internship report

INTERNSHIP REPORT

Nguyen Thi Thanh Huyen. ID: 0704040027 Faculty of Management and Tourism, Hanoi University

PREFACE

An old joke attributed to comedian Bob Hope says “a bank is financial

institution where you can borrow money only if you can prove you do not

need it”. Although many of a bank’s customers may get the impression that

this old joke is more truth than fiction, the real story is that banks today

readily provide hundreds of different services to millions of people,

businesses, and governments all over the world. And many of these services

are vital to our personal well-being and the well-being of the communities

and nations where we live.

Bank plays the most important role among financial intermediaries in each

economy. Worldwide, banks are not only the principal source of credit

(loanable funds) but also grant more installment loans to customers.

Through mobilizing channels from millions of individuals, families and

many units of government, businesses in society, commercial banks act as

the transferor of funds from savers to borrowers and involve in payments of

goods and services.

Banks, with the key function of transferring capital, are always pushing up

mobilization to collect money for investments, enforcing economy and

improving society. This function is daily carried out by Business

Development and Planning Department which involves directly to

mobilizing activity and lending decisions. However, due to the increasing of

banks as well as financial institutions, each entity will find different ways to

differentiate its products from others. In order to make clearer

understanding of what this department is really doing, I decided to have my

internship at Agribank, Back Khoa branch. After two months here, I would

love to share what I got and what I might think to make this bank change, to

work more effectively and distinct from competitors.

INTERNSHIP REPORT


TABLE OF CONTENT

Table of content…………………………………………………………………………......…1

Preface ...………………………………………………………………………………...……..2

I. Introduction ………………….………………………………………...…………...…3

1. Overview of Agribank Vietnam……………………………………………...…3

2. Overview of Agribank Bach Khoa…………………...…………………...….…3

II. Responsibilities ……………………………………………………..……………..…..8

III. Major Assignments …………………………………………..………………..………8

IV. Organizational analysis ………………………………………………………...……10

V. Internship summary……………………...……………………………….………….12

Appendix ……………………………………………………………………………………..13

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I. INTRODUCTION

1) Agribank Vietnam Overview

Agribank (Vietnam Bank for Agriculture and Rural Development) was founded under Decree

of 53/HDBT on 26 March, 1988. Agribank is the leading commercial bank in Vietnam, holding

the dominant role in the economic development of Vietnam, particularly in the investment for

agriculture, farmers, and rural areas.

Agribank is considered to be the biggest bank in Vietnam in terms of capital, asset, and number

of staff, branch network and customer base. As of December 2009, Agribank’s leading position

confirms itself in:

· Total capital resources: VND 434,331 billion

· Equity: VND 22,176 billion

· Total assets: VND 470,000 billion

· Total outstanding loans: VND 354,112 billion

· Branch network: 2,300 branches and transaction offices nationwide

· Employees: 35,135

Agribank, with huge investments on application of technology into banking, was the first bank

to complete the Project on modernizing the Intra-bank Payment and Customer Accounting

System (IPCAS) sponsored by the World Bank. Therefore, at present, Agribank has a customer

base of over 10 million households and 30,000 enterprises.

Agribank is determined to maintain and confirm its leading and dominant positions to provide

loans for the cause of industrialization and modernization of agriculture and rural development,

economic development in conformity with the policies and objectives set by the Party and the

State.

2) Agribank Back Khoa

Transactional name: The branch for Agriculture and Rural Development

Address: No.92, Vo Thi Sau, Thanh Nhan, Hai Ba Trung, Ha Noi

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Front offices:

· No. 4: No. 224 Lo Duc, Dong Mac, Hai Ba Trung

· No. 7: No. 326 Kim Nguu, Minh Khai, Hai Ba Trung

· No. 9: No. 54 Le Thanh Nghi, Bach Khoa, Hai Ba Trung

· Kim Lien: No. 1 Dao Duy Anh, Kim Lien, Dong Da

· Tan Mai: No. 25 Tan Mai, Hoang Mai, Hai Ba Trung

a. Foundation

Back Khoa branch is formerly Back Khoa front office being established under Decision

293/QD-NHLH on 15, July, 2001 of Lang Ha branch’s director.

