杂志》2004,16(1):77-82
This discussion with the chairman of the Godrej Group, a well-known India-based conglomerate, begins by exploring the issue of diversification versus a single-industry focus, particularly in developing countries. Mr. Godrej observes that the capital and managerial talent provided by a corporate parent can be invaluable resources in a developing economy, where such commodities are likely to be in relatively short supply. On the other hand, he notes, a conglomerate must have some underlying strategic rationale in order to create value, and a diversified company will work only "when each of its businesses is run with clear and focused accountability."
To that end, the Godrej Group recently instituted the EVA performance management framework in six of its key businesses. In particular, the management teams running those businesses are rewarded according to the terms of an EVA-based incentive plan. Each business has since seen significant improvements in capital efficiency, market share, and overall performance. The stock price of the Godrej Group's publicly held entity has more than doubled (in a flat market), and the vast majority of the employees believe that the EVA implementation has been the company's most important recent initiative. Management teams are said now to look much more carefully at options for outsourcing, contract manufacturing, eliminating bottlenecks, and even reusing old equipment at new facilities.
Perhaps the most significant change, however, is that the "improved rigor and discipline of our EVA-based capital allocation system" has permitted Godrej family members to move from operationsoriented, owner-manager functions to a broader leadership role. The EVA system has allowed them to feel more comfortable in decentralizing day-to-day decision-making because they are confident that managers and employees are all working in the shareholders' interests. 相似文献
To that end, the Godrej Group recently instituted the EVA performance management framework in six of its key businesses. In particular, the management teams running those businesses are rewarded according to the terms of an EVA-based incentive plan. Each business has since seen significant improvements in capital efficiency, market share, and overall performance. The stock price of the Godrej Group's publicly held entity has more than doubled (in a flat market), and the vast majority of the employees believe that the EVA implementation has been the company's most important recent initiative. Management teams are said now to look much more carefully at options for outsourcing, contract manufacturing, eliminating bottlenecks, and even reusing old equipment at new facilities.
Perhaps the most significant change, however, is that the "improved rigor and discipline of our EVA-based capital allocation system" has permitted Godrej family members to move from operationsoriented, owner-manager functions to a broader leadership role. The EVA system has allowed them to feel more comfortable in decentralizing day-to-day decision-making because they are confident that managers and employees are all working in the shareholders' interests. 相似文献
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The rapid development of China’s capital markets necessitated the establishment of a regulatory agency that would administer market operations and protect investors’ interests. The Chinese Securities Regulatory Commission (CSRC) was established in 1992 for this purpose. In 1999, the Chinese Securities Law recognized the CSRC as the sole regulatory agency responsible for regulating securities instruments and markets in China. Although the CSRC is considered instrumental to Chinese accounting reforms and capital market development, it has remained relatively unexamined in the accounting literature. This paper contributes to the accounting literature by providing insight into an important regulatory agency that has enormous impact on the economic development of China. Specifically, this paper discusses the CSRC’s establishment and development, its regulatory efforts, and its achievements and shortcomings in its efforts to regulate China’s emerging capital markets. The underlying factors that explain some of the CSRC’s regulatory actions are also analyzed by discussing several cases involving fraudulent financial reporting. 相似文献
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