Haiti
1. Banque de la Republique d’Haïti -
Banque de la Republique d’Haïti or Bank of the Republic of Haiti (BRH) is a public body with legal personality and financial autonomy. Its headquarters is in Port-au-Prince and may have branches or agencies designated by the Board of Directors places. For now, the branches of the Banque Nationale de Credit (BNC) in the provinces are responsible for carrying out certain tasks on behalf of the BRH. The law of 17 August 1979 establishing the BRH states in Article 6 that it is governed by a Board of Directors whose members are appointed for a period of three (3) years renewable by order of the President of the Republic . Pursuant to the 1987 Constitution, if ratified by the Senate of the Republic.
The Council is composed of :
- Governor, who acts as the Chairman of the Board;
- the Deputy Governor, who shall act as Vice-Chairman;
- three (3) members, one of whom holds the position of CEO.
According to the Organic Law of the BRH, the Board of Directors approves the internal regulations of the bank that defines the policy and operation. It has the power to formulate, direct and supervise monetary policy. It allows printing of banknotes and coinage and determines the volume of emissions in accordance with the law. It sets the general conditions and limits of credit operations of the BRH and determines the terms and conditions of execution of foreign currency transactions. It recommends the quantitative amount of the portfolio of loans and investments made by banks limits. It determines the types and categories of loans and investments that financial institutions can perform.
Decree of 28 March 1985, which amends sections 9 and 17 of the Act of August 17, 1979, is the legal representative of the Governor of the Central Bank. It has the broadest powers in regard to the direction and management of the institution.
The Governor signed on behalf of the BRH all treaties and agreements and correspondence formally committing the Bank. It applies the laws, decrees or orders relating to the BRH and the decisions taken by the Board. It presents to the public an annual report on the evolution of the economic and monetary situation. The CEO oversees the internal administration of the BRH and coordinate the activities of different directions. It enforces the internal regulations of the institution and the measures taken by the Governor. It performs or executes the decisions of the Board.
The legislation assigns four basic roles in the BRH, which can be stated as follows :
- defend the internal and external value of the national currency;
- ensure efficiency, development and integrity of the payments system;
- stability of the financial system;
- act as banker, cashier and fiscal agent of the State.
The Central Bank uses various instruments in the implementation of monetary policy, whose primary objective is price stability. Its main channel of monetary management has been more than two years selling banks to place bonds it issues. It also uses direct intervention in the foreign exchange market to buy or sell currencies, according to the short-term objective pursued. When circumstances require, the BRH may also use variations in the required reserve ratio, the level has not changed, however, since the introduction of BRH bonds in November 1996. BRH negotiating with the Ministry of Economy and Finance in regard to the level and conditions of financing the budget deficit. These agreements materialize, in general, the agreements signed between the Governor of the BRH and the Minister of Economy and Finance.
In terms of regulation and banking supervision, the BRH, in accordance with Articles 29 to 32 of its Organic Law and Article 43 of the Decree of 14 November 1980 regulating the operation of banks, has the authority to inspect those and submit it to a system of prudential standards. The Central Bank ensures that financial institutions meet minimum standards for their capital, the concentration of credit risk, the quality of their assets in their foreign exchange position and their management. BRH also conducts regular inspections of banks both on the spot, including sending missions of inspectors on parts, requiring the disclosure of financial information to the frequency it deems appropriate. As a banker of State (Article 37 of the Organic Law), the OHR into the current account of all institutions and public authorities. It is responsible for the collection of state revenues and cash directly on behalf of one internal taxes and customs duties. It also acts as guardian of the securities owned by such entities (Article 38).
BRH is facing an internal organization to facilitate the implementation of its modernization strategy. It follows several restructuring projects, which contribute not only to modernize the regulatory framework and supervision of the financial sector, but also to improve the overall and continuous organizational efficiency through management programs aimed at :
- streamline administrative processes;
- better integration of new technologies conducting operations and processing of information;
- promote the improvement and optimal use of human resources through, inter alia, training programs and
recycling both locally and abroad;
- improve the physical environment of work by the local redevelopment and construction of new buildings.
The chart shows the current structure of the BRH which includes 27 services spread among eight directions, five specialized units and a cell composed of technicians from the Mission Management.
Address : Port-au-Prince, Haiti / PO Box 1570.
Website : www.brh.net, Phone number : 509-226-2520
2. Banque Nationale de Credit -
Banque Nationale de Credit or National Bank Credit wish you welcome on his completely renovated, modernized and adapted to the visual identity of the institution portal. This initiative is in anticipation of expanding its range of products and services to your satisfaction. The new portal provides a user-friendly interface, allowing you to comfortably from your computer :
- Payments or payments on your card BNC;
- Transfers within and outside the heritage;
- Local transfers (Spih) and transfers abroad (SWIFT);
- Consultation of your accounts BNC deposits;
- Command checkbooks;
- The Cheque Requisition Management;
- Recurring transfer;
- Easier navigation, which aims to direct you as quickly and accurately as possible to the information you need;
- An automatic online registration;
- Changing or retrieving your password;
Automatic Loading Telephone: Accounts LajanCash (BNC Bank Mobile). These features will be activated gradually and their related update your personal information on the site use. Besides comprehensive information about the bank, its performance, its range of products and services, you will also find links visible support, as well as access to meet your needs in terms of technical secure, ease of use and availability of excellence with very short response. BNC account on your comments, suggestions and recommendations that will be included in its range of products and services, information, materials and features that you consider useful.
The National Bank of Credit (BNC) will renew its commitment to offer banking products and services and wish you good navigation.
Address : Angle Rue Des Miracles, Rue Du Port Au Prince, Port Au Prince, Haiti.
Website : www.bnconline.com, Phone number : 509-223-0800
3. Banque Interamericaine de Development -
Established in 1959, we are the leading source of development financing for Latin America and the Caribbean, with a strong commitment to achieve measurable results, increased integrity, transparency and accountability. We have an evolving reform agenda that seeks to increase our development impact in the region. While we are a regular bank in many ways, we are also unique in some key respects. Besides loans, we also provide grants, technical assistance and do research. Our shareholders are 48 member countries, including 26 Latin American and Caribbean borrowing members, who have a majority ownership of the IDB. Our Fund for Special Operations (FSO) provides concessional financing to our most vulnerable member countries. Given our shareholder base and prudent management, we have a strong financial position. As a result, the IDB is able to borrow in international markets at competitive rates and transfer that benefit to our clients.
Address : Boîte Postale 1321, Port-au-Prince, Haiti.
Website : www.iadb.org, Phone number : 509- 245-8139
4. Banque Populaire Haitienne -
Banque Populaire Haïtienne (BPH), previously operating as Banque Populaire Colombo Haïtienne, began operations on March 1, 1955, under the government of President Paul Eugène Magloire. The Law of August 20, 1973, terminated the operations of Banque Populaire Colombo Haïtienne, and created Banque Populaire Haïtienne (BPH), making it the first private bank in Haiti. By decree dated November 14, 1979, BPH was managed by a Board of Directors. The decree of December 13, 1983, placed the banking and commercial activities of BPH under a Management Council supervised by the Board of Directors of Banque de la République d’Haïti (BRH). In June 1983, BPH inaugurated its headquarters in a new building located at the intersection of rue des Miracles and rue du Centre, while maintaining a branch at the intersection of rue Eden and rue du Quai.
In October 1997, BPH opened a second branch on rue des Fronts Forts. In February 2000, BPH opened a branch in the Shodecosa Industrial Park. In February 2002, two bank teller windows opened at the Toussaint Louverture I International Airport. Both teller windows have been temporarily closed since the earthquake of January 12, 2010, but are expected to be re-opened sometime by the end of [2011.] In 2007, BPH established a branch in Pétion Ville, at the intersection of rue Aubran and rue Gabart. The BPH headquarters building suffered extensive damage during the earthquake of January 12, but in July 2010, the bank opened a branch on route de Delmas (across from Delmas 83). In 2011, BPH opened a branch on route de Tabarre (in the Tabarre shopping complex).
Banque Populaire Haïtienne (BPH) is a government-owned commercial bank with share capital of five million gourdes. The Law of December 21, 2008, increased the share capital to 60,000,000.00 Gdes, which has yet to be enacted.
BPH is currently working with all categories of workers—from the entrepreneur to the women street venders in Port-au-Prince and surrounding areas. During the past few years, BPH has not experienced any changes to its organization or market. BPH still continues to offer the same services and products as its competitors, and hopes to set itself apart as an institution offering reliable services both now and over the foreseeable future. As such, BPH considers itself a distinct and unique institution that has already established a reputation for reliable leadership to small- and medium-sized businesses and new entrepreneurs alike. BPH already enjoys a close relationship with its clients, and in the near future, expects to make client loyalty its brand of distinction.
Address : Angle Aubran and Gabart street Petionville, Haiti.
Website : www.bphhaiti.com, Phone number : 509-299-6000
5. Capital Bank -
Capital Bank, S.A. is a commercial bank based in Pétionville, Haiti. It is currently the third largest in term of assets
among Haiti's private commercial banks. The bank started its operations in 1986 as a Savings and Loan institution
under the name "Banque de Crédit Immobilier (BCI)". In 1999, it changed its charter to become a full fledged
commercial bank operating under the name Capital Bank. Currently, Capital Bank has 17 branches throughout
Haiti. In addition to its commercial banking operations, Capital Bank is present in the following specific financial
areas :
- Capital Carte - Credit Cards
- Micro Credit Capital (MCC) - Microcredit
- Capital Transfert - Money Transfer
- Capital Credit - Consumer Finance
- Capital Immobilier - Real Estate
Fondation Capital Bank is the social and philanthropic arm of the bank.
