...Abstract Businesses today face heightened expectations around their role in society and the world, with turning a profit only one of many criteria by which performance is measured. Rising in importance is the impact a company has on its stakeholders, society, and even the planet. Integrated reporting, which encompasses elements of traditional financial reporting, sustainability reporting, and governance reporting within a single presentation, represents a growing trend that reflects these new expectations. The core concept underlying the term “integrated reporting” is providing one report that fully integrates a company’s financial and non-financial (including environmental, social, governance and intangibles) information. Integrated reporting offers the opportunity to centre business reporting on strategy and value creation, to demonstrate how the business uses capital and the extent to which they should continue to be invested in business. Integrated reporting is a journey. Organizations are unlikely to achieve perfection in the first year. In the absence of a generally accepted framework, companies that wish to move toward integrated reporting may encounter several dilemmas around relevance, scope, assurance and other issues. However, as reporting processes for the production of the supporting information are designed and improved and as the executive team begins to benefit from a more informed implementation of the governing structures’ decision, reporting will improve...
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...Study Preface Executive Summary Introduction Mission Vision Values H-R Policies of Allied Bank 1) Job Analysis A) Contractual Staff B) Regular Staff A) Contractual Staff * Job specification * Job description B) Regular Staff * Job specification * Job description 2) Recruitment 3) Selection 4) Testing 5) Interviews 6) Training & its types A) Off-job training B) On-job training A) Off-job training Occupational Training schools Cooperative Education Vestibule training B) On-job training Apprenticeship Coaching Mentoring Job Rotation In-Basket Training 7) Compensation Mgt Salary Probation period Pension Promotion criteria Transfer Rent or residence facility Medical care Health and safety program Insurance Career management Vacations Education of children Transport...
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...Swapping of PNB-Allied shares to complete merger MANILA, Philippines—Philippine National Bank plans to offer new shares to all stockholders of Allied Bank at P70 per share pursuant to the merger between the two banks via a share-swap. PNB plans to offer 423.96 million common shares worth a total of P29.68 billion to Allied Bank shareholders, based on the bank’s application for registration of securities at the Securities and Exchange Commission. This offer was based on the exchange ratio of 130 PNB common shares for each Allied Bank common share and 22.763 PNB common shares for each Allied Bank preferred share. As a result of the merger, PNB will have a combined outstanding capital stock of 1.086 billion common shares of which 423.96 million new common shares are issued to Allied Bank stockholders with an issue value of P29.68 billion. An application to list the new shares is expected to be submitted to the Philippine Stock Exchange before the end of this month. While PNB and Allied Bank executed their merger last February, this offer will complete the consolidation of shares into PNB which will be the surviving bank. “The merger marks a special milestone for both PNB and Allied Bank. The synergies arising from the broadened network, diversified deposit base and improved scale will provide a compelling value proposition for their various stakeholders,” PNB said in the regulatory filing. “In creating the country’s fourth largest privately -owned bank, the merged bank will be in...
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...Int. J. Financial Services Management, Vol. 3, No. 1, 2008 111 2 3 4 5 6 7 8 9 1011 1 2 3 4 5 6 7 8 9 2011 1 2 3 4 5 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5 6 711 8 65 Restoring reputation and repairing legitimacy: a case study of impression management in response to a major risk event at Allied Irish Banks plc Philip Linsley* The York Management School, University of York, Heslington, York, YO10 5DD, UK E-mail: pl521@york.ac.uk *Corresponding author Peter Kajüter University of Münster, Chair of International Accounting, Universitätsstr.14-16, D-48143 Münster, Germany E-mail: peter.kajueter@wiwi.uni-muenster.de Abstract: Risk events can cause significant damage to a firm’s reputation and legitimacy. From the perspective of legitimacy theory, there are four broad strategies to restore reputation and repair legitimacy in response to a risk event. The annual report is a potential vehicle for communicating these strategies to the firm’s stakeholders and, therefore, the discretionary disclosures explaining the strategies implemented can be regarded as a means for managing reputational risk. This paper analyses annual report disclosures published in response to a major risk event at Allied Irish Banks plc. The empirical results suggest that legitimacy theory can usefully explain the disclosures. However, the findings from the case analysis also indicate that the disclosures made by Allied Irish Banks plc were not wholly effective in re-establishing legitimacy and thereby...
