Introduction

The project on which I am working is “Opening of new branch of Standard chartered Bank in Dubai.” I being an ex employee of Standard Chartered Bank experienced that, Standard Chartered bank has to open a new branch in Dubai Mall (UAE), to boost the growth of the business and to discover new markets. The motive why they intended to open a new branch of Standard Chartered in Dubai is to raise their business and get further fame in the industry.

Overview of Standard Chartered:

Standard Chartered bank is a British financial service whose headquarter is in London, United Kingdom. It operates in almost 80 countries with the network of over 1,500 branches and outlets and 75,000 Employees.

Objectives:

Strategic objective

To be the world’s excellent international profitable bank

Leading the means in Asia, Africa and the Middle East

Product promise

Leading by model to be the Right Partner

How Standard Chartered bank operate:

By building a comprehensive and safe and sound atmosphere, that rewards achievements and support workers to take control of their personal progress, Management strives to make Standard Chartered a majestic place to work.

In Group’s people strategy, bank focal point is employee engagement. In building the foundation of bank’s performance culture, Engagement plays a key role, being monitoring productivity and performance. SCB supports and bring his focal point on the behaviors, which get out the very best from every employee. Also SCB has a remuneration setup which gives incentivize to employees, keeping in view that remuneration setup should supports the business policy and strengthen their principles and standards. SCB make these policies considering that these are sound and in parallel to industry best practice principles with risk-based and strong governance constitution. Yearly bonuses are given with good judgment, in the form of cash and shares. All these policies are laid down with regard to an evaluation of risk and a number of other causes such as risk management and economic backdrop, profit and also whether management agenda is achieved.

Another feature of Standard Chartered values is that that great place great emphasis is given on collective working, inventiveness and novelty.

Nature and Business Case of project:

To enhance customer ease and to serve the growing needs of the public, the Standard Chartered Bank has opened its latest branch in the UAE in Dubai Mall.

A survey by the Bank shows customers rather visit banks on weekends as they are most relaxed and with their families. So SCB concentrated well on designing the bank timings and hours. The first bank with branch in the mall. With a large service area, ATMs, cash deposit machines and a relationship office, the opening of the branch shows Bank’s readiness to devote in infrastructure and allow it to productively grow its franchise. The branch will be officially opened by chairman, Group Head of Human Resources and Communications, Standard Chartered Bank. About the opening, chairman says,

“It will be a great pleasure to open this branch in Dubai Mall because the UAE is pivotal to the growth and development of Standard Chartered Bank’s franchise. We are proud of the achievements of Standard Chartered Bank in the UAE over the last 50 years and I am particularly impressed with the huge potential of the retail banking market in the Emirates.” Head, Consumer Bank, Standard Chartered Bank, UAE says,

“Our branch at Dubai Mall will be part of SCB’s strategy to grow the Bank’s distribution footprint at locations that bring SCB closer to our customers, while offering a refreshing banking experience. The branch opening and its hours are part of our overall approach to make banking easier and more convenient and highlights our commitment to Dubai and the UAE.”

TASK 1.2

Business review of Standard Chartered Bank:

Business Review

People:

In this section:

keeping hold on and attracting the best talent

Engagement

Performance

Talent supervision and growth.

In 2007 the group expanded immensely. SCB did well in sustaining this growth with their skill to attract, employ and develop the best international talent across the world.

Attracting and retaining the best talent:

While stepping up employment to support the business growth, there was 18% increase in the number of employees in 2008 to 75,000. Main concern for the group is attracting and holding the best talent, driving performance and engagement and building leadership capability.

There were also increases in employees in many important strategic markets. Say 3,500 employees in India, 1,200 in Pakistan and over 1,300 employees each in China, and Singapore. And this hiring would keep on increasing in these areas.

SCB has a profound history and local data across markets. Its employees represent over 100 different nationalities and equal gender balance is maintained across the Group.

SCB focused on increasing the percentage of women at superior stages. And now in Asia, 45 per cent and 32 per cent of the senior management positions in China and Hong Kong and Pakistan, respectively are represented by women. Globally, 20 per cent of all senior managers are women.

One of the key components of its success is SCB’s extensive local knowledge and also this approach is now extended to its recruitment strategy. Standard Chartered global employee referral program was launched in 2007. This has been very successful with more than 36 per cent and 37 per cent of new hires in China and India, respectively, referred to the Group by current employees.

Internal job posting guidelines restarted in 2007. The number of positions advertised internally has since increased from 26 per cent in 2006 to 67 per cent in 2007. This gives greater visibility of career prospects to its current employees and also helps the group to further expand its internal talent pool.

In 2007, SCB surpassed its International Graduate intake targets and hired more business school graduates as Management Associates.

To retain employees, SCP focal point is providing the best environment. With the Right Start induction program in 2006, job turnover is very low. An inclusive environment is provided to employees. In 2007, a new flexible working framework was piloted in Ghana, Singapore, the UK and the US. Work at home program was introduced in Chennai, India.

In 2008, these policies were extended to another six to eight countries. SCB also work towards including other varieties of flexible working measures to help its people enjoy a fit and convenient work-life balance.

Researches were carried out to find the root causes of erosion and the drivers of maintenance in some of its core markets. SCB incorporated approach offers a more practical strategy towards attrition and was launched in India, China and the UAE in 2007.

Engagement

Standard Chartered’s brand promise, ‘Leading by Example to be The Right Partner’, means living the Group’s core standards. Their five values – Creative, Responsive, International, Courageous and Trustworthy – shows how they keep their staff engaged with their planned business objectives. The values are the heart and soul of the brand and are what makes Standard Chartered a perfect place to work, setting them apart from their opponents and powering their success.

2007 marks the seventh year SCB have considered employee engagement across the Group. Regardless of adding more than 10,000 workers last year, SCB attained a 95 per cent deliberate response rate to its annual Q12 engagement survey and the Group’s overall engagement score increased for the seventh consecutive year.

They believe, employee engagement can only achieved with the great people managers. Their Great Manager Program was commenced in 2007 and 5,500 people managers across the Group have contributed so far. This is a scalable way to build management skills and is delivered to support the Group’s people management calendar.

This program was carried out through numerous communications, an intranet site and podcasts. 90 per cent of the executives surveyed showed that they have changed the way they manage and engage their teams through the help of this program.

Performance

Their policy in regard of rewarding employees is closely associated to performance.

SC Bank introduced on-line performance and compensation management system which helped them to face the challenges around decision making. As it helped in reinforcing the link between performance decisions and reward allotment.

The invitation for the Group’s 2007 Share save scheme ended with a 40 per cent increase on 2006. 40 per cent of the eligible staff participated in the scheme.

Talent management and development

SCB’s ‘strengths-based’ idea is one of the high points of their policy regarding talent management. They recognized, nourished and leveraged an employee’s capacity into strengths, and also created an environment in which these strengths can flourish, enabling their employees to do at their best.

On-line self-assessment system is introduced to helps individuals identify their strengths. In order to improve their effectiveness, in-house experts supports employees. To date over 7,000 employees have contributed in this setup, with the assistance of almost 240 strengths coaches.

Specific importance has been given on executive development and had one-and-half times as many leaders attending internal core programs in 2007, as compared with 2006. And also, 250 of its existing leaders commenced a modified leadership development process. This program was to build the capabilities of its leaders in key growth markets.

This policy is still going till today. The percentage of high performing, high potential junior and middle management employees rose by 26 per cent and 37 per cent respectively.

SC Bank continues an executive succession plans for over 220 critical leadership roles, including focused development plans for those identified as successor. This succession pool characterizes 41 nationalities across all markets at the middle management level, indicating its multiplicity.

In 2007, the group performed tremendously and SC Bank has been widely successful in sustaining this growth, in terms of attracting, engaging and developing talent. This put the group in better position in 2008.

Task 1.3

Market competition:

Competition is a contest between individuals, groups, nations, animals, etc. for territory, a niche, or a location of resources. Competition is there between two parties strive for the same goal. It’s something natural between living organisms which co-exist in the same surroundings. Business is often related with competition. Competing for customers, profit etc.

Competition may result in self-improvement. For example, if two builders are competing for business, they will try to improve their products and service to increase sales. If one builder is more receptive to the needs of customers, this builder will succeed.

Competitor of Standard Chartered Bank:

Since Standard Chartered is one of largest bank of the world, operating in over 70 countries across 7 continents, the list of its competitors is long. However, the company main focus is on the Asian, African and Middle Eastern markets, a few large international competitors, including Citigroup (C), HSBC Holdings (HBC), and J P Morgan Chase (JPM) compete with SC Bank.

In the first half of 2010, SC bank performed well. Though competition increased, both businesses have shown income momentum. Bank is continuing to invest to strengthen future growth. The essentials of the Group are in brilliant form. Loan impairment is getting better. Their position is strong across markets of Asia, Africa and the Middle East.

Even in the midst of global economic crisis, Standard Chartered has consistently grown its performance indices.

Standard Chartered Bank Awards:

Standard Chartered receives several awards each year for uniqueness, innovation, brilliance and business best in class. In 2009, Standard chartered won the following awards:

1. Alpha Southeast Asia

Best Debut Bond Deal of the Year in Southeast Asia – San Miguel’s PHP38.8B Bond

2. Asia Banking and Finance Award 2009

Best International Bank of the Year – Singapore

Best Retail Bank of the Year – Singapore

Best Core Banking Initiative (Virtual Banking Relationship Centre) – Singapore

Best Branch Initiative (Vivo City Branch) – Singapore

Best Self-Service Initiative (Online Banking) – Singapore

3. Asia money Best Country Deals of the Year 2009

Deal of the Year: Republic of Indonesia, $650 million 8.8% sukuk due 2014 – Indonesia

Deal of the Year: San Miguel, P38.8 billion ($802 million) multi-tranche bond issue – Philippines

Best Leveraged Financing Deal: Oriental Brewery, $912 million – equivalent acquisition financing

Best Syndicated Loan: Noble Group, $2.4 billion three-tranche revolving loan facility

Best Domestic Currency Bond: San Miguel Beverage, P38.8 billion ($801 million) three-tranche bond issue

4. Asia money FX Poll 2009 as voted by Corporate

First for Best Overall FX Services – India

First for Best for Competitive and Prompt Spot and Forward Pricing – India

First for Best FX (Vanilla) Options Provider for Non-Asian and Local (Asian) Currencies – India

First for Best Innovative FX Products and Structured Ideas – India

First for Best Currency Strategy – India

First for Best Macroeconomic Research – India

First for Best Technical Analysis – India

First for Best Post-Trade Services – India

First for Best Customer Service – India

First for Best FX (Vanilla) Options Provider for Non-Asian Currencies – Singapore

First for Best FX Products and Services Provider for Offshore NDFs, KRWNDF

First for Best FX (Vanilla) Options Provider for Local (Asian) Currencies – Hong Kong

First for Best Innovative FX Products and Structured Ideas – Hong Kong

5. AsiaRisk Corporate End-User Survey 2009

First for Currency Derivatives – Asia

First for Cross-Currency Swaps in IDR, INR, KRW, RMB & TWD

First for Currency Options in MYR

First for Currency Forwards in SGD

First for Interest Rate Swaps in RMB, IDR, SGD, TWD

First for Interest Rate Options in RMB, MYR, SGD, TWD

6. AsiaRisk Institutional End-User Survey 2009

First for Currency Derivatives – Asia

First for Cross-Currency Swaps in IDR, INR, KRW, RMB & TWD

First for Currency Options in MYR

First for Currency Forwards in SGD

First for Interest Rate Swaps in RMB, IDR, SGD, TWD

First for Interest Rate Options in RMB, MYR, SGD, TWD

7. The Asset Triple A Asian Awards 2008

Best Cash Management specialist: Payment and Receivables – Indonesia

All these awards show priority of Standard Chartered Bank over its competitors.

TASK 2.1

Expenditures and Cost analysis of the Project:

Understanding that to operate and sustain a profitable business, in such a vast competition, is extremely tough. Their key business concern could be:

Management Of Receivables – they make sure receivables are collected in an well-organized and appropriate, accurate manner to optimize utilizations of resources.

Management of Risk – They make certain efficient running of debtors to remove risk of profits and losses caused by debtor and deferred payments.

Management Of Inventory – They guarantee well-organized and quick rotation of stock to maximize income.

Cost Management – dipping interest expenses through most favorable utilizations of funds.

The SC Bank Collections Solution leverages the Bank’s widespread regional knowledge and extensive branch network across their key markets to specially modify solutions for their regional and local compilation requirements.

This Collections Solution, carried through a consistent international platform, has the litheness to provide to their local requirements, thus enabling them to meet their objectives of minimizing costs and enhancing efficiency and fertility through enhanced receivables and risk management. Our extensive branch network, complemented by our correspondent banks’ network, provides you with a wide coverage of clearing locations to ensure you get the benefit of early availability of funds. This is further enhanced by our cheque purchase and guaranteed credit services.

Good project management must be followed by the proficient utilization of labor, material and equipment. Those who are in charge for cost control of constructed facilities should have main concern on the Improvement of labor productivity. Material handling involves particular attention for cost decrease. New equipment and innovative methods are used to make possible extensive changes in construction technologies in recent decades Organizations lacking this fall out of the competition..

Labor Productivity

Productivity is often broadly defined as output per labor hour. However, it is important to note that labor productivity is not a measure of the capabilities of labor alone. In fact it is a measure of the overall efficiency of an operating setup in utilizing labor, equipment and capital.

Labor productivity is associated with units of product per labor hour, such as cubic yards of concrete placed per hour or miles of highway paved per hour.

Productivity at the Job Site

Service providers and proprietors are often concerned with the labor activity at job spots. So labor productivity should be expressed as functional units per labor hour, though different levels of measure may be used. For example, cubic yards of concrete placed per hour is a lower level of measure than miles of highway paved per hour. Lower-level measures are more helpful for checking individual activities, while higher-level measures may be more suitable for developing industry-wide standards of performance.

It’s better to set up a system which can be used to trail output movement over time and in varied locations. Substantial efforts are required to produce such results. The productivity guide should include parameters such as the performance of major expertise, effects of project size, type and location, and other major project influences.

Labor Characteristics

Through performance analysis, worker quality and contribution is assessed. Some of the Factors that might be evaluated include:

Work Quality – competence of work produced or accomplished.

Work Quantity – volume of work which is acceptable.

Knowledge of Job – established information of necessities, technique and expertise involved and in applying these to boost productivity.

Knowledge of Related Work – knowledge of effects of work upon other areas and knowledge of related areas which have influence on assigned work.

Judgment – reliability of conclusion, results and actions.

Initiative – capability to act properly, without being told.

Utilization of Resources – aptitude to outline and define project needs and place, plan and efficiently use all resources in hand.

Dependability – reliability in presumptuous and carrying out obligations.

Analytical Aptitude – effectiveness in thinking through a problem and reaching sound conclusions.

Communicative Ability – efficiency by oral and written communications and keeping all related persons informed.

Interpersonal skill – worth in relating in an appropriate and productive manner to others.

To Work under Pressure – skills to meet tensed deadline and adapt to changes.

Security Sensitivity – ability to grip private information appropriately and to keep fit care in conservation of sensitive information.

Safety Consciousness – has knowledge of good safety practices and demonstrates awareness of own personal safety and the safety of others.

Profit and Cost Sensitivity – ability to seek out, generate and implement profit-making ideas.

Planning Effectiveness – ability to anticipate needs, forecast conditions, set goals and standards, plan and schedule work and measure results.

Leadership – ability to develop in others the willingness and desire to work towards common objectives.

Delegating – effectiveness in delegating work appropriately.

Development People – ability to select, train and appraise personnel, set standards of performance, and provide motivation to grow in their capacity.

Materials Management

Another important element in project planning and control is Materials Management. Poor materials management results in large and avoidable costs. First, if materials are purchased early, capital may be tied up. And also materials may depreciate during storage or be stolen unless special care is taken. For example, electrical equipment often must be stored in waterproof locations. Secondly, delays and extra expenses may be incurred if materials required for particular activities are not available. Management must be aware of this fact that a timely flow of material is an important concern.

Judgments about material procurement are required during the initial planning and scheduling stages. For example, activities can be laid in the project schedule to represent purchasing of major elements. Schedules in projects are influenced with a fast track or very tight time schedule: enough time for obtaining the required materials must be allowed. In some case, more expensive suppliers or shippers may be employed to save time.

Purchase Costs

Purchase cost is the unit purchase price from an external source. It also includes transportation and freight costs. It is usually advantageous to make a limited number of large purchases for materials. In some cases, organizations may combine small orders from a number of different projects to detain such bulk discounts; this is a basic saving to be derived from a central purchasing office.

Budget for the Project:

Start-up expenses

Advertisements

12,000

Recruitment Agency Fees

8,000

State Banks Licenses Fees

50,000

Expert’s Fees

13,000

Rent Agreement and Advance Payments

28,000

Insurance

12,000

Decorating/Signs

13,000

Remodelling

3,500

Training (Break up in task 2.2)

7,500

Miscellaneous

3,500

Repetitive Expenses

Perticulars

Amount

Multiples

Total

Lease Payments

348

12

4,176

Loan Payments

877

12

10,524

Payroll

20,000

12

240,000

Professional Fees

850

6

5,100

Rent And Utilities

3,500

12

42,000

Repair and mentanance

50

12

600

Stationery

20

12

240

Telephone

750

12

9,000

Advertising

1,000

12

12,000

ATM instalation and mentenence

2,000

12

24,000

Secutiry expenses

500

12

6,000

Utility Expenses

300

12

3,600

Subtotal

357,240

Cost benefit Analysis

Definition:

It is a process to weigh expected costs next to expected benefits, to determine the best course of action.

Cost-benefits analysis will help you decide just which route would be best for you. It is simple to operate. We simply draw a line down the middle of a piece of paper to create two columns. On the left side, we list the benefits of achieving a given goal and on the right side , we list what it will cost you to get there. After that we add both columns to see which side has more balance. That’s not the end. It may sometimes be the nearest thing to a fifty-fifty. Cost-benefit analysis can give you an idea of whether a given goal is worth investigating further.

For example, a sales manager wants to decide whether to implement a new online electronic contact management and sales processing system. The sales department currently has only a few computers, and its salespeople aren’t computer savvy. Employee training would be needed. . There may be a fall in sales during this period.

While total expenses, including equipment, installation and training costs, plus lost productivity, are estimated to be Rs 150,800, the company’s analysis reveals the new computer system would increase sales capacity, boost efficiency and enhance customer service and retention–financial benefits the company pegs at Rs 230,000 annually. Based on the cost-benefit estimates, the company would see a return on its investment in eight months.

(Payback time: Rs150, 800 ? Rs 230,000 = 0.67 of a year.)

Task 2.2

TO,

THE MANAGEMENT

SUBJECT: STAFF DEVELOPMENT AND TRAINING COST

At SC Bank, forecasting is done to find out the number of people the bank will require by human resource planning group. The group then works out the best way of obtaining then, as and when they are needed. An organization always looks for the people who can keep and sustain the competitiveness of the organization. And this role is played by the human resources and the managers. SC Bank is dedicated to providing growth and training opportunity for all its employees so as to achieve the overall objectives of the organization. These employees are encouraged at all stages by managers who have the accurate kinds of skills, knowledge and understanding .They acquire a range of knowledge and skills, both specialist and general, so that Standard Chartered Bank develops a workforce with a broad skill base. The following practices strengthen the provision of development and training throughout Standard Chartered Bank:

INDUCTION

This training is given for all new staff.

Aims are set for all growth and training actions.

All affiliated staff takes active accountability for their own development and training.

Line managers have a duty for the development of their staff and are assisted to fulfill that responsibility.

Standard Chartered Bank has a continuing training plan, keeping in view the training needs of all individuals. These development and training activities lead to nationally recognized academic, vocational and professional qualifications. All these activities are evaluated and assessed properly.

The identification of development and training needs

The main components which influence the identification of development and training needs at SC bank are:

Directorate and Management Forum agree the Corporate and Operational Plans. They also indentify key objectives.

Department Heads and staff make their departmental plans, in line with the key objectives

In the same way, Line managers and their staff agree individual objectives, again supporting the key objectives.

Current performance is assessed through PDR (Performance and Development Review), which identifies development and training needs at individual levels, which are then incorporated in the ongoing training plans of SC bank..

Needs may be in terms of personal or group skill, knowledge, understanding, behavior or attitude. They can arise from new technology, a new job, a change in the duties or some external change e.g. Legal.

Objectives:

Objectives for all training and development activities are identified by the Individuals and their line managers. They should be clear what the desired outcomes are in terms of new skills, knowledge, understanding etc. and proper mechanism should be identified to assess whether or not those outcomes have been achieved.

Induction Training

New staff must receive induction training and it is the responsibility of their line manager to ensure that whether the induction program is followed properly. So that new staff becomes fully effective as quickly as possible.

At SC Bank, there are two parts of induction program. First is run within the individual’s department and employment-related part is managed by the Human Resources Department.

Methods of development and training

Now the appropriate method of meeting the development and training needs is considered. By keeping in view, the objectives agreed and the learning preferences of the individual.

Training, development and learning opportunities include:

Relevant on-the-job training or coaching/mentoring.

Attendance at conferences/seminars for precise learning opportunities external courses.

Internal courses – these are run by external trainers.

Internal courses/training sessions – these are run by members of SC Bank staff.

Use of distance-learning packages – by groups of staff at SC Bank or by individuals.

External courses are normally be given by the Human Resource Department.

Equal Opportunities

Standard Chartered Bank “Equal Opportunities Policy” is always kept in mind, in every kind of training session. No individual will be offered or excluded from training session on the basis of sex, marital status, disability, color, race or ethnic origin, age, sexual preference or religious belief.

Standard Chartered Bank plan and timescale

Plans must be implemented in accordance with the deadlines set. Every person’s responsibility must be clearly defined.

The implementation plan must form an integral part of the business plan. The manager must be aware of the practical impact of his business ideas.

Steps for implementation

Business objectives are established.

The tasks needed to attain the objectives set are defined and assigned .

Timescale sis set out.

Activities are monitored and progressed.

Objectives:

It must be clearly and concisely set out, with properly identified stages. Objectives must b be sensible, challenging but achievable.

Monitoring Activity and Progress

While monitoring the process, delays are to be tinted. At this stage delays are identified and rectified. In the business plan, several execution plans will be needed for the particular feature of the business: product planning, marketing, financial problems and human resource management.

Break-up of the Training Cost:

Induction……………………………..1,200

Multimedia…………………………….2,800

Professionals…………………………..1, 500

Virtual trainings…………â