At the early days of foundation, the Bach Khoa front office, placing on 51 Ta Quang Buu,

Bach Khoa street, Hai Ba Trung district, had only 7 officers, and was under the control of

Director Truong Minh Hoang. On 4th June, 2002, Bach Khoa branch was officially founded

under the Decision 123/QD/HDQT-TCCB of Board of Management of Agribank Viet Nam.

This was the first level-2 branch being allowed to exchange foreign currency.

After 3 years, with the number of 27 officers, this branch reached some items over target:

· Loan amount: VND 219 billion (184 % planned)

· Debit balance: VND 71.7 billion (101.8 % planned)

· Profit: VND 1,873 billion

On 20th September, 2005, the branch moved to No. 92 Vo Thi Sau, Thanh Nhan, Hai Ba

Trung. It continued to be upgraded from level 2 – class 2 to level 2 – class 2 and operated,

managed under Agribank Viet Nam, on 1st April, 2008, according to Decision of the Board of

Management Agribank Viet Nam.

INTERNSHIP REPORT

Nguyen Thi Thanh Huyen. ID: 0704040027Faculty of Management and Touris

b. Organizational structure

Organizational structure of Agribank Bach Khoa includes 6 departments and 5

which is illustrated by the following chart:

c. Operation

· Mobilization

Over the years, capital mobilization of Agribank

receiving depositing money from organizations and individuals, issuing valuable paper

bills of exchange or bond, borrowing from Central Bank

institutions. Raising capital in the branch

Business Development & Planning Department

Accounting and

Treasury Department

Front Office No.

4

. ID: 0704040027 of Management and Tourism, Hanoi University

Organizational structure

l structure of Agribank Bach Khoa includes 6 departments and 5

rated by the following chart:

(Source: Administrative and HR Management Department

Over the years, capital mobilization of Agribank Bach Khoa has been performed through

receiving depositing money from organizations and individuals, issuing valuable paper

nd, borrowing from Central Bank, Agribank Vietnam and other

institutions. Raising capital in the branch fluctuated over the years.

Board of Directors

Administrative and HR

Management Department

International Payment

Department

Internal Control

Front Offices

Front Office No.

7

Front Office No.

9

Front Office Kim

LienOffice Tan

front offices,

Administrative and HR Management Department)

has been performed through

receiving depositing money from organizations and individuals, issuing valuable papers like

Agribank Vietnam and other

Marketing and Service Department

Front Offices

Front Office Tan

Mai

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(Unit: VND billion)

Year Mobilizing Capital

31/12/2008 1,856

31/12/2009 1,267.1

31/12/2010 1,835.86

31/12/2010 1,835.86

(Source: Business Development and Planning Department)

Table 1: Total amount of mobilizing capital through recent years

It can be clearly seen that this amount of capital reduced significantly by 68.27% in 2009

compared to 2008. But then, it rose by VND 589 billion in 2010, got 5.8% over the beginning

target. Although this activity does not bring revenue to the bank, it plays the most important

role in operating other departments, and Bach Khoa branch did this task well in 2010.

Capital structure is mainly composed of deposits while issuing valuable papers and borrowings

makes up for little amount. It can be seen from the table below that deposits mostly were

domestic currency and came from economic institutions, with long term of more than 24

months.