Address : 38, Rue Faubert, PO Box 246 4 , Port-au-Prince, Haiti.
Website : www.capitalbankhaiti.com, Phone number : 509-299-6500
Honduras
1. Banco Atlántida -
In Banco Atlantida we have become the most important institution and prestigious of Honduras, are the only ones with coverage throughout the country, a network of more than 270 points of service with offices in the 18 departments of Honduran territory, are elements that give us the strength and safety to be the most requested financial option for domestic and foreign customers. Atlantis Bank is recognized as a dynamic organization with advanced products served by our areas: Corporate Banking and Retail Banking. Through our Corporate Banking provide service to medium and large companies in the country offering the most innovative credit lines, ensuring their investments. Through various banking services to both administer the payment of wages of their employees and manage your accounts receivable.
Our Retail Banking serves the individual needs of our customers in a flexible and customized trying to be innovative, offering the most comprehensive range of loan products, savings and investment in our country. We are pioneers in offering our customers the latest technology by our online banking www.bancatlan.hn that will allow you to do your banking without setbacks or delays in fully virtual environment friendly and safe in the comfort of your home or anywhere in the world where you are. In our history we have built a strong relationship with the largest and most prestigious network of international correspondent banking transactions ensuring our clients worldwide. We have a highly trained staff with deep knowledge of the Honduran economy and with the expertise to assist our clients with the professionalism that only a bank with a tradition of service and culture can offer. We invite you to be part of the great family of clients and friends of Banco Atlantida to enjoy our wide range of products and services.
Mission
Offering new services as Grupo Financiero commercial banks competitive advantages at all times, anchored on the solid banking tradition obtained from our origin and sustained over time. Maintaining leadership in the financial industry at the national level and focus adequate adaptation to the requirements and needs of different socio-economic sectors of the country and in Central America.
View
To be the best financial option in Honduras that answers the confidence of their customers through the efficiency of its services offered through the professionalization and identification of personnel, maintaining its image of solidity, security and institutional growth
Values
- Orientation to meet the needs of customers, according to their investment and financing.
- Management and resource efficient operation of Banco Atlantida.
- Shaping our organization with proactive staff, motivated to provide solutions, well trained, that worry and take care of their customers.
- Keep on staff an entrepreneurial spirit, with a sense of innovation and competition, to identify, obtain and conclude profitable businesses.
- Use every day our banking tradition imbued with a high sense of innovation and modernity, enabling them to offer banking services best suited to every need of our customers.
- To offer our current and potential customers a multiple banking through branches, agencies and windows that offer multiple service options Atlantis Group.
- Keep invariably honesty, ethics, professionalism, business transparency and accountability for results, committed to the daily actions of their work.
- To promote the healthy growth of the business, investment and domestic savings in Honduras, sustained growth to accelerate to help improve the quality of life of its inhabitants.
- Comply with strict adherence to existing laws, participate only in legal business and maintain an image and conduct, at all times, a good corporate citizen.
- Actively participate in the development and protection of cultural assets, archaeological, historical and environmental Honduras to preserve national values for future generations.
Address : Plaza Bancatlan Blvd., Miraflores, Tegucigalpa, Honduras.
Website : www.bancatlan.hn, Phone number : 504-220-7676
2. Banco Central de Honduras -
Functions
- Develop and direct the Monetary, Credit and Exchange in the country and issue the appropriate regulations.
- To issue notes and coins are legal tender in the country.
- Enable exchange agents that can trade currencies in the country.
- Managing the International Monetary Reserves.
- Determine the exchange rate of the currency in terms of supply and demand.
- Perform credit to meet liquidity shortfalls of National Financial System Institutions.
- Monetary Stabilization Perform.
- Act as banker, fiscal agent and financial advisor of the State economic.
- Develop and publish major macroeconomic statistics.
The Board is composed of five (5) directors appointed by the President through the Secretary of State in the Office of Finance, one of whom serves as Chairman of the Bank and other as its Vice-President.
Among its main responsibilities are :
- Develop and direct the monetary, credit and exchange in the country.
- Ensure proper functioning and stability of financial and payment systems in the country.
- Approve the annual monetary program, review and evaluate every three (3) months at least.
- Authorize temporary liquidity loans to the National Financial System Institutions.
- Issue rules, conditions and limits for the completion of the Bank's operations.
- Adopt, with strict adherence to the law, regulations necessary for the operation of the bank.
Address : Avenida Juan Ramón Molina First Street, Seventh Avenue, PO Box # 3165, Tegucigalpa, Honduras.
Website : www.bch.hn, Phone number : 504-237-2270
3. Banco Ficensa -
History
Banco Financiera Centroamericana, SA began on August 26, 1974 and developed extraordinary fundamentals remain diligent and are proponents of continuous vision of its shareholders, supporting projects of economic and social character are reflected in high and recurrent items such as returns and financially strong. FICENSA Bank is an innovative institution, which exceeded expectations of excellence required by prudent and professional. It is also the bank that has been at the forefront of technology, with products and services designed for corporate and private clients. We continue to serve a customer base in 28 direct offices, but also serve a full ATM network and other networks BANET ATM `s, drive-, electronic services and alliance eHOMEBANKING debit and credit card MASTERCARD. We have the new services to the public for payment: SERVITEL And Serviluz. We have consolidated the alliance with Western Union, to meet the needs of family remittances and also with Celtel, a leading mobile phone for online payment and recharge electronic. Consolidate business through VIDASEGURA Crefisa, a new life insurance convenient and accessible.
Some of our merits: The first to launch in Honduras Debit card purchases that later evolved into FICENSA MASTERCARD debit card, to found and operate the first ATM network, and continue to get high marks in bank by the Central American Bank (CABEI). Because we maintain our excellence bank loan agreements with Latin American Export Bank BLADEX and IIC Inter-American Investment Corporation, the multilateral financial-American Development Bank IDB. We maintain excellent relationships with our correspondent banks like Citibank, Wells Fargo, and Ally Bank Bladex. Thirty-eight, a group of shareholders and executives determined growth targets, imagined and turned FICENSA Bank in the center of a prestigious and productive bank.
Mission and Vision
Our mission is the timely and full satisfaction of the needs and expectations of our clients, within the different sectors of the economy, with strict respect for persons and regulations through the provision of financial products and services of the highest quality, in the framework of our values and principles, with a reasonable return to our shareholders and contributing to society. Being a sound and profitable bank holding high quality assets and excellent picture, looking for a rapid and sustained growth, anticipating changes, making business opportunities to exceed the expectations of our customers. Optimizing our resources and strengthen our competitiveness through people committed to excellence and governed by strict ethical principles.
Address : Crefisa Building, 5th. The 3rd Ave. No. Street, San Pedro Sula, Honduras.
Website : www.ficensa.com, Phone number : 504-2238-1661
4. Banhcafé -
The 2012 was a year in which Banhcafe Foundation to benefit programs implemented over four thousand families distributed in several rural communities in the departments of Santa Bárbara, Cortés (Zone The Merendón), Comayagua, La Paz and Intibucá, aimed at improve horticultural production ensuring access to formal and informal markets. These initiatives were successful because of the participation of donors that also provide and validate the processes and methodologies, and the participation of the lead manager is BANHCAFE , with special programs that facilitate access to credit. Additionally, we have designed a mechanism by which it is efficient management of funds to provide small loans to the beneficiaries of the projects of the institution. This mechanism uses the structure and BANHCAFE experience, working closely with the Foundation Banhcafe, who provides all technical assistance is required to ensure the sustainable development of communities. By 2012, the bank has given L. 23, 627,665.00 in small loans for the beneficiaries of the foundation they operate.
Among the projects under implementation are mentioned :
- Entrepreneurial culture, values and skills working partner / corporate funded Central American Bank for
Economic Integration (BCIE), aims to strengthen the capacities methodological, technical and operational
institutional RED UTIL in order to contribute to the culture of values through the dissemination and
integration of values-centered culture of entrepreneurship and improving the competitiveness of the young
population to timely respond to the demands of the labor market / business.
- Social and economic integration of the youth population living in the metropolitan area and Central District Sula Valley, Honduras. Project funded by AECID through Cesal NGOs, in order to implement a model of study and improvement using research and development as a mechanism for the generation of change and innovation, based on the results generated from the implementation of products and services aimed at social inclusion and employment of young people.
- Increased income levels of the people in rural communities by strengthening community organizations, financial self-management, diversification of production and marketing, funded by AECID through CODESPA, in order to help improve the socioeconomic conditions of the inhabitants of rural communities in Honduras, through the strengthening of community organization, cost accounting, diversification of production and marketing.
- Improvement of Production Systems and Marketing of Vegetables and Fruits. Project funded by the IDB / MIF and the Austrian Development Cooperation (ADA), through the Regional Unit for Technical Assistance (RUTA). The project is developed in two lines of work: 1) to improve productivity / production and agricultural diversification of high commercial value and 2) marketing.
- Prevention of marginalization and youth violence, and access to employment for adolescents and young Marcalan Township, Department of La Paz. Funded by the European Union through the PASS and YMCA, this initiative is based on a pilot of employability and entrepreneurship issues youth to prevent violence in the countryside. Is to replicate the institutional experience in urban area of employment generation self and others, in the form of prevention.
Mission
Provide adequate and diverse financial solutions that contribute to growth in all sectors of the country.
