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Banque Pour Le Commerce Exterieur Lao Public (BCEL)

Banque Pour Le Commerce Exterieur Lao Public (BCEL)

Lao PDR is a small and least developing country. It is a land-lock country located in South East Asia, with a population of around 6.5 million, and is a member of ASEAN. It shares border with China in the North, Cambodia in the South, Vietnam in the East, and Thailand and Myanmar in the West. With annual GDP growth of about 8%, Lao PDR is working extensively on its socio-economic development to narrow the existing development gap between itself and neighboring countries. The country, thus, emphasizes development in energy, mining, small-scale industrial factories and others. The government has widely liberalized investment in the finance and banking together with amendments and establishment of laws and regulations to govern finance and banking sector. Over the last 5 years, the number of commercial banks has increased significantly with total number of 29 banks including branches of 4 world leading banks.

Banque Pour Le Commerce Exterieur Lao Public (BCEL)

Banque Pour Le Commerce Exterieur Lao Public (BCEL)

Foreign bank branches deliver about 9,5% of the domestic loan market in 2011, serving mainly the Laotian activities of companies from their home markets. In contrast, the banking sector is highly dominated by 4 state-owned commercial banks that, in total, account for around 64.15% of the loan market in the same year. The most significant and the largest bank in the country is Banque pour le Commerce Exterieur Lao Public which holds the majority of the banking market in terms of network, assets, deposits, and loans.

BCEL was established at the end of 1975, following the independence of the Lao People’s Democratic Republic, as a specialised branch of the former State Bank (Central Bank). It was assigned to monopolise and provide solely international banking services as well as to manage the grants and loans provided by foreign countries and international organisations to the Lao government.

In November 1989, BCEL transformed into the fully commercial bank. Since then, the bank has continued to grow and strengthen gradually in various fields including the size of assets, deposits, loans and the number of clients.
In 2011, BCEL has gone through a transformation from a state-run to a publicly owned bank, making it the first bank in Laos to register on the Lao Securities Exchange in January 2011.

As a public company, BCEL is now 70% owned by the Lao government, 10% owned by the strategic partner, COFIBRED a subsidiary of the BRED Banque Populaire from France and the remaining 20% of the share up for sale owned by the public, in which 10% owner by foreign investors.

Banque Pour Le Commerce Exterieur Lao Public (BCEL) is the leading bank in the Lao PDR with total assets of 19,947 billion Lao Kips (approximately 2 billion USD) as of 31 December 2012. BCEL has 18 branches, 48 service units (outlets), and 11 foreign exchangers nationwide. BCEL has established business relationship with many high-profile banks worldwide, making it the largest provider of cross-border money transfer services and settlement network for business sector in Laos. Its primary services include: deposits, loans, bank guarantees, precious metal trading, internal and international settlements, ATM and credit cards and others.

BCEL is the only bank in Laos that receives the privilege from the government to arrange payroll payment for the civil servants and state employees through bank network. A number of companies and organisations also trust BCEL for the same service.

BCEL is a full member of VISA International, and BCEL also diversifies its card business by being the first bank in Laos to upgrade its ATM cards with co-brand cards -BCEL UnionPay in cooperation with China UnionPay International, making its ATM cards can be accepted across the globe through International UnionPay network.

BCEL, by itself and in partnership with foreign banks, has also established a number of firms including:

  1. Lao-Viet Bank, in 1999                                           35%
  2. Lao-Viet Insurance Company, in 2008          35%
  3. BCEL Leasing Company, in 2009                      100%
  4. Franco-Lao Bank, in 2010                                    46%
  5. BCEL-KT Securities Company, in 2010          70%

BCEL‘s Market share 2012 as follow:

  1. Credit                                   24.65%
  2. Deposit                               38.37%
  3. Asset                                    29.65 %

BCEL is recognised internationally in terms of quality of services and technology development. BCEL has been accredited with the international standard of ISO 9001-2008 for banking operations and international services. In 2011, BCEL won the Bank of the Year Award 2011 Laos from the Banker Magazine for its best performance. BCEL was also awarded with Laos Domestic Technology 2012 Operations Bank of the Year and Wholesale Banking Award 2012 from Asian Banking and Finance Magazine. And recently, it has been awarded with the Platinum Technology Award for Quality & Best Trade Name by Otherways Management Association Club, 3 awards from the Asian Banking and Finance Magazine and an award of Most Innovative Retail Bank Laos 2013 from Global Banking and Finance Review.

BCEL sets up the long term strategic plan to improving its operation services in to advance banking with international standards which starts from now to 2020.