(Unit: VND billion)

Subjects 2008 2009 2010

TĐ % TĐ % TĐ %

Term deposits 1,856 100 1,267.1 100 1.835,86 100

Less than 12 months 365 19.67 285.84 22.56 447.03 24.35

12 – 24 months 10 0.54 26.99 2.13 77.66 4.23

More than 24 months 1,468 79.09 913.51 72.1 1,264.72 68.89

Others 13 0.7 40.66 3.21 46.45 2.53

Depositors 1,856 100 1,267.1 100 1,835.86 100

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Individuals 282 15.19 153.95 12.15 470.92 25.65

Credit institutions 610 32.87 450.45 35.55 208.87 11.38

Economic organizations 964 51.94 662.7 52.3 156.07 62.97

Currency 1,856 100 1,267.1 100 1,835.86 100

Domestic 1,413.53 76.16 989 78.05 1,378.58 75.09

Foreign currency 442.47 23.84 278.1 21.95 457.28 24.91


Table 2: Mobilizing capital according to classification

· Credit activities

Table 3: Total loan amount and debit

balance period 2003 – 2010

Table 4: Capital condition in 2008 – 2010 period

Data in table 3 and table 4 shows the significant change in debit balance from 2003 until now,

even there was decrease of total capital amount in 2009. It should be noticed the rate of capital

efficiency in 2009 and 2010 kept at high level compared with that of 2008 that was only

Year

Subjects

2008 2009 2010

Total capital 1,856 1,267.1 1,835.86

Debit balance 701 1,078 1,547.44

Collecting from credit 127 205.117 214.06

Bad debts 15.5 109.3 281.91

Bad debt rate (%) 2.21% 10.14% 18.22%

Capital efficiency (%) 37.77% 85.08% 84.29%

Year Total

amount

Debit

balance

31/12/2003 118.6 70.2

31/12/2004 219 71.7

31/12/2005 391.9 86.7

31/12/2006 338 127.7

31/12/2007 508 261

31/12/2008 1,856 701

31/12/2009 1,267.1 1,077.8

31/12/2010 1,835.86 1,547.92

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37.77% in spite of financial crisis, this reflected capital turnover’s stability of the Bach Khoa

branch.

II. RESPONSIBILITIES

My internship lasted more than 2 months from 16th February to 26th April and I worked as the

part-time intern in Business Development and Planning Department, Agribank Bach Khoa

branch. By its nature, this department carries out daily mobilization and lending decisions. This

process includes 5 steps from preparing credit documents, analyzing and evaluating the loan,

decision and disbursement, even then, it requires credit officers to follow those loans seriously

until their recovery from customers.

During the early working days, I was given documents relating to banking rules, the branch

Charter as well as credit operations or even any papers that I saw there. Generally, I studied the

process of loan application for enterprises and individuals. Besides, I also supported creditors

in preparing documents, inserting data, and working customers.

III. MAJOR ASSIGMENTS

1. Training

The department did not provide any training courses for interns, but each was instructed by his

own supervisor, at which the intern was given and asked to read some documents that are both

banking rules or Charter and lending decisions in order to know how to apply for each type of

credit activity. Each step of credit process requires different papers and documents. As the

most important part of lending decision, preparing and checking the legality of customer’s

documents requires the creditor’s professional knowledge of those like loan application, legal

entity, financial capacity, collateral papers, specific business plan as well as business’

forecasting financial statement. However, those will be different among customers whether

they are individuals, families or business organization, or it also depends on borrowing’s

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objectives. Actually, the Agribank’s Charter and Decision, Decree includes all those

documents’ form that makes it easier for credit officers and customers to work out coincide and

quickly. Since the internship time was limited and because of huge number of documents, I

brought some to home to have time understand more.

Specially, I was made acquainted with IPCAS and was practiced on this system. It is quite

convenient and easy to understand and apply. Whenever customer calls and asks about his

credit condition, terms, daily or quarterly interest, the only thing to do is to input or access the

customer’s code, the IPCAS will quickly show all related information as well as recalculating

on-that-day interest.

2. Document preparation

Since I was trained to be familiar with legal documents, I knew which items need for what, and

then I was assigned to collect documents both on internet and from borrowers such as financial

statements, meeting minute of Board of Management. After that, I was asked to classify in

different files. Moreover, making photocopies and scanning or faxing are daily chores.

3. Data filling

Since I got understandings of documents and E-application of IPCAS, data filling into

computer became much easier for me. Because this application belongs to Agribank system, I

was not allowed to copy and public outside.

4. Customer services

Sometimes, I answered the phone and connected to other officers. Besides, I also instructed the

customers when my supervisor was absent at office. Sometimes, I needed other officers’ help

to deal with those customers since I was not allowed to use computer freely and could not

check information for them.

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IV. ORGANIZATION ANALYSIS

More than two-month working time at a bank is not much and not enough to understand all

requirements and basic working steps, but it is quite useful for me to get more experience and

knowledge in order to apply in future jobs. There were many things new to study, but they also

came with obstacles that I’ve never met. In the respect of objectivity, I would like to share both

good and weak points that I could see here.

1) Strong points

In terms of credit operation, it can be clearly seen that the Bach Khoa branch improved itself

over years and got bright numbers. It was shown by annual income statement:

Year 2008 2009 2010

Revenue 132 216.524 454.8

COGS 119.38 202.180 436.16

Profit 12.62 14.344 18.64

Profit/Rev. 9.56% 6.62% 4.14%


Table 5: Income Statement in 2008 – 2010 period

Although the rate of Profit/ Revenue reduced recent years, its revenue and profit increased

significantly over years, this means that the bank was expanding its operation.

The above gain could be explained by one word that is “people”. The Business Development

and Planning Department includes 12 creditors and those are quite young since this branch was

new opened. They all graduated from famous universities in which trained with subjects of

finance and banking, so they are professional and able to make changes. They had good

relationship with customers and were very friendly, open-minded to solve all of customers’

complaint.

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Specially, there was effective internal communication among officers and interns as well as

others from different departments. Those who are quite young, enthusiastic, and responsible for

works, built up a flexible working environment. Employees were free to ask what they did not

know, and the managers were comfortable to answer. There was always a small weekly

discussion or monthly meeting to solve problems and plan for the next steps. This maintains

the information bulletin at workplace, ensuring smooth and uninterrupted communication at

work.

2) Weak points

In spite of advantage of young and high-qualified employees, the number was still limited.

Since organizational structure was new and due to the birth of International Payment

Department, some business staffs were required to rotate, then the rest officers were

overloaded with works. As I know that each staff would be responsible for his or her loans

only, that means he or she needs to follow all steps in lending decision, then control or manage

that loan until its recovery. This reality leads to requirement of new recruitment of more

creditors in nearest time, and I am waiting for a potential position there.

Additionally, it would be sensitive to remind, but from my point of view, punctuation is the

most important criteria to evaluate a person’s attitude toward his work. They started new days

late and even someone came very lately. I have never seen all staff at same time at office. This

can be easily to understand since they can work with customers outside. However, no one

knows where the others were, particularly when their customers come. Since each one

supervised his own customer, the others could not help, then the customer had to leave with

disappointment.

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V. INTERNSHIP SUMMARY

Two-month internship gave me chance to study real things and apply what I had learnt at

university. Since all works in the Business Development and Planning Department were very

important, I had small chance to involve in specific tasks, and everything needed to be self-

studied. And what I got here is not only the technical or academic skills but more importantly,

the behavior and the way the staff delivered their skills.

The best thing that I learnt here, even at the beginning of the internship period, is that I was

interested in credit activities although it requires little or even no English skills, and this would

limit my ability as well as my ambition of working in one foreign environment. Therefore, I

decided to study more in order to work in a Business Development and Planning Department in

the future, and this will be great if it is in an Agribank’s Department.

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APPENDIX

Supervisor’s Evaluation

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internship report

Documents

hai ba trung

agribank viet nam

bach khoa branch

international payment department

agribank bach khoa

hr management department

debit balance

total amount