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スペインの信用金庫のCaja Mediterraneo(Alicante) は放漫経営と過剰な不動産投資がたたって、27億1300万0000ユーロの損失,破綻して?預金保障基金から52億4900万0000ユーロの融資を受ける
“Lo peor de lo peor” era la CAM
Caja Mediterráneo acumula un historial de malas prácticas y pérdidas de 2.713 millones
Rosa Biot Alicante25 JUN 2012 - 22:35 CET
"The worst of the worst" was the CAM
Mediterranean Fund accumulates a history of malpractice and loss of 2.713 million
THE 'BLACK HOLES' FINANCIAL SECTOR / 2. Cajasur
THE 'BLACK HOLES' FINANCIAL SECTOR / 1. Caja Castilla-La Mancha
Biot Rosa Alicante 25 JUN 2012 - 22:35 CET
Mediterranean Fund accumulates a history of malpractice and loss of 2.713 million
THE 'BLACK HOLES' FINANCIAL SECTOR / 2. Cajasur
THE 'BLACK HOLES' FINANCIAL SECTOR / 1. Caja Castilla-La Mancha
Biot Rosa Alicante 25 JUN 2012 - 22:35 CET
Savings fourth example of bad practice. Caja Mediterraneo (CAM) sank last year as a house of cards before the astonished eyes of many and the embarrassment of others, after an eventful and unsuccessful attempt to agree on a merger that showed his weakness. The intervention of the Bank of Spain on July 22 brought to light a reality that led to the CAM to be characterized as "the worst of the worst," the former governor Miguel Angel Fernandez Ordonez.
The CAM increased from 244 million profit in 2010 to admit loss of 2.713 million in the following year. One year after the intervention, are highly visible wreckage of a box with 137 years of history the result of a score of mergers. Debacle has left its scar in Alicante, where the Social Work collaborated and funded numerous activities. Now, its former leaders face potential liability in several areas. And the entity, converted into CAM Bank, has initiated another stage after you have purchased at auction by a euro Banco Sabadell with an injection of the Deposit Guarantee Fund to restore, 5.249 million.
The CAM accompanied the Valencian Generalitat costly adventures: the City of Arts and Sciences, Terra Mitica or the City of Light
"What we have sunk is brick," emphasizes a exconsejero claiming anonymity. His response is extended by asking the reasons for the crisis of CAM, which gives the "deification of the management team, greed in the construction, leeway in the management and the lack of internal controls." That, he adds, "more political manipulation." And is that the CAM accompanied the Generalitat Valenciana and costly in many adventures, the City of Arts and Sciences, the dilapidated park Terra Mitica or the City of Light. Three days before surgery, to cite another example, provided the executive Valencia 200 million. It also awarded between 2004 and 2010, his counselors 161 million in soft loans, in some cases to 0%.
Roberto Lopez Abad, CEO in the last decade, the case went through a strong growth in part by his undisguised enthusiasm for real estate. When the bubble burst, hit him straight. The box had doubled its real estate between 2003 and 2005. He came to participate in 66 companies and 104 projects in the sector. He joined Polaris, Martinsa, Nozar or project in El Pocero Seseña. Also jumped the pond. In April 2009 purchased 100% of Mexican Real Estate Credit, which invested almost 300 million. The project did not raise the flight and was liquidated in June.
