natgillin/translations-raw huggingface dataset:
During a meeting with the Commission on 9 November 2009, the Dutch State indicated that FBN and ABN AMRO N would need additional measures worth EUR 4,39 billion, thereby bringing the total amount of measures (including the measures notified on 17 July 2009) to EUR 6,89 billion. The measures were further detailed in an addendum of 10 November 2009 to the non-paper of 10 September 2009, and in an additional explanatory note of 13 November 2009.
Na sestanku s Komisijo dne 9. novembra 2009 je Nizozemska navedla, da bosta banki FBN in ABN AMRO N potrebovali dodatne ukrepe, vredne 4,39 milijarde EUR, s čimer bi celotni znesek ukrepov (vključno z ukrepi, priglašenimi 17. julija 2009) znašal 6,89 milijarde EUR. Ukrepi so bili podrobneje razloženi v dodatku z dne 10. novembra 2009 k neuradnemu dokumentu z dne 10. septembra 2009 in v dodatnem pojasnilu z dne 13. novembra 2009.
On 4 December 2009, the Dutch State submitted to the Commission a first version [9] of a restructuring plan for ABN AMRO Group (the ‘December 2009 Restructuring Plan’), the new entity resulting from the merger between FBN and ABN AMRO N. That plan described the new entity’s strategy and also contained financial projections for a base case scenario.
Nizozemska je 4. decembra 2009 Komisiji predložila prvo različico [9] načrta prestrukturiranja za skupino ABN AMRO (v nadaljnjem besedilu: načrt prestrukturiranja iz decembra 2009), novi pravni subjekt, nastal z združitvijo banke FBN in banke ABN AMRO N. V načrtu je bila opisana strategija novega subjekta, vseboval pa je tudi finančne napovedi za osnovni scenarij.
By Decision of 5 February 2010 (‘the Decision of 5 February 2010’), the Commission decided to extend the investigation procedure C11/09 to include the measures registered under NN2/10 and N19/10.
S sklepom z dne 5. februarja 2010 (v nadaljnjem besedilu: sklep z dne 5. februarja 2010) se je Komisija odločila, da bo razširila postopek preiskave pod številko C11/09 ter vključila ukrepe, evidentirane pod številko NN2/10 in N19/10.
On 20 July 2010, the Dutch State asked the Commission to extend the temporary approval of the rescue aid measures registered under NN2/10 and N19/10.
Nizozemska je 20. julija 2010 zaprosila Komisijo za podaljšanje začasne odobritve ukrepov pomoči za reševanje, evidentiranih pod številkama NN2/10 in N19/10.
The Dutch State also sent a letter extending the price leadership ban commitment until the earlier of 30 June 2011 or until the adoption date of the final Decision of the Commission.
Nizozemska je poslala tudi dopis, s katerim je podaljšala svojo zavezo spoštovanja prepovedi določanja cen do 30. junija 2011 oziroma do datuma sprejetja končne odločitve Komisije, pri čemer se upošteva zgodnejši datum.
On 30 July 2010, the Commission decided to extend the temporary approval of the rescue aid measures registered under case numbers NN2/10 and N19/10 until the Commission had finalised its investigation C11/09.
Komisija se je 30. julija 2010 odločila, da podaljša začasno odobritev ukrepov pomoči za reševanje, evidentiranih pod številkama zadeve NN2/10 in N19/10, dokler ne zaključi svoje preiskave pod številko C11/09.
On 20 August 2010, the Dutch State sent to the Commission a document explaining in detail its exit strategy.
Nizozemska je 20. avgusta 2010 Komisiji poslala dokument, v katerem je podrobno pojasnila svojo izhodno strategijo.
On 5 October 2010, the Dutch State provided a business plan for the private equity division of ABN AMRO Group.
Nizozemska je 5. oktobra 2010 predložila poslovni načrt za oddelek zasebnega kapitala skupine ABN AMRO.