View
Being a private bank recognized leader for financial strength, preferred in the market for our innovative people,
committed to our clients and law abiding.
Values
Integrity
Adherence to the highest ethical and legal standards.
Prudence
Good judgment in managing the resources of customers and shareholders.
Diligence
Readiness and care in developing the responsibilities.
Service
Provision to act for the benefit of customers and partners.
Address : Ed. Rodriguez Bo. El Centro, Comayagua, Honduras.
Website : www.banhcafe.hn, Phone number : 504-2553-4002
5. Comisión Nacional de Bancos y Seguros -
In Honduras the first Banking Institutions Act, dating from March 11, 1937, which according to Decree No.80, established at the Ministry of Finance as responsible for banking supervision. In 1950 he established the banking law, commercial and tax by creating state banks, the Commercial Code and the Law on Income Tax, in this legal framework moves banking supervision at the Central Bank of Honduras, which organized the effect, the Superintendency of Banks. In 1958 Congress issued Decree No.26 by which the functions of supervision and control of banking institutions are assigned to the Ministry of Economy and Finance, and the Superintendency of Banks becomes dependent on the Secretariat. It is through Decree 102, which in 1959 the Superintendency of Banks Legally returns to the Central Bank of Honduras.
By Decree No. 155-95 of October 24, 1995, is issued the Law of the National Banking and Insurance, according to Article 245, allocating 31 of the Constitution, which states that the President of the Republic exercise supervision and control of banks, insurers and financial by the National Banking and Insurance, whose composition and functions are governed under a special law. In November 2000 Decree 188-2000, among others, amending Article 6 of the Act, which provides that the Commission based on international standards and practices, exercised through the supervisory monitoring, surveillance and control of the public and private banking institutions, insurance, reinsurance, finance companies, savings and loan associations, public warehouses, stock exchanges, brokerage firms or positions, foreign exchange, pension funds and provident institutions, public administrators and private pension and retirement and any others that serve similar to those cited above. The National Commission of Banking and Insurance from the official installation June 10, 1996, exercised its functions and powers under the legal framework including laws made by the Financial System Law, Law of Insurance Institutions and Reinsurance Market Law Securities Deposit Insurance Act on Financial Institutions, Law Regulating Private Development Organizations are Engaged in Financial Activities as well as international agreements and practices, which allows monitor to December 2011 a total of 94 institutions , with the primary objective of safeguarding the public interest.
Address : Edificio Santa Fé, Colonia Castaño Sur, Paseo Virgilio Zelaya Rubi, Bloque C, Tegucigalpa, Honduras.
Website : www.cnbs.gov.hn, Phone number : 504-2290-4500
6. Cooperativa Sagrada Familia -
The cooperative principles and practical expression of values, are the life force of the Cooperative Movement. 're clear guidelines under which the cooperative seeking to build their organizations.
First Principle - Open and Voluntary Association :
"Cooperatives are voluntary organizations, open to all persons able to use their services and accepting the responsibilities of the association, without gender, race, social class, political or religious position." This principle affirms the fundamental importance that people voluntarily choose to engage or not with their cooperative. That is, assume the responsibilities of the association. Hence the act of association must be aware and responsible. To achieve this, the cooperative must provide education information and minimal but sufficient to ensure this purpose. This principle also determines that membership is open, that is, that she can enter all persons, first, are willing to use their services, ie there is a positive relationship between real needs and potential partner services that the company offers and, secondly, that the person is willing to assume the responsibilities of being associated, such as capitalizing the company, make use of it, take risks in business, attend meetings, exercise the vote, etc. . Finally, the principle reaffirms its vocation of respect and consideration for the human person and guarantees the elimination of exclusionary discrimination.
Second Principle - Democratic Control Associates :
"Cooperatives are democratic organizations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to their other partners. In primary cooperatives people have equal voting rights (one member, one vote) and cooperatives organizations at other levels are organized based on democratic procedures. " The principle stresses in turn are associated initial and only they, who control the cooperative also that control is democratic. As a logical consequence, reaffirms the right of the members to participate actively and directly in the definition or determination of policies and in making key decisions. This right is done, usually, in the general assemblies studying and decide on strategic issues such as definitions, implementation of new services, key investments, funded systems, etc..
The intermediate portion of the principle enshrined in the responsibility of elected representatives to act according to the interests and aspirations of cooperatives asociados.Las not "belong" to the elected leaders and not "belong" to officials and employees. They belong to the members and leaders are obliged to respond to them by their actions and for their omissions during the whole time of his mandate. In the end the principle confirms the golden rule of democracy cooperative : "An associate a vote "for primary cooperatives, ie for which are made up of associated individuals. In higher-level cooperatives, comprising legal, voting systems accept adopting weighted vote, because of the differences in interests, number of associate member body and real commitments regarding services. Despite this, the principle requires that the system adopted guaranteeing democracy.
Third Principle - Economic Participation Partners :
"The associated capitalized equitably and democratically controlled cooperative. At least a portion of its capital is the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of association. Surpluses are fully or partially applied to the following purposes: The development of the cooperative by creating funds and reserves, benefits to the partners in proportion to their transactions with the cooperative and supporting other activities as approved by the members met in General Assembly ". This principle contains four specific rules :
The first reference to the formation of capital through partner contributions. This funding is not necessarily equal but equitable. Equity is achieved taking into account one or more factors such as income level, use of services, investment capacity, etc.. Although capitalization is equitable, capital control is democratic. So ratifying the democratic character of the cooperative and respect and consideration for the person regardless of their economic power. The second requires that a portion of the capital or assets of the cooperative is common property, ie the cooperative (of partners as a whole) without any of this collective part the possibility of individual appropriation. This generation of social capital is a way to give stability to the company and develop the mutual nature of the cooperative. The third makes regarding the possibility that the capital contributed by the partners receive any compensation or annual interest. The principle conditional recognition by the cooperative event established in the statutes, and determines that in any case the compensation should be limited and therefore not subject to the law of the market.
The fourth contains parameters for the application of the surplus cooperative the cooperative to obtain each year as a result of business activity. The alternatives considered that the principle should be studied by every Assembly to take decisions in regard to what is best, from a strategic point of view for the actual entity and associates benefit. The Cooperative Principles that characterize the external relations of cooperatives :
The autonomy and independence, education, training and information, cooperation among cooperatives and community engagement are oriented principles internal operation and external relations of the cooperative.
Fourth Principle - Autonomy and independence :
"Cooperatives are autonomous self-help organizations controlled by their members. If they enter into agreements with other organizations (including governments) or raise capital from external sources, they do so on terms that ensure democratic control and maintain their cooperative autonomy. " Autonomy is the condition of a being who gives himself the law and has the freedom to be governed by their own rules. The Cooperative Movement however recognizes the obvious fact that the impossibility of absolute freedom and independence exist for economic activities in modern society, as has been organized. The State is responsible for the fiscal management of the national economy and it is only within this premise that cooperatives can be autonomous and independent. In an ideal setting, the cooperative is an instrument of free people, with the freedom that implies the ability to undertake all activities that may lead to the development of its members, while not contravene the laws of the State, nor the rights of others.
Fifth Principle - Education, training and information :
"Cooperatives provide education and training for their members, their elected representatives, managers and employees so they can contribute effectively to the development of their cooperatives. They inform the general public, particularly young people and opinion leaders, about the nature and benefits of Cooperatives ". The principle emphasizes the vital importance played by education and training in the history and success of cooperatives in the world.
So it remains essential and imperative principle, extending its action to the
managers and employees of the company. Also gives education and training the character of strategies for the development of cooperatives as an association and as a company. How much is spent on education played in associates trained and qualified for the exercise of its association, in its role of responsible users and entrepreneurs in their role as effective and efficient. Educated and trained men make good decisions, make good use of vision services and participate in the exercise of power and the development of your company. The principle stresses at its end, a particular responsibility to inform young people and opinion leaders (politicians, journalists, educators) on lanaturaleza and benefits of cooperation. This responsibility, unfortunately, has often been overlooked.
Sixth Principle - Cooperation among Cooperatives :
"Cooperatives serve their members most effectively and strengthen the Movement
Cooperative, working together through local structures, national and international. " This principle can consolidate and plan business and social level of the cooperative in larger environments, through collaboration and rigorous practice of other cooperatives and other levels of cooperation. Strategic alliances cooperative meetings between cooperative sub-sectors (production, consumption, transportation, credit, etc..) To complement activities through agreements and conventions, the joint business and concentration of activities and control systems are examples of what can be done in developing this principle. Cooperation among cooperatives can effectively develop the competitiveness of the Cooperative as a sector and cooperatives as companies through cooperative networks of national, regional and international.
Seventh Principle - Commitment to community :
"Co-operatives work for the sustainable development of communities through policies accepted by their members." While cooperatives are established primarily for the benefit of its members, can not forget that they live in specific geographic areas and communities that cooperatively defined and as such is closely linked to its community. This relationship is such that the cooperative by its own action influences the community, which often determines the life of the cooperative. The community development in economic, social and cultural is final for the cooperative an efficient and properly managed. So partners should focus resources and efforts to contribute and collaborate in actions and programs aimed at improving infrastructure and the development of education, recreation and health in their communities.
Address : Ave.Centenario, between 11 and 12 streets, Comayagüela, Honduras.