Business

From furlough to returning to work – employees are feeling insecure in their future

From furlough to returning to work - employees are feeling insecure in their future 1

New data looking into 6,273 employees, commissioned by Perkbox, the employee experience platform, has revealed the considerable impacts of the furlough scheme and the prospect of returning to work to wellbeing.

The research revealed that despite being a job retention scheme, furlough has led to a huge 61% of workers on the scheme with concerns over their future job security, and a further 42% have concerns about the future of their company due to their employer’s participation in the scheme. This is despite almost half (45%) enjoying the time off and break from working that this time provided. 

Furthermore, it’s not just those a part of the scheme that are feeling the impacts. Almost 1 in 5 (19%) who weren’t furloughed by their employers (but their companies did utilise the scheme) felt more secure in their job by not being chosen to be a part of it. 

The scheme hasn’t just led to insecurities, it’s also led to potential rifts between colleagues. 29% of those on furlough felt guilty about not working, while over 1 in 5 (21%) felt guilty for extra work that colleagues had to take on in their absence. Those who remained working over this period had to work harder (19%), experience more stress due to taking on extra responsibilities (18%), which ultimately impacted emotional wellbeing (16%). Resulting in 1 in 10 feeling resentful for their furloughed colleagues’ time off. 

As insecurity levels are high, employees expect company leaders to take personal action before considering redundancies. A huge 65% stated that they believe senior leadership should take a pay cut first, before considering options for staff – just 14% responded that they wouldn’t expect this from their leaders.

Moreover, as the furlough scheme changes, many are returning to work by encouragement of the Government. Despite this encouragement, less than half of employees (47%) feel safe in regard to returning to work (equal between office and non-office based workers), with almost a quarter (24%) feeling ‘unsafe’ about this transition.

Looking at what companies have done to prepare for a return to work, it comes as no surprise as to why employees may be apprehensive. Just 15% of businesses have set a fixed date for returning to work, a further 22% of employees have received no clear guidance on how to return to work. Furthermore, less than a third (31%) reported that their employer had implemented all of the necessary safety equipment to return to work, with just 30% establishing a clear back to work plan. 

Just 4% state that their company is planning to switch to completely working from home – begging the question of when companies are planning to communicate back to work plans. 

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Business

Return to work: Flexibility, preparation and communication are key

Return to work: Flexibility, preparation and communication are key 2

By Matt Weston, Managing Director, Robert Half UK

As lockdown restrictions ease for the foreseeable future, conversations across the business world are starting to turn to how employers can safely and seamlessly prepare for their workforce to return to the office.

Research from Robert Half has found that over half (54%) of employees are worried about working in close proximity to their colleagues, while a similar proportion are eager to return to the office due to loneliness working from home (45%) or concerns about missing out on career opportunities (30%).

Unsurprisingly, after everything companies and their employees have done to successfully adapt their operations and working practices to social distancing rules over the last few months, immediately returning to the old ways of working will likely neither be sensible or practical. With safety being the key priority for the ‘new normal’ of office life – communication, flexibility and preparation should be the main focus areas for employers.

With this in mind, what are the challenges and opportunities that employees anticipate as they prepare for the return to work, beyond government and industry supplied health and safety best practice? Furthermore, how can employers best support their staff during this period?

Keep people at the heart of change

It is important to recognise that your workforce has been working through an intense period of uncertainty and change for months, which can be incredibly unsettling. On top of this, working for weeks in isolation without the usual physical interactions with team members could be potentially detrimental to employee engagement and mental wellbeing.

Having adjusted to keep staff connected with one another from a distance with virtual team building exercises, video calls and daily check-ins, as teams begin working in hybrid models with some in the office and others remote, staff engagement will need to adapt again.

Managing people with greater sensitivity and maintaining positivity throughout will be crucial. To help instil a sense of normality and engagement, encourage maximum collaboration between individuals (in accordance with social distancing rules), and make sure teams feel part of company goals and opportunities through regular meetings and communication – no matter their location.

Continuing to invest in technology and offering flexibility will also be important to ensuring that people can continue to work remotely or on-site, either in accordance with their own wishes or as part of your staggered return-to-office plan.

Communicate, communicate, communicate (and listen)

Reassuring staff that they are able to safely return to the office will require continuous communication. From expectations of the physical office, to expectations of how to operate within hybrid teams, these new expectations and new workplace requirements should be communicated to all staff clearly to avoid confusion.

Regular email updates, updates on the company’s intranet and social media channels, as well as frequent town hall meetings (either online or in a smaller setting) could be key elements of an effective communications approach.

