Apa Reference Examples Essays

Apa Reference Examples Essays Apa Reference Examples Essay Apa Reference Examples Essay Bosshardt, W. , Van Der Klaauw, W. , Watts, M. (2011). Economics coursework and long-term behavior and experiences of college graduates in labor markets and personal finance. Economic Inquiry, 49(3), 771-794. Atkinson, B. , Heath, A. , Chenail, R. (1991). Qualitative research and the legitimization of knowledge. Journal of Marital and Family Therapy, 17(2), 175-18. Battistelli, A. , Galletta, M. , Portoghese, I. (2012). Mindsets of commitment and motivation: interrelationships and contribution to work outcomes. The Journal of Psychology, 147(1), 17-48. Benjamin, B. O’Reilly, C. (2011). Becoming a Leader: Early career challenges faced by MBA graduates. Academy of management learning education, 10(3), 452-472. Brewer, K. L. , Brewer, P. D. (2012). Influencing variables and perceptions regarding MBA degree programs. Academy of Educational Leadership Journal, 16(4), 27-38. Brown, D. J. , Cober, R. T. , Kane, K. , Levy, P. E. , Shalhoop,J. (2006). Proactive personality and the successful job search: A field investigation with college graduates. Journal of Applied Psychology, 91(3), 717-726. Brown, S. D. , Fischer, A. , Nord, D. Solberg, V. S. (1995). Career Decision-Making and career Search Activities: Relative effects of career search self-efficacy and human agency. Journal of Counseling Psychology, 42(4), 448-455. Bruce, G. (2010). Exploring the value of MBA degrees: Students’ experiences in full- time, part-time, and executive MBA programs. Journal of Education for Business, 85, 38-44. Corner, J. (1991). In search of m ore complete answers to research questions: Quantitative versus qualitative research methods is there a way forward? Journal of Research, 16, 3, 718-727. Crant, J. M. (2000). Proactive behavior in Organizational. Journal of Management, 26, 435-462. Crede, M. , Kuncel, N. (2008). Study habits, skills, and attitudes: The third pillar supporting collegiate academic performance. Perspectives on Psychological Science, 3, 425-453. de Leeuw, E. D. (2008). Choosing the method of data collection. In E. D. de Leeuw, J. J. Hox, D. A. Dillman (Eds. ), International handbook of survey methodology (pp. 113-135). Mahwah, NJ: Lawrence Erlbaum. Duffy , M. E. (1985). Designing research the qualitative –quantitative debate. Journal of Advanced Nursing, 11, 3, 225-232. Eisner, S. (2010). Grave new world? Workplace skills for today’s college graduates. American Journal of Business Education, 24-27. Fink, A (2009). How to conduct Survey; a step by step guide. Thousand Oaks, California: SAGE. Griffin, R. , MacKewn, A. , Moser, E. , Van Vuren, K. W. (2012). Learning skills and motivation: correlates to superior academic performance. Business Education Accreditation 5(1). Howard, C. M. , Schnusenberg, O. (2012). Student preparation and personality traits in the job market. Academy of Educational Leadership Journal, 16, 35-53. Kardam, B. L. Rangnekar, S. (2012). Job satisfaction: Investigating the role of experience education. Journal of Arts, Science Commerce, 4(1), 16-22. Khan, N. S. , Riaz, A. , Rashid, M. (2011). The impact of work content, working conditions, career growth on employee motivation. Interdisciplinary Journal of contemporary research in business, 3(3), 1428-1434. Meila, K. M. (1982). Qualitative methodology. Journal of Advanc ed Nursing, 7, 4, 327-335. Meyer, J. P. , Becker, T. E. , Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89, 991-1007. Putman, D. B. (2002). Job satisfaction and performance viewed from a two dimensional model, The Journal of Defense Software Engineering, 26-28. Ridgell, S. , Lounsbury, J. (2004). Predicting academic success: general intelligence, â€Å"Big Five† personality traits, and work drive. College Student Journal, 38(4), 607-618. Rowden, R. W. (2002). The relationship between workplace learning and job satisfaction in US small midsize businesses, Human Resource Development Quarterly, 13(4), 407-25. Swaminathan, S. , Jawahar, P. D. (2013). Job satisfaction as a predictor of organizational citizenship behavior: An empirical study. Global Journal of Business Research, 7(1) 71-80. Tantiverdi, H. (2008). â€Å"Worker’s job satisfaction and organizational commitment: Mediator variable relationship of organizational commitment factors’, The Journal of American Academy of Business, 14. Tanyel, F. , Mitchell, M. A. , McAlum, H. G. (1999). The skill set for success of new business school graduates: Do prospective employers and university faculty agree? Journal of Education for business, 35.