A similar plan for the division ‘Energy, Commodities and Transportation’ of ABN AMRO Group was sent to the Commission on 10 January 2010.
Komisiji je bil 10. januarja 2010 poslan podoben načrt za oddelek „Energy, Commodities and Transportation“ (energija, blago in transport) skupine ABN AMRO.
On 15 October 2010, ABN AMRO Group announced that it would exercise its call option to terminate the capital relief instrument as of 31 October 2010.
Skupina ABN AMRO je 15. oktobra 2010 naznanila, da bo izvedla svojo nakupno opcijo za prenehanje instrumenta za razbremenitev kapitala z dnem 31. oktobra 2010.
During the procedure, numerous information exchanges, teleconferences and meetings between representatives of the Dutch State, ABN AMRO N and FBN and the European Commission took place.
Med postopkom so potekale številne izmenjave podatkov, telefonske konference in srečanja med predstavniki Nizozemske, banke ABN AMRO N in banke FBN ter Evropske komisije.
DETAILED DESCRIPTION OF THE BENEFICIARIES AND THE MEASURES
PODROBEN OPIS UPRAVIČENCEV IN UKREPOV
The creation of ABN AMRO Group
Nastanek skupine ABN AMRO
In spring 2007, the consortium members created a new legal entity ‘RFS Holdings’ to acquire ABN AMRO Holding.
Spomladi 2007 so člani konzorcija ustanovili nov pravni subjekt „RFS Holdings“, da bi kupili holding ABN AMRO Holding.
The consortium members intended to separate ABN AMRO Holding into three parts and the arrangements for that separation process were set out in the ‘CSA’.
Člani konzorcija so nameravali holding ABN AMRO Holding razdeliti na tri dele, dogovori za ta postopek delitve pa so bili navedeni v sporazumu delničarjev konzorcija (SDK).
In order to facilitate the break-up, the consortium members created so-called ‘tracking shares’ representing the economic ownership of the businesses attributed to each consortium member.
Da bi pospešili razdružitev, so člani konzorcija ustvarili t. i. „tracking shares“, delnice, ki so predstavljale ekonomsko lastništvo podjetja vsakega člana konzorcija.
As a result, RBS, Banco Santander and Fortis SA/NV became the economic [11] owners of respectively the so-called R-share, S-share and N-share (‘ABN AMRO R’, ‘ABN AMRO S’ and ‘ABN AMRO N’).
Tako so banka RBS, banka Banco Santander in holding Fortis SA/NV postali ekonomski [11] lastniki t. i. deleža R, deleža S in deleža N (v nadaljnjem besedilu: ABN AMRO R, ABN AMRO S in ABN AMRO N).
ABN AMRO R comprised, inter alia, the business unit (‘BU’) Global Business & Markets, BU Asia, BU Global Transaction Services and the international network, while ABN AMRO S comprised, inter alia, BU Latin America and BU Antonveneta (Italy).
ABN AMRO R je med drugim vključevala poslovno enoto (v nadaljnjem besedilu: PE) Global Business & Markets, PE Asia, PE Global Transaction Services and the international network, medtem ko je ABN AMRO S med drugim vključevala PE Latin America in PE Antonveneta (Italija).
ABN AMRO N comprised the BUs Netherlands and Private Banking and also the International Diamond and Jewelry Group.
Banko ABN AMRO N sta sestavljali PE Netherlands in Private Banking, pa tudi skupina International Diamond and Jewelry Group.
Items that were not allocated to the individual consortium members were brought together in the so-called ABN AMRO Z-share (‘ABN AMRO Z’), which remained responsible for head office functions for instance.
Postavke, ki niso bile razporejene med posamezne člane konzorcija, so bile združene v t. i. ABN AMRO deležu Z (v nadaljnjem besedilu: ABN AMRO Z), ki je, na primer, ostal odgovoren za funkcije na sedežu podjetja.
Each consortium member held a pro-rata stake [12] in ABN AMRO Z.