CAM launched the career of ensuring that mergers could follow one marathon negotiations failed to chain
CAM launched the career of ensuring that mergers could continue alone to chain shortly after marathon negotiations failed. The pilgrimage seemed to end in May 2010, by partnering with Cajastur, Caja Cantabria and Caja Extremadura. But the joy was short and ended expelled for lack of solvency. Then she underwent. Questioned management, severance packages and salaries of its executives fueled the scandal. "As a citizen I shudder when I hear these claims unreasonable and out of place in these times of crisis," he once said Alberto Fabra, president of Valencia. And is that a few months before surgery, Lopez Abad and five other senior executives of the CAM are welcomed to the ERE of the entity with early retirement totaling 15.5 million, according to open disciplinary proceedings by the Bank of Spain in January to 48 former leaders. His successor, Maria Dolores Amoros, got a salary of 600,000 euros and a pension of 369,497 euros on the back of the supervisory bodies. Fulminant Amoros was fired by the supervisor in September 2011, among other reasons to distort financial accounting tricks. Went to court and at the hearing demanded 10 million in lost revenue. But the judge left without compensation or pension for life. The other major player was the last president of the CAM, Modesto Crespo, who had no official salary but said an annual payment of 300,000 euros through a subsidiary of CAM, IT Units.
This mismanagement also paid thousands of customers. "I'm in the CAM since I was a Savings and Monte de Piedad. Never had problems," says Arroyo Concepción. After receiving "some money" came the opportunity to buy voting shares. "I always asked that the capital was secured did not want any risk," he recalls. He was offered a mixed formula: 1,500 euros in installments and a fixed term at an interest rate above the market.
CAM Bank explains that after analyzing each customer who purchased shares is considering business proposals to the vast majority
The CAM was the first and only box that issued voting shares (securities similar to shares without voting rights). Following the intervention and the business segregated CAM Bank, the box was left with worthless shares. There are about 54,000 title holders. Conception, now a member of Adicae says that in mid-June he received a call from CAM Bank (Banco Sabadell) and offered to change its fees for shares of the Catalan. It included a life insurance contract, a debit card and re-deposit their savings there in the past. "They can not demand an amount not to know if I have," replies bothered. Is unemployed.
CAM Bank explains that after analyzing each customer who purchased shares is considering business proposals to the majority. The goal is to recover much of the money and maintain or return them to have customers. On the other hand, there are 75,000 people trapped by buying preferred shares and subordinated debt. Joseph Belmonte over 70 years and carries a lifetime customer of the box. After his retirement took a pension plan, "the savings of 40 years," and put it in a fixed time. "They are less than 50,000 euros and 30,000 euros," he says. He believed he was offered a fixed term. Disagrees with the proposal of Banco Sabadell.
The agency proposes to rescue the preferred shares 64% more expensive. "We want to change the role that we have for money, not the other part," says Belmonte, CAM Platform.
The CAM increased from 244 million profit in 2010 to admit loss of 2.713 million in the following year. One year after the intervention, are highly visible wreckage of a box with 137 years of history the result of a score of mergers. Debacle has left its scar in Alicante, where the Social Work collaborated and funded numerous activities. Now, its former leaders face potential liability in several areas. And the entity, converted into CAM Bank, has initiated another stage after you have purchased at auction by a euro Banco Sabadell with an injection of the Deposit Guarantee Fund to restore, 5.249 million.
The CAM accompanied the Valencian Generalitat costly adventures: the City of Arts and Sciences, Terra Mitica or the City of Light
"What we have sunk is brick," emphasizes a exconsejero claiming anonymity. His response is extended by asking the reasons for the crisis of CAM, which gives the "deification of the management team, greed in the construction, leeway in the management and the lack of internal controls." That, he adds, "more political manipulation." And is that the CAM accompanied the Generalitat Valenciana and costly in many adventures, the City of Arts and Sciences, the dilapidated park Terra Mitica or the City of Light. Three days before surgery, to cite another example, provided the executive Valencia 200 million. It also awarded between 2004 and 2010, his counselors 161 million in soft loans, in some cases to 0%.
Roberto Lopez Abad, CEO in the last decade, the case went through a strong growth in part by his undisguised enthusiasm for real estate. When the bubble burst, hit him straight. The box had doubled its real estate between 2003 and 2005. He came to participate in 66 companies and 104 projects in the sector. He joined Polaris, Martinsa, Nozar or project in El Pocero Seseña. Also jumped the pond. In April 2009 purchased 100% of Mexican Real Estate Credit, which invested almost 300 million. The project did not raise the flight and was liquidated in June.
CAM launched the career of ensuring that mergers could follow one marathon negotiations failed to chain
CAM launched the career of ensuring that mergers could continue alone to chain shortly after marathon negotiations failed. The pilgrimage seemed to end in May 2010, by partnering with Cajastur, Caja Cantabria and Caja Extremadura. But the joy was short and ended expelled for lack of solvency. Then she underwent. Questioned management, severance packages and salaries of its executives fueled the scandal. "As a citizen I shudder when I hear these claims unreasonable and out of place in these times of crisis," he once said Alberto Fabra, president of Valencia. And is that a few months before surgery, Lopez Abad and five other senior executives of the CAM are welcomed to the ERE of the entity with early retirement totaling 15.5 million, according to open disciplinary proceedings by the Bank of Spain in January to 48 former leaders. His successor, Maria Dolores Amoros, got a salary of 600,000 euros and a pension of 369,497 euros on the back of the supervisory bodies. Fulminant Amoros was fired by the supervisor in September 2011, among other reasons to distort financial accounting tricks. Went to court and at the hearing demanded 10 million in lost revenue. But the judge left without compensation or pension for life. The other major player was the last president of the CAM, Modesto Crespo, who had no official salary but said an annual payment of 300,000 euros through a subsidiary of CAM, IT Units.
This mismanagement also paid thousands of customers. "I'm in the CAM since I was a Savings and Monte de Piedad. Never had problems," says Arroyo Concepción. After receiving "some money" came the opportunity to buy voting shares. "I always asked that the capital was secured did not want any risk," he recalls. He was offered a mixed formula: 1,500 euros in installments and a fixed term at an interest rate above the market.
CAM Bank explains that after analyzing each customer who purchased shares is considering business proposals to the vast majority
The CAM was the first and only box that issued voting shares (securities similar to shares without voting rights). Following the intervention and the business segregated CAM Bank, the box was left with worthless shares. There are about 54,000 title holders. Conception, now a member of Adicae says that in mid-June he received a call from CAM Bank (Banco Sabadell) and offered to change its fees for shares of the Catalan. It included a life insurance contract, a debit card and re-deposit their savings there in the past. "They can not demand an amount not to know if I have," replies bothered. Is unemployed.
CAM Bank explains that after analyzing each customer who purchased shares is considering business proposals to the majority. The goal is to recover much of the money and maintain or return them to have customers. On the other hand, there are 75,000 people trapped by buying preferred shares and subordinated debt. Joseph Belmonte over 70 years and carries a lifetime customer of the box. After his retirement took a pension plan, "the savings of 40 years," and put it in a fixed time. "They are less than 50,000 euros and 30,000 euros," he says. He believed he was offered a fixed term. Disagrees with the proposal of Banco Sabadell.
The agency proposes to rescue the preferred shares 64% more expensive. "We want to change the role that we have for money, not the other part," says Belmonte, CAM Platform.
スペインの信用金庫のCaja Mediterraneo(Alicante) は放漫経営と過剰な不動産投資がたたって、27億1300万0000ユーロの損失,破綻して?預金保障基金から52億4900万0000ユーロの融資を受ける
"最悪の最悪は、" CAMでした
地中海基金は、医療過誤と2713000の損失の履歴を蓄積
"ブラックホール"金融セクター/ 2。 Cajasur
"ブラックホール"金融セクター/ 1。カハカスティーリャラマンチャ
ビオローザアリカンテ25 JUN 2012 - 22時35 CET
地中海基金は、医療過誤と2713000の損失の履歴を蓄積
"ブラックホール"金融セクター/ 2。 Cajasur
"ブラックホール"金融セクター/ 1。カハカスティーリャラマンチャ
ビオローザアリカンテ25 JUN 2012 - 22時35 CET
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