Simple pdf merger - Crack Key For U

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Simple pdf merger - Crack Key For U

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Simple pdf merger  - Crack Key For U
is a Swiss multinational investment bank and financial services company founded and based in Switzerland. Co-headquartered in the cities of Zürich and Basel, it maintains a presence in all major financial centres as the largest Swiss banking institution and the largest private bank in the world. UBS client services are known for their strict bank–client confidentiality and culture of banking secrecy. Because of the bank's large positions in the Americas, EMEA, and Asia Pacific markets, the Financial Stability Board considers it a global systemically important bank. UBS was founded in 1862 as the Bank in Winterthur alongside the advent of the Swiss banking industry. During the 1890s, the Swiss Bank Corporation (SBC) was founded, forming a private banking syndicate that expanded, aided by Switzerland's international neutrality. In 1912, the Bank of Winterthur merged with Toggenburger Bank to form the Union Bank of Switzerland (UBS) and grew rapidly after the Banking Law of 1934 codified Swiss banking secrecy. Following decades of market competition between Union Bank of Switzerland and the Swiss Bank Corporation (SBC), the two merged in 1998 to create a single company known solely as "UBS". In fact, that was one of the more than 370 financial firms that have, since 1862, become part of today's UBS. After UBS managed heavy losses during the 2008 financial crisis with an asset relief recovery program, it was hit by the 2011 rogue trader scandal resulting in a US$2 billion trading loss. In 2012, the bank reoriented itself around wealth management advisory services and limited its sell side operations. Apart from private banking, UBS provides wealth management, asset management, and investment banking services for private, corporate, and institutional clients with international service. UBS manages the largest amount of private wealth in the world, counting approximately half of the world's billionaires among its clients. Despite its trimming of sell side operations, UBS maintains a global investment bank and is considered a primary market maker. The bank also maintains numerous underground bank vaults, bunkers, and storage facilities for gold bars around the Swiss Alps and internationally. Partly due to its banking secrecy, it has been at the centre of numerous tax avoidance investigations undertaken by U. S., French, German, Israeli, and Belgian authorities. UBS operations in Switzerland and the United States were respectively ranked first and second on the 2018 Financial Secrecy Index. As of 2021, UBS is the 3rd largest bank in Europe with a market capitalization of $61 billion. It is considered a systematically important bank by the Financial Stability Board. It has over CHF3.2 trillion in assets under management (AUM), approximately CHF 2.8 trillion of which are invested assets. In late 2016, UBS established a blockchain technology research lab in London to advance its cyber security and encryption of client activities. Based on regional deal flow and political influence, UBS is considered one of the "biggest, most powerful financial institutions in the world". The company's capital strength, security protocols, and reputation for discretion has yielded a substantial market share in banking and high level of brand loyalty. Alternatively, it receives routine criticism for facilitating tax noncompliance and off-shore financing. UBS is a joint-stock company (Aktiengesellschaft) pursuant to Swiss laws. Its shares are listed at the SIX Swiss Exchange and the New York Stock Exchange (NYSE). As of December 2020, UBS is present in all major financial centres worldwide, having offices in 50 countries, with about 30% of its approx. 73,000 employees working in the Americas, 30% in Switzerland, 19% in Europe (excluding Switzerland), the Middle East and Africa and 21% in the Asia Pacific region. The bank has its major presence in the United States. Its American headquarters for investment banking are located in New York City, for private wealth management advisory in Weehawken, New Jersey. They have sales & trading and private wealth management offices in Stamford, Connecticut. The company's global business groups are global wealth management, investment bank, asset management and personal & corporate banking. In November 2014, the shares in UBS Group AG were listed and started trading as a new holding company at the NYSE and SIX Swiss Exchange. Upon application and with effect as of 14 January 2015, the shares of UBS AG, the subsidiary of the UBS Group AG, were delisted from the NYSE. More than 60% of total invested assets in UBS Wealth Management belong to individuals with a net worth of CHF 10 million or more. is an outgrowth of the former Paine Webber brokerage business. Of the remaining 40% of total invested assets, 30% of the total belong to individuals with net worth between CHF 1 million and CHF 10 million and the last 10% of total assets belong to individuals with a net worth of less than CHF 1 million. The business was initially renamed UBS Paine Webber