Website : www.sagradafamilia.hn, Phone number : 504-2216-6200
Hungary
1. Otp Bank -
OTP Bank Plc. is the largest bank among Hungarian credit institutions. The bank operates over 1500 branches, and serves over 12 million customers in 9 countries. OTP Bank as a universally authorized commercial bank undertakes keep an account and manage transactions for various business organizations, private entrepreneurs and for public organizations, owner occupied blocks, home co-operatives and other organizations. OTP Bank is the most significant member of the OTP Group. The Group has offices in Bulgaria (DSK Bank), Slovakia, Romania, Croatia, Serbia, Ukraine, Russia (OTP Bank Russia), and Montenegro.
Strategy
OTP Group’s business strategy remains focused on the maximization of shareholder value through the development of the most efficient, retail-focused universal bank in CEE. The objective of the Group is to achieve an outstanding financial performance in European terms. The Group endeavours to offer customised services, constantly being improved to meet the needs of its costumers, through the further strengthening of its innovative skills. In order to create value it is essential to rationalise operational processes and to improve operational and cost efficiency of the members of the Group. Synergy effects within the subsidiaries can be achieved by harmonised developments and integration of several activities within the Hungarian and the international group.
Highly qualified human resource is indispensable to achieve OTP Bank's and the Group's objectives. Therefore the creation and sustainment of a well-prepared sales-oriented and loyal administrative workforce is of outstanding importance in the Bank's strategy just as the creation of personalised careers in order to keep talented professionals.
As a response to the scarce of liquidity in the second half of 2008, OTP Group realigned its strategy in more important areas like mid-term Group strategy, in terms of products offered to clients, and adjusted its business (primarily lending) activity :
Regarding the mid-term Group strategy, OTP Bank started to apply the strategic markets vs. portfolio investments approach (geographically), while in the course of 2008, divestment of some subsidiaries came into question. The consequence of this differentiation is that management and other Group-level resources will be allocated with special focus on strategic markets which are considered as markets with higher growth potential in mid-term, and OTP Bank Plc. has strong competencies and market positions in that strategic markets.
In terms of products, the Bank put more focus on high return portfolios and channelled resources towards higher margin products – as a part of this approach, retail focus was strengthened: The Bank made a deliberate decision in 1Q 2008 to cut back corporate lending in Hungary with a purpose to reallocate liquidity sources to higher-margin retail business.
There were significant changes in the traditionally conservative lending activity from October 2008, as a result of the global financial market’s turmoil. The Bank’s willingness to lend eased off (to adjust to the new challenges after (primarily FX-) liquidity dried up), credit standards became stricter, the offered range of products changed according to the customers’ demand (for example, demand for foreign currency based loans was deliberately channelled to local currency based loans to mitigate customer’s risk exposure to FX rate changes). The Bank paid particular attention to deposit collection because of difficulties in funding: besides successful deposit collection campaigns the successful retail bond issues in Hungary have to be emphasized. After the strong and sudden deposit withdrawals in several countries in the OTP Universe in CEE region (due to the system-wide decrease of confidence for example in Ukraine, Russia and Montenegro), the Bank could reach a turnaround of deposit withdrawals in most cases by raising offered deposit rates and promote its extreme high Group-level capital adequacy ratio.
Address : H-1051 Budapest, Nádor utca 16, Hungary.
Website : www.otpbank.hu, Phone Number: 361-269-1707
2. Raiffeisen Bank -
Raiffeisen Bank Zrt. was established as Unicbank in December 1986, concurrently with the establishment of the two-tier banking system in Hungary. The bank has steadily strengthened its market position to become one of the leading universal banks in Hungary. This achievement is due to the bank's success in continuously enhancing its services, introducing new business lines and adapting its internal organisation in line with the changing exigencies of the market.
In the first years of its operation, Raiffeisen Bank offered high-quality services primarily to medium-sized and large corporations, as well as to joint-ventures and subsidiaries of multinationals. With the launch of its consumer banking business line in January of 1999, Raiffeisen Bank became a universal bank, providing wholesale financial services to its corporate customers, local governments and public utilities, as well as private banking services for high-net-worth individuals seeking sophisticated, differentiated banking relations. For private customers, the bank offers flexible, tailor-made products combined with multiple access and a high level of customer service. Raiffeisen Bank maintains an extensive branch network in Hungary, and also offers state-of-the-art alternative sales and communication channels.
As a universal bank, Raiffeisen Bank's strategic objective is to become a predominant actor in the financial services market by providing comprehensive financial services in cooperation with its subsidiaries. Regular innovation, expertise and professionalism, high-quality customer service, accessibility and a solid owner's background are key success factors in the bank's strategy. The bank aims to increase its market share and to strengthen and expand its existing market positions.
Address : H-1054 Budapest, Akadémia u. 6., Hungary.
Website : www.raiffeisen.hu, Phone Number: 361-484-4400
3. Kdb Bank -
The Bank is present on the Hungarian market of financial services since 1989.
- In 1991, a Korean-Hungarian joint venture has been established under the name MHB-Daewoo Bank. The
institution provided commercial banking services.
- Since 1997, after obtaining a full license, it offered full-scale of commercial banking services.
- In 2002, Korea Development Bank took over the bank and by a name change KDB Bank (Hungary) Ltd.’s history has begun.
- In 2012, by incessive overcoming the negative effects of the financial and economic crisis, KDB Europe’
performance and daily operation are not only stable but its figures show significant growth.
- Based on its profitability, the Hungarian subsidiary is ranked 2nd after the Shanghai Branch Among the 12
overseas KDB Centers.
- In 2012, the Hungarian network operates 9 branches with prospect of further expansion
- In 2013 the Bank undergoes a name change to KDB Bank Europe: according to the network-broadening vision of KDB, KDB Europe will lead the expansion in Central-Eastern European region; as its first steps, the Bank will
coordinate a branch opening in Slovakia.
Address : H-1054, Budapest, Bajcsy-Zsilinszky út 42-46, Hungary.
Website : www.kdb.hu, Phone Number: 361-374-9990
4. Mkb Bank -
MKB BANK targets the largest domestic, multinational companies and the perspective, qualitative small and medium sized enterprises (SMEs) by its financial products and services. The Bank offers complex, customised services adjusted to the customers' requirements in the targeted segments. The sales of the flexible services adjusted to the customers' requirements via the customer relationship and product manager system has brought a quality change in serving the customers, in efficiency but also in the product development that anticipates the customer requirements.
The net wholesale loan portfolio - including loans to large corporations, institutional clients and project financing - increased by 15.2 percent to HUF 1,098.2 billion in 2005 (2004: HUF 953.4 billion). The Bank maintained its market share at a stable level, amounting to 13.7 percent (December 2004: 13.9 percent). In 2005 MKB BANK took over the market leader position in financing non-financial corporations at 15 percent market share: the weight of FX-financing increased further within the portfolio - especially that of long-term investment loans. The corporate and institutional portfolio is still of good quality. Increased provisioning to 1.6 percent of the gross loan portfolio (2004: 1.5 percent) reflects prudential considerations; taking into account the risks affecting certain industries/clients arising from the impacts of market opening and higher competition after the EU accession.
In project and commercial real estate financing MKB BANK is still the dominant player in the domestic market. The placements (loans and guarantees drawn) increased by 18.9 percent and reached HUF 303.2 billion in 2005 (2004: HUF 254.9 billion). In the same period, credit and guarantee facilities approved grew by 18.2 percent from HUF 346.2 billion to HUF 409.4 billion. The number of clients more than doubled and increased to over 300.
Exposures increased both in the project and commercial real estate finance during 2005. The growth was especially significant in hotel constructions, developments connected with health-tourism, business infrastructure projects (industry parks, logistic centres, office buildings etc.) and in the field of high quality residential real estate projects. The share of shopping malls and to a lesser extent of telecommunication, energy sector and other infrastructural developments declined in the total portfolio. In the financing of domestic PPP transactions MKB BANK continues to take a leading role.
MKB BANK has still a balanced industry composition in its corporate loan portfolio. The industry breakdown of the portfolio is dominated by high quality real estate, economic services, trade, manufacturing, telecommunication and traffic infrastructure. In 2005, the Bank was not over exposed to any industry. The number of corporate and institutional clients keeping their accounts with the Bank reached 38 thousands (2004: 33,000) contributing to a great extent to the strengthening of the market position. Whereas the source of the growth in the number of clients was the expansion in the SME clientele, product usage grew among wholesale clients as well.
Address : 1056 Budapest, Váci u.38, P.O. Box: Budapest, H-1821, Hungry.
Website : www.mkb.hu, Phone Number: 361-327-8600
5. MNB Bank -
The Magyar Nemzeti Bank is the central bank of Hungary. The MNB is a member of the European System of Central Banks. The MNB and the members of its decision-making bodies shall be independent in carrying out the tasks and meeting their obligations conferred upon them by the MNB Act, and shall neither seek nor take instructions from the Government, the institutions and bodies of the European Union, the governments of its Member States and any other bodies, except from the European Central Bank.
The primary objective of Magyar Nemzeti Bank (the central bank of Hungary) is to achieve and maintain price stability. Without prejudice to its primary objective, the Magyar Nemzeti Bank supports the economic policy of the Government, using the monetary policy instruments at its disposal.
Further tasks of MNB are :
- holding and managing official reserves in foreign currency and gold
- developing and monitoring the payment and settlement systems
- issuing forint banknotes and coins (exclusive right of cash issuance)
- collecting and publishing statistical information
- setting and publishing official exchange rates
- promoting the stability of the financial system.
Address : 1054 Szabadság tér 8/9, 1850 Budapest, Hungry.
