London Metal Exchange chairman Donald Brydon tells Karina Robinson that change at the institution is unavoidable but a sell off is not on the books.

Barclays
John Varley, CEO

References to the Guild of International Bankers in London may cause some readers to think it is a venerable institution with deep historical roots.

The London Stock Exchange could find there are worse things than being bought by a smaller foreign concern.

Despite a meteoric rise to global powerhouse, the RBS board has managed to transform itself from darling to demon in the eyes of its shareholders. Geraldine Lambe charts the bank’s fall from grace.
When is an excellent management team not an excellent management team? When your shareholders don’t believe it. Such is the case with Royal Bank of Scotland (RBS) shareholders, and their jaundiced view was amply displayed when chief executive Sir Fred Goodwin was asked if he was a megalomaniac at August’s half-year results conference. Where once they lauded Sir Fred as emperor in all his finery, now shareholders behave as if he has no clothes.

Former Abbey CEO Luqman Arnold tells Karina Robinson about his future plans and why it is important to take time out occasionally.

Alliance & Leicester is run by a chief executive with retailing in his blood. But he is repositioning it as a niche commercial player, as Michael Imeson reports.
A leopard cannot change its spots but a bank can change its make-up. Alliance & Leicester (A&L), Britain’s seventh largest bank and a former building society, is primarily a retail bank but is gradually developing its wholesale banking business.

Many believe that property-linked instruments are poised to become the next big thing in the derivatives market – but they are not sure when. In the first of two articles, The Banker looks at how the market is likely to evolve.Natasha de Teran reports.
Concerns about overheating in the UK property market have been as widespread over the past few years as they ever have been, with many fearing the worst from the record rise in asset prices.

When Santander bought Abbey, not everyone agreed it was a good idea. But its strategy for turning around the ailing bank has proved the doubters wrong, as Brian Caplen reports.

Slough Estates faced a few hurdles in its plans to replace old bonds with current-value new bonds. But, as Edward Russell-Walling recounts, the investors recognised a good deal when they saw it.