in March 2001 after it was acquired by UBS. Additionally, UBS provides a broad range of securities and savings products that are supported by the firm's underwriting and research activities as well as clients' orders management and execution and also clearing services for transactions originated by individual investors. The division offers a fully integrated set of wealth management advisory solutions for ultra-high net worth and high net worth clients. The business is further divided geographically with separate businesses focused on the U. UBS maintains a leading position in the retail and corporate loan market in Switzerland; in fact, it serves one in three pension funds, more than 85% of the 1,000 largest Swiss corporations and 85% of banks that resides within the nation. This business division constitutes a central building block of UBS's universal bank delivery model in Switzerland and it supports other divisions, such as Investment Bank, by referring clients to them and by assisting them to build their wealth to a level at which they can be transferred to UBS Wealth Management. The retail and corporate distribution network comprises not only 279 branches in Switzerland, but 1,250 teller machines and self-service terminals, as well as digital banking services, serving 2.5 million personal banking clients. UBS Asset Management offers equity, fixed income, currency, hedge fund, global real estate, infrastructure and private equity investment capabilities that can also be combined in multi-asset strategies. The 1998 UBS-SBC merger and subsequent restructuring resulted in the combination of three major asset management operations: UBS Asset Management, Phillips & Drew (owned by Union Bank of Switzerland), and Brinson Partners (owned by SBC). The investment teams were merged in 2000 and in 2002 the brands were consolidated to become UBS Global Asset Management. With around 2,300 employees in 23 countries, UBS Asset Management is the largest mutual fund manager in Switzerland, a leading fund house in Europe, and one of the largest hedge funds and real estate investment managers in the world. With the aim to generate systematic products and solutions for client, in 2017, UBS integrated Equities, Fixed Income and Solutions capabilities and hedge funds business within a new area named Investments. UBS also formed a new area of business named Real Estate and Private Markets by combining their Global Real Estate and Infrastructure and Private Equity businesses. In February 2017, UBS Group AG and the Northern Trust Corporation, an American international financial services company, announced an agreement for the acquisition of UBS Asset Management's fund administration servicing units in Luxembourg and Switzerland. This acquisition will facilitate the expansion of the Northern Trust Corporation into these two countries, turning the American company into the major fund administrator in the local markets and into one of the ten global leaders in the sector. At the end of the transaction, completed in October 2017, the American company will administrate a total of CHF 420 billion in assets. UBS Asset Management will continue anyway to offer Management Company, White Labelling and Representative Services to its clients. Ulrich Körner, president of the UBS Asset Management, affirms that the continuous transformation of their platform is due to a major efficiency, effectiveness and geographical dislocation of the services offered by the bank. As of the end of December 2018, the personnel employed at UBS Investment Bank totalled 5,205, present in 33 countries (with principal offices in Chicago, Frankfurt, Hong Kong, London, New York, Shanghai, Singapore, Tokyo and Zurich). This business division also advises and provides access to capital markets for corporate and institutional clients, governments, financial intermediaries, alternative asset managers, and private investors. UBS Investment Bank was formerly known as UBS Warburg and as Warburg Dillon Read, before the merger of the Union Bank of Switzerland and the Swiss Bank Corporation (SBC). Within the UBS Investment Bank division, the Investment Banking Department (IBD) provides a range of advisory and underwriting services including mergers and acquisitions, restructuring, equity offerings, investment grade and high yield debt offerings, leveraged finance and leveraged loan structuring, and the private placement of equity, debt, and derivatives. The Sales & Trading division comprises equities (brokering, dealing, market making and engaging in proprietary trading in equities, equity-related products, equity derivatives, and structured products) and FX, Rates and Credit (FRC) (brokering, dealing, market making and engaging in proprietary trading in interest rate products, credit products, mortgage-backed securities, leveraged loans, investment grade and high-yield debt, currencies, structured products, and derivative products). Following an expansion in 2002, the trading floor covers 9,600-square-metre (103,000 sq ft) with 12-metre (40 ft) arched ceilings. Over US$1 trillion in assets are traded here every trading day. In June 2011, it was announced that UBS was considering moving its North American headquarters back to New York City, and that the bank was looking for office spaces in Midtown and in the rebuilt World Trade Center. Although the merged company's new name was originally supposed to be the "United Bank of Switzerland," the officials opted to call it simply UBS because of a name clash with the separate Swiss company United Bank Switzerland – a part of the United Bank Limited's Swiss subsidiary. Therefore, UBS is no longer an acronym but is the company's brand. Its logo of three keys, carried over from SBC, stands for the company's values of confidence, security, and discretion. UBS, through Swiss Bank Corporation, traces its history to 1854 when six private banking firms in Basel, Switzerland pooled their resources to form the Bankverein, a consortium that acted as an underwriting syndicate for its member banks. After the new bank started with an initial commitment of CHF 30 million and CHF 6 million of share capital, it soon experienced growing pains when heavy losses in Germany caused it to suspend its dividend until 1879. Following the years 18, when the bank merged with the Zürcher Bankverein and acquired the Basler Depositenbank and the Schweizerische Unionbank, it changed its name to Schweizerischer Bankverein. SBC subsequently experienced a period of growth, which was only interrupted by the onset of World War I, in which the bank lost investments in a number of large industrial companies. By the end of 1918, the bank had recovered and surpassed CHF 1 billion in total assets and grew to 2,000 employees by 1920. The impact of the stock market crash of 1929 and the Great Depression was severe, particularly as the Swiss franc suffered major devaluation in 1936. The bank saw its assets fall from a 1929 peak of CHF 1.6 billion to its 1918 levels of CHF 1 billion by 1936. On the eve of World War II in 1939, SBC, like other Swiss banks, was the recipient of large influxes of foreign funds for safekeeping. Just prior to the outbreak of the war, SBC made the timely decision to open an office in New York City. had established a reputation as a daring merchant bank that grew to be one of the most respected investment banks in London. In 1945, SBC acquired the Basler Handelsbank (Commercial Bank of Basel), which was one of the largest banks in Switzerland, but became insolvent by the end of the war. Dillon, Read & Co., which traced its roots to the 1830s, was among the powerhouse firms on Wall Street in the 1920s and 1930s, and by the 1990s had a particularly strong mergers and acquisitions advisory group. SBC remained among the Swiss government's leading underwriters of debt in the post-war years. Warburg & Co., a leading British investment banking firm, in 1995 for the price of US$1.4 billion signified a major push into investment banking. Dillon Read had been in negotiations to sell itself to ING, which owned 25% of the firm already, but Dillon Read partners balked at ING's integration plans. SBC, which had entered the 1950s with 31 branch offices in Switzerland and three abroad, more than doubled its assets from the end of the war to CHF 4 billion by the end of the 1950s and doubled assets again in the mid-1960s, exceeding CHF 10 billion by 1965. After its acquisition by SBC, Dillon Read was merged with SBC-Warburg to create SBC-Warburg Dillon Read. Following SBC's later merger with Union Bank of Switzerland, the SBC part was dropped from the name; in 2000 when the new UBS got restructured the Dillon Read name was dropped, although it was brought back in 2005 as Dillon Read Capital Management, UBS's ill-fated hedge fund operations. The Union Bank of Switzerland emerged in 1912 when the Bank in Winterthur fused with the Toggenburger Bank. The Bank in Winterthur, founded in 1862 with an initial share capital of CHF 5 million, focused on providing financing for industry and other companies, The new company was initially traded under the English name Swiss Banking Association, but in 1921 it was changed to Union Bank of Switzerland (UBS) to mirror its French name, Union de Banques Suisses. In German, the bank was known as the Schweizerische Bankgesellschaft (SBG). Although the bank suffered in the aftermath of World War I and the Great Depression, it was able to make several smaller acquisitions; in 1937 it established Intrag AG, an asset management business responsible for investment trusts, (i.e. The activities of the Union Bank of Switzerland during World War II were not publicly known until decades after the war, when it was demonstrated that UBS likely took active roles in trading stolen gold, securities, and other assets during World War II. The issue of "unclaimed property" of Holocaust victims became a major issue for UBS in the mid-1990s, and a series of revelations in 1997 brought the issue to the forefront of national attention in 19. Shortly after the end of World War II, Union Bank of Switzerland completed the acquisition of the Eidgenössische Bank, a large Zürich-based bank that became insolvent. As a result of the merger, Union Bank of Switzerland exceeded CHF 1 billion in assets and moved its operations to Zürich. UBS opened branches and acquired a series of banks in Switzerland in the following years, growing from 31 offices in 1950 to 81 offices by the early 1960s. Following two major acquisitions in 1986 (Phillips & Drew and Deutsche Länderbank), UBS made its first purchase in the United States in 1991 with Chase Investors Management Corporation, the asset management business of Chase Manhattan Bank. The acquisition propelled Credit Suisse ahead of Union Bank of Switzerland as the largest bank in Switzerland for the first time. Prior to the merger with Swiss Bank Corporation, UBS purchased a group of smaller Swiss banks in 1994 including the Cantonal Bank of Appenzell-Ausserrhoden in 1996, Ebner, who supported the idea of a merger, led a shareholder revolt that resulted in the replacement of Union Bank of Switzerland's chairman, Robert Studer with Mathis Cabiallavetta, one of the key architects of the merger with Swiss Bank Corporation. On 8 December 1997, Union Bank of Switzerland and Swiss Bank Corporation announced an all-stock merger. At the time of the merger, Union Bank of Switzerland and Swiss Bank Corporation were the second and third largest banks in Switzerland, respectively. During the merger, UBS chairman Marcel Ospel originally wanted to call the company "United Bank of Switzerland", but settled on simply using "UBS" following the acquisition of American brokerage firm, Paine Webber. Colloquially referred to as the "New UBS" to distinguish itself from the former Union Bank of Switzerland, the combined bank became the second largest in the world at the time, behind only the Bank of Tokyo-Mitsubishi. Prior to the merger, Swiss Bank Corporation was considered to be further along than Union Bank of Switzerland in developing its international investment banking business, particularly in the higher margin advisory businesses where Warburg Dillon Read was considered to be the more established platform. After the merger was completed, it was speculated that a series of losses suffered by UBS on its equity derivative positions in late 1997 was a contributing factor in pushing UBS management to consummate the merger. At the time of its merger with UBS, Paine Webber had emerged as the fourth largest private client firm in the United States with 385 offices employing 8,554 brokers. The acquisition pushed UBS to the top wealth and asset management firm in the world. Initially, the business was given the divisional name UBS Paine Webber but in 2003 the 123-year-old name Paine Webber disappeared when it was renamed UBS Wealth Management USA. Costas, a former bond trader and co-head of Fixed income at Credit Suisse First Boston and head of Fixed Income Trading at Union Bank of Switzerland in 1998, was appointed CEO of UBS's investment banking division, which originated in SBC's Warburg Dillon Read division and was renamed UBS Warburg in December 2001. In an attempt to break into the elite bulge bracket of investment banks, in which UBS then had little success while rival Credit Suisse was establishing itself as a major player on Wall Street with the acquisition of Donaldson, Lufkin & Jenrette in 2000, Costas shifted the growth strategy from acquiring entire firms to hiring individual investment bankers or teams of bankers from rival firms. Costas had followed a similar approach in building out the UBS fixed income business, hiring over 500 sales and trading personnel and increasing revenues from US$300 million in 1998 to over US$3 billion by 2001. The arrival of former Drexel Burnham Lambert investment banker Ken Moelis marked a major coup for Costas. Moelis joined UBS from Donaldson Lufkin & Jenrette in 2001 shortly after its acquisition by Credit Suisse First Boston (although Huw Jenkins claimed he had hired Moelis to the UK Parliamentary Banking commission while under oath, which is patently false). In his six years at UBS, Moelis ultimately assumed the role of president of UBS Investment Bank and was credited, along with Costas, with the build-out of UBS's investment banking operation in the United States. In 2006, UBS set up a joint venture in China (see UBS Securities, China branch). However, by the end of 2006, UBS began to experience changing fortunes. In late 2005, Costas headed a new hedge fund unit within UBS known as Dillon Read Capital Management. His former position was taken over by Huw Jenkins, a long-time legacy UBS investment banker. The bank's apparent conservatism would be turned on its head when large losses were reported in various mortgage securities rather than corporate loans that generated investment banking fees. After Moelis, other notable departures included investment banking co-head Jeff Mc Dermott in early 2007 and, as the financial crisis set in, other high-profile bankers such as Oliver Sarkozy in early 2008 and Ben Lorello in 2009. Although in 2006, DCRM had generated a profit for the bank of US$720 million, after UBS took over DRCM's positions in May 2007, losses grew from the US$124 million recorded by DRCM, ultimately to "16% of the US$19 billion in losses UBS recorded." The UBS investment bank continued to expand subprime risk in the second quarter of 2007 while most market participants were reducing risk, In response to the growing series of problems at UBS, and possibly his role in spearheading Costas' departure from the bank, Peter Wuffli unexpectedly stepped down as CEO of the firm during the second quarter of 2007. As its losses jeopardized the bank's capital position, UBS quickly raised US$11.5 billion of capital in December 2007, US$9.7 billion of which came from the Government of Singapore Investment Corporation (GIC) In response to its losses, UBS announced a CHF 15 billion rights offering to raise the additional funds need to shore up its depleted reserves of capital. UBS cut its dividend in order to protect its traditionally high Tier 1 capital ratio, seen by investors as a key to its credibility as the world's largest wealth management company. In November 2008, UBS put US$6 billion of equity into the new "bad bank" entity, keeping only an option to benefit if the value of its assets were to recover. Heralded as a "neat" package by The New York Times, the UBS structure guaranteed clarity for UBS investors by making an outright sale. By the spring of 2009, UBS announced another management restructuring and initiated a plan to return to profitability. Jerker Johansson, the head of the investment bank division, resigned in April 2009 and was replaced by Alex Wilmot-Sitwell and Carsten Kengeter. Under the plan, no more than one-third of any cash bonus would be paid out in the year it is earned with the rest to be held in reserve and stock-based incentives that would vest after three years. In April 2009, UBS announced that it agreed to sell its Brazilian financial services business, UBS Pactual, for approximately US$2.5 billion to BTG Investments. Oswald Grübel announced, "We are building a new UBS, one that performs to the highest standards and behaves with integrity and honesty; one that distinguishes itself not only through the clarity and reliability of the advice and services it provides but in how it manages and executes." UBS's third quarter net profit of US$1.65 billion beat analyst estimates, continuing a string of profitability. After the elimination of almost 5,000 jobs, UBS announced on 23 August 2011 that it was further cutting another 3,500 positions in order to "improve operating efficiency" and save CHF 1.5 to CHF 2 billion a year. 45 percent of the job cuts would come from the investment banking unit, which continued to post dismal figures since the 2008 financial crisis, while the rest would come from the wealth management and asset management divisions. The firm has seen profits fall due to the rise of the Swiss franc. On 15 September 2011, UBS became aware of a massive loss, originally estimated at US$2 billion, allegedly due to unauthorized trading by Kweku Adoboli, a then 31-year-old Ghanaian trader on the Delta One desk of the firm's investment bank. Adoboli was arrested and later charged with fraud by abuse of position and false accounting dating as far back as 2008. UBS's actual losses were subsequently confirmed as US$2.3 billion, and according to the prosecutor in Adoboli's trial he "was a gamble or two from destroying Switzerland's largest bank for his own benefit." On 30 October 2012, UBS announced that it was cutting 10,000 jobs worldwide in an effort to slim down its investment banking operations, of which 2,500 would be in Switzerland, followed by the United States and Great Britain. This 15-percent staff cut would make overall staff count come down from 63,745 to 54,000. (For comparison, the peak employment level in 2007 before the 2008 financial crisis was 83,500). UBS also announced that the investment bank would focus on its traditional strengths and exit much of its fixed income trading business that was not economically profitable. On 19 December 2012, UBS was fined $1.5 billion for its role in the Libor scandal In May 2015, media reports revealed UBS is planning to sell its Australian private banking division to some of its management after a review of underperforming businesses was conducted at the company. From 2012 to 2018, the investment bank, led by Andrea Orcel, initiated a major restructuring, firing over 10,000 employees and focusing on European underwriting business instead of traditional dealmaking. of allowing two-thirds of employees to work both from home and the office, noting that the measure did not impede productivity. The announcement distinguishes the bank from its competitors, such as Morgan Stanley and Goldman Sachs, who are putting pressure on employees to return to the office as lockdowns and measures ease. As it exists today, UBS represents a conglomeration of dozens of individual firms, many of which date back to the 19th century. Over the years, these firms merged to form the bank's three major predecessors, Union Bank of Switzerland, Swiss Bank Corporation, ICO Markets Exchange Clearing Limited and Paine Webber. The following is a visual illustration of the company's major mergers and acquisitions and historical predecessors, although this is not necessarily a comprehensive list: Chairman Marcel Ospel did not apply for re-election at the annual general meeting of shareholders held on 23 April 2008, and was succeeded by Peter Kurer, who was general counsel. On 15 April 2009, Peter Kurer was succeeded by Kaspar Villiger. Weber was nominated in mid-2011 for election to the board at the annual meeting 2012 and, at that time, intended to be elected as a chairman of the board after Villiger's retirement in 2013. With Oswald Grübel's resignation as CEO in 2011 and Sergio Ermotti's interim appointment on 24 September 2011, The Wall Street Journal reported that the succession process appeared to be a two-person race between Ermotti from EMEA and Kengeter from the investment bank. Ermotti, who had spent many years at what is now Bank of America Merrill Lynch, had joined UBS in April from Uni Credit Group; Kengeter was a German national who joined UBS from Goldman Sachs in 2008 and who had reportedly disagreed with some UBS investment bankers over pay and other matters, the journal also said. On 1 April 2009, Grübel hired Ulrich Körner in a newly established role as Chief operating officer (COO) and CEO of Corporate Center. Körner's task was to cut administrative expenses and boost profits. After the last Annual General Meeting in May 2016, Robert W. Scully and Dieter Wemmer were elected as new members of the Board. It has been decided that Martin Blessing will assume the role as President Personal & Corporate Banking and President UBS Switzerland, replacing Lukas Gaehwiler, who himself will take the new role as Chairman of the Region Switzerland as of 1 September 2016. Additionally, the UBS Group AG disclosed shareholders registered in their share register with 3% or more of shares issued. UBS employees are prohibited from discussing client activity or information publicly, sharing information across borders, retaining client information insecurely and required to maintain robust bank-client confidentiality agreements. U.), UBS operations maintain similar banking secrecy policies to Switzerland in the following countries and crown dependencies: Jersey, Austria, Luxembourg, Liechtenstein, Monaco, and the Isle of Man. As of 30 September 2017, these are Chase Nominees Ltd, DTC (Cede & Co.) and Nortrust Nominees Ltd with 10.32%, 6.63% and 4.04% of total share capital respectively. S., the bank is prohibited from disclosing client activities and information both internally and through regulation imposed by the Financial Industry Regulatory Authority (FINRA), Federal Reserve, Federal Deposit Insurance Corporation (FDIC), U. Treasury, Securities and Exchange Commission (SEC), and various U. In January 1997, Christoph Meili, a night guard at the Union Bank of Switzerland (precursor of UBS) in Zürich, publicly announced that bank officials were destroying documents about orphaned assets, believed to be the credit balances of both Nazi German and Jewish clients attained during World War II. The most commonly used stipulation triggered by select UBS Switzerland AG clients regard the following statute: Swiss banks are only allowed to disclose client information if a client is legally charged with proof of deliberate financial fraud, not merely the non-reporting of assets to avoid taxation. In May 2013, Switzerland announced that it would amend certain banking secrecy laws applicable to UBS Switzerland AG to allow the disclosure of hidden client accounts to various investigative authorities. In January 2010, UBS issued a new code of conduct and business ethics which all employees were encouraged to sign. UBS, along with other Swiss banks, owns and operates undisclosed or otherwise secretive bank vaults, storage facilities or underground bunkers for gold bars, diamonds, cash, or other valuable physical assets. The code addressed issues such as financial crime, competition, confidentiality, as well as human rights and environmental issues. In July 2013, UBS established a gold storage facility and depository in Singapore for high net worth and ultra high net worth clients in their Hong Kong, China, and Malaysia markets who are willing to pay high fees and commissions for the highest level of secrecy and safety for their assets. The eight-page code also lays out potential sanctions against employees who violate it, including warnings, demotions, or dismissal. The strict banking secrecy policies and bank-client confidentiality agreements at UBS have frequently been used to avoid, evade or otherwise escape foreign direct taxation. This was done in an effort to mitigate environmental and social risks that could impact the bank's reputation or financial performance and to simultaneously help globally standardize and systematically implement the firm's due diligence processes. (surveillance cameras), a subsidiary of the Chinese military conglomerate CETC, sanctioned by the US Department of Commerce for participating to mass surveillance in the predominantly Muslim populated Chinese autonomous region of Xinjiang. In August 2016, UBS announced that it will team up with BNY Mellon, Deutsche Bank, Banco Santander, brokerage company ICAP and the fintech company Clearmatics, to promote UBS's "Utility Settlement Coin" (USC). The USC is a blockchain-based digital currency that financial institutions could use to transact securities with each other, bypassing the traditional settlement processes which is ongoing. In 2021, UBS buys 31% ICO Markets Exchange Clearing Limited, Digital Asset Exchange, Regulator Company in the European Digital Asset Market which financial institutions and private clients they will use to trade securities among themselves, bypassing the traditional ongoing settlement processes. In 2018, UBS digitally cloned Daniel Kalt, one of its chief economists. Artificial intelligence expert Face Me was hired to create an interactive avatar of Kalt that can meet with clients via television screen. The clients will be able to ask questions and receive answers, made possible by IBM's Watson AI technology. On 2 February 2010, UBS topped the charts for the ninth year in a row in Institutional Investor's annual ranking of Europe's most highly regarded equity analysts. In a year of extremes for equity markets, money managers say that no firm did a better job than UBS to keep them informed about which European sectors, countries, and industries offered the greatest potential. On , UBS Investment Bank was voted the leading pan-European brokerage firm for equity and equity linked research for a record tenth successive year. A Thomson Reuters Extel survey ranked UBS number one in all three of the key disciplines of research: Research (tenth year); Sales (ninth year running); and Equity Trading and Execution (up from second place in 2009). UBS was also named as the number one leading pan-European brokerage firm for economics and strategy research. The report highlighted Group's sustainability efforts directed through its UBS and Society program: a cross-divisional platform involving activities and capabilities in sustainable investing and philanthropy, environmental and human rights policies, UBS's own environmental footprint, as well as the community investment. The Group also received recognition from Global Finance which rates financial services providers that best meet the specialized needs of corporations on a global level. The selection criteria are focused less on the size, but rather on qualities that companies look for when choosing a provider. UBS is particularly active in sponsoring various golf tournaments, cross-country skiing in Switzerland, ice hockey, and a range of other events around the world. UBS was the sponsor of the Alinghi sailing ship, winner of the Americas Cup in 2003. UBS has been or currently is a sponsor of the following sporting events and organizations: UBS's cultural sponsorships are typically related to classical music and contemporary art, although the company also sponsors a range of film festivals, music festivals, and other cultural events and organizations. UBS supported the Guggenheim UBS MAP Global Art Initiative in which the Solomon R. Guggenheim Foundation identified and worked with artists, curators and educators from South and Southeast Asia, Latin America, and the Middle East and North Africa to expand their reach in the international art world and challenge the Western-centric view of art history.Different types of Scaffolding used for various types of construction. The 8 types of scaffoldings are trestle, steel, patented, suspended, cantilever, single, double, kwikstage scaffolding etc. To understand these Scaffoldings completely lets first learn its definition and then the uses of various Type of Scaffoldings, and their uses. In this blog you’ll find the most important scaffolding types with their images and explanation. By understanding the meaning, usage, purpose and results of each type of Scaffolding. You can easily select the various types of Scaffolding required for your construction work. This is also helpful in creating a safer environment for construction workers. Keep yourself updated from latest article about most trending products and share your thoughts.Pasta e Fagioli is a hearty, one-pot soup inspired by Olive Garden. Chock-full of beans, veggies, noodles and lean beef, this classic Italian soup is sure to win you over. Pair it with Soft Dinner Rolls and you have a very satisfying meal. In Italian, “Pasta e Fagioli” translates to “pasta and beans”. We love making restaurant favorites at home like Zuppa Toscana soup, Chicken Madeira (a Cheesecake Factory favorite) and of course Philly Cheesesteak. This makes a whole lot of sense considering this soup is chock-full of pasta and beans! It is also loaded with aromatic veggies and lean ground beef, making it a whole meal in a bowl. Think of Pasta e Fagioli as an Italian spin on chili! Don’t let it go to waste and throw it into the soup pot alongside the broth. All the oils and salty-parmesan in the rind will meld with your broth and enhance the flavor. Just make sure you take the rind out before serving. This soup tastes better and better as it marinates in the fridge. Store soup in an airtight container in the refrigerator. Yes, that means your leftovers will get tastier as the days go by! To reheat your soup, simply microwave it or bring it to a simmer in a pot over medium-high heat. Natalya is a food blogger who founded to make cooking easier. Reply My grandmother always tossed her cooked noodles with a small amount of warm oil, then added them to the soup. Growing up on a farm in Ukraine, Natalya was inspired by the amazing dishes that were prepared using simple ingredients. My mom just kept the cooked noodles in a separate container. Natalya is most notably known for making cooking approachable for any person. My boyfriend said to add more broth next time – he likes lots of broth. Either one works from stopping the pasta from absorbing the broth. Read more posts by Natalya This is the soup I always get at Olive Garden so I was so excited when I saw this recipe! I made it tonight exactly to recipe and it was delicious!! Pumpkin bread has a soft and moist crumb with wonderful pumpkin flavor. This recipe is easy, keeps well, and can be made ahead. Plan to make a batch of Honey Butter as well because it pairs really well with pumpkin bread. This is based on our popular Pumpkin Cake and easy Pumpkin Cupcakes. This is a sweet bread or a dessert bread made with pumpkin puree. Several readers shared that they had converted the base to make a pumpkin bread so I tested it and, sure enough – it became an instant hit. It’s similar in consistency to banana bread and is intended to be enjoyed as a treat after a meal or with a mug of coffee. The crumb is wonderfully moist and flavorful on its own and does not require a frosting, but we love serving it with honey butter. This is a failproof recipe with a short list of ingredients. You don’t need any fancy equipment to make it, just a couple of mixing bowls and a whisk and don’t forget the loaf pans! This makes two (8 1/2″ x 4 1/2″) loaves of pumpkin spice bread. If you have a can of pumpkin puree, you likely have the rest of the ingredients which are pantry and refrigerator staples: P.s. We suspect it snuck into the picture when no one was looking. Since pumpkin puree is packed plain without any additional flavorings, you can use any brand of pumpkin puree. Double-check that you are getting pumpkin puree and NOT pumpkin pie mix. If using homemade pumpkin puree, be sure it is well-drained. We discovered this Organic Pumpkin puree (pictured above) and have been using it for all of our pumpkin baking. I stock up when it goes on sale in Autumn because it is convenient when the pumpkin craving hits, and it has great pumpkin flavor. You simply mix the dry ingredients, mix the wet ingredients, put them together and bake. To freeze, let the loaf cool to room temperature first, then wrap thoroughly in plastic wrap. Just check the label to see if the gluten flour you choose needs xanthan gum or guar gum added, otherwise there are many now where you don’t need to add it though. Cover with a layer of aluminum foil, or transfer to a freezer Ziploc bag and freeze for 2-3 months. You can wrap and freeze either the entire loaf or individual slices. I am Natasha, the blogger behind Natasha's Kitchen (since 2009). To thaw: Place loaf in the refrigerator overnight, or thaw at room temperature for a few hours then unwrap to serve. If you really want to have fun with this, you can add some chocolate morsels as we did in our Chocolate Chip Banana Bread and make it a Pumpkin Chocolate Chip Bread. If you’re feeling adventurous, you can try folding 1 cup of cranberries (dried, fresh or frozen) in at the end for a cranberry pumpkin version. My husband and I run this blog together and share only our best, family approved and tested recipes with YOU. When you combine PDF files with the Acrobat online tool, you can reorder, add or delete files before you merge them into a single PDF. Sign in if you need to reorganise individual pages in your merged PDF. You can add, delete, move or rotate PDF pages as needed until your content is in the desired order. When ready, share your merged file with others for viewing or commenting. Anyone can view the file in any web browser like Google Chrome using their preferred operating system, including Mac, Windows and Linux. You can also try Adobe Acrobat Pro DC for free for seven days to create PDFs, edit PDFs, add page numbers, insert bookmarks or watermarks, split PDF files, secure PDFs with passwords, convert PNG and other image files to and from PDF and convert PDFs to and from Microsoft Power Point, Excel and Word documents. When you combine PDF files with the Acrobat online tool, you can reorder, add or delete files before you merge them into a single PDF. Sign in if you need to reorganise individual pages in your merged PDF. You can add, delete, move or rotate PDF pages as needed until your content is in the desired order. When ready, share your merged file with others for viewing or commenting. Anyone can view the file in any web browser like Google Chrome using their preferred operating system, including Mac, Windows and Linux. You can also try Adobe Acrobat Pro DC for free for seven days to create PDFs, edit PDFs, add page numbers, insert bookmarks or watermarks, split PDF files, secure PDFs with passwords, convert PNG and other image files to and from PDF and convert PDFs to and from Microsoft Power Point, Excel and Word documents. When you combine PDF files with the Acrobat online tool, you can reorder, add or delete files before you merge them into a single PDF. Sign in if you need to reorganise individual pages in your merged PDF. You can add, delete, move or rotate PDF pages as needed until your content is in the desired order. When ready, share your merged file with others for viewing or commenting. Anyone can view the file in any web browser like Google Chrome using their preferred operating system, including Mac, Windows and Linux. 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