Website : www.mnb.hu, Phone Number: 361-428-2600
1. Banque de la Republique d’Haïti -
Banque de la Republique d’Haïti or Bank of the Republic of Haiti (BRH) is a public body with legal personality and financial autonomy. Its headquarters is in Port-au-Prince and may have branches or agencies designated by the Board of Directors places. For now, the branches of the Banque Nationale de Credit (BNC) in the provinces are responsible for carrying out certain tasks on behalf of the BRH. The law of 17 August 1979 establishing the BRH states in Article 6 that it is governed by a Board of Directors whose members are appointed for a period of three (3) years renewable by order of the President of the Republic . Pursuant to the 1987 Constitution, if ratified by the Senate of the Republic.
The Council is composed of :
- Governor, who acts as the Chairman of the Board;
- the Deputy Governor, who shall act as Vice-Chairman;
- three (3) members, one of whom holds the position of CEO.
According to the Organic Law of the BRH, the Board of Directors approves the internal regulations of the bank that defines the policy and operation. It has the power to formulate, direct and supervise monetary policy. It allows printing of banknotes and coinage and determines the volume of emissions in accordance with the law. It sets the general conditions and limits of credit operations of the BRH and determines the terms and conditions of execution of foreign currency transactions. It recommends the quantitative amount of the portfolio of loans and investments made by banks limits. It determines the types and categories of loans and investments that financial institutions can perform.
Decree of 28 March 1985, which amends sections 9 and 17 of the Act of August 17, 1979, is the legal representative of the Governor of the Central Bank. It has the broadest powers in regard to the direction and management of the institution.
The Governor signed on behalf of the BRH all treaties and agreements and correspondence formally committing the Bank. It applies the laws, decrees or orders relating to the BRH and the decisions taken by the Board. It presents to the public an annual report on the evolution of the economic and monetary situation. The CEO oversees the internal administration of the BRH and coordinate the activities of different directions. It enforces the internal regulations of the institution and the measures taken by the Governor. It performs or executes the decisions of the Board.
The legislation assigns four basic roles in the BRH, which can be stated as follows :
- defend the internal and external value of the national currency;
- ensure efficiency, development and integrity of the payments system;
- stability of the financial system;
- act as banker, cashier and fiscal agent of the State.
The Central Bank uses various instruments in the implementation of monetary policy, whose primary objective is price stability. Its main channel of monetary management has been more than two years selling banks to place bonds it issues. It also uses direct intervention in the foreign exchange market to buy or sell currencies, according to the short-term objective pursued. When circumstances require, the BRH may also use variations in the required reserve ratio, the level has not changed, however, since the introduction of BRH bonds in November 1996. BRH negotiating with the Ministry of Economy and Finance in regard to the level and conditions of financing the budget deficit. These agreements materialize, in general, the agreements signed between the Governor of the BRH and the Minister of Economy and Finance.
In terms of regulation and banking supervision, the BRH, in accordance with Articles 29 to 32 of its Organic Law and Article 43 of the Decree of 14 November 1980 regulating the operation of banks, has the authority to inspect those and submit it to a system of prudential standards. The Central Bank ensures that financial institutions meet minimum standards for their capital, the concentration of credit risk, the quality of their assets in their foreign exchange position and their management. BRH also conducts regular inspections of banks both on the spot, including sending missions of inspectors on parts, requiring the disclosure of financial information to the frequency it deems appropriate. As a banker of State (Article 37 of the Organic Law), the OHR into the current account of all institutions and public authorities. It is responsible for the collection of state revenues and cash directly on behalf of one internal taxes and customs duties. It also acts as guardian of the securities owned by such entities (Article 38).
BRH is facing an internal organization to facilitate the implementation of its modernization strategy. It follows several restructuring projects, which contribute not only to modernize the regulatory framework and supervision of the financial sector, but also to improve the overall and continuous organizational efficiency through management programs aimed at :
- streamline administrative processes;
- better integration of new technologies conducting operations and processing of information;
- promote the improvement and optimal use of human resources through, inter alia, training programs and
recycling both locally and abroad;
- improve the physical environment of work by the local redevelopment and construction of new buildings.
The chart shows the current structure of the BRH which includes 27 services spread among eight directions, five specialized units and a cell composed of technicians from the Mission Management.
Address : Port-au-Prince, Haiti / PO Box 1570.
Website : www.brh.net, Phone number : 509-226-2520
2. Banque Nationale de Credit -
Banque Nationale de Credit or National Bank Credit wish you welcome on his completely renovated, modernized and adapted to the visual identity of the institution portal. This initiative is in anticipation of expanding its range of products and services to your satisfaction. The new portal provides a user-friendly interface, allowing you to comfortably from your computer :
- Payments or payments on your card BNC;
- Transfers within and outside the heritage;
- Local transfers (Spih) and transfers abroad (SWIFT);
- Consultation of your accounts BNC deposits;
- Command checkbooks;
- The Cheque Requisition Management;
- Recurring transfer;
- Easier navigation, which aims to direct you as quickly and accurately as possible to the information you need;
- An automatic online registration;
- Changing or retrieving your password;
Automatic Loading Telephone: Accounts LajanCash (BNC Bank Mobile). These features will be activated gradually and their related update your personal information on the site use. Besides comprehensive information about the bank, its performance, its range of products and services, you will also find links visible support, as well as access to meet your needs in terms of technical secure, ease of use and availability of excellence with very short response. BNC account on your comments, suggestions and recommendations that will be included in its range of products and services, information, materials and features that you consider useful.
The National Bank of Credit (BNC) will renew its commitment to offer banking products and services and wish you good navigation.
Address : Angle Rue Des Miracles, Rue Du Port Au Prince, Port Au Prince, Haiti.
Website : www.bnconline.com, Phone number : 509-223-0800
3. Banque Interamericaine de Development -
Established in 1959, we are the leading source of development financing for Latin America and the Caribbean, with a strong commitment to achieve measurable results, increased integrity, transparency and accountability. We have an evolving reform agenda that seeks to increase our development impact in the region. While we are a regular bank in many ways, we are also unique in some key respects. Besides loans, we also provide grants, technical assistance and do research. Our shareholders are 48 member countries, including 26 Latin American and Caribbean borrowing members, who have a majority ownership of the IDB. Our Fund for Special Operations (FSO) provides concessional financing to our most vulnerable member countries. Given our shareholder base and prudent management, we have a strong financial position. As a result, the IDB is able to borrow in international markets at competitive rates and transfer that benefit to our clients.
Address : Boîte Postale 1321, Port-au-Prince, Haiti.
Website : www.iadb.org, Phone number : 509- 245-8139
4. Banque Populaire Haitienne -
Banque Populaire Haïtienne (BPH), previously operating as Banque Populaire Colombo Haïtienne, began operations on March 1, 1955, under the government of President Paul Eugène Magloire. The Law of August 20, 1973, terminated the operations of Banque Populaire Colombo Haïtienne, and created Banque Populaire Haïtienne (BPH), making it the first private bank in Haiti. By decree dated November 14, 1979, BPH was managed by a Board of Directors. The decree of December 13, 1983, placed the banking and commercial activities of BPH under a Management Council supervised by the Board of Directors of Banque de la République d’Haïti (BRH). In June 1983, BPH inaugurated its headquarters in a new building located at the intersection of rue des Miracles and rue du Centre, while maintaining a branch at the intersection of rue Eden and rue du Quai.
In October 1997, BPH opened a second branch on rue des Fronts Forts. In February 2000, BPH opened a branch in the Shodecosa Industrial Park. In February 2002, two bank teller windows opened at the Toussaint Louverture I International Airport. Both teller windows have been temporarily closed since the earthquake of January 12, 2010, but are expected to be re-opened sometime by the end of [2011.] In 2007, BPH established a branch in Pétion Ville, at the intersection of rue Aubran and rue Gabart. The BPH headquarters building suffered extensive damage during the earthquake of January 12, but in July 2010, the bank opened a branch on route de Delmas (across from Delmas 83). In 2011, BPH opened a branch on route de Tabarre (in the Tabarre shopping complex).
Banque Populaire Haïtienne (BPH) is a government-owned commercial bank with share capital of five million gourdes. The Law of December 21, 2008, increased the share capital to 60,000,000.00 Gdes, which has yet to be enacted.
BPH is currently working with all categories of workers—from the entrepreneur to the women street venders in Port-au-Prince and surrounding areas. During the past few years, BPH has not experienced any changes to its organization or market. BPH still continues to offer the same services and products as its competitors, and hopes to set itself apart as an institution offering reliable services both now and over the foreseeable future. As such, BPH considers itself a distinct and unique institution that has already established a reputation for reliable leadership to small- and medium-sized businesses and new entrepreneurs alike. BPH already enjoys a close relationship with its clients, and in the near future, expects to make client loyalty its brand of distinction.
Address : Angle Aubran and Gabart street Petionville, Haiti.
Website : www.bphhaiti.com, Phone number : 509-299-6000
5. Capital Bank -
Capital Bank, S.A. is a commercial bank based in Pétionville, Haiti. It is currently the third largest in term of assets
among Haiti's private commercial banks. The bank started its operations in 1986 as a Savings and Loan institution
under the name "Banque de Crédit Immobilier (BCI)". In 1999, it changed its charter to become a full fledged
commercial bank operating under the name Capital Bank. Currently, Capital Bank has 17 branches throughout
Haiti. In addition to its commercial banking operations, Capital Bank is present in the following specific financial
areas :
- Capital Carte - Credit Cards
- Micro Credit Capital (MCC) - Microcredit
- Capital Transfert - Money Transfer
- Capital Credit - Consumer Finance
- Capital Immobilier - Real Estate
Fondation Capital Bank is the social and philanthropic arm of the bank.
