báo cáo thực tập tốt nghiệp tiếng anh GENERAL REPORT OF INTERNSHIP COMPANY

 As a member of the group of 12 leading banks in Vietnam G12 VP Bank hasimplemented aggressive growth strategy for the period 2012 - 2017 with the assistance of a leading consulting fir

The internship opportunity I had with VPBank JSC was a great chance for learning andprofessional development Therefore, I consider myself as a very lucky individual as Iwas provided with an opportunity to be a part of it I am also grateful for having achance to meet so many wonderful people and professionals who led me though thisinternship period

Bearing in mind previous I am using this opportunity to express my deepest gratitudeand special thanks to Mrs Truong Thi Thuy Oanh – Team Leader of Talent AcquisitionDepartment of VPBank who in spite of being extraordinarily busy with her/his duties,took time out to hear, guide and keep me on the correct path and allowing me to carryout my project at their esteemed organization and extending during the training

Besides, I would also like to give a special thanks to all staffs at the Talent of

Acquisition of VPBank for their big support during my internship course

It is my radiant sentiment to place on record my best regards to PhD Nham PhongTuan for their careful and precious guidance which were extremely valuable for mystudy both theoretically and practically

I perceive as this opportunity as a big milestone in my career development I will strive

to use gained skills and knowledge in Human Resource Sector, and I will continue towork on their improvement, in order to attain desired career objectives Hope tocontinue cooperation with all of you in the future

Table of Contents

Acknowledgement ……… 1

A General report of internship company 1 Business Line ……… 3

2 Brief History ……… 4

3 Mission, vision and core competence 4

4 Objectives, Sectors and Field of activities 5

5 Business Structure ……….6

B Business Commercial Activity Report of VPBank 1 General Activity ……… 10

2 Financial Activity ……….11

3 Operational Activity ………23

4 Further Research and analysis about Recruitment Procedure ………29

C Targets, assigned tasks and methods of implementations 1 The targets of internship ………35

2 Assigned Tasks ……… 36

3 Methods ……….39

D Results and lessons learnt after internship 1 The theoretical knowledge enhanced after internship ……….39

2 The practical skills learnt during internship ……… 40

3 Real experiences gained ……….40

4 Contributions to VPBank JSC ………41

E Reference ……… 43

A GENERAL REPORT OF INTERNSHIP COMPANY

 VPBank is a commercial bank in Vietnam and it was founded in 1993 with chartercapital of 6347 billion VND, with developed network to over 200 trading locations andover 7000 employees

 As a member of the group of 12 leading banks in Vietnam (G12) VP Bank hasimplemented aggressive growth strategy for the period 2012 - 2017 with the assistance

of a leading consulting firm McKinsey world

 The headquarter of VPBank is located at number 72, Tran Hung Dao Street, HoanKiemDistrict, Hanoi City

 Tel: 043.9288869 - Fax: 043.9288867

 Website: http://www.vpbank.com.vn/ - Email: customercare@vpb.com.vn

 Representative: NGUYEN DUC VINH –General Director (CEO)

1 Business line:

 Receive short-term deposits, long-term deposits, savings deposits, and other deposits

 Issuing certificates of deposit, bonds, treasury bills and bonds to raise funds indomestic market and abroad

 Credit granted under the following forms: loans, discount and rediscount of negotiableinstruments and other valuable papers, bank guarantee, issuing credit card, factoring indomestic and international payments, the various forms of credit granted after approval

by the State Bank

 Open payment account customers

 Supply of means of payment

 Supply payment service: implementation of domestic payment services includingchecks, payment orders, payment order, collection, letters of credit, bank cards,collection services and payment; implementation of international payment services andother billing services after the State Bank accepted; implementation services cash

collection and distribution to customers; implementation of other payment services inline with legal regulations

VPbank provides vital service for three main subjects: personal, small and mediumenterprise and corporate

 Personal: Personal Services, Savings Account, Card Services, E-banking Services,

Loans, Insurance, Accounts, VPBank Loyalty

 Small and medium enterprise (SME): Deposit, Loans, International Payment, Trade

finance, Cash management, E-banking and Others Activities

 Corporate: Loans, Services and Trade Finance, Account services, Programs, Financial

Market Products, Guarantee and Internet Banking

 As a member of the group of 12 leading banks in Vietnam (G12), VPBank hasimplemented an aggressive growth strategy for the period 2012 - 2017 with the support

of McKinsey, one of the world’s leading consulting companies

3 Mission, Vision and Core Competence

 Vision is realized through the two-pronged strategy as follows:

 Aggressive organic growth, focusing on personal and SME customers, and exploitingopportunities in the segment of large business customers and consumer credit

 Building strong foundation systems in terms of organization, human resources,technology, operation, etc

VPBank will become 1

 of the 5 leading JSC banks in Vietnam

 of the 3 leading retail JSC banks in Vietnam

 The support for the implementation of the above strategy is the VPBank corporateculture which is nurtured and built on six core values:

 Make the Difference

 VPBank’s mission is that maximizes customers’ benefits, attach special importance tothe interests of employees and shareholders, build a strong corporate culture, andcontribute effectively to community development

4 Objectives, Sectors and Field of activities.

 VP Bank's goal is to become a leading retail bank in the number of commercial banks

in Vietnam on the scale of operation and market share, quality of service, creating thehighest profit for shareholders, creating stable jobs and growth for employees,contributing positively to the State Bank, background of the economic development ofsocial communities VP Bank aims to become one of 5 leading commercial banks inVietnam and one of three retail commercial banks in Vietnam in 2017

 VPBank business activities in the field of finance and banking, performing businessactivities under the license by the State Bank and other business activities in line withthe provisions of law

5 Business Structure.

Vpbank is an organization with big-sized Joint-stock Commercial banks in Vietnamwhich includes many different apartments

 Manager Structure:

1 Ngo Chi Dung Chairman

2 Bui Hai Quan Vice Chairman

3 Lo Bang Giang Vice Chairman

4 Nguyen Van Hao Board Member

5 Luong Phan Son Board Member

6 Nguyen Duc Vinh Board Member, General Manager

 Functions and duties of the departments:

1.2.1 Treasury department:

Function:

- Manage and regulate capital in cash, to guarantee payment of VP Bank system.

- Implement the currency trading business.

Mission:

- Manage capital regulation across the system by capital transfer tools

- Monitoring and liquidity across the system VP Bank.

- Build table daily exchange rates; implementation and management of foreign

exchange network of VPBank; make the purchase and sale of foreign currency

to serve customers

- Carry out foreign currency transactions through professional SPOT,FORWARD, SWAP; to engage in the business of deposits and money marketborrowing on the interbank

- Make purchases of valuable documents; securities business in accordance withlaw and after the Board of Directors VP Bank allowed.

1.2.2 Office:

Function:

- Research, analysis and synthesis of VP Bank helps leaders build organizations

of apparatus, departments, and branches consistently with the orienteddevelopment of VP Bank

- Implementation of secretary of the Board of Directors, the Board of Directors

- Administration, HR, salary and welfare regimes across the system

Mission:

- -Perform the prescribed duties of functions, duties and powers of the secretary

of the Board of Management by the Board of Directors issued

- Implementation of the secretary of the Board of Directors meetings, preparingreports and documents for meetings of the Board of Directors; perform othertasks as requested by the Board

- Develop standards, regulations and procedures to recruit staff, implement staffrecruitment; salary fund planning, management of the time and date, the dayallowed; implementing the resort, visit the recreation, physical life care andspiritual officials VP Bank staff

1.2.3 Center for Western Union:

Function:

- Set up network organization to direct, guide and implement the remittance

business, express delivery money quickly in whole VP Bank system; establish,maintain and develop the relationship between the company VP Bank andWestern Union

Mission:

- Establish organization of network development, direct and supervise the

performance of remittances – in the Western Union whole system; contractingwith Western Union agent side, responsible for monitoring financial settlementwith agents throughout the system

1.2.4 International Payment Department - Remittances:

- Implementation of the profession guarantees, international payments;

implementation and development of professional networks remittances, moneytransfer in the locality

- Periodically analyze and synthesize the implementation of international

payments, remittances; store the records of international payments, remittances;settlement of disputes, if any

1.2.5 Accounting Department – Informatics Department:

- Management of deposit accounts, perform operations interbank payments;

management and organization of accounting of income, expenses, receivablesand payable; catch the use of capital and capital resources, engage balance ofcapital, funds for the month, quarter

- Organization of accounting, tracking and management of assets, tools and

utensils; receive and control the documents and extraction of data into thecomputer, take account balance date in accordance with prescribed accountingsystem