Also, consider a feedback channel to allow staff within the team to offer thoughts on their experience of returning to the office and any suggestions on improving the process. Whether on a company-wide basis or a team-by-team approach, schedule regular check-ins to engage with employees’ questions and concerns.

Maintaining open communication channels with your team will be essential for keeping up employee morale and ensuring clarity. For example, if some employees aren’t comfortable with coming to the office every day, then they should have plenty of opportunities to voice their concerns and have them dealt with promptly, respectfully and fairly.

Staggered return-to-office planning

Depending on the size of business and density of office space, maintaining home working arrangements across teams on an alternating basis could make it easier to implement safe social distancing. This involves select teams working remotely while others work on-site on any given day.

An alternating approach to remote working might also reduce the risk of staff feeling pressured or overwhelmed by an immediate return to the office five-days-a-week. After all, some families might be juggling temporary disruptions to childcare arrangements and public transport systems will likely become crowded again. So, a transitionary period will help everyone adjust to post-lockdown office working.

Finally, if you have developed your technology infrastructure to facilitate remote working, you would do well to continue to leverage these new capabilities as in all probability, a mixture of remote and at-office work will be needed for some time.

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Business

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy  

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy   3

Leading payments provider, Contis, has applied for two grants from the RBS & BCR Alternative Remedies Package, totalling £35 million.  

Unlike most applicants who will deploy funds through a single brand, Contis is taking a completely different approach. The funding will be used to drive fintech innovation in the UK by developing an off the shelf, B2B electronic and card payment technology platform for SMEs. With Contis’ powerful tech stack and regulated status, this will empower hundreds of fintechs to support the SME market with groundbreaking technologies, payments and lending capabilities. Contis today services over 800,000 consumer accounts, 14,500 business accounts and processes £4bn in transactions per year, demonstrating a proven track record.   

UK businesses are facing a challenging economic environment with the impacts of Covid-19 and Brexit. As large corporations and entire sectors are affected, SMEs will play a vital role in the recovery. Contis’ approach is completely disruptive, offering three channels to maximise support for SMEs and sole traders, through three unique brands, all powered by APIs from Contis’ modular and configurable engine. 

1.       Canvas for Business 

Contis is a super-vendor in the world of fintech, offering payments through proven banking rails and card scheme capabilities including issuing pre-paid, debit and virtual cards. They’re linked to digital delivery like Apple Pay and Google Pay, and a trusted tech stack that boasts 99.99% uptime.  

With funding from the Capability and Innovation Fund (CIF), Contis’ technology and regulated services will be made available to the whole fintech community, enabling them to provide dedicated SME accounts with the latest leading-edge capabilities delivered via Contis’ wholly owned, secure, cloud-based technology and apps. Contis’ solution has a firm eye on the need for SMEs to compete internationally, particularly after Brexit, and offers FX integration as standard.  

Canvas for Business will increase competition by providing fintechs serving the SME market with technology that outstrips the big banks. Contis will also provide credit referencing capabilities and empower fintechs to lend to their SME client base through Contis’ own credit licence. Without the constraints of legacy systems, it will enable simple connectivity to accounting and payments solutions, as well as to unlimited future innovations.  

2.       Engage for Business 

Over 150 Credit Unions currently use Contis’ Engage service and technology, and hold an estimated £400 million in undeployed cash reserves. Developed with CIF funding, Engage for Business will enable Credit Unions to launch business accounts and payments products for the first time, and allow excess funds to be redeployed in the SME sector through business support loans. This will revolutionise access to funding for sole traders and small businesses. 

3.       Freedom for Business 

With CIF funding, Contis will also offer large scale SMEs a direct-to-market solution where Contis holds the relationship and provides a bespoke offer to meet the business’ exact needs. 

Contis’ application to the Capability and Innovation Fund is focused on creating the widest possible impact for UK SMEs by fulfilling their accounts & payments needs and driving innovation in SME financial services. 

Through the grant, Contis will empower over 200 fintechs and Credit Unions to provide credit, simplify payments integration into everyday business needs, offer digital credit referencing, provide budgeting tools to SMEs, enable automated payments, give predictive insight on cash flow, provide rewards to SMEs on spending, and much more. 

Peter Cox, Founder and Executive Chairman of Contis said: “Our mission is to democratise payments and financial services for all SMEs, so they’re spoilt for choice with innovative and affordable solutions that meet their exact needs. Our approach, based upon proven technologies, will broaden and disrupt the services available to SMEs far beyond the capabilities of existing providers such as the big banks.  

“By driving competition and innovation, while improving the availability of funding, our approach will increase the services on offer to SMEs and make them more affordable, therefore becoming easier for every entrepreneurial person with vision to run their own businesses.” 

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