Address : 38, Rue Faubert, PO Box 246 4 , Port-au-Prince, Haiti.
Website : www.capitalbankhaiti.com, Phone number : 509-299-6500
Honduras
1. Banco Atlántida -
In Banco Atlantida we have become the most important institution and prestigious of Honduras, are the only ones with coverage throughout the country, a network of more than 270 points of service with offices in the 18 departments of Honduran territory, are elements that give us the strength and safety to be the most requested financial option for domestic and foreign customers. Atlantis Bank is recognized as a dynamic organization with advanced products served by our areas: Corporate Banking and Retail Banking. Through our Corporate Banking provide service to medium and large companies in the country offering the most innovative credit lines, ensuring their investments. Through various banking services to both administer the payment of wages of their employees and manage your accounts receivable.
Our Retail Banking serves the individual needs of our customers in a flexible and customized trying to be innovative, offering the most comprehensive range of loan products, savings and investment in our country. We are pioneers in offering our customers the latest technology by our online banking www.bancatlan.hn that will allow you to do your banking without setbacks or delays in fully virtual environment friendly and safe in the comfort of your home or anywhere in the world where you are. In our history we have built a strong relationship with the largest and most prestigious network of international correspondent banking transactions ensuring our clients worldwide. We have a highly trained staff with deep knowledge of the Honduran economy and with the expertise to assist our clients with the professionalism that only a bank with a tradition of service and culture can offer. We invite you to be part of the great family of clients and friends of Banco Atlantida to enjoy our wide range of products and services.
Mission
Offering new services as Grupo Financiero commercial banks competitive advantages at all times, anchored on the solid banking tradition obtained from our origin and sustained over time. Maintaining leadership in the financial industry at the national level and focus adequate adaptation to the requirements and needs of different socio-economic sectors of the country and in Central America.
View
To be the best financial option in Honduras that answers the confidence of their customers through the efficiency of its services offered through the professionalization and identification of personnel, maintaining its image of solidity, security and institutional growth
Values
- Orientation to meet the needs of customers, according to their investment and financing.
- Management and resource efficient operation of Banco Atlantida.
- Shaping our organization with proactive staff, motivated to provide solutions, well trained, that worry and take care of their customers.
- Keep on staff an entrepreneurial spirit, with a sense of innovation and competition, to identify, obtain and conclude profitable businesses.
- Use every day our banking tradition imbued with a high sense of innovation and modernity, enabling them to offer banking services best suited to every need of our customers.
- To offer our current and potential customers a multiple banking through branches, agencies and windows that offer multiple service options Atlantis Group.
- Keep invariably honesty, ethics, professionalism, business transparency and accountability for results, committed to the daily actions of their work.
- To promote the healthy growth of the business, investment and domestic savings in Honduras, sustained growth to accelerate to help improve the quality of life of its inhabitants.
- Comply with strict adherence to existing laws, participate only in legal business and maintain an image and conduct, at all times, a good corporate citizen.
- Actively participate in the development and protection of cultural assets, archaeological, historical and environmental Honduras to preserve national values for future generations.
Address : Plaza Bancatlan Blvd., Miraflores, Tegucigalpa, Honduras.
Website : www.bancatlan.hn, Phone number : 504-220-7676
2. Banco Central de Honduras -
Functions
- Develop and direct the Monetary, Credit and Exchange in the country and issue the appropriate regulations.
- To issue notes and coins are legal tender in the country.
- Enable exchange agents that can trade currencies in the country.
- Managing the International Monetary Reserves.
- Determine the exchange rate of the currency in terms of supply and demand.
- Perform credit to meet liquidity shortfalls of National Financial System Institutions.
- Monetary Stabilization Perform.
- Act as banker, fiscal agent and financial advisor of the State economic.
- Develop and publish major macroeconomic statistics.
The Board is composed of five (5) directors appointed by the President through the Secretary of State in the Office of Finance, one of whom serves as Chairman of the Bank and other as its Vice-President.
Among its main responsibilities are :
- Develop and direct the monetary, credit and exchange in the country.
- Ensure proper functioning and stability of financial and payment systems in the country.
- Approve the annual monetary program, review and evaluate every three (3) months at least.
- Authorize temporary liquidity loans to the National Financial System Institutions.
- Issue rules, conditions and limits for the completion of the Bank's operations.
- Adopt, with strict adherence to the law, regulations necessary for the operation of the bank.
Address : Avenida Juan Ramón Molina First Street, Seventh Avenue, PO Box # 3165, Tegucigalpa, Honduras.
Website : www.bch.hn, Phone number : 504-237-2270
3. Banco Ficensa -
History
Banco Financiera Centroamericana, SA began on August 26, 1974 and developed extraordinary fundamentals remain diligent and are proponents of continuous vision of its shareholders, supporting projects of economic and social character are reflected in high and recurrent items such as returns and financially strong. FICENSA Bank is an innovative institution, which exceeded expectations of excellence required by prudent and professional. It is also the bank that has been at the forefront of technology, with products and services designed for corporate and private clients. We continue to serve a customer base in 28 direct offices, but also serve a full ATM network and other networks BANET ATM `s, drive-, electronic services and alliance eHOMEBANKING debit and credit card MASTERCARD. We have the new services to the public for payment: SERVITEL And Serviluz. We have consolidated the alliance with Western Union, to meet the needs of family remittances and also with Celtel, a leading mobile phone for online payment and recharge electronic. Consolidate business through VIDASEGURA Crefisa, a new life insurance convenient and accessible.
Some of our merits: The first to launch in Honduras Debit card purchases that later evolved into FICENSA MASTERCARD debit card, to found and operate the first ATM network, and continue to get high marks in bank by the Central American Bank (CABEI). Because we maintain our excellence bank loan agreements with Latin American Export Bank BLADEX and IIC Inter-American Investment Corporation, the multilateral financial-American Development Bank IDB. We maintain excellent relationships with our correspondent banks like Citibank, Wells Fargo, and Ally Bank Bladex. Thirty-eight, a group of shareholders and executives determined growth targets, imagined and turned FICENSA Bank in the center of a prestigious and productive bank.
Mission and Vision
Our mission is the timely and full satisfaction of the needs and expectations of our clients, within the different sectors of the economy, with strict respect for persons and regulations through the provision of financial products and services of the highest quality, in the framework of our values and principles, with a reasonable return to our shareholders and contributing to society. Being a sound and profitable bank holding high quality assets and excellent picture, looking for a rapid and sustained growth, anticipating changes, making business opportunities to exceed the expectations of our customers. Optimizing our resources and strengthen our competitiveness through people committed to excellence and governed by strict ethical principles.
Address : Crefisa Building, 5th. The 3rd Ave. No. Street, San Pedro Sula, Honduras.
Website : www.ficensa.com, Phone number : 504-2238-1661
4. Banhcafé -
The 2012 was a year in which Banhcafe Foundation to benefit programs implemented over four thousand families distributed in several rural communities in the departments of Santa Bárbara, Cortés (Zone The Merendón), Comayagua, La Paz and Intibucá, aimed at improve horticultural production ensuring access to formal and informal markets. These initiatives were successful because of the participation of donors that also provide and validate the processes and methodologies, and the participation of the lead manager is BANHCAFE , with special programs that facilitate access to credit. Additionally, we have designed a mechanism by which it is efficient management of funds to provide small loans to the beneficiaries of the projects of the institution. This mechanism uses the structure and BANHCAFE experience, working closely with the Foundation Banhcafe, who provides all technical assistance is required to ensure the sustainable development of communities. By 2012, the bank has given L. 23, 627,665.00 in small loans for the beneficiaries of the foundation they operate.
Among the projects under implementation are mentioned :
- Entrepreneurial culture, values and skills working partner / corporate funded Central American Bank for
Economic Integration (BCIE), aims to strengthen the capacities methodological, technical and operational
institutional RED UTIL in order to contribute to the culture of values through the dissemination and
integration of values-centered culture of entrepreneurship and improving the competitiveness of the young
population to timely respond to the demands of the labor market / business.
- Social and economic integration of the youth population living in the metropolitan area and Central District Sula Valley, Honduras. Project funded by AECID through Cesal NGOs, in order to implement a model of study and improvement using research and development as a mechanism for the generation of change and innovation, based on the results generated from the implementation of products and services aimed at social inclusion and employment of young people.
- Increased income levels of the people in rural communities by strengthening community organizations, financial self-management, diversification of production and marketing, funded by AECID through CODESPA, in order to help improve the socioeconomic conditions of the inhabitants of rural communities in Honduras, through the strengthening of community organization, cost accounting, diversification of production and marketing.
- Improvement of Production Systems and Marketing of Vegetables and Fruits. Project funded by the IDB / MIF and the Austrian Development Cooperation (ADA), through the Regional Unit for Technical Assistance (RUTA). The project is developed in two lines of work: 1) to improve productivity / production and agricultural diversification of high commercial value and 2) marketing.
- Prevention of marginalization and youth violence, and access to employment for adolescents and young Marcalan Township, Department of La Paz. Funded by the European Union through the PASS and YMCA, this initiative is based on a pilot of employability and entrepreneurship issues youth to prevent violence in the countryside. Is to replicate the institutional experience in urban area of employment generation self and others, in the form of prevention.
Mission
Provide adequate and diverse financial solutions that contribute to growth in all sectors of the country.