- Management of the whole network system, confidentiality of data, securely

store data and information on the computer

A BUSINESS COMERCIAL ACTIVITY REPORT OF VPBANK

I GENERAL ACTIVITY

1 STRATEGIC/PLAN

Founded in 1993, after 20 years of operation, Vietnam Prosperity Bank (VP Bank) hascontinuously developed and strengthened its position on the Vietnam financial andmonetary market VP Bank has been classified 12 banks in Vietnam

 Sustainable Development:

 VPBank has always focused on developing and improving the customer servicequality, recruiting high-quality human resources, upgrade comprehensively informationtechnology infrastructure, improve risk management processes, operating system

 As a retail bank, VPBanks identifies service quality as its competitive advantage.Therefore VPBank has always focused on research, development and introduction tocustomers of appropriate and distinguished financial products/services, meeting therequirements of customers, from card services, savings, loans to other personal servicessuch as international, domestic money transfer, currency exchange, gold custody, etc

 In its development strategy, VPBank concentrates on exploiting opportunities in twosegments namely wholesale customers and consumer credit, with the major productcategories, such as credit, deposit, cash-flow management, trade finance, guarantee,etc

 On the other hand, VPBank always keeps ahead in applying advanced informationtechnology in products, services and operating systems Along with building strong andeffective corporate culture environment, the core human resource management systemhas been developed and successfully implemented in VPBank

 Besides, the Bank has gradually developed an independent, centralized and specializedrisk management system to meet international standards and aligned with the businessstrategy of the Bank In parallel with the implementation of international best practices

in corporate governance, VPBank continuously improves organization structuretowards clear and transparent governance policies.

 Breakthrough Success

 The rapid growth of VPBank is shown through the expansion of its branch andtransaction office network nationwide as well as the development of diversified salesand distribution channels Up to now, VPBank has had a network of more than 200transaction points with over 4,000 employees

 Following the orientation “All for customers”, all transaction points have beencompletely changed in appearance, model and service facilities VPBank products andservices have always been improved and incorporated more utilities to increasebenefits for customers All together have contributed to satisfying current customersand attracting new customers, expanding the customer base with fast speed

 For the first time, VPBank has been ranked in Top Banks with total assets of more thanVND 100,000 billion VPBank has achieved growth in size together with stronger assetquality, higher liquidity and guaranteed safety of banking activities

 With the continuous efforts over time, VPBank has been recognized by prestigiousawards such as: Most Innovative Retail Bank Vietnam 2013 - lied within the “GlobalBanking & Finance Review Awards 2013” system; Straight - Through - Processing(STP) Award by Citibank, Bank of New York; Most Satisfactory Banking ServicesAward; Vietnam Value Award 2012; Top 500 Biggest Enterprises in Vietnam andothers

2 FINANCIAL ACTIVITY

 Property Situation

The first time VP Bank's total assets reached 150 trillion marks, putting VP Proximitygroup of the largest commercial banks in Vietnam Ending the financial year,consolidated total assets reached 163 241 VND billion, an increase of 41 977 VND

billion (equivalent to 34.6%) compared to the same period of 2013 and reached 5%compared to the plan laid out earlier this year.

Asset structure continues to have a significant shift in customer loans

(contribution of 48% of total assets) and securities portfolio (contributed 32% of totalassets), the foundation for sustainable growth of the next year

 Liabilities

Total liabilities of the end of 2014 nearly 41,000VND billion, equivalent to anincrease of 36% compared to the end of 2013, which mainly rise from customerdeposits and issuing valuable papers (up 29 VND trillion)

Deposits from customers are an indicator highest proportion accounted for inthe structure of bank liabilities Deposits from customers reached 108,354 billion, anincrease of more than 24,500 billion net (equivalent to 29%) compared to 2013, muchhigher than the average growth of the whole banking sector in the group of commercialbanks have growth high on the mobilization

Total Capital Structure 31/12/2014 Proportion 31/12/2013 Proportio

n

Structure Total Assets 31/12/2014 Proportion 31/12/2013 Proportio

Deposits and loans to other banks 26.228 16% 13.134 11%

2.1 Capital mobilization activities

Capital mobilization activities is one of the most activities VP Bank highly focused,with the aim of ensuring loan, secure liquidity, increase assets, and empowerment of

VP Bank in the banking system Thus, over the years, the mobilization of capital fromresidential areas as well as inter-bank sector are focused fully exploit