Vsak član konzorcija je imel sorazmeren delež [12] v ABN AMRO Z.
On 24 December 2008, RBS, Banco Santander and the Dutch State signed an amendment to the CSA, by which the Dutch State replaced Fortis SA/NV in the CSA.
Banka RBS, banka Banco Santander in Nizozemska so 24. decembra 2008 podpisale spremembo SDK, s katero je Nizozemska v SDK zamenjala holding Fortis SA/NV.
On 24 December 2008, the Dutch State acquired ABN AMRO N from FBN for EUR 6,5 billion, thereby becoming the direct owner of ABN AMRO N. Prior to that acquistion, the Dutch State controlled ABN AMRO N indirectly via FBN.
Nizozemska je 24. decembra 2008 od banke FBN odkupila banko ABN AMRO N za 6,5 milijarde EUR in tako postala neposredni lastnik ABN AMRO N. Pred tem odkupom je Nizozemska banko ABN AMRO N nadzorovala posredno prek banke FBN.
Separation of ABN AMRO N
Ločitev ABN AMRO N
Dutch State
Nizozemska
R + Z-share
Delež R + Z
S + Z-share
Delež S + Z
N + Z-share
Delež N + Z
ABN AMRO Bank NV (renamed on 6.2.2010 to The Royal Bank of Scotland NV)
ABN AMRO Bank NV (6. februarja 2010 preimenovana v The Royal Bank of Scotland NV)
Separation ABN AMRO N On 6.2.2010
Ločitev ABN AMRO N 6. februarja 2010
ABN AMRO II NV (renamed on 6.2.2010 to ABN AMRO Bank NV)
ABN AMRO II NV (6. februarja 2010 preimenovana v ABN AMRO Bank NV)
On 21 November 2008, the Dutch State decided that it would merge ABN AMRO N with FBN (which had been the unimplemented intention of Fortis SA/NV).
Nizozemska se je 21. novembra 2008 odločila, da bo banko ABN AMRO N združila z banko FBN (kar je bil neizveden namen holdinga Fortis SA/NV).
The merger could only be implemented once ABN AMRO N was separated from ABN AMRO Bank, its parent company.
Združitev se je lahko izvedla šele po ločitvi banke ABN AMRO N od ABN AMRO Bank, njenega matičnega podjetja.
As a first step, the activities of ABN AMRO N were transferred to a new legal entity within ABN AMRO Bank which was named ABN AMRO II.
Najprej so bile dejavnosti banke ABN AMRO N prenesene na nov pravni subjekt v okviru ABN AMRO Bank, poimenovan ABN AMRO II.
On 6 February 2010, ABN AMRO II was separated as described in recital 41 and renamed ABN AMRO Bank.
ABN AMRO II je bila 6. februarja 2010 ločena, kot je opisano v uvodni izjavi 41, in preimenovana v ABN AMRO Bank.
At the same time, the legal entity formerly known as ABN AMRO Bank was renamed ‘The Royal Bank of Scotland NV’ (‘RBS NV’) (see chart above).
Sočasno je bil pravni subjekt, do takrat znan kot ABN AMRO Bank, preimenovan v „The Royal Bank of Scotland NV“ (v nadaljnjem besedilu: RBS NV) (glej diagram 1).
Before the new entity, ABN AMRO Bank, could merge with FBN, it first had to implement a merger remedy.
Preden se je lahko novi subjekt, ABN AMRO Bank, združil z banko FBN, je bilo treba izvesti korektivne ukrepe v zvezi z združitvijo.
When Fortis SA/NV acquired ABN AMRO N in 2007, the Commission had concluded [13] (the ‘Merger Decision’) that a merger between ABN AMRO N and FBN would lead to concentration problems in the Dutch banking market, especially in the segments of commercial banking and factoring.