View
Being a private bank recognized leader for financial strength, preferred in the market for our innovative people,
committed to our clients and law abiding.
Values
Integrity
Adherence to the highest ethical and legal standards.
Prudence
Good judgment in managing the resources of customers and shareholders.
Diligence
Readiness and care in developing the responsibilities.
Service
Provision to act for the benefit of customers and partners.
Address : Ed. Rodriguez Bo. El Centro, Comayagua, Honduras.
Website : www.banhcafe.hn, Phone number : 504-2553-4002
5. Comisión Nacional de Bancos y Seguros -
In Honduras the first Banking Institutions Act, dating from March 11, 1937, which according to Decree No.80, established at the Ministry of Finance as responsible for banking supervision. In 1950 he established the banking law, commercial and tax by creating state banks, the Commercial Code and the Law on Income Tax, in this legal framework moves banking supervision at the Central Bank of Honduras, which organized the effect, the Superintendency of Banks. In 1958 Congress issued Decree No.26 by which the functions of supervision and control of banking institutions are assigned to the Ministry of Economy and Finance, and the Superintendency of Banks becomes dependent on the Secretariat. It is through Decree 102, which in 1959 the Superintendency of Banks Legally returns to the Central Bank of Honduras.
By Decree No. 155-95 of October 24, 1995, is issued the Law of the National Banking and Insurance, according to Article 245, allocating 31 of the Constitution, which states that the President of the Republic exercise supervision and control of banks, insurers and financial by the National Banking and Insurance, whose composition and functions are governed under a special law. In November 2000 Decree 188-2000, among others, amending Article 6 of the Act, which provides that the Commission based on international standards and practices, exercised through the supervisory monitoring, surveillance and control of the public and private banking institutions, insurance, reinsurance, finance companies, savings and loan associations, public warehouses, stock exchanges, brokerage firms or positions, foreign exchange, pension funds and provident institutions, public administrators and private pension and retirement and any others that serve similar to those cited above. The National Commission of Banking and Insurance from the official installation June 10, 1996, exercised its functions and powers under the legal framework including laws made by the Financial System Law, Law of Insurance Institutions and Reinsurance Market Law Securities Deposit Insurance Act on Financial Institutions, Law Regulating Private Development Organizations are Engaged in Financial Activities as well as international agreements and practices, which allows monitor to December 2011 a total of 94 institutions , with the primary objective of safeguarding the public interest.
Address : Edificio Santa Fé, Colonia Castaño Sur, Paseo Virgilio Zelaya Rubi, Bloque C, Tegucigalpa, Honduras.
Website : www.cnbs.gov.hn, Phone number : 504-2290-4500
6. Cooperativa Sagrada Familia -
The cooperative principles and practical expression of values, are the life force of the Cooperative Movement. 're clear guidelines under which the cooperative seeking to build their organizations.
First Principle - Open and Voluntary Association :
"Cooperatives are voluntary organizations, open to all persons able to use their services and accepting the responsibilities of the association, without gender, race, social class, political or religious position." This principle affirms the fundamental importance that people voluntarily choose to engage or not with their cooperative. That is, assume the responsibilities of the association. Hence the act of association must be aware and responsible. To achieve this, the cooperative must provide education information and minimal but sufficient to ensure this purpose. This principle also determines that membership is open, that is, that she can enter all persons, first, are willing to use their services, ie there is a positive relationship between real needs and potential partner services that the company offers and, secondly, that the person is willing to assume the responsibilities of being associated, such as capitalizing the company, make use of it, take risks in business, attend meetings, exercise the vote, etc. . Finally, the principle reaffirms its vocation of respect and consideration for the human person and guarantees the elimination of exclusionary discrimination.
Second Principle - Democratic Control Associates :
"Cooperatives are democratic organizations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to their other partners. In primary cooperatives people have equal voting rights (one member, one vote) and cooperatives organizations at other levels are organized based on democratic procedures. " The principle stresses in turn are associated initial and only they, who control the cooperative also that control is democratic. As a logical consequence, reaffirms the right of the members to participate actively and directly in the definition or determination of policies and in making key decisions. This right is done, usually, in the general assemblies studying and decide on strategic issues such as definitions, implementation of new services, key investments, funded systems, etc..
The intermediate portion of the principle enshrined in the responsibility of elected representatives to act according to the interests and aspirations of cooperatives asociados.Las not "belong" to the elected leaders and not "belong" to officials and employees. They belong to the members and leaders are obliged to respond to them by their actions and for their omissions during the whole time of his mandate. In the end the principle confirms the golden rule of democracy cooperative : "An associate a vote "for primary cooperatives, ie for which are made up of associated individuals. In higher-level cooperatives, comprising legal, voting systems accept adopting weighted vote, because of the differences in interests, number of associate member body and real commitments regarding services. Despite this, the principle requires that the system adopted guaranteeing democracy.
Third Principle - Economic Participation Partners :
"The associated capitalized equitably and democratically controlled cooperative. At least a portion of its capital is the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of association. Surpluses are fully or partially applied to the following purposes: The development of the cooperative by creating funds and reserves, benefits to the partners in proportion to their transactions with the cooperative and supporting other activities as approved by the members met in General Assembly ". This principle contains four specific rules :
The first reference to the formation of capital through partner contributions. This funding is not necessarily equal but equitable. Equity is achieved taking into account one or more factors such as income level, use of services, investment capacity, etc.. Although capitalization is equitable, capital control is democratic. So ratifying the democratic character of the cooperative and respect and consideration for the person regardless of their economic power. The second requires that a portion of the capital or assets of the cooperative is common property, ie the cooperative (of partners as a whole) without any of this collective part the possibility of individual appropriation. This generation of social capital is a way to give stability to the company and develop the mutual nature of the cooperative. The third makes regarding the possibility that the capital contributed by the partners receive any compensation or annual interest. The principle conditional recognition by the cooperative event established in the statutes, and determines that in any case the compensation should be limited and therefore not subject to the law of the market.
The fourth contains parameters for the application of the surplus cooperative the cooperative to obtain each year as a result of business activity. The alternatives considered that the principle should be studied by every Assembly to take decisions in regard to what is best, from a strategic point of view for the actual entity and associates benefit. The Cooperative Principles that characterize the external relations of cooperatives :
The autonomy and independence, education, training and information, cooperation among cooperatives and community engagement are oriented principles internal operation and external relations of the cooperative.
Fourth Principle - Autonomy and independence :
"Cooperatives are autonomous self-help organizations controlled by their members. If they enter into agreements with other organizations (including governments) or raise capital from external sources, they do so on terms that ensure democratic control and maintain their cooperative autonomy. " Autonomy is the condition of a being who gives himself the law and has the freedom to be governed by their own rules. The Cooperative Movement however recognizes the obvious fact that the impossibility of absolute freedom and independence exist for economic activities in modern society, as has been organized. The State is responsible for the fiscal management of the national economy and it is only within this premise that cooperatives can be autonomous and independent. In an ideal setting, the cooperative is an instrument of free people, with the freedom that implies the ability to undertake all activities that may lead to the development of its members, while not contravene the laws of the State, nor the rights of others.
Fifth Principle - Education, training and information :
"Cooperatives provide education and training for their members, their elected representatives, managers and employees so they can contribute effectively to the development of their cooperatives. They inform the general public, particularly young people and opinion leaders, about the nature and benefits of Cooperatives ". The principle emphasizes the vital importance played by education and training in the history and success of cooperatives in the world.
So it remains essential and imperative principle, extending its action to the
managers and employees of the company. Also gives education and training the character of strategies for the development of cooperatives as an association and as a company. How much is spent on education played in associates trained and qualified for the exercise of its association, in its role of responsible users and entrepreneurs in their role as effective and efficient. Educated and trained men make good decisions, make good use of vision services and participate in the exercise of power and the development of your company. The principle stresses at its end, a particular responsibility to inform young people and opinion leaders (politicians, journalists, educators) on lanaturaleza and benefits of cooperation. This responsibility, unfortunately, has often been overlooked.
Sixth Principle - Cooperation among Cooperatives :
"Cooperatives serve their members most effectively and strengthen the Movement
Cooperative, working together through local structures, national and international. " This principle can consolidate and plan business and social level of the cooperative in larger environments, through collaboration and rigorous practice of other cooperatives and other levels of cooperation. Strategic alliances cooperative meetings between cooperative sub-sectors (production, consumption, transportation, credit, etc..) To complement activities through agreements and conventions, the joint business and concentration of activities and control systems are examples of what can be done in developing this principle. Cooperation among cooperatives can effectively develop the competitiveness of the Cooperative as a sector and cooperatives as companies through cooperative networks of national, regional and international.
Seventh Principle - Commitment to community :
"Co-operatives work for the sustainable development of communities through policies accepted by their members." While cooperatives are established primarily for the benefit of its members, can not forget that they live in specific geographic areas and communities that cooperatively defined and as such is closely linked to its community. This relationship is such that the cooperative by its own action influences the community, which often determines the life of the cooperative. The community development in economic, social and cultural is final for the cooperative an efficient and properly managed. So partners should focus resources and efforts to contribute and collaborate in actions and programs aimed at improving infrastructure and the development of education, recreation and health in their communities.
Address : Ave.Centenario, between 11 and 12 streets, Comayagüela, Honduras.
