Frederick II (Frederick the Great) Research Paper

Frederick II (Frederick the Great) - Research Paper Example Majority of military strategists perceive him as a brilliant military thinker while critics accuse him of being a power-hungry tyrant willing to go to any length to calm his ego and enhance his reputation.1 This paper asserts that Frederick II epitomized what a military leader should be, especially based on his profound and enduring influence on other military strategists, leaders, generals, and statesmen who came after him.2 Frederick II noted, â€Å"A country should be ready for war, offensive or defensive and preparedness for war hinges on the condition of the army and the finances. Frederick II of Prussia was one of the â€Å"enlightened monarchs† (enlightened despots) based on the reforms that he was able to bring to Prussia. During his reign, he was able to expand the territories of Prussia to become a power house in Europe. Frederick modernized Prussian bureaucracy and civil service, besides promoting religious tolerance. Frederick managed to modify Prussia from European back water to an economically powerful and politically reformed state. One of the strengths of Frederick II lies in the fact that he was an enlightened absolutist and thus, could run the political side while simultaneously directing the army to achieve the objectives of the state. One of Frederick’s most outstanding quote details â€Å"a nation lacking an army is like an orchestra without instruments.†3 As a military leader, Frederick II focused on drill and discipline, besides stimulating initiative and inspiration in his military leadership. Frederick II maintained that common soldiers should fear their own officers more compared to the enemy, and he closely monitored his generals to ensure that none could be trusted to perform independently. As crown prince, Frederick II maintained that Prussia could not evade being drawn into conflict practically anywhere in Europe. However, his country was short of the

Learner Analysis Essay Example for Free

Learner Analysis Essay Background Summary Flight nurse’s and Flight Paramedics perform as members of an aeromedical crew on helicopters (rotor wing), and airplanes (fixed wing) aircraft, providing for in-flight management and care for all types and ages of patients. Responsibilities of this job include the planning and preparation of each flight, to include such things as; safety, evaluation of an individual patients in-flight needs and request of appropriate medications, supplies, and equipment to provide continuing care from origination to the destination facility. They act as liaisons between facilities during an interfacility transport and from scene location to trauma center during medical and trauma related emergencies. They also initiate emergency treatment in the absence of a physician during in-flight medical emergencies. Flight nurses and flight paramedics have training in mechanical ventilation, hemodynamic support, vasoactive medications, airway, and other intensive care skills. Most air medical businesses expect nurses to have at least 2 to 5 years of experience in emergency or critical care units, and the more trauma experience, the better (flightnursetraining.com). This means nurses that have a proven ability to manage multiple patients with vastly different conditions, as well as being able to make split-second decisions about patient care with maximum attention to patient care and safety. Flight paramedics are expected to have a minimum of three years current experience as a paramedic on an advanced life support team and/or critical care transport team. Both of these roles may have to tend to multiple critical cases all at once, so it is important that he or she have the skills to cope with high stress situations. Even though those hired into the role of a flight nurse and flight paramedic come into the role with a core background in critical care and expected level of baseline knowledge,  higher level of autonomous critical thinking and rapid decisio n making is a new skill encountered for many coming into this role. A well-structured training program is an integral part of laying a strong foundation to build the necessary knowledge base needed to assure both a flight nurse and flight paramedic are prepared to perform in their role as a crew chief. Approximately six years ago a well-structured crew chief training program was in place that allowed for consistent and structured learning that allowed all crew member 2 (CM2) to obtain the necessary skills and knowledge expected to hold a position of crew chief. These modules covered areas of navigation, communications, safety, aviation, critical thinking; and incorporated reading material, practical exercises, quizzes and tests which the CM2 worked through in a systematic process. At the completion of the training module; the crew member then went through a question answer board (QAB) process. In the QAB, the crew member was asked a series of questions by a board consisting of a crew chief, clinical manager, pilot, medical director and given multiple scenarios. If the QAB was completed successfully the CM2 then advanced to status of a crew chief. Current State of Problem Currently a structured training program that assures all flight nurses and flight paramedics obtain this baseline level of knowledge that is expected of those in the crew chief role does not exist. The current practice is the assumption that all CM2’s obtain the skills and knowledge necessary by reaching their seventy fifth patient transport. This training plan does not allow for the structured delivery of expected skills and knowledge nor does it allow for a baseline competency to be demonstrated before being promoted from CM2 to crew chief. The current process was put into place to meet the increased demand for staffing experience by the company during a rapid growth period where eight bases turned into sixteen in four years. This current process put into place at this time did allow for rapid streamlined