Ko je holding Fortis SA/NV leta 2007 kupil ABN AMRO N, je Komisija sklenila [13] (v nadaljnjem besedilu: odločba o združitvi), da bi združitev med bankama ABN AMRO N in FBN povzročila težave s koncentracijo na nizozemskem bančnem trgu, zlasti v segmentih komercialnega bančništva in odkupa terjatev.
To remedy those concentration problems, Fortis SA/NV committed to sell a number of activities (that is, the factoring division IFN and the commercial banking activities of ‘New HBU’) to Deutsche Bank.
Da bi odpravil težave s koncentracijo, se je holding Fortis SA/NV zavezal, da bo nekaj dejavnosti (tj. oddelek odkupa terjatev podružnice IFN in dejavnosti komercialnega bančništva podružnice New HBU) prodal banki Deutsche Bank.
When the Dutch State acquired FBN and ABN AMRO N on 3 October 2008, Fortis SA/NV had not yet completed the intended sale of New HBU and IFN to Deutsche Bank.
Ko je Nizozemska 3. oktobra 2008 kupila banko FBN in ABN AMRO N, holding Fortis SA/NV še ni zaključil načrtovane prodaje podružnic New HBU in IFN banki Deutsche Bank.
Once the Dutch State had decided to proceed with the merger between FBN and ABN AMRO N, it resumed negotiations with Deutsche Bank [14].
Ko se je Nizozemska odločila, da bo nadaljevala z združitvijo banke FBN in banke ABN AMRO N, je ponovno začela pogajanja z banko Deutsche Bank [14].
The sale of New HBU and IFN to Deutsche Bank was closed on 1 April 2010.
Prodaja podružnic New HBU in IFN banki Deutsche Bank je bila zaključena 1. aprila 2010.
New HBU had total assets of EUR [10 - 20] billion and employed around [1000 - 1500] full time equivalents (‘FTEs’).
New HBU je imela skupna sredstva v višini [10 – 20] milijard EUR in zaposlovala okoli [1000 – 1500] ekvivalentov polnega delovnega časa (v nadaljnjem besedilu: EPDČ).
New HBU included Hollandsche Bank Unie (‘HBU’) (a commercial bank owned by ABN AMRO N), some ABN AMRO sales offices (13 out of a total of 78) and some ABN AMRO Corporate Client Units (2 out of a total of 5).
New HBU je obsegala Hollandsche Bank Unie (v nadaljnjem besedilu: banka HBU) (komercialno banko v lasti banke ABN AMRO N), nekaj prodajnih mest ABN AMRO (13 od skupno 78) in nekaj enot ABN AMRO, zadolženih za stranke podjetij (2 od skupno 5).
ABN AMRO Bank and FBN officially merged to form ABN AMRO Group on 1 July 2010, as is described in the Chart 2 in recital 49.
Banki ABN AMRO Bank in FBN sta se uradno združili 1. julija 2010 in ustanovili skupino ABN AMRO, kot je opisano v diagramu 2 v uvodni izjavi 49.
The Dutch State transferred the management of its stake in ABN AMRO Z to the new ABN AMRO Bank as it did not want to dedicate resources to the day-to-day management of that participation.
Nizozemska je upravljanje svojega deleža v ABN AMRO Z prenesla na novo banko ABN AMRO Bank, saj ni želela nameniti sredstev za vsakodnevno upravljanje tega deleža.
Nevertheless, the Dutch State has remained the legal owner of ABN AMRO Z and is entitled to all potential gains and liable for all potential losses of ABN AMRO Z [15].
Kljub temu je Nizozemska ostala pravni lastnik ABN AMRO Z ter je upravičena do vseh morebitnih dobičkov in odgovorna za vse morebitne izgube ABN AMRO Z [15].
