The Story of the Bank of England: (A History of English Banking, and a Sketch of the Money Market)Warren, Henry
History
The Story of the Bank of England: (A History of English Banking, and a Sketch of the Money Market)
Warren, Henry
Bank of England -- History; Banks and banking -- England
The next entry on the Assets side, "Other Securities," is extremely
misleading, or, at least, it embraces such a wide variety of assets as
to make the entry practically useless to all who wish to ascertain the
real position of the Bank. Included therein are (1) All the investments
of the Bank other than Government securities; (2) Loans to customers
and to the Stock Exchange, and bills of exchange discounted for
customers and for the bill brokers; (3) The book value of its various
premises, unless, of course, its head office and branches have been
paid for out of the profits of previous years, on which subject the
return does not enlighten us.
The balance sheets of some of the minor joint stock banks are
disgracefully compiled, but, with respect to this one entry, the Bank
of England return runs them very close, and it seems a pity that so
powerful a corporation does not set a better example. The Bank, because
it holds the bankers' reserves and keeps the Government accounts, is
often able to corner the outside market; therefore the least it can do
is to issue a plain statement, which will enable the public to see the
exact situation created by the unique position it occupies.
The return is badly worded, and essential information is certainly
withheld, while distinctness is not by any means one of its good
points, for nobody, unless he studied the statement with the greatest
care, could possibly divine the meaning of some of its quaint,
old-world phraseology. But, as we all know, "great men and great things
are never in a 'urry"; and the Bank of England, which is great in the
best sense of the word, like the Government whose account it keeps,
has never been known to anticipate a new development. A pedigree
person always swears by the old. But the time has surely arrived when
public opinion should compel the directors to issue a fuller and less
ambiguous weekly statement. The present form was no doubt a model of
lucidity in 1844; but it is woefully behind the times in 1902.
Public-domain text, read in full here on John Shaqi.
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