Free Essays on Philip Johnson

Philip Johnson The Amon Carter Museum in Fort Worth, Texas houses an impressive collection of works by Charles M. Russell and Frederic Remington and can actually be thought of as two buildings in one. The museum was originally built and designed by Philip Johnson in 1961 and forty years later Johnson was called upon again to design an addition to the building that would triple its exhibition space. Philip Johnson was born in 1906 and grew up in Cleveland, Ohio. He attended Harvard University majoring in philosophy and Greek not architecture. By the age of 26, Johnson was the founder and director of the Museum of Modern Art’s new architecture department in New York. There he cultivated an interest in architecture and co-authored the book The International Style, which introduced â€Å"Bauhaus,† a German style of architecture begun by Walter Gropius in 1918, to America (5). At the age of 34, Johnson returned to Harvard’s Graduate School of Design. After receiving his Master of Architecture in 1943, Johnson began designing his own home in New Canaan, Connecticut known as â€Å"The Glass House,† a house whose walls are made entirely of windows. Other well-known works include the Seagram’s Building and the AT&T Building both in New York. In 1979 Johnson was awarded the first Pritzker Architecture Prize for his 50 years of work and designs in the field of architecture (6). Undoubtedly, Johnson has been a great influence in architecture though some will argue that Johnson’s style is quite whimsical seeming to change as often as the wind blows (3). Johnson’s response? â€Å"After fifty years you shouldn’t be doing the same thing† (3). Though at times controversial it cannot be denied that Johnson is one of the most brilliant and renowned architects of the past century. 2 Interestingly, some of Johnson’s most acclaimed buildings are found in Texas. In Dallas alone, Johnson has designed ... Free Essays on Philip Johnson Free Essays on Philip Johnson Philip Johnson The Amon Carter Museum in Fort Worth, Texas houses an impressive collection of works by Charles M. Russell and Frederic Remington and can actually be thought of as two buildings in one. The museum was originally built and designed by Philip Johnson in 1961 and forty years later Johnson was called upon again to design an addition to the building that would triple its exhibition space. Philip Johnson was born in 1906 and grew up in Cleveland, Ohio. He attended Harvard University majoring in philosophy and Greek not architecture. By the age of 26, Johnson was the founder and director of the Museum of Modern Art’s new architecture department in New York. There he cultivated an interest in architecture and co-authored the book The International Style, which introduced â€Å"Bauhaus,† a German style of architecture begun by Walter Gropius in 1918, to America (5). At the age of 34, Johnson returned to Harvard’s Graduate School of Design. After receiving his Master of Architecture in 1943, Johnson began designing his own home in New Canaan, Connecticut known as â€Å"The Glass House,† a house whose walls are made entirely of windows. Other well-known works include the Seagram’s Building and the AT&T Building both in New York. In 1979 Johnson was awarded the first Pritzker Architecture Prize for his 50 years of work and designs in the field of architecture (6). Undoubtedly, Johnson has been a great influence in architecture though some will argue that Johnson’s style is quite whimsical seeming to change as often as the wind blows (3). Johnson’s response? â€Å"After fifty years you shouldn’t be doing the same thing† (3). Though at times controversial it cannot be denied that Johnson is one of the most brilliant and renowned architects of the past century. 2 Interestingly, some of Johnson’s most acclaimed buildings are found in Texas. In Dallas alone, Johnson has designed ...

International Cost of capital Assignment Example | Topics and Well Written Essays - 1750 words

International Cost of capital - Assignment Example Question1. Provide an illustrative example of WACC calculation using a FTSE100 company. Answer: The components of weighted average of cost of capital come from the equity side of the statement of financial position, which is commonly understood and known as balance sheet-common shares, preferred shares and debt, long term liability are the components of capital. Any change in the shape of increase in assets of the balance sheet would require increasing at least any one of components of the capital account. In order to increase the liability side of the balance sheet, the cost of these components is called as component based cost of capital. Numerous causes require to occur or to increase the cost of capital. First, the need of long term investment and long term financing requires a company to determine and decide an appropriate way of arranging finance. Either willingly or unwillingly, the company has to evaluate all possible and available means that can be used for the purpose of sa tisfying their long term business investment needs. Some companies use and issue preferred shares for the purpose of raising finance. ... On the whole, these both means have some sort of similarities and some sort of dissimilarities. Preferred shares are mostly placed with the ordinary shares, on the other hand, the debentures and other forms of long term liabilities are incorporated in the long term liability section of the statement of financial position. Following is the standard computational method of weighted average of cost of capital: WACC = Ke [(market value of equity/A)] + kd [(1-t) (market value of debt/A)]. Where; WACC= weighted average of cost of capital Ke= cost of equity A=market value of equity + market value of debt Kd= cost of debt Cost of equity (Ke) is the required return on the ordinary shares. Most of the time, it is this feature that is pretty difficult to estimate. Cost of equity can be determined by two ways: dividend growth model and capital asset pricing model (CAPM). The dividend growth model uses the following formula: P0 = D1/ (Re-g) Here, P0 is the current stock price or stock price in th e period of 0. D1 is the amount of dividend in the next period or next year. Re is the cost of equity. G is the dividend growth rate. For ke the equation would become Re= D1/ P0+ g The capital asset pricing model (CAPM) helps with the following equation to determine the cost of equity: Re= Rf+ b(Rm - Rf) Here, Rf= the risk free rate. B= beta value Rm= market return Capital asset pricing model was determined and defined and published its derivation by William Sharpe in the year of 1986 (Megginson, 1996). There are numerous assumptions on which capital asset pricing model is based on. For instance, capital asset pricing model assumes that investors hold diversified range of portfolios (Head, 2008). Example: Computation of weighted average of

The Education Systems of England and Saudi Arabia Essay - 1

The Education Systems of England and Saudi Arabia - Essay Example Education in England is compulsory under the law. Similarly in Saudi Arabia, education is strongly stressed in the Holy Qur'an and the Hadith [teachings and practices of the Prophet Muhammad] which requires education for every Muslim. In England, the law under Section 7 of the 1996 Education Act states: 'The parent of every child of compulsory school age shall cause him to receive efficient full-time education suitable- (a) to his age, ability and aptitude, and (b) to any special educational needs he may have, either by regular attendance at school or otherwise.' (Barrow, 2007). A large portion of students in England receive support for their education from public funds. Similarly in Saudi Arabia the government extends support towards education to the extent of providing monthly stipend for deserving students. 'The total budget for higher education (universities, women's colleges and the Ministry of Higher Education) was US$2.5 billion in 1985. This amount constitutes 3.6 percent of the total budget for Saudi Arabia, and 34 percent of the total education budget. All university students also receive a monthly stipend of $300 (all figures for 1985).' (Sedgwick, Ed., 2001). Education system in England is structured in 6 different levels. ... All university students also receive a monthly stipend of $300 (all figures for 1985).' (Sedgwick, Ed., 2001). Education system in England is structured in 6 different levels. In Saudi Arabia, the education system is similarly structured by level although with certain apparent disparity with how the system is constituted. 'Over hundred years old, the UK education system is basically structured in six different levels. They are: Pre-school or pre-preparatory education, Preparatory education, Primary education, Secondary education, Post-sixteen education, and Post-eighteen education.' (Indobase Ltd.). Sedgewick (2001) disclosed that primary education consists of primary school and intermediate school; secondary education consists of general secondary education, religious secondary education, technical secondary school and further technical and vocational training; Higher Education; University Higher Education consists of baccaloreus (four year course), darajat al majisteer (master's degree) and doctoorah (doctorate). Educational System in England requires an examination to test the knowledge of students. In Saudi Arabia such an examination is also required. In England, 'At the age of 16, students write an examination called the GCSE (General Certificate of Secondary Education). All students are tested in Mathematics, English Literature, English composition, chemistry, biology, physics, history or the Classics, one modern language, and one other subject, such as art or computer studies.' (Barrow, 2007). Additionally, the British Council affirmed and posted 'After five years of secondary education, students take examinations in a range of subjects at the level of General Certificate of Secondary Education (GCSE). The GCSE is a single-subject examination set and

The City in Literature Essay Example for Free

The City in Literature Essay This sweeping literary encounter with the Western idea of the city moves from the early novel in England to the apocalyptic cityscapes of Thomas Pynchon. Along the way, Richard Lehan gathers a rich entourage that includes Daniel Defoe, Charles Dickens, Emile Zola, Bram Stoker, Rider Haggard, Joseph Conrad, James Joyce, Theodore Dreiser, F. Scott Fitzgerald, and Raymond Chandler. The European city is read against the decline of feudalism and the rise of empire and totalitarianism; the American city against the phenomenon of the wilderness, the frontier, and the rise of the megalopolis and the decentered, discontinuous city that followed. Throughout this book, Lehan pursues a dialectic of order and disorder, of cities seeking to impose their presence on the surrounding chaos. Rooted in Enlightenment yearnings for reason, his journey goes from east to west, from Europe to America. In the United States, the movement is also westward and terminates in Los Angeles, a kind of lands end of the imagination, in Lehans words. He charts a narrative continuum full of constructs that represent a cycle of hope and despair, of historical optimism and pessimism. Lehan presents sharply etched portrayals of the correlation between rationalism and capitalism; of the rise of the city, the decline of the landed estate, and the formation of the gothic; and of the emergence of the city and the appearance of other genres such as detective narrative and fantasy literature. He also mines disciplines such as urban studies, architecture, economics, and philosophy, uncovering material that makes his study a lively read not only for those interested in literature, but for anyone intrigued by the meanings and mysteries of urban life.

Brain Based Early Learning Programs: Education, Society, and National P

The science of neurobiology and technology of brain-imaging are rapidly advancing the understanding of cognition: how people think and learn. Brain-imaging techniques allow access into the mysterious mechanisms of the brain, and it is now possible to observe what occurs in the brain â€Å"as it performs tasks such as solving a math problem, reading a book, or improvising a melody† (Limb). This neurobiological research also indicates that, in the brain, emotion and intelligence are intricately synchronized processes (â€Å"Social-Emotional†). Brain-based learning programs apply this principle of simultaneous cognitive and social-emotional development by emphasizing how the brain learns innately, and are based on what is currently known about the â€Å"physical structure and function† of the human brain at varying stages of development (Wilson). Scientists and educators agree that this educational model has proven to be most effective in the earliest, formative years of the brain, priming the brain both for learning and social relationships. There is significant and ample evidence documenting that early childhood education can generate substantial gains in children's learning and development. However, long-term advantages are predominantly recognized only in high-quality early childhood education programs (Swartout-Corbeil). Consequently, the availability of high-quality programs is limited, and high-quality programs are usually not affordable for most families (Swartout-Corbeil). Brain-based early learning programs represent the definitive in early childhood curriculum, and mandating for these cutting-edge programs on a national level has the potential to produce not only smarter and more creative learners, but also a society of compassi... ...a of Children's Health. â€Å"Early Childhood Education.† Web. 5 Apr. 2012. US House of Representatives. Committee on Education and the, Workforce. Education Regulations: Burying Schools In Paperwork. Hearing Before The Subcommittee On Early Childhood, Elementary And Secondary Education Of The Committee On Education And The Workforce. U.S. House Of Representatives, One Hundred Twelfth Congress, First Session (March 15, 2011). Serial Number 112-12. US House of Representatives, 2011. ERIC. Web. 22 Mar. 2012. Wentzel, K. R., Weinberger, D. A., Ford, M. E., & Feldman, S. S. (1989, March). â€Å"Academic achievement in preadolescence: The role of motivational, affective, and self-regulatory processes.† Paper presented at the annual meeting of the American Educational Research Association, San Francisco. Wilson, Leslie Owen. â€Å"Overview of Brain-based Education.† Web. 7 Apr. 2012.