Creation of ABN AMRO Group
Nastanek skupine ABN AMRO
ABN AMRO II NV (renamed ABN AMRO Bank NV on 6.2.2010)
ABN AMRO II NV (6. februarja 2010 preimenovana v ABN AMRO Bank NV)
Z-share
Delež Z
ABN AMRO Bank NV (renamed on 6.2.2010 to RBS NV)
ABN AMRO Bank NV (6. februarja 2010 preimenovana v RBS NV)
Economic activities of ABN AMRO N and ABN AMRO Z
Gospodarske dejavnosti ABN AMRO N in ABN AMRO Z
ABN AMRO N – on a stand-alone basis the third largest bank in the Netherlands behind Rabobank and ING – consisted of BU Netherlands and BU Private Banking.
Banko ABN AMRO N, ki je bila na solo osnovi tretja največja banka na Nizozemskem za banko Rabobank in banko ING, sta sestavljali PE Netherlands in PE Private Banking.
The first business unit, BU Netherlands offered retail and commercial banking services via a branch network of 510 bank shops and 78 advisory branches and also through alternative channels such as the Internet, ATMs [16] and call centres.
Prva poslovna enota, PE Netherlands, je nudila storitve bančnega poslovanja s prebivalstvom in komercialne bančne storitve preko mreže poslovnih enot, ki je obsegala 510 bančnih trgovin in 78 svetovalnih podružnic, pa tudi prek alternativnih kanalov, kot so internet, bankomati (ATM) [16] in klicni centri.
BU Netherlands employed roughly 19000 FTEs.
PE Netherlands je zaposlovala približno 19000 EPDČ.
In retail banking, BU Netherlands had a strong customer franchise segmented in ‘mass retail’ (more than [3,5 - 5] million customers) and ‘preferred banking’ (more than [250000 – 420000] customers) [17], which it offered a wide range of products (such as savings, investments, mortgages, insurance, credit card loans and payments).
Na področju storitev bančnega poslovanja s prebivalstvom je imela PE Netherlands močno franšizo strank, segmentirano na „masovno prodajo na drobno“ (mass retail) (več kot [3,5 – 5] milijonov strank) in „prednostno bančništvo“ (preferred banking) (več kot [250000 – 420000] strank) [17], ki ji je nudila širok spekter proizvodov (kot so prihranki, naložbe, hipoteke, zavarovanja, posojila na podlagi kreditnih kartic in plačila).
In commercial banking, ABN AMRO N serviced [300000 – 400000] SME [18] customers and [9000 – 21000] larger corporate customers (though under the terms of the CSA, ABN AMRO Bank’s larger customers were attributed to RBS) with a broad range of products (such as credits, payment & cash management, savings, treasury, risk and insurance management, complex financial solutions & products, leasing and factoring).
Na področju komercialnega bančništva je banka ABN AMRO N nudila storitve [300000 – 400000] MSP [18] in [9000 – 21000] večjim podjetniškim strankam (v skladu s pogoji SDK so bile večje stranke banke ABN AMRO Bank dodeljene banki RBS) s širokim spektrom proizvodov (kot so krediti, upravljanje s plačili in gotovino, prihranki, zakladništvo, upravljanje tveganja in zavarovanja, zahtevne finančne rešitve in proizvodi, lizing in odkup terjatev).
The second business unit, BU Private Banking targeted individuals with net investable assets of more than EUR 1 million with various asset management and estate planning products.
Druga poslovna enota, PE Private Banking, je bila usmerjena na posameznike z neto naložbenimi sredstvi nad 1 milijonom EUR z različnimi proizvodi na področju upravljanja s sredstvi in načrtovanja nepremičnin.
BU Private Banking had built up a well-developed network, through organic growth in the Netherlands and France and through acquisitions in Germany (Delbrück Bethmann Maffei) and Belgium (Bank Corluy).
PE Private Banking je ustvarila dobro razvito mrežo s pomočjo notranje rasti na Nizozemskem in v Franciji ter s pomočjo prevzemov v Nemčiji (Delbrück Bethmann Maffei) in Belgiji (Bank Corluy).
BU Private Banking also included the French insurance joint venture Neuflize Vie.