2014

Continue to pursue the strategy aims to raise capital to expand base "core deposits"include those who are relatively stable as assessed by VP Bank in different periods,total raise capital (deposits from customers, deposits and loans from other creditinstitutions and issuing valuable papers) at the time of 31/12/2014 reached 146,991billion, up 41% corresponding period of preceding year (2013), in which the customerdeposits for the first time exceeded 100 VND trillion, reaching 108,354 VND billion,exceeding the 2% target set Generally during the period 2010-2014, growth Dualgrowth (CAGR) of customer deposits was approximately 46%

In 2014, VP Bank always follows the fluctuations of the capital and use of funds forthe adjustment measures to mobilize capital timely to ensure liquidity safety at alltimes Liquidity contingency plan has been adopted and always available ready torespond in crisis situations have the ability payment, and including actions to offset thestream cash in an emergency In terms of customer deposits: funds rose fromindividuals 8,926 VND billion increase from economic organizations and nearly15,000 billion compared with 2013 Thus, the mobilization has been structuredpositively, which closely 2012-2017 Bank strategy was posed: besides promoting

growth in the stool individual customer segment traditional, VP Bank has expandedfully exploit in corporate customer segment to diversify resources, while increasingstability of capital and effective contribution for the goal of reducing spending capitalcharges.

Besides deposit products, VP Bank has actively implemented new products, specialproducts, increased utility of product for customers such as "save to preserveprosperity", "certificate of deposit term enrollment term "," VP Kids " Besides, VPBank has actively regulated the capital market based on the fact and driven by ALCO

in each period to ensure safe and efficient operation of business

2015

Thanks to the strong growth in the core activities of the bank, total net operatingincome of the first 9 months of 2015 reached 8,448 VND billion, up 94% compared tothe same period last year In particular, achieving good results charges, grew 51%, has

to be part of the aim of reducing dependence on revenues from interest activities in thestructure of revenues Besides maintaining a positive growth rate for traditionalproducts for individual customers (MOST) and SME customers (SME), in 2015, VPBank has boldly deploy the products and credit policy for agribusinesses in themarkets, the traditional villages, and support businesses in the agricultural sector access

to capital to expand production

On September 30, 2015, VP Bank has completed processing 100% of bad debt with thecentral bank committed to contribute actively to the goal off bad debts of the wholeindustry Notably, VP Bank has handled nearly 1,250 VND billion is collected in partdue to repay customers VP No 21 in the rankings V1.000 - 1,000 units pays corporateincome tax in Vietnam in 2015 Profit before tax consolidated 9 months reached 2,329VND billion, up 73% compared to the same period last year and 93% of the yearlyplan In particular, pre-tax profit of the bank's own positive results also reached nearly1,400 VND billion Consolidated total assets as at 2015 September, 30th VP Bankreached 195,004 VND billion; an increase of nearly 32,000 billion VND(approximately 19%) compared to the end of 2014 and completed 96% of the plan.(cafef)

It was selected as one of the 10 units are assigned to pilot the central bank managementpractices and risk capital under Basel II standards is both an honor but also a challengefor VP

2.2 Credit Activity

In terms of the economy is open and continuous growth, in recent years, Vietnam isconsidered as one of the high growth economies in the world top Investment demandshould increase credit activity of banks was quite eventful

Total outstanding credit granted (including loans to customers and bonds stockenterprises) reached 91,535 billion, growing 39% over for 2013, of which lending tocustomers reached 78,379 VND billion, over 8% Shareholder proposed plan 2014 VPBank has deploying more credit package as the foundation for the stable growth for thenext year

 Credit growth in economic conditions remain also many difficulties, the ability toabsorb low corporate capital, VP Bank has consistently applied a lot of programs andcredit packages use the preferential interest rates with market conditions and the manydifferent customers Also, instead of lending structure product portfolio, the Bank

shifted to lend under the program standards to minimize product risks for the Bank,including credit programs, lending buy houses, buy cars, consumer loans, financingguarantees 100% in real estate, financing programs by sector

 Loan structure changes in a positive direction and in accordance with strategicdirection of VP Bank The absolute increase with personal customer lending increased

by 13,689 billion, loans customers increased by 12,216 billion Next, VP Bank has alsospent large amount of capital to lend to preferential interest rate for the sector that theGovernment recommends promote rural agriculture, small and medium-sizedenterprises exporters, industrial and high-tech support Specifically, compared to 2013,VPBank lend the agriculture and forestry increase 48%, commercial production andprocessing sharply go up 156%, while construction loans (real estate) increased slightly

to 10%

 Along with the growth of credit, VP Bank has always focused on testing quality controland debt management closely; with criteria quality of Credit decide the growth VPBank has put into successfully implemented credit approval system focus, continuousimprovement card grading system (scorecard) advanced; construction risk managementsystem synchronization, system application early warning, and debt recovery apparatusincluding early recovery and late recovery which successfully implement frameworkrisk management under Basel II standards Therefore, the Non-performing loan ratio

(NPL) are maintained at a safe level, accounting for 2.54% of the total balance debt atthe end of 2014 (and always <3% at all times), completion a good plan in place

22.95

36.64

Customer lending structure

Enterprise Loan Individual Loan

2.3 Investment Activity

By the end of 2014, the securities portfolio reached worth over 52 trillion, growing39% in comparison with the same period last year In 2014, that is continuous year thesecurities business of VP Bank was good results when recorded net profit from thisactivity reached 461 VND billion, up 157 VND billion compared to 2013, equivalent

an increase of 52%

 With efforts of the management team and staff, in a short period of VP Bank has builtand perfected Investment Management Division and Project towards concentration,develop safely and sustainably Along with improving the procedures and rules on

investment, human resource in Block has also strengthened with the staff of young,dynamic and enthusiastic as the core for the operation and development long terminvestors

 With specialized and highly concentrated after being separated into a special block, VPBank has enhanced the operational efficiency of investment and financing theirprojects, thereby bringing benefit for the customers and the Bank Although operation

is less than 1 year, the business results of this sector in 2014 have achieved a certainnumber of achievements, completed from 110% to 150% of important financialindicators are assigned

 VP Bank will continue to consolidate successfully of investment and project financewith specialization in order to enhance the safety, efficiency and quality of operations

VP Bank will also promote consulting services (advisory issued, arrange financialadvisory projects) to meet the needs of enterprises Vietnam as well as improve the ratio

of income from Bank charges

 Achievements of VPBank in 2014 in Financial Sectors

 Common activities: September 2014, VPBS honored to receive Vietnam Business

Award typical (National Winner from Vietnam for the ASEAN Business Awards 2014)and Third Prize typical enterprise East South Asia (The 2nd Runner-up for MostAdmired ASEAN Enterprise) by the Business Advisory Council (ASEAN BusinessAdvisory Council) awarded The award carries regional level, held with strictevaluation process, compliance with regulations and international frameworks to honorbusinesses with the most outstanding achievements contribute to the economicdevelopment health and prosperity of countries in particularly and the region ingeneral

 Brokerage Activity: On September 29th 2014, VPBS is honored as member of typicalsecurities companies in the period from 2009 to 2014 by Hanoi Stock Exchange (HNX).The criteria for honorees come from brokerage market shares and bonds of VPBS, thelevel of cooperation and coordination with the HNX in the bidding This is adeserved recognition for the contribution of market VPBS the stock market inparticular and Vietnam in general finance.

 Consulting Activity: The Company continues to promote consultancy activities sale of

government bonds and arranging capital for large enterprises in the country On June

20th 2014, VPBS was honorably awarded "Consultant and Best Bond SettlementVietnam 2014" (Best Debt Capital Market House 2014) 2014 by Finance Asiamagazine voted (consecutive second year VPBS this award) This is one of FinanceAsia Awards are held annually to honor the consulting organization issue bonds withthe number of deals and value on the market release About the approval, voted to beimplemented in a comprehensive manner based on criteria such as the structure, values and influence of business on the bond domestic market, as well as experience platformsector organizations

In 2014, Alpha Southeast Asia Magazine and The Asset Magazine in the banking andfinancial sector also VPBS voted as "The Consultant and Best Bond SettlementVietnam 2014" This confirms the leading position in consulting activities VPBSmarket operations in particular debt securities and investment banking in general inVietnam

2.4 Financial Market Activity

In 2014, financial market operations VP Bank is specialized with the establishment ofBlock Financial Centre based on Block Consolidation of Treasury and Banking partial

wholesaler, with orientation focusing on business activities mainly on the interbankmarket and sell the product market financial field.