training of new staff; but it failed to take into account quality over quantity. This new process has resulted in CM2’s being promoted to the level of a crew chief w ithout the necessary knowledge that is expected of this role as determined by the management. Goal State All crew members at CM2 status go through a structured crew chief training program. This training will allow for the delivery of consistent, well-structured necessary skills and knowledge. A well-structured training program will assure that all flight crew who obtain crew chief status will have obtained the same base of knowledge and will have all demonstrated the same level of desired competence. Learner Analysis Demographic Information The instructional setting is primarily on the job training; information gained through the live patient care transport environment via ground, rotor or fixed wing aircraft. Nurses and paramedics work as partners in patient transport. This team configuration can be two nurses, or one nurse and one paramedic; but at all times one team member must be a nurse. The third person at the base is the pilot in command, who does not provide any patient care but does and can assist in aviation and safety training. These teams are on shift; stationed at their assigned base for a 24 hour period of time; where training through simulations, reading, and discussions will occur during non-patient transport times. There are 16 bases in the company; located in California, Texas and Oregon. There are 8 full time medical crew assigned to each base and an additional 2-3 part time staff at each base. Age of paramedics and nurses range from 27-61. English is native language spoken by all medical crew members. Educational levels in addition to holding an accredited paramedic license or registered nurse license are ranging from associate degree to doctorate. All Registered nurses in the capacity have received specialized training in critical care, trauma and hold specialized certificates in these areas. All paramedics in this capacity have also obtained additional critical care related training and certificates. Both the nurses and the paramedics receiving the crew chief training have been employed with this company in the flight role for a minimum of 1 year and have obtained the CM2 status. The content area is focused on five areas; to include aviation, safety, communications, navigation, and critical thinking. All medical crew have obtained the basic level of training in these areas have been deemed CM2 which puts them at â€Å"novice† status which deems them competent to s afely complete patient transports. The crew chief level of training is aimed at bringing crew  members from novice to expert level. Prior Knowledge Prior knowledge of all who will receive the crew chief training are those who are at the current CM2 level. They have been working in the capacity as flight nurses or flight paramedics at this company for a minimum of 1 year and have been on at least 75 patient transports. 25% of the total crew members have prior experience working as Flight Nurses or Flight Paramedics at another company; 10% of the flight paramedics have prior flight crew experience through the military prior to coming to this company. Those crew members who achieved crew chief status per the current model will be given a baseline written assessment and go through a crew chief QAB. Those who pass these two items will remain at the status of crew chief; and those who do not pass these assessments will complete a bridge crew chief training program, focusing on those areas of the training they did not pass during their assessments. A written assessment and QAB will be repeated at the conclusion of the bridge training. All crew members surveyed have positive feedback regarding this proposed process. Entry Skills Required Entry level skills required to the crew chief training is to be a CM2 and to have successfully passed the CM2 questions answer board. Successful completion of CM2 training demonstrates successful objectives completed as stated in the CM2 training. In addition to CM2 status; all crew members must have obtained a national certification. National certifications the nurses may obtain are critical care registered nurse (CCRN), care flight critical nurse (CFRN), or certified emergency nurse (CEN). These are each a 100-150 questions tests that are scheduled to be taken at independent test centers as determined by the certifying agencies. The CM2 must also be in good standing with the company; meaning no disciplinary actions in the crew members personal file in the previous six months. Attitudes and Motivation The majority of the flight nurses and flight paramedics are very driven; intense people with a high desire to obtain the crew chief status. Primary motivation comes from the desire to obtain the title status of â€Å"crew chief† and the increased pay rate of 5% per hour. Secondary motivation is the drive that comes from internal motivation to achieve additional training to  reach expert level knowledge in this field. Current attitudes towards training are positive with an overwhelmingly stated desire to have a more structured training program; with higher standards and rigor needed to become a crew chief. Based on the annual employee survey; one of the indicators as stated by employees to improve morale is for a more structured and rigorous crew chief training program. Unique Characteristics and Learning Styles The majority (70%) of the learners described themselves as learning best through â€Å"doing.