PE Private Banking je obsegala tudi francosko skupno zavarovalniško podjetje Neuflize Vie.
The businesses acquired on 3 October 2008 by the Dutch State also included the International Diamond and Jewelry Group, which is a division dedicated to companies involved in jewellery manufacturing and the trading of diamonds.
Med dejavnostmi, ki jih je Nizozemska kupila 3. oktobra 2008, je tudi International Diamond and Jewelry Group, oddelek, namenjen podjetjem, ki so vključena v proizvodnjo nakita in trgovanje z diamanti.
ABN AMRO Z did not contain operational assets but included, inter alia, tax assets, a number of participations (amongst others in the Saudi Hollandi Bank) and the remaining private equity portfolio.
ABN AMRO Z ni obsegala operativnih sredstev, vendar je med drugim vključevala terjatve za davek, številne udeležbe (med drugim v Saudi Hollandi Bank) in preostali portfelj zasebnega kapitala.
In terms of liabilities, there was a provision to settle obligations in respect of the United States Department of Justice, other provisions (partly personnel-related) and inter-company financing of company assets.
Kar zadeva obveznosti, so obstajali določba o poravnavi obveznosti, povezanih z ministrstvom za pravosodje Združenih držav, druge določbe (delno povezane z osebjem) in medpodjetniško financiranje sredstev podjetja.
As stated in footnote 11, the stake owned by the Dutch State represents 33,81 % of ABN AMRO Z.
Kot je navedeno v sprotni opombi 11, delež v lasti Nizozemske predstavlja 33,81 % ABN AMRO Z.
A number of pro-forma key financial data of ABN AMRO N are summarised in Table 1 below:
V preglednici 1 so povzeti ključni pro-forma finančni podatki banke ABN AMRO N:
Source: ABN AMRO Bank NV, Annual Review 2009, ex ABN AMRO Z and private equity consolidation, but including New HBU.
Vir: ABN AMRO Bank NV, Letni pregled 2009, nekdanja ABN AMRO Z in konsolidacija lastniškega kapitala, vendar vključno z New HBU.
Key financial data ABN AMRO N (in million EUR)
Ključni finančni podatki ABN AMRO N (v milijonih EUR)
Total operating income [19]
Prihodki od poslovanja skupaj [19]
Return on equity
Kapitalski donos
Cost-income ratio
Razmerje med stroški in prihodki
Total equity
Lastniški kapital skupaj
Tier 1 ratio
Kapital prvega reda (Tier 1)
Total capital ratio or BIS-ratio
Kapitalski deleži ali kapitalska ustreznost po standardih BIS skupaj
Stable funding/non liquid assets
Stabilno financiranje / nelikvidna sredstva
For the financial year 2009, ABN AMRO N reported a loss of EUR 117 million. The loss was due to higher loan impairments, pressure on interest margins, higher charges related to the Dutch deposit guarantee scheme and separation and integration costs [24].
V finančnem letu 2009 je banka ABN AMRO N utrpela izgubo v višini 117 milijonov EUR. Do izgube je prišlo zaradi večje oslabitve posojil, pritiska na obrestne marže, višjih stroškov, povezanih z nizozemskim sistemom zajamčenih vlog ter stroškov ločitve in integracije [24].
Excluding separation and integration costs, ABN AMRO N would have recorded a small net profit for 2009 of EUR 52 million.
Če ne bi bilo stroškov ločitve in integracije, bi banka ABN AMRO N v letu 2009 zabeležila majhen čisti dobiček v višini 52 milijonov EUR.
On a stand-alone basis, FBN was the fourth largest bank on the Dutch market (after Rabobank, ING and ABN AMRO N, but before SNS REAAL).
Na solo osnovi je bila banka FBN četrta največja banka na nizozemskem trgu (za Rabobank, ING in ABN AMRO N, vendar pred SNS REAAL).