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...Chapter I - Introduction (1.1) Title of the Research Project “An analysis of factors contributing to undue delays in the selection process of the Banking Trainees in the XYZ Bank”. (1.2) Definition of the Research area A critical review of the Bank’s selections process of Banking Trainees. (1.3) Statement of the Problem The total Banking Trainee budget for the year is around 300. However the recruitment unit will not be able to provide the budgetary requirement at the correct time due to undue delays in the selection process. The following key problems are caused to affect the Banking Trainee selection process. • Lack of technical competencies • Lengthy selection tools • Too more Documentation (1.4) Objectives of the Studies General Objectives Successfully completion of the professional Qualification in Human Resource Management conducted by IPM To improve my knowledge related to the Research methodology and Human Resource Management To give inputs to up brings the effectiveness of the Banking Trainee selection process of the Bank Specific objective To identify the factors affecting to delaying the selection process Create solution to improve the effectiveness of the selection process Fine tune the existing Banking trainee selection process (1.5) Scope of investigation Have to consider standard and time saving selection process in the field According to Research, Researcher would like to address the best...
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...THE McKINSEY QUARTERLY 1994 NUMBER 3 87 What is value-based management? An excerpt from Valuation: Measuring and Managing the Value of Companies, Second Edition Timothy Koller Recent years have seen a plethora of new management approaches for improving organizational performance: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Many have succeeded – but quite a few have failed. Often the cause of failure was performance targets that were unclear or not properly aligned with the ultimate goal of creating value. Value-based management (VBM) tackles this problem head on. It provides a precise and unambiguous metric – value – upon which an entire organization can be built. The thinking behind VBM is simple. The value of a company is determined by its discounted future cash flows. Value is created only when companies invest capital at returns that exceed the cost of that capital. VBM extends these concepts by focusing on how companies use them to make both major strategic and everyday operating decisions. Properly executed, it is an approach to Management that aligns a company’s overall aspirations, analytical techniques, and management processes to focus management decision making on the key drivers of value. It’s very different from 1960s-style planning systems. It is not a staff-driven exercise. It focuses on better decision making at all levels in an organization. It recognizes that top-down...
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...I. Company’s Mission and Vision Vision We are committed to be the bank of choice, known for financial strength and superior delivery of innovative products and services, driven towards total customer satisfaction. Mission We shall be guided by our chosen corporate values of Commitment, Integrity, Excellence, Leadership and Teamwork in: * developing long-term partnership with clients through the delivery of responsive, innovative, and value added products and services; * providing delivery channels that are relevant to our market to ensure convenience and increase the bank’s accessibility; * creating dynamic and meritocratic employee work environment and foster mutual respect, provides professional and personal growth and encourages creativity; * dealing fairly with business partners; and * ensuring optimum returns for our stock holders. II. Nature of Business Asia United Bank Corporation (AUB) is among the very few commercial banks that was granted a full-branch license in 1997 and is operating until this day. AUB was registered with the Securities and Exchange Commission (SEC) on October 3, 1997. Its registered office and principal executive offices are located at Joy-Nostalg Center, 17 ADB Avenue, Ortigas Center, Pasig City, Philippines. AUB was granted the authority to operate as a commercial bank under the Monetary Board (MB) Resolution No. 1149 dated September 3, 1997 and commenced operations on October 31, 1997. In 2012...