Website : www.sagradafamilia.hn, Phone number : 504-2216-6200
Hungary
1. Otp Bank -
OTP Bank Plc. is the largest bank among Hungarian credit institutions. The bank operates over 1500 branches, and serves over 12 million customers in 9 countries. OTP Bank as a universally authorized commercial bank undertakes keep an account and manage transactions for various business organizations, private entrepreneurs and for public organizations, owner occupied blocks, home co-operatives and other organizations. OTP Bank is the most significant member of the OTP Group. The Group has offices in Bulgaria (DSK Bank), Slovakia, Romania, Croatia, Serbia, Ukraine, Russia (OTP Bank Russia), and Montenegro.
Strategy
OTP Group’s business strategy remains focused on the maximization of shareholder value through the development of the most efficient, retail-focused universal bank in CEE. The objective of the Group is to achieve an outstanding financial performance in European terms. The Group endeavours to offer customised services, constantly being improved to meet the needs of its costumers, through the further strengthening of its innovative skills. In order to create value it is essential to rationalise operational processes and to improve operational and cost efficiency of the members of the Group. Synergy effects within the subsidiaries can be achieved by harmonised developments and integration of several activities within the Hungarian and the international group.
Highly qualified human resource is indispensable to achieve OTP Bank's and the Group's objectives. Therefore the creation and sustainment of a well-prepared sales-oriented and loyal administrative workforce is of outstanding importance in the Bank's strategy just as the creation of personalised careers in order to keep talented professionals.
As a response to the scarce of liquidity in the second half of 2008, OTP Group realigned its strategy in more important areas like mid-term Group strategy, in terms of products offered to clients, and adjusted its business (primarily lending) activity :
Regarding the mid-term Group strategy, OTP Bank started to apply the strategic markets vs. portfolio investments approach (geographically), while in the course of 2008, divestment of some subsidiaries came into question. The consequence of this differentiation is that management and other Group-level resources will be allocated with special focus on strategic markets which are considered as markets with higher growth potential in mid-term, and OTP Bank Plc. has strong competencies and market positions in that strategic markets.
In terms of products, the Bank put more focus on high return portfolios and channelled resources towards higher margin products – as a part of this approach, retail focus was strengthened: The Bank made a deliberate decision in 1Q 2008 to cut back corporate lending in Hungary with a purpose to reallocate liquidity sources to higher-margin retail business.
There were significant changes in the traditionally conservative lending activity from October 2008, as a result of the global financial market’s turmoil. The Bank’s willingness to lend eased off (to adjust to the new challenges after (primarily FX-) liquidity dried up), credit standards became stricter, the offered range of products changed according to the customers’ demand (for example, demand for foreign currency based loans was deliberately channelled to local currency based loans to mitigate customer’s risk exposure to FX rate changes). The Bank paid particular attention to deposit collection because of difficulties in funding: besides successful deposit collection campaigns the successful retail bond issues in Hungary have to be emphasized. After the strong and sudden deposit withdrawals in several countries in the OTP Universe in CEE region (due to the system-wide decrease of confidence for example in Ukraine, Russia and Montenegro), the Bank could reach a turnaround of deposit withdrawals in most cases by raising offered deposit rates and promote its extreme high Group-level capital adequacy ratio.
Address : H-1051 Budapest, Nádor utca 16, Hungary.
Website : www.otpbank.hu, Phone Number: 361-269-1707
2. Raiffeisen Bank -
Raiffeisen Bank Zrt. was established as Unicbank in December 1986, concurrently with the establishment of the two-tier banking system in Hungary. The bank has steadily strengthened its market position to become one of the leading universal banks in Hungary. This achievement is due to the bank's success in continuously enhancing its services, introducing new business lines and adapting its internal organisation in line with the changing exigencies of the market.
In the first years of its operation, Raiffeisen Bank offered high-quality services primarily to medium-sized and large corporations, as well as to joint-ventures and subsidiaries of multinationals. With the launch of its consumer banking business line in January of 1999, Raiffeisen Bank became a universal bank, providing wholesale financial services to its corporate customers, local governments and public utilities, as well as private banking services for high-net-worth individuals seeking sophisticated, differentiated banking relations. For private customers, the bank offers flexible, tailor-made products combined with multiple access and a high level of customer service. Raiffeisen Bank maintains an extensive branch network in Hungary, and also offers state-of-the-art alternative sales and communication channels.
As a universal bank, Raiffeisen Bank's strategic objective is to become a predominant actor in the financial services market by providing comprehensive financial services in cooperation with its subsidiaries. Regular innovation, expertise and professionalism, high-quality customer service, accessibility and a solid owner's background are key success factors in the bank's strategy. The bank aims to increase its market share and to strengthen and expand its existing market positions.
Address : H-1054 Budapest, Akadémia u. 6., Hungary.
Website : www.raiffeisen.hu, Phone Number: 361-484-4400
3. Kdb Bank -
The Bank is present on the Hungarian market of financial services since 1989.
- In 1991, a Korean-Hungarian joint venture has been established under the name MHB-Daewoo Bank. The
institution provided commercial banking services.
- Since 1997, after obtaining a full license, it offered full-scale of commercial banking services.
- In 2002, Korea Development Bank took over the bank and by a name change KDB Bank (Hungary) Ltd.’s history has begun.
- In 2012, by incessive overcoming the negative effects of the financial and economic crisis, KDB Europe’
performance and daily operation are not only stable but its figures show significant growth.
- Based on its profitability, the Hungarian subsidiary is ranked 2nd after the Shanghai Branch Among the 12
overseas KDB Centers.
- In 2012, the Hungarian network operates 9 branches with prospect of further expansion
- In 2013 the Bank undergoes a name change to KDB Bank Europe: according to the network-broadening vision of KDB, KDB Europe will lead the expansion in Central-Eastern European region; as its first steps, the Bank will
coordinate a branch opening in Slovakia.
Address : H-1054, Budapest, Bajcsy-Zsilinszky út 42-46, Hungary.
Website : www.kdb.hu, Phone Number: 361-374-9990
4. Mkb Bank -
MKB BANK targets the largest domestic, multinational companies and the perspective, qualitative small and medium sized enterprises (SMEs) by its financial products and services. The Bank offers complex, customised services adjusted to the customers' requirements in the targeted segments. The sales of the flexible services adjusted to the customers' requirements via the customer relationship and product manager system has brought a quality change in serving the customers, in efficiency but also in the product development that anticipates the customer requirements.
The net wholesale loan portfolio - including loans to large corporations, institutional clients and project financing - increased by 15.2 percent to HUF 1,098.2 billion in 2005 (2004: HUF 953.4 billion). The Bank maintained its market share at a stable level, amounting to 13.7 percent (December 2004: 13.9 percent). In 2005 MKB BANK took over the market leader position in financing non-financial corporations at 15 percent market share: the weight of FX-financing increased further within the portfolio - especially that of long-term investment loans. The corporate and institutional portfolio is still of good quality. Increased provisioning to 1.6 percent of the gross loan portfolio (2004: 1.5 percent) reflects prudential considerations; taking into account the risks affecting certain industries/clients arising from the impacts of market opening and higher competition after the EU accession.
In project and commercial real estate financing MKB BANK is still the dominant player in the domestic market. The placements (loans and guarantees drawn) increased by 18.9 percent and reached HUF 303.2 billion in 2005 (2004: HUF 254.9 billion). In the same period, credit and guarantee facilities approved grew by 18.2 percent from HUF 346.2 billion to HUF 409.4 billion. The number of clients more than doubled and increased to over 300.
Exposures increased both in the project and commercial real estate finance during 2005. The growth was especially significant in hotel constructions, developments connected with health-tourism, business infrastructure projects (industry parks, logistic centres, office buildings etc.) and in the field of high quality residential real estate projects. The share of shopping malls and to a lesser extent of telecommunication, energy sector and other infrastructural developments declined in the total portfolio. In the financing of domestic PPP transactions MKB BANK continues to take a leading role.
MKB BANK has still a balanced industry composition in its corporate loan portfolio. The industry breakdown of the portfolio is dominated by high quality real estate, economic services, trade, manufacturing, telecommunication and traffic infrastructure. In 2005, the Bank was not over exposed to any industry. The number of corporate and institutional clients keeping their accounts with the Bank reached 38 thousands (2004: 33,000) contributing to a great extent to the strengthening of the market position. Whereas the source of the growth in the number of clients was the expansion in the SME clientele, product usage grew among wholesale clients as well.
Address : 1056 Budapest, Váci u.38, P.O. Box: Budapest, H-1821, Hungry.
Website : www.mkb.hu, Phone Number: 361-327-8600
5. MNB Bank -
The Magyar Nemzeti Bank is the central bank of Hungary. The MNB is a member of the European System of Central Banks. The MNB and the members of its decision-making bodies shall be independent in carrying out the tasks and meeting their obligations conferred upon them by the MNB Act, and shall neither seek nor take instructions from the Government, the institutions and bodies of the European Union, the governments of its Member States and any other bodies, except from the European Central Bank.
The primary objective of Magyar Nemzeti Bank (the central bank of Hungary) is to achieve and maintain price stability. Without prejudice to its primary objective, the Magyar Nemzeti Bank supports the economic policy of the Government, using the monetary policy instruments at its disposal.
Further tasks of MNB are :
- holding and managing official reserves in foreign currency and gold
- developing and monitoring the payment and settlement systems
- issuing forint banknotes and coins (exclusive right of cash issuance)
- collecting and publishing statistical information
- setting and publishing official exchange rates
- promoting the stability of the financial system.
Address : 1054 Szabadság tér 8/9, 1850 Budapest, Hungry.
Website : www.mnb.hu, Phone Number: 361-428-2600
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