† Those who stated they learn better through hands-on and learning state reading, watching or hearing the learning material is helpful if they can then have additional hands-on training through simulations or live on-the-job situational experiences. Another 40% of learners said they were not sure how they learned best; but felt having access to the material in writing or reading to be studied was very helpful. All learners wanted tangible resources available such as protocols, standard operating procedures, drug calculators, and other tools that could be obtained through electronic means such as their phones or IPADS; to be accessed as needed during simulated training and live patient transports. According to Kolbs Adult Learning Styles; adults have four distinct ways of preferred ways for examining, analyzing and integrating new knowledge. Converging (doing and thinking), diverging (f eeling and watching), Assimilating (watching and thinking) and Accommodating (doing and feeling). In the VARK model; Neil D Fleming described the primary ways adults acquire new knowledge; the preferred learning styles. In this VARK model; 41% are kinesthetic learners, 16% visual, 25% auditory and 18% readers. Crew member feedback of preferred learning styles and research based evidence regarding preferred adult learning styles appear to correlate. This will allow support from management to build a new crew chief training program that will be based in the delivery methods that will allow consumption of material to be presented through the desired learning styles of adult learners. Unique characteristics of this group of learners is their collective attitudes and internal drive to desire a more rigorous and structured training program with an extreme minority of the crew members desiring to hold title of crew chief without demonstration of knowledge and skills required. It will be  important to build a training program that accommodates all of the stated learning styles so as to use the crew member’s desire for the training to have a product that matches in quality and desired outcome of trainees. Accommodations According to Gregg, Talbert and Lentz (1999),An appropriately selected instructional accommodations not only provides equal awareness to learning opportunities but also minimizes the learners likelihood of failure. Appropriate educational accommodations are determined by taking into account the adults unique leaning needs. All crew members have demonstrated a prerequisite knowledge required to begin this training through successful completion of the CM2 training. All learners are primary English language learners without physical disabilities; as this is a requirement to obtain the role of flight nurse or flight paramedic in this company. The accommodations that should be considered for this training program is one that utilizes all learning styles to ensure the best possible success by all those beginning the training program. Performance Context Managerial Support Learners can expect full organizational support in the training process. One of the top goals of the organization as identified in their â€Å"Strengthen from Within Plan† is to re-build and strengthen a training strategy that will allow for employees to have a structured, well planned out, standardized training program. Employees have overwhelmingly voiced concern in the area of clinical training with regards to the crew chief training in the annual employee survey and through the Best of Practice Suggestion Forum. Management has acknowledged the priority of a structured crew chief training process lost priority in recent years; stating it has been likely to the rapid growth experienced by the company in the last 5 years and with this comes a need to recruit employees bring them to novice status in order to staff new bases. This has caused an oversight in strengthening crew chief training which brings employees to that of expert level in the field. Management has also acknowledged that current process that was put into place approximately 6 years ago; which brings a CM2 to crew chief status via a CM2 completing 75 patient transports and obtaining a national  certification has fallen short of hopes and expectations for this modality of crew chief training. All management are in agreement a more structured training program is needed. All would agree that the skills learned through a structured crew chief training program bring medical flight crew members from a novice to an expert level which translates to superior patient care, superior customer service, which lead to strengthening of the company as a whole. Physical Aspects of the Site The crew chief training takes skills learned by flight crew members during their CM2 training program and adds depth, strengthens critical thinking and problem solving processes and brings a CM2 at novice level up to crew chief which is considered expert level. This training will take place while the crew member is on shift. Training will occur via reading material, videos, discussion with preceptor, clinical manager and base manager, scenarios through case studies and live demonstration during patient transport. The CM2 will be required to complete a written test and sit on a QAB at the end of the crew chief training Process. All required training materials and equipment will be available at each of the 16 bases in the company. Base managers and clinical managers will work with the preceptors to assure all materials and equipment will be kept at each base, kept current with what is being used in live environment and kept in working order. Social Aspects of the Site In the performance setting, medical crew members work in teams. The teams always consist of two nurses, or one nurse and one paramedic. The third team member is the pilot; who are not involved directly in the patient care. Medical crew member’s work in team’s independent of direct supervision of a supervisor. Supervisors such as clinical managers, base managers and a medical director are always available by phone 24 hours a day 7 days a week as needed by the medical crews. The skills obtained in the Crew Chief training will not be being utilized by the medical crews for the first time. Many of these skills learned will have already been used by the crew members in the crew chief training; as much of the training had already been presented to some degree during the CM2 training. It is possible that some patient care skills learned by CM2 and again as crew chiefs will have only  been completed on mannequins