Institutional. Institutional provides financial services through a number of specialized units to large multi-banked corporations, often global, which require sophisticated product and risk management solutions. Those financial services include loan structuring, foreign exchange, wholesale money market services and transaction banking. As at September 30, 2015, Institutional had total loans of $7.6 billion and total deposits of $13.5 billion.
Institutional. These segments are supported by centralized back office and corporate functions. Life insurance and fund management products are developed and procured through ANZ New Zealand’s wholly-owned subsidiaries OnePath Life (NZ) Limited, ANZ New Zealand Investments Limited and ANZ Investment Services (New Zealand) Limited. Life insurance and funds management products are distributed through the Retail segment.
Institutional. Process Due Money and Wire/no Trade - Requests to subscribe money are received and acted upon, prior to DST receiving funding for these purchases. It is DST’s responsibility to track all unpaid purchases and report this information to Dreyfus in Uniondale, and the Fund Accounting area on a daily basis. This includes manual and Lion purchases. · Process As Of Purchases/Redemptions - (known as “Add-Ons”) Process trades received in the morning requesting that the previous days trade date and price be used. These trades are estimated and entered with the prior days trade date. This includes manual, Lion Account and DTCC trades. · Process Same Day Wires - Requests a redemption and immediate wire of funds prior to completion of the nightly cycle. Due money in a particular fund can result in a fund being “overdrawn” at the close of business. Open new GAMA accounts; perform GAMA account maintenances; perform daily settlement of GAMA ACH, debit card, and check writing activity with the Dreyfus GAMA product service provider; provide system support for GAMA.
Institutional. 1. Comply with the requirements of applicable building and housing codes materially affecting health and safety.
2. Make all repairs and do whatever is necessary to put and keep the premises in a fit and habitable condition.
3. Keep all common areas of the premises in a clean and safe condition.
4. Maintain in good and safe working order and condition all electrical, plumbing, sanitary, heating, ventilating, air-conditioning, and other facilities and appliances.
5. Employees shall not be assigned to perform domestic work in State Housing or grounds maintenance. The Warden may assign or authorize inmates to perform occasional outside grounds maintenance or property maintenance under the direct supervision of an appropriate employee.
6. If the leased premise contains a fuel burning appliance installed inside the dwelling unit then the Institution will install a carbon monoxide detector. The Institution will furnish electric (hard-wired) or battery operated smoke detectors in each bedroom and at least one on each floor of the leased premises. The tenant agrees to routinely test smoke and carbon dioxide detectors and replace batteries when needed.
7. An inventory shall be provided to the Tenant of all state-owned property in each leased premises.
8. Upon any upward adjustment, the Business Office of the Institution will issue to the Tenant the new maintenance fee schedule established by the Department that itemize the maintenance fee to be charged for the leased premises.
Institutional. The Institutional segment is responsible for coordinating and managing our relationships with customers with annual revenues typically greater than $150 million. It provides a full range of financial services to Institutional customers, including transaction banking, trade services and specialized lending. These relationships are managed along industry segment lines. In addition, the Institutional segment provides specialist services, including transaction banking, trade services, specialized lending, foreign exchange and interest rate risk management services. As at September 30, 2010, Institutional had total loans of $6.9 billion and total deposits of $11.2 billion. Following the acquisition of the National Bank Group by ANZ National in 2003, we made a strategic decision to retain both the “ANZ” and “The National Bank of New Zealand” brands in the New Zealand market. This decision was based on studies of previous mergers in the New Zealand market and the potential impact on customers of moving to a single brand. ANZ and The National Bank of New Zealand are viewed in New Zealand as separate brands, each with a share of “shelf space” in the market and each acquiring new customers based on their differing brand appeal and value propositions. Our “dual brand” strategy operates differently in each of our business units to suit the needs of customers of those business units. We believe the two brands, ANZ and The National Bank of New Zealand, offer greater flexibility to deliver differentiated offers and services. The brands are separate and competing, but are complementary in that the overall brand positions are being designed in a way to increase the reach of the ANZ National Group. In most other ways, the brands compete directly. According to customer feedback, customers feel as though there are two distinct offers and experiences available to them although, behind the scenes, our systems, processes and personnel may be integrated. The knowledge and best practice of each brand is available to the other, accelerating the evolution of the individual brands. Following the implementation of a single core IT system, we will be able to simplify our product portfolio and processes. In specialized markets, the ANZ National Group is further represented by the following brands: • UDC (asset finance); • Direct Broking (online equity and debt securities trading); • EFTPOS New Zealand (card merchant acquiring and terminal rental); • OnePath (formerly ING NZ) insurance, ...
Institutional. Civil society. Importance of the relationship between these two spheres structuring the social space of religious communities;
Institutional. The Institutional PD Fund is described in HR Procedure 5.6 - Professional Development. Among other things, this fund may be accessed to pay for PD required by the Division and/or Ministry of Education.
Institutional. 1. The Project Implementing Entity shall be responsible for the implementation of Part 1 (b) of the Project, as well as financial and administrative management, including disbursement, and procurement under said Part of the Project.
2. The Project Implementing Entity shall maintain, throughout Project implementation, an institutional framework, functions, and resources satisfactory to the World Bank, including staff with qualifications, experience, and terms of reference satisfactory to the World Bank, appointed in accordance with Section III of this Schedule.
Institutional. 1. Welfare or correctional institution, sanitarium, nursing home, retirement home, rest home or convalescent home, one stall per five beds for patients or inmates and one stall per 3,000 square feet for employees and staff;
2. Hospital, one stall per bed and one stall per 3,000 square feet for employees and staff.
Institutional strengthening
(a) The carrying out of a human resource development program for the MEW staff requiring the provision of: (i) intensive courses for the professionals in a variety of engineering and other related subjects;