Sample of Document

Entity:| Vietcombank| | Period ended:| 31/12/2012| Significant class of transactions/significant disclosure process name:| Credit origination – Transaction processing| | Significant class of transactions/ significant disclosure process owner:| Credit Policty at HODebt management division Client Division | |We obtain an understanding of the significant classes of transactions (SCOTs) and significant disclosure processes to identify and understand the risks of material misstatement at the assertion level (i. e. , what can go wrongs (WCGWs)) and, when applicable, to identify and understand the controls over the WCGWs. This template assists with completing S03 Understand significant classes of transactions and significant disclosure processes. Significant accounts affected and key business and financial statement risks related to these accounts: * Loan Acc * Interest Acc * Provision Acc * Expense Acc * Receivable Acc| Relevant assertions: * Valuation * Completeness * Right and Obl igation * Presentation and Disclosure * Existence | Nature of the SCOT (routine, non-routine, estimation): * Routine| Starting point (initiation) and timing of initiation and recording of the SCOT or significant disclosure process: * Customer’s application| Specific circumstances affecting the form and extent of the documentation: * None| Name of the IT application that supports the SCOT * | Inputs/outputs of the critical path of significant class of transactions/significant disclosure process| Inputs/outputs of the supporting IT application| Inputs: * | Inputs: * | Outputs: * | Outputs: * |Critical path (initiating, recording, processing, reporting, correcting incorrect information) We obtain an understanding of the SCOTs and the significant disclosure processes by obtaining an understanding of their critical path. The critical path includes: * Initiation: the point where the transaction first enters the entity’s process and is prepared and submitted for recording * R ecording: the point where the transaction is first recorded in the books and records of the entity * Processing: any changes, manipulation or transfers of the data in the books and records of the entity * Reporting: the point where the transaction is reported (i. e. posted) in the general ledger. When we obtain an understanding of the critical path, we obtain an understanding of how incorrectly processed information is detected and corrected on a timely basis. We also obtain an understanding of how transactions are accumulated and posted from the sub ledger to the general ledger, including controls over associated journal entries. We obtain an understanding of the policies and procedures in place that management uses to determine that directives are carried out and applied, including: * Authorization * Segregation of incompatible duties * Safeguarding of assets * Information processing * Performance reviewsWe use our understanding of the critical path and the policies and procedures to identify WCGWs and, when applicable, relevant controls. In the course of acquiring an understanding of the processing procedures, we frequently learn of many of the controls in use. Thus, while the emphasis at this point is not to identify the presence or absence of controls, we are alert to the possible absence of controls, and to the points at which errors could occur and controls are needed. We consider the effect IT has on the SCOTs and the significant disclosure processes. The manner in which we document our understanding of the SCOT or significant disclosure process is left to professional judgment of the engagement executives.However, for critical paths related to routine transactions, a graphical depiction of the flow (e. g. , flowchart), supported with narrative notes (e. g. , use of this template) normally provides for easier identification of the types of errors that can occur. No. | Describe the critical path for the significant class of transactions/significant disc losure process| Describe the automated aspects of the significant class of transactions/significant disclosure process, including: * Manual aspects that depend upon computer functionality or computer generated data * IT applications/infrastructure| 1 | Credit appraisal and granting proposal 1. 1. Loan application:For both HO and Branches, Credit Dept. s organised into 3 divisions:- Client and Project Investment (optional): responsible for receiving and appraising loan request, monitoring and finalizing/ liquidating the loan. – Debt Management: mainly responsible for storing credit contract and other supporting documents as well as updating required information into system; work with Client Division in monitoring the loan. And two Risk Management division : involved in credit approving process in terms of risk assessment. One is under HO and one is based on Ho Chi Minh CityFirstly, Client/ Project Investment officer receives client’s Loan Application and supporting docu ments – which are clearly stated in Article 14 – Decision 228/NHNT. HTQT: Lending Regulations1. 2.Loan appraisal: * Secondly, Based on documents obtained and the present credit regulations, Client/ Project Investment officer appraises client’s application under the following aspects: * Suitability (in relation to approved Credit limit, related regulations and current risk management policies of the bank) * Feasibility, efficiency and level of risk (if exist) related to client’s business plan * Solvency * Collaterals: Client officer who receives and appraises loan request also responsible for monitoring and appraising collateral. Deliverable of the officer at this stage is Collateral Appraisal Report (Form BD 1. 1. v002), including signature of client officer-in-charge and Head of Client Division.Regarding valuation, branches except for compulsory circumstances, are encouraged to cooperate with Independent Appraisal Firms (selected within the list of allow able firms, attached with Document 946/VCB. CSTD – Appendix 01). In case collateral is valued by VCB, Valuation Memo (Form 2. 2: Bien Ban Dinh Gia) must be prepared with signature of client and bank representative, under Decision 30/ VCB. CSTD. For collateral of over 20 billion VND, branch must send to HO the appraisal documents by Appraisal firm and Appraisal/ Periodic Revelation Report (Form BD 1. 2. v002), within 2 days since the reports are given their approving authority. | Manual | | * Next, Client/ Project Investment officer prepares and signs Report of Credit appraisal and granting proposal (Bao cao th? m d? h va D? xu? t c? p TD), following Form 1. 4A, 1. 4B and 1. 5. * The Report is then submitted to Head of Client/ Project Investment Division (TP KH) for revising and signing in case the deliverables of Client/ Project Investment officer are accepted. Otherwise, he/she needs to document reasons as well as additional opinions * Credit/ Project Investment officer then prepares submission documents. a) For clients granted Credit limit, Client officer submits to Branch’s Director/ Vice Director or Client Director (GD KH) for HO clients. b) For clients granted Credit limit but required by Credit limit approving authority (C? p th? m quy? n phe duy? ) to seek for higher authority’s approval when granting the loan, Client officer submits to both Branch’s Director/ Vice Director and the authority which is stated in Announcement of Credit limit Approval (Thong bao phe duy? t GHTD). If the higher authority is Local Credit Committee (HDTD co s? ), there is no need to submit to Branch’s Director/ Vice Director. c) For clients not yet granted or beyond Credit limit, Project Investment loan is issued. – Branch-based client: Client/ Project Investment officer submits to Local Credit Committee’s Director to organise meeting based on its Regulation on Operations. – HO-based client: Client/ Project Investment off icer submits to authorised Client Director. For the credit limits beyond authority of Client Director, submission is sent directly to HO’s Credit Risk Management Division for subsequent steps. Submission documents include: * Client’s Loan Request (original) * Report on Credit/ Project investment appraisal and granting proposal (original) * Credit Scoring and Rating Table (original) * Legal documents for new customers * Financial statements * Other relevant documents (if available)| | 2. | Loan approvalBased on Report of Credit appraisal and granting proposal, signed by Client officer and Head of Client Division together with supporting documents, the following parties in accordance with their specific authority will start the approving process:2. 1. Branch’s Director/ Vice Director * In case credit granted within Credit limit, Branch’s Director/ Vice Director approves the credit grant based on Report of Credit appraisal and granting proposal signed by Cli ent/ Project Investment officer and Branch’s Director/ Vice Director, as well as accompanying submission documents. In case credit is granted within Credit limit but required by Credit limit approving authority to seek for higher authority’s approval when granting the loan, Client officer submits to both Branch’s Director/ Vice Director and the required authority (If the higher authority is Local Credit Committee (HDTD co s? ), there is no need to submit to Branch’s Director/ Vice Director). 2. 2. Local Credit Committee * Following its Regulations on Organisation and Operations, Local Credit Committee’s Director organises meeting based on submission documents prepared by Client/ Project investment officer. This Committee includes Branch’s director, Vice director and head of Client, Investment project and Debt management division. Local Credit Committee approves credit grants which fall within its authority. Otherwise, based on acceptance opi nion of Local Credit Committee, submission documents are then sent to Risk Management Division by client officer for subsequent steps. * For branches under the processing range of HCM-based Risk Management Division, Client officer submits set of Loan Proposal documents directly to HO’s Risk Management Division and 1 copy of Loan Proposal Form (Form 3. 2) to HCM-based Division in case of beyond its authority. * Branch’s set of documents include: * The original Request for Loan approval Form 3. 2 (T? trinh d? ngh? phe duy? t tin d? ng/DTDA) signed by Local Credit Committee’s Director. A copy of Local Credit Committee’s Meeting minutes * Submission documents to Local Credit Committee| Manual| | 2. 3. Risk Management Division * Based on set of Loan Proposal documents from the Branch, Risk officer evaluates credit risks and prepare Credit Risk Assessment Report (Bao cao ra soat r? i ro c? p tin d? ng) using Form 2. 3A/2. 3B/2. 4 * The report is then signed by Risk officer before being submitted to at least 2 controllers of Risk Management Division, who later provides their approval plus signature. * Afterwards, Risk officer prepares and signs off every page of Announcement of Credit/ Project Investment Approval( Thong bao phe duy? t c? p tin d? ng/DTDA) Form 4. , before: * submitting to Head of Risk Management Division and Risk Management Director for signature; * sending an original to the proposing Branch; a copy to General Director as well as relevant Branches. 2. 5. HO-based clients/ projects within Client Director’s approving authorityCredit proposals under this case are only considered ‘approved’ when the Report of Credit appraisal and granting proposal is signed and given acceptance opinion by Client Director. Accordingly, Client/ Project investment officer prepares (Thong bao tac nghi? p) and transfers documents to HO Debt Management Division for storage, system entering and other subsequent steps. 2. 6.Risk M anagement Director and Client DirectorUnder this circumstance, Risk officer duplicates the steps within the approving authority of Risk Management Director as stated above. The proposal is only considered ‘approved’ when obtaining signature of both, except for either of them is absent. | | | 2. 7. Central Credit Committee * Central Credit Committee bases on Credit Risk Assessment Report (signed by at least 2 controllers of Risk Management Division) and Branch’s document set (original) prepared by Risk officer to call a meeting. * According to Meeting minutes, Risk Management Division prepares and signs off every page of Announcement of Credit/ Project Investment Approval (Form 4. 2) before submitting Director Central Credit Committee for signature. Then submit to: * Client Division at HO an original for subsequent steps * relevant Branches 01 copy * HCM-based Division a copy in case of approving the proposal of branches under its authority. 2. 8. Board of Directo rs * Under this circumstance, after being approved by Central Credit Committee, Risk Management Division prepares submission documents in accordance with Regulation of Loan grants under approving authority of BOD. * Risk Management Division then prepares Approval Announcement and sends documents in such a way as cases under Central Credit Committee’s authority; in which, documents to Debt Management Division must include Loan Approval Form by BOD. | | 3. | Making loan contract and collateral contractBased on approving results, Client officer continues to seek signature for loan and collateral contract. 3. 1.Loan contract/Collateral contract * Client/ Project Investment Division signs off (ky t? t) every page of loan contract/collateral contract and send to client for confirmation. After signing off by Client and Bank ‘s representer, Loan contract was sent to Accounting division and Debt management Division. collateral contract was sent to Storage division * If any disag reement arises, Client/ Project Investment officer must report to Head of Division. If necessary to amend content or approval conditions, Client/ Project Investment Division issues Form 1. 6: Report on Appraising and Proposing Credit Adjustment, submit to authorised bank representatives for approval. After obtaining client’s signature and original of collateral contracts, Client/ Project Investment Division register collateral transactions. * Client/ Project Investment officer prepares 02 (Thong bao tac nghi? p m? HDTD), sign off and submit to Head of Division for signature, before sending to Debt Management Division (relevant documents included) for storage and entering into system. * In case clients do not have CIF yet, Client Division prepares Thong bao tac nghiep mo so CIF (Form 5. 8) then sends to Transaction Accounting dept. to open new CIF. | Manual| 4. | Putting data into system and managing credit file * After signing loan contract, Client officer prepare and sign on â€Å"Thong bao tac nghiep m? h? p d? ng tin d? g† containing all information needed to put into system, conditions to disburse, a list of documents needed to store and special conditions needed to manage the loan. After that, debt management officer recheck and sign on â€Å"Thong bao tac nghiep†. * Basing on â€Å"Thong bao tac nghiep†, Debt Management officer is responsible for putting data into system. However, only when it is approved online by head/vice of debt management Division, will client data be disclosed on system. Debt Management officer stores all the documents listed on â€Å"thong bao tac nghiep†| IT Dependent| 5. | Disbursement of loanThe disbursement of loan involves the following steps which depend on the appointed approving authority.However, all of the appointed divisions are held responsible for checking the conformity of client’s withdrawal documents with credit contract. 5. 1. Client/ Project Investment DivisionIf withdraw al request is valid, Client officer prepares â€Å"Thong bao tac nghiep du dieu kien rut von† (Form 5. 4), signs off and submits to Division Head for signature before transferring documents to Debt Management officer for disbursement. 5. 2. Debt Management DivisionThe division directly receives withdrawal request from client and perform checking procedures. Client is required to amend information if found unsuitable. Otherwise, Debt Management officer starts disbursing the loan. 5. 3.Client/ Project Investment Division receiving request, Debt Management Division performing checking proceduresWithdrawal documents after being received and checked by Client officer, Debt Management officer takes over for disbursement, based on Credit Approval Announcement and Credit contract. If documents are found invalid, they are sent back to Client Division for completion. 5. 4. Higher authorityClient officer prepares â€Å"Thong bao tac nghiep du dieu kien rut von† (signed by him/her and Head of division). Afterwards, based on credit approval results, Client officer submits the above document and other supporting ones to higher authority. If approved, the documents are transferred to Debt Management for disbursement.The details of disbursement process are briefed as follows: * Debt Management officer opens loan account, fills in CIF, signs off Loan Receipt Note before updating into system for online approval of Division’s Head. * Next, the officer sends: * 01 Loan Receipt Note to client * 01 Loan Receipt Note and supporting documents to relevant departments for disbursement * The last Loan Receipt Note stored in the division. | IT Dependent| 6. | Post-disbursement Monitoring of Loan * At least every 6 months, Client/ Project Investment Division must recheck the loan usage status (usage purpose, collateral status, the balance between assets resulting from the loan and the outstanding balance).This is implemented in accordance with the predetermined plan ( monitoring schedule and methodology), which is proposed by Client officer when preparing Report of Credit appraisal and granting proposal or when â€Å"Thong bao tac nghiep† at the latest. * For collateral monitoring, the following aspects must be assured: * Status compared to previous visit * Forecasted revaluations * Client’s conformity in preserving collateral * Proposal to modify collateral management methods (optional) * Proposal to add/ replace collateral (optional) * Debt Management Division is held responsible for reminding Client/ Project Investment Division about loan monitoring schedule. The result must be documented on Loan Monitoring Records (Bien b? n Ki? m tra), which is signed by Borrower’s representative and submitted to Head of Client/ Project Investment Division for revision and comment. * In case Client/ Project Investment Division detects any signals of risk, officer takes the initiative to propose the corresponding solution (included in Loa n Monitoring Records) before submitting to Head of Division, Director of Client Division (for HO-based clients) or Branch’s Director/ Deputy Director. * After finalizing the Record, officer sends 01 original to Debt Management, 01 copy to Risk Management Division for co-monitoring. | Manual | 7. Credit Adjustment * Depending on the real situation and client’s demand after credit approval, credit adjustment can be made correspondingly. * Procedures of Credit Adjustment are conducted in the same manner as that of Credit Proposal and Approval (only those who are authorised to approve credit are able to approve credit adjustment). Client / investment project officer prepares Report of credit appraisal and credit adjustment- bao cao th? m d? nh va d? xu? t di? u ch? nh tin d? ng. At risk management division prepares Credit risk assessment for adjustment report – Bao cao ra soat r? i ro di? u ch? nh c? p tin d? ng. * Client/ Project Investment Division prepare Thong b ao tac nghi? p di? ch? nh HDTD. | Manual| 8. | Loan and interest collection * At least 10 days before due date, Debt Management officer prints out the list of loans and transfer to Client/ Project Investment Division whose officer prepares a document to inform clients and in charge of pushing clients to pay principal and interest * System automatic calculate interest income for loan group 1 * At the due date of loan, Debt Management officer prints out the report of principle and interest up to due date and checking. Then this report is submitted to Head of Debt management for approving. This report is then transferred to Accounting Division for collecting. If collected in cash, Client has to pay at first at Cash Division. ; after collecting enough and checking, Cash Division. will sign on â€Å"Deposit slip† (Cash receipt) then transfers Cash Receipt Note to Accounting Division for booking entry. * Accountant makes the following entries: * With principal collection:Dr. : Cash / BankCr. : Loan to Customer * With interest collection:Dr. : Cash/ BankCr. : Interest Income * Accounting voucher printed out and signed by controller and chief accountant. | Application A*N*t Interest = ————- 360*100 A: Outstanding balance N:Days (From the last payment day to the next payment day). t:interest rate | 9. Overdue Debt Management * When the loan turns into overdue, debt management officer sends a Reminding Letter to the customer (at least once a month), approved by the Head/Vice of Debt Management Division. This letter is transferred to clients and a copy is also to deliver to the credit officer. * If the customers still don’t make payment after more than 3 times received the Reminding Letter, credit officer proposes to the Head of Client/ Project Investment Division to work directly with the customer’s representative to cover the debt. * Client/ Project Investment Division combines with Risk Management Division and Legal Divi sion if necessary to protect all the interests of VCB. | 10. | Contract liquidation and Collateral Release Collateral * After the client pays all principle and interest, Debt Management officer prepares and signs on Loan Closing Announcement (Thong bao dong h? so vay). * Client officer informs client of Loan Contract Liquidation (Form 7. 2). * Debt Management officer hands over all relevant documents to Client/ Project Investment Division before the former Division transfers to clients and sends the original of Handover Record (signed by both handover and takeover) to Debt Management for storage purpose. * Finally, Client/ Project Investment Division cancel Collateral Transaction Registry. | |