The Dutch State (and previously Fortis SA/NV) held directly 92,6 % of FBN, with the investment vehicle Fortis FBN(H) Preferred Investments BV owning the remaining stake of 7,4 % in the form of preferred shares.
Nizozemska (in pred tem holding Fortis SA/NV) je imela v neposredni lasti 92,6 % banke FBN, naložbeni mehanizem Fortis FBN(H) Preferred Investments BV pa je imel v lasti preostali delež 7,4 % v obliki prednostnih delnic.
The Dutch State owned 70 % of the shares in that investment vehicle, with the remaining 30 % in the hands of a number of private investors [25].
Nizozemska je imela v lasti 70 % delnic v tem naložbenem mehanizmu, preostalih 30 % pa je bilo v lasti številnih zasebnih vlagateljev [25].
The privately-owned preferred shares had a nominal value of EUR 210 million and a (non-cumulative) dividend of 5,85 % [26].
Prednostne delnice v zasebni lasti so imele nominalno vrednost 210 milijonov EUR in (nekumulativno) dividendo v višini 5,85 % [26].
FBN’s activities were subdivided in three segments – Retail banking, Private banking and Merchant banking.
Dejavnosti banke FBN so bile razdeljene na tri segmente – bančno poslovanje s prebivalstvom, zasebno bančništvo in poslovanje s podjetji.
Retail Banking activities included the traditional retail banking activities (with a network of 157 branches, [2 - 3] million individual customers and [20000 – 60000] SME customers) but also Directbank (which offered mortgage solutions via intermediaries) and the consumer finance and payment card products of respectively Alfam and ICS.
Dejavnosti poslovanja s prebivalstvom so vključevale tradicionalne dejavnosti na področju poslovanja s prebivalstvom (z mrežo 157 podružnic, [2 – 3] milijoni posameznikov in [20000 – 60000] MSP), pa tudi Directbank (ki je nudila hipotekarne rešitve prek posrednikov) ter proizvode potrošniškega financiranja in plačilne kartice banke Alfam oziroma ICS.
Private Banking was mainly developed under the Fortis Mees Pierson brand name and offered wealth management services (estate planning, investing, lending and insurance) on a segmented basis to [15000 – 40000] customers throughout the Netherlands.
Segment zasebnega bančništva se je v glavnem razvil pod znamko Fortis Mees Pierson in je nudil storitve upravljanja premoženja (načrtovanje nepremičnin, naložbe, posojila in zavarovanje) na podlagi segmentacije [15000 – 40000] strankam po vsej Nizozemski.
There were also ‘Investment banking’ (3) [27], ‘Specialised Financial Services’ (4) [28], ‘Energy, Commodities & Transportation’ (5), ‘Global Markets & Institutional Banking’ (6) [29] and ‘Clearing Funds & Custody’ (7) [30] sub-divisions.
Ostali oddelki so bili „naložbeno bančništvo“ (3) [27], „posebne finančne storitve“ (4) [28], „energija, blago in transport“ (5), „svetovni trgi in institucionalno bančništvo“ (6) [29] ter „klirinški skladi in skrbništvo“ (7) [30].
A number of FBN’s key financial data are summarised in Table 2 below:
V preglednici 2 so povzeti ključni finančni podatki banke FBN:
Source: FBN annual reports 2008/2009.
Vir: Letni poročili banke FBN za leto 2008 in 2009.
Key financial data FBN
Ključni finančni podatki FBN
Total operating income
Prihodki od poslovanja skupaj
Return on equity (norm.) [32]
Kapitalski donos (norm.) [32]
Total capital ratio
Kapitalski deleži skupaj
Loan-to-deposit ratio
Razmerje med posojili in vlogami
In 2008, FBN made a loss of EUR 18,5 billion, but that loss was to a large extent linked to exceptional items.
Leta 2008 je imela banka FBN 18,5 milijarde EUR izgube, vendar je bila ta izguba večinoma povezana z izrednimi postavkami.