in simulations and not on live patients until that patient condition presents itself. These skills are referred to as â€Å"infrequently used skills† and are practiced routinely by all medical crew members in the company. Those receiving initial first time skills and knowledge in their role are the crew member 1 (CM1) team members who are gaining the on-the-job training needed to achieve CM2 status. In these instances; a CM1 is always assigned into a work partnership with another crew member who is at least at the CM2 status. Relevance of Skills to Workplace All skills learned in the training will relate directly to all skills utilized in the actual workplace. There are not current perceived physical, social or motivational constraints. Crew members are highly motivated to have structured crew chief training due to the relationship between skills learned and skills used in work environment. High motivation also exists due to the desired status achievement of crew chief and due to the increased monetary stipend received. References Fleming, N.D. and Mills, C. (1992), Not Another Inventory, Rather a Catalyst for Reflection, To Improve the Academy, Vol. 11, 1992., page 137. Flight Nurse Training. (n.d.). Flight Nurse Training. Retrieved May 8, 2014, from http://www.flightnursetraining.com Suggested Considerations Regarding Accommodations. (1999, January 1). Suggested Considerations Regarding Accommodations. Retrieved May 8, 2014, from http://kairos.technorhetoric.net/7.1/coverweb/grover_hendricks/accommodations.htm Wikipedia, the free encyclopedia. (n.d.). . Retrieved May 8, 2014, from http://en.wikipedia.org/wiki/Main_Page Workplace Training and Education: Adult Learning Styles. (2013, January 1). Workplace Training and Education: Adult Learning Styles. Retrieved May 8, 2014, from http://tribehr.com/blog/workplace-training-and-education-adult-learning-styles/

That Old House! :: Descriptive Essay Examples, narrative, observation

That Old House! Â   Just last summer my parents bought a house. It is a nice place with hard wood floors and nice woodwork, but then there is my room in then basement. Â   The first time I saw my room I almost cried. I hated it. I wasn't given a choice whether I liked it or not. My parents didn't seem to see how I felt and there was nothing I felt I could do about it. The floor was covered with leaves and other debris. The left wall was not yet finished. The studs and yellow insulation were still exposed. The front wall was half rotten with water damage and the rest of the adjoining walls were littered with holes. The windows were coated with a layer of dust, cobwebs, and bugs, some dead, some alive. The door was yet to be hung on its hinges and two large holes are in the ceiling that have yet to be fixed. Â   As any one can see I had complete provocation to feel the way I did. I ether had to except it as my room or move out, which I was not financially stable to do at the time. I felt stuck and pissed off that I was put into that kind of position. I had wondered why my parents would want to do this to me, did they know how I felt,sure didn't seem like it. Â   At the time this all happened I did my best to ignore it all. I went running to the comfort of my girlfriend. Anything could have gone wrong but as long as she was there felt that I was happy. I slept at her apartment so I was able to avoid my room completely but a few weeks later things became rough between us and we broke up. She was the only thing that kept my worries at bay. She was my one source of comfort and she was gone for good. I was now left with a life that resembled my room, torn apart and crappy. Â   My life had seemed like it couldn't get any worse. I had spent the next few days sulking and feeling sorry for my self, not caring about anything at all. Soon I started to realize that sitting around sulking was only going to make things worse.

Free Essays - The Mirage in The Great Gatsby :: Great Gatsby Essays

The Mirage in The Great Gatsby The Great Gatsby, written by F. Scott Fitzgerald, is a book of love and tragedy that all leads back to dreams and ideas, but never reality. Gatsby is a man of great wealth and is truly rich. Or is he? The Great Gatsby has many disguises that play a major role in several characters' lives, but mostly Gatsby's'. Gatsby believes that he will be very successful and get what he wants, including Daisy, if he is rich. He succeeded in getting money and living a life of luxury, but is never truly rich. He is always so set on the future and what things could be if this, or if that happens, that he never lives in the present. Because Gatsby never lives in the present, he ends up doing that permanently, and by the end of the book, he lives no more. When Gatsby was alive, he seemed never to be happy, because he was never satisfied with himself; Gatsby tried to change himself. He always tried to reach for his vision, which is represented by the green light, but never seemed to achieve it because he didn't ever live in the life he had; Gatsby lived in the life he wanted. F. Scott Fitzgerald uses green light to represent the unreachable dream in the future that is always being sought after and wanted by Gatsby, but never obtained. In The Great Gatsby, the green light is visible to many and always distant. To some, like Tom, it is just a light, but to others, like Gatsby, it is their hopeful future. As Tom said in chapter one, "I glanced seaward-and distinguished nothing except a green light, minute and far away, that might have been the end of the dock. When I looked once more for Gatsby he had vanished, and I was alone again in the unquiet darkness"(Gatsby 26). He saw a green light. That is all, just a light that may have been at the end of the dock. When Gatsby vanished, this represented him approaching and trying to attain the green light, which was his future he sought after and believed in. As Marius Bewley agrees, the green light represents his faith, "An image of that green light, symbol of Gatsby's faith, burns across the bay,"(Bewley 24).