With the new adjustment, VP Bank's operations have achieved outstandingachievements, initially confirmed VP Bank brand in this segment:

 In terms of revenue, VPBank reached over 700 VND billion from the businessactivities in the financial market Especially, VP Bank has consistently top 5 banksCommercial banks have made remarkable achievements in procurement activities ofgovernment bonds by the Ministry Finance’s ranking in 2014 In addition, product offinancial market sells for business customers also have grown sharply with an increase

of over 240% compared to 2013

 VP Bank has driven the management of sheet products Bank effectively throughreasonable policies of funds transfer pricing, supporting the production program in theBank, contributing significantly to the growth throughout the sheet of total assets both

in terms of credit use and mobilization

 Bank needs to improve product sales team financial market professionally, strengthenclosed cooperation between departments to bring financial market products tocustomers proactively With a team of experts, VP Bank not only provides productinformation often but also gives advices on appropriate exchange rate and interest ratesfor customers, thereby optimizing benefits of customers and creating differences of VPBank

2.5 Business Result

VP Bank's profit in 2014 reached 1,609 VND billion, an increase of 19% compared to

2013, completing 85% of the plan Market interest rate level continued to declineleading to margins (margin) lower actual plan Besides, the focus enhancedprovisioning is also the reason leading to lower profit plan

Targets 2013 2014 Change

(VND Billion )

(VND Billion)

(VND Billion) %

2 Net gain from operations services 535 607 72 14%

3 Profit from foreign exchange and

4 Gains / losses from sale of securities 304 461 157 52%

II Net earnings from other activities 104 -7 -111 -107%

III Income from capital contribution

The cost of Risk provisions 1.026 979 -47 -5%

VIII

The total net operating income

Thanks to the strong growth in the core activities of the bank, collecting interestsecurities business is successful, while maintaining balance sheet is efficient, total netoperating income in 2014 is quite high, reaching 6269 VND billion, up 26% over theprevious year The largest contribution to this growth came from net interest income(up by 1,139 billion - mainly due to loan growth, rapid mobilization, improve thestructure of power and efficient energy use), followed by purchase and sale ofsecurities trading (up 157 billion - corresponding to 52%) The structure of revenuescontinues to be improved by increasing the non-interest income

Operating expenses

Operating expenses in 2014 fluctuates compare 2013 (up 36%), mainly forpersonnel costs, cost management in response to the growth of business activities,focus business programs and finishing platform systems, organizational models in thetransition of the Bank Cost growth has always been controlled at a reasonable andconsistent with the scale of growth and income.

Profit before tax and performance indicators

Profit before tax reached 1,609 billion, up 19% over the previous year Inparticular, pre-tax profit reached 1,537 Private banking billion (up 21% compared to2013) The member companies have good business, operational efficiency and closelylinked to the Bank profit hangs Profit after tax consolidated highly at 1254 billion, anincrease of 23% compared to 2013

Margin /average equity (ROAE) continued to go up, namely 2014 ROE was 1%higher than last year and reached 15% Although in 2014 the Bank had to issue shares

to increase its charter capital, earnings per share (EPS) grew 12% compared to 2013,reaching 1,975 dong / share

Margin on total average assets (ROAA) in 2014 fell slightly to 0.88%,compared with the rate of 0.91% 2013

Marginal net interest income (NIM) reached 4.42%, a slight decrease of0.05% over the previous year; of which, the rate of return on productive assets (YEA)fell 1.89% and the ratio interest on debt charges fell 1.53%

3 OPERATIONAL ACTIVITY

VP Bank's success in recent years is not only in the business results 2014 was the yearconfirms the success of VP Bank in the construction, successfully converting a widerange of platforms system that the bank has started since the end of 2012 The success

of building and transformation system platform towards centralization, specializationcreates VP developed foundation drastically from early 2015 of the strategy period2012-2017

3.1 Operation System

 The main point of the reform operating model of the VP Bank continues to becentralized The prime tasks and administrative activities, operations are separatedfrom directly contact with customers unit and decentralized in order to staff can focusmore time on sales activities and customer service at branch At the same time, the newdepartment has been established in supporting of units to promote bank’s serviceprovider for the customer unit

 Some key tasks of VP Bank include: improving productivity, standardize processes andprofessionalizing processing activities The Bank has developed internal capability todevelop management framework of their own processes This helps VPBankstandardize and streamline processes to be flexible and able to respond to any changes

in the business environment

 The functional unit of the operated system by VP Bank has also introduced and began

to use a number of tools and parametric performance evaluation activities to improvethe effectiveness of the support unit These tools include: The average processing time(APT), service response time (TAT), the model for planning and performance