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...Pragathi Gramin Bank, Bellary, Karnataka (Sponsor: Canara Bank) • 628 villages covered with 100 percent financial inclusion • 8,26,173 families of SHG members financially included • Two out of seven districts served by the bank have 100 percent inclusion • The RRB plans to cover one million families by March 2008 Pilot Project in Andhra Pradesh Andhra Pradesh Government has embarked on a pilot project with six banks, viz., SBI, SBH, Andhra Bank, Union Bank, UTI Bank and AP Grameena Vikas Bank, to make payments of Social Security Pensions and AP Rural Employment Guarantee Scheme benefits to 50,000 beneficiaries in six Mandals of Warangal district through the use of business correspondents and contact less smart card/mobile technology. The state proposes to scale up the project to cover the nearly five million beneficiaries of the entire state in due course. The state has signed an MOU with banks and Institute for Development and Research in Banking Technology (IDRBT) for the purpose. The state is also meeting the major portion of cost of the smart cards and also of the other devices used in the j t Indian Bank in Asia’s Largest Slum, Dharavi, Mumbai - Application of Core Banking Solution Dharavi, Asia’s largest slum is inhabited by lakhs of migrant labour from Tamilnadu who do not have bank accounts. After the KYC norms were rationalized to enable opening of 'No Frills' Accounts, Indian Bank has opened a Core Banking branch in Dharavi Slums. The KYC...
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...By: Ernest Halili | Customer Relationship Management in Banking Industry and its Implementation Issues | For: Research Methods: Literature Review | Words: 1016 | Abstract The war between companies for customers is getting tougher every day. Companies need to find other ways and methods in order not only to attract new customers but more importantly to retain the existing ones. In order to do so, companies are always looking for the best alternatives than can be offered to their customers; thus trying to engage customers to long-term relationships through offering them products and services that they need the most. One of the best ways to achieve that is by starting to implement the Customer Relationship Management (CRM) strategy. Through this strategy companies will be able to acquire long term benefits, bigger customer base and a safe business future and this is exactly what this paper will show us. Here we are going to talk about CRM issues (barriers) and its implementation ways in banking industry. Many banks try to implement it; some of them fail to do it because they fail to execute its process correctly or lack management cooperation. The others that succeed construct a clear plan and train their employees effectively in order to execute it. More details about this research topic, how it works and how it fails, will be discussed. Table of Contents Abstract 2 Table of Contents 3 Introduction 3 Literature Review 4 CRM in Banking Industry 4 ...
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...relatively under-developed areas like Murree, Gilliat, Swat, Ziarat, Abbottabad, Kaghan, Naran and Azad Kashmir For tourists in Pakistan, there are currently 1151 hotels/motels with 37391 rooms and 188 air-conditioned restaurants with a seating capacity of 20,639 available. From the economic point of view, the Tourism Sector plays a major role in enhancing trade opportunities, improving balance of payment, boosting employment and developing the Regions. INTRODUCTION OF AL’BA’ITH MANAGEMENT Al’Ba’ith is a Management firm specializing in the hospitality, food service, franchise, hotel and club businesses. We intend to build a first class tourist resort with a hotel, motel, tourist club, shopping mall and other allied facilities. Al Ba’ith Management consulting is a hospitality services firm founded to provide senior level advice to public and private sectors on urban development and planning. We are highly experienced and uniquely qualified international advisory and Management Company that specializes in hotel and resort development, quality assurance assessments and guest satisfaction surveys. OUR VISION...
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...Table of Contents |Title |Page # | |Executive Summary |4 | |Introduction |5 | |MCB’s Products and Services |8 | |Company’s: |10-11 | |Vision | | |Mission | | |Core Values | | |Financial Analysis |12 | |Organizational Chart |14 | |Strengths and Weaknesses: |16 | |IFEM |17 | |Major Competitors ...
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...Business - Daniels and Radebouqh 2. International Business - Sundaram and Black 3. International Business — Roebuck and Simon 4. International Business – Charles Hill 5. International Business— Subba Rao 3.0.2 Strategic management 100 Marks Course Content 1. Strategic Management Process: Vision. Mission, Goal Philosophy. Policies of an Organization. 2. Strategy, Strategy as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving. Categories of problems, Problem solving skill, Group decision making. Phases indecision making, 4. Communication Commitment and performance, Role of the leader, Manager v/s Leaders Leadership styles 5. Conventional Strategic Management v[s Unconventional Strategic Management. The Differences, Changed Circumstance. 6. Growth Acce orators: Business Web, Market Power, learning based. 7. Management Control, Elements, Components of Management Information Sysstems 8. Mokena’s 7 8 Models : Strategy, style, structure, systems, staff, skill and Shared values 9. Group Project Reference Text 1. Strategic Management — Thompson & Striekland McGraw Hill 2. Competitive advantage – Michael...
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...DIAMOND BANK PLC AUDITED FINANCIAL STATEMENTS 31 DECEMBER 2011 DIAMOND BANK PLC Table of Content Page Directors' report 1 Compliance with Code of Corporate Governance 7 Directors' responsibility and approval 25 Auditors' report 26 Statement of significant accounting policies 28 Profit and loss accounts 36 Balance sheets 37 Cash flow statements 38 Notes to the financial statements 39 Statement of value added 73 Five-year financial summary 74 Financial risk analysis 78 DIAMOND BANK PLC Directors' Report For period ended 31 December 2011 The directors present their annual report on the affairs of Diamond Bank Plc (“the Bank”) and its subsidiaries ("the Group"), together with the financial statements and auditors' report for the period ended 31 December 2011. a. Legal Form The Bank was incorporated in Nigeria under the Companies and Allied Matters Act 1990 as a private limited liability company on 20 December 1990. It was granted license on the 15 March 1991 to carry on the business of commercial banking and commenced business on 21 March 1991. The Bank converted into a Public Limited Liability Company on 28 February 2005. The Bank’s shares were listed on the 27 May 2005 on the floor of the Nigerian Stock Exchange by way of introduction. b. Principal Activity and Business Review The principal activity of the Group continues to be the provision of banking and other financial services to corporate and individual customers. Such services include granting...
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...Semester II Examination Papers IIBM Institute of Business Management Semester-II Examination Paper Strategic Management Section A: Objective Type (30 marks) • • • This section consists of Multiple choice questions & Short Notes type questions. Answer all the questions. Part one questions carry 1 mark each & Part two questions carry 5 marks each. MM.100 Part one: Multiple choices: 1. These are the plans formulated to achieve strategic goals. a. Tactical plans b. Strategic plans c. Operational plans d. Standing plans 2. This strategy facilities specialization by establishing a position of overall cost leadership, differentiation, or both, but only within a particular segment, in an entire market. a. Specific b. Focus c. Directive d. Differentiation 3. This plan basically defines the actions of major departments and other sub-units that are required in the execution of a strategic plan. a. Tactical plan b. Operational plan c. Single-use plan d. Long-term plan 4. This is a distinctive business or collection of related business, that can be managed relatively independent of other businesses within the organization a. Functional unit b. Department unit c. Organizational unit d. Strategic business unit 5. These strategic plans of the organization have a time-frame exceeding five years. a. Short-terms plans b. Single-use plans c. Long-term plans d. Intermediate plans IIBM Institute of Business Management Semester II Examination Papers 6. Operational plans are mainly oriented...
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...Semester II Examination Papers IIBM Institute of Business Management Semester-II Examination Paper Strategic Management Section A: Objective Type (30 marks) • • • This section consists of Multiple choice questions & Short Notes type questions. Answer all the questions. Part one questions carry 1 mark each & Part two questions carry 5 marks each. MM.100 Part one: Multiple choices: 1. These are the plans formulated to achieve strategic goals. a. Tactical plans b. Strategic plans c. Operational plans d. Standing plans 2. This strategy facilities specialization by establishing a position of overall cost leadership, differentiation, or both, but only within a particular segment, in an entire market. a. Specific b. Focus c. Directive d. Differentiation 3. This plan basically defines the actions of major departments and other sub-units that are required in the execution of a strategic plan. a. Tactical plan b. Operational plan c. Single-use plan d. Long-term plan 4. This is a distinctive business or collection of related business, that can be managed relatively independent of other businesses within the organization a. Functional unit b. Department unit c. Organizational unit d. Strategic business unit 5. These strategic plans of the organization have a time-frame exceeding five years. a. Short-terms plans b. Single-use plans c. Long-term plans d. Intermediate plans IIBM Institute of Business Management Semester II Examination Papers 6. Operational plans are mainly oriented...
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