Current Trends in Human Resource Management Essay

Technology is ubiquitous. Whether you are in the industrialized world or developing markets, a growing number of people are connecting with mobile devices like colorful cell phones and very portable computers like Apple’s iPad. This allows people to communicate across archaic boundaries within companies or externally across the world. They have instant access to information and to people. brilliant CEO’s are thinking about ways to leverage this technology explosion. Many are already experimenting with virtual teams, non-traditional workplaces, and flatter corporate structures. How will your company leverage technology? Are there ways to connect more effectively with co-workers, customers, or investors? Can access to information abet to hurry the company more effectively? Have you identified what information is necessary to your success and how it should be shared? Will you exercise an enterprise platform like SAP or Peoplesoft, or will you simply spend basic services like email and the Internet? So, the basic examine from a human resource perspective is how to utilize technology to connect people and information to your advantage. If you are not thinking about all of this, rest assured that your competitors are already experimenting with the modern technologies. originate positive that you don’t pick up left in the dust. Global Marketplace As demonstrated during the unusual downturn, worldwide economic activity is more interdependent than it ever has been in the past. Although trade has crossed borders even before the Silk Road was traveled by Marco Polo, in today’s global marketplace what happens in one country usually has a dramatic impact in another. The largest economies like the US, China, Japan, nd Europe are so interdependent that their leaders meet periodically at the G-20 summits to discuss issues of mutual interest and favorite strategies. Smaller countries that were formerly called third-world countries are now called emerging markets because they have the most robust growth. It is now also possible to do business across borders more easily using global transportation services like DHL , FedEx, and UPS. Even minute businesses have the opportunity to compete or bewitch supplies from outside their local marketplace. This is a growing trend and remarkable of the growth will be outside of the developed countries. So, how is your company positioned to participate in this growth? Can you tap into modern markets or get suppliers or contract workers at lower cost? Can you partner with other businesses or agencies in different markets at home or abroad? If you are looking for recent customers, project workers or current opportunities, then it only makes sense to believe about strategies that would allow your company to participate in the global economy. How can your company tap into the growth in the emerging markets? More specifically from an human resources perspective, can you leverage contract workers for projects or benefit staff? While this may not be feasible for every business, it might be more viable than you deem. Workers who do their job primarily at a computer can do this unbiased as well in another space or country. This is especially proper if you have the just technology platforms or exercise cloud computing. While there are security, cultural, and other issues to address, don’t let the opportunities pass you by honest because you haven’t understanding globally about your business in the past. The future is a global marketplace. deem globally. Rising Costs of Benefits In the United States, health care and succor costs generally have been rising at an unsustainable rate. modern federal health care legislation may address some issues; however, it is tranquil very likely that the costs will continue to rise. Thus, companies will be looking to shift the burden for the costs of benefits. Some of this will be shifted to the government, some will be shifted to workers, and peaceful other benefits will unbiased be chop because they are no longer affordable. Many companies have already chop their defined benefits pensions and retirement programs. Others have modified them to lower matching contributions when they aren’t making a profit. Others have shifted their health insurance to high-deductible plans which offer lower premiums, but also require workers to lift up mighty of the basic cost even when they exhaust health savings accounts. Thus the trend for many companies is to be more frugal with employee back offerings; however, other companies will consume their enhanced abet programs as a recruiting tool to attract the top talent in their industry. So each company must analyze their benefits in relation to their overall strategy to attract and support talent for their firm while balancing the overall costs of the programs. You must be able to reply the basic expect, â€Å"What is our compensation and benefits philosophy and how does if fit into our overall business strategy? Flexible Workplace The workplaces in the future will be more flexible. Once again, technology might be one of the driving considerations that makes this possible; however it is not the only factor. Younger generations are not only more accustomed to being treated differently, but in some cases examine that employers are flexible so that they can balance work-life issues. Unless there is a compelling reason for workers to be on spot during obvious hours, such as a doctor in an emergency room or a shift manager at a manufacturing facility, then employers should contemplate about how they can be more flexible in their workplaces. Allowing workers to tele-commute has both disadvantages as well as advantages, so there is not a simple legal or unsuitable retort for every company. However, design no mistake; some companies are working through these issues honest now so that they can offer flexibility for their employees that compliments their business strategies. This will be their key to attracting top talent. Demographics Demographics are definitely changing. In the United States where there is a tradition of immigration, there is a shift from the venerable white-male dominated workplace to a multi-cultural environment. This is happening at all levels from line-workers to management. Additionally, women will smash through the â€Å"glass ceiling† and rise to more senior management ranks. Beyond ethnic and gender considerations, age is also likely to play into the equation of workforce planning. Many leadership and managerial positions are now occupied by aging â€Å"baby-boomers† who will be retiring over the next five to ten years. This will inaugurate up current opportunities for younger workers, but only if they are prepared. On the other hand, some older workers will be working well past retirement age either because they haven’t saved for retirement or because they will be retained as famous employees due to their job experience. They might be willing to cease if their employer offers some flexibility like job sharing or a four-day work week. Outside of the US, industrialized nations will also need to deal with aging populations while the emerging countries will have younger workers who are involved to allotment in a more affluent lifestyle. Thus, CEO’s and HR managers are thinking about ways that their workforce will change in the next few years. Will you have ample leaders to replace aging baby-boomers? Will you need to relate younger workers to transfer the institutional knowledge that is currently retained by your more experienced staff? How will your company retract advantage of shifts to a more diverse workforce? These are all very famous questions that must have an reply if your firm is going to thrive in the future. Looking into the future is hard to do, especially in the 21st Century, but trends offer some clues. We live in a more complex and interconnect world. Events in one allotment of the world are speedily news everywhere over the internet, cable TV and mobile phones. Although it is an exaggeration to say that the gentle flutter from a butterfly’s glide in Asia can result in a hurricane on the other side of the globe, we seek the far reaching effects from events in one plot to other regions that would not have known about them in the past. Thus, it is notable to ogle for trends that will impact our world. If you can capitalize on the changes that result from the trends, then you can prepare to either pick advantage of them or minimize their despicable impact. These five trends in human resources trends are already impacting the diagram we do business. They will definitely continue to impact our world, and it is up to you to figure out how to leverage them to your advantage.

Nbp Internship Report Essays

Nbp Internship Report Essays Nbp Internship Report Essay Nbp Internship Report Essay Management Theory Practices by Robbins 7th Edition VI. Investment by Charles P. Jones 12th Edition VII. Mr. Azeem (Teacher N. K FACT) VIII. Mr. F. R Tariq (Teacher N. K FACT) IX. Mr Ayub (Branch Manager DHA) X. Fundamental of Financial Management by James C. Van John Wachowicz 12th Edition XI. Corporate Finance by Brealey Myers AIOU T-520728 1 Annexes Corporate Information Board of Directors Chairman President Syed Ali Raza Muhammed Ayub Khan Tarin Sikandar Hayat Jamali Azam Faruque Mian Kausar Hameed Ibrar A. Mumtaz Tariq Kirmani Muhammed Arshad Chaudhry Audit Committee Chairman Azam Faruque Ibrar A. Mumtaz Mian Kausar Hameed Auditors Chartered Accountants Ford Rhodes Sidat Hyder Co. Chartered Accountants M. Yousaf Adil Saleem Co. Legal Advisors Advocates Legal Consultants Mandviwala Zafar Registered Head Office NBP Building I. I. Chundrigar Road, Karachi Pakistan Wesbsite www. Nbp. com. pk AUDITORS’ REPORT TO THE MEMBERS We have audited the annexed balance sheet of National Bank of Pakistan (the Bank) as at December 31,2007 and the related profit AIOU T-520728 2 nd loss account, cash flow statement and statement of changes in equitytogether with the notes forming part thereof (here-in-after referred to as the ‘financial statements’) for theyear then ended, in which are incorporated the unaudited certified returns from the branches except for sixtybranches which have been audited by us and twelve branches audited by auditors abroad and we state thatwe have obtained all the information and explanations which, to the best of our knowledge and belief, werenecessary for the purposes of our audit. It is the responsibility of the Bank’s Board of Directors to establish and maintain a system of internal control,and prepare and present the financial statements in conformity with approved accounting standards and therequirements of the Banking Companies Ordinance, 1962 (LVII of 1962), and the Companies Ordinance,1984 (XLVII of 1984). Our responsibility is to express an opinion on these statements based on our audit. We conducted our audit in accordance with the International Standards on Auditing as applicable in Pakistan. These standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of any material misstatement. An audit includes examining, on a test basis, evidence supporting amounts and disclosures in the financial statements. An audit also includes assessing the accounting policies and significant estimates made by management, as well as, evaluating the overall presentation of the financial statements. We believe that our audit provides a reasonable basis for our opinion and after due verification, which in case of loans and advances covered more than sixty percent of the total loans and advances of the Bank, we report that: (a) In our opinion proper the Bank as required by the Companies Ordinance, 1984 (XLVII of 1984) has kept books of account and the returns referred to above received from the branches have (b) In our opinion: AIOU T-520728 3 I) The balance sheet and profit and loss account together with the notes thereon have been drawn up in conformity with the Banking Companies Ordinance, 1962 (LVII of 1962), and the Companies Ordinance, 1984 (XLVII of 1984), and are in agreement with the books of account and are further in accordance with accounting policies consistently applied; (ii) the expenditure incurred during the year was for the purpose of the Bank’s business; and (iii) The business conducted, investments made and the expenditure incurred during the year were i n accordance with the objects of the Bank and the transactions of the Bank which have come to our notice have been within the powers of the Bank; (c) in our opinion and to the best of our information and according to the explanations given to us the balance sheet, profit and loss account, cash flow statement and statement of changes in equity together with the notes forming part thereof conform with approved accounting standards as applicable in Pakistan and give the information required by the Banking Companies Ordinance, 1962(LVII of 1962), and the Companies Ordinance, 1984 (XLVII of 1984), in the manner so required and give a true and fair view of the state of the Bank’s affairs as at December 31, 2007 and its true balance of the profit, its cash flows and changes in equity for the year then ended; and ASSETS National Bank of Pakistan Categories of shareholders AIOU T-520728 4 Particulars Percentage Shareholders GOVERNMENT OF PAKISTAN THE PRESIDENT OF PAKISTAN STATE BANK O F PAKISTAN ASSOCIATED COMPANIES NIT ICP BANKS, DFI NBFI INSURANCE COMPANIES MODARABAS MUTUAL FUNDS GENERAL PUBLIC (LOCAL) GENERAL PUBLIC (FOREIGN) OTHERS 301 22. 6250 FOREIGN COMPANIES COMPANY TOTAL 2 2 1 2 3 62 25 74 9355 241 .3251 . 0778 75. 1979 . 0006 . 5524 3. 0639 2. 7156 4. 4091 3. 8406 . 1305 54 7. 0609 10122 100. 0000 AIOU T-520728 5 Objective of studying the organization The following are the main objectives of studying the organization My Objective is to get maximum information about the National Bank of Pakistan regarding: Finance system of organization Accounting system of organization Get information about organization structure of NBP In finance system the purpose is to make financial analysis of bank balance sheet income statement to check the true position of the bank worth and its creditability in market through different analysis like as: Ratio analysis Profit analysis Vertical analysis Horizontal analysis AIOU T-520728 6 In Accounting system of the organization we study how the accounting networks operate in NBP what kind of accounting software operate in head office other branches across the country. Another purpose is to study the organizational structure of NBP and getting information about: How many branches around the country and outside the country. What is the structure of branch What is the organ gram of bank AIOU T-520728 7 Objectives National bank of Pakistan believes in the phrase â€Å" increase profitability and increase earning per share. Its objective is to enhance its investment and excellence in services products and services. Service excellence is one of the objectives of NBP. Bank focus is on Foreign Trade as primary niche of business. NBP objective is the complete automation and computerization of all of its banking activities. They are committed to put all their energies, resources and time to bring higher value And satisfaction to their customers, employees and shareholders. The introduction and development of innovative financial instrument will be another major objective of National bank of Pakistan. Core values Highest standards of integrity Institutionalizing a team work and performance culture Excellence in service Advancement of skills for tomorrow challenges AIOU T-520728 8 Value creation for all stakeholders Awareness of social and community responsibility AIOU T-520728 9 Overview of the organization History: NBP was established under the National Bank of Pakistan Ordinance 1949 in Pakistan. Special Role of NBP occupies a unique position in the financial sector of Pakistan. It acts as an agent of the Central Bank wherever the State Bank does not have its own Branch. It also undertakes Government Treasury operations. Ownership: NBP is 100% owned by the Government of Pakistan (GoP). Branch Network NBP has an extensive domestic branch network of over 1500 branches located all over Pakistan. The Bank also has a presence in 24 international locations including the USA, United Kingdom, Europe and the Far East. Deposits NBP holds 24. 6% share of time and demand deposits in the country. Local currency deposits comprise 67% of bank’s total deposits while foreign currency deposits account for the rest. Assets NBP’s total assets stood at PKR350 billion on December 1999. This included total earning assets of about PKR268 billion with gross loan portfolio of PKR140 billion. The bank also has an investment portfolio of PKR91 billion, which comprises treasury securities, corporate bonds, shares and other securities. Equity: As of December 1999 NBP had a paid-up capital of PKR1. 46 billion divided into 146 million shares of 10 rupees each. Total shareholders’ equity was PKR10 billion, however, revaluation reserve has increased shareholders’ funds to PKR16 billion. NBP AIOU T-520728 10 NBP HISTORY NBP continued its journey of success based on our strategy of serving clients better a company agile enough to take advantage of its unique domestic and international footprint, capitalizing on the largest balance sheet and customer base in Pakistan with high cross sell potential. Our standalone AAA rating (the highest in the industry), our RoE, which is amongst the highest in the Asian banking industry, and our comfortable capital adequacy ratios, position us well in front of our competitors for future growth. Year 2007 has been an outstanding year with the bank recording the highest profit in its history. Our wide range of product offering, large branch network and committed workforce are some of our fundamental strengths that enabled us to achieve exceptional results in a very competitive market. The pre-tax profit increased to Rs. 28. 06 billion, an increase of 6. 6% over last year. Earning per share jumped by over 11. 7% from Rs. 20. 88 in 2006 to Rs. 23. 34 in 2007. Pre- tax return on equity stood at 45. 9%, whereas pre-tax return on assets stands at 4. 1% and cost to income ratio of 0. 30 remained one of the highest in the sector. These results were possible despite the fact that NBP had to make additional provision of over Rs. 3 billion as a result of withdrawal of Forced AIOU T-520728 11 Sales Value (FSV). This year NBP also availed the offer to redeem up to 10% of its holding in NIT Units held by the bank under Letter of Comfort (LoC) arrangement, this sell off resulted in a Capital gain of Rs. 1. 8 billion. Increase in pre-tax profit was achieved through strong growth in core banking income. Net Interest income increased by Rs. 3. 5 billion (11. 5%) due to better yields and volume driven growth spurred by increase in consumer loan portfolio. Dividend income and Capital Gains also made a healthy contributions it increased by Rs. 371 million and Rs. ,145 million over 2006 respectively mainly owing to higher dividends from NIT Units as well as Capital gains recorded on sell of 10% NIT Units. Advances increased by Rs. 25 billion due to impressive contribution by all business units. Deposits increased by a heal thy Rs. 90 billion or 18% over last year. The banks NPL provision coverage ratio also stands at an impressive 84%. AIOU T-520728 12 Business volume Five year performance at a glance (In millions) Year 2003 2004 2005 2006 2007 Deposits 395,492 465,492 463,427 501,872 591,908 Advances 161,266 220,794 268,839 316,110 340,677 Revenue 24,544 29,204 43,058 56,263 64,114 AIOU T-520728 13 Product lines CONSUMER BANKING Current account Foreign Currency Account PLS account Rupees Travelers Checks Defence Saving Certificates Monthly Income Account Money Gram Safe Deposit Lockers Home finance NBP karobar NBP kissan dost NBP cash card CORPORATE BANKING Current accounts Foreign currency accounts Clearing Funds transfer Trade services Overdraft facilities Term loans Project financing Agriculture financing Industrial financing AIOU T-520728 14 CONSUMER FINANCING Car financing NBP debit cards Personal loan Housing finance NBP rozgaar NBP advance salary ELECTRONIC BANKING ATM Online Banking Phone Banking E-Banking AIOU T-520728 15 ORGANIZATIONAL STRUCTURE Organizational Structure describes the rganization’s formal framework or system of communication and authority. In other words, the organization structure sets forth each principal, management position and helps to define authority, responsibility and accountability. An organization chart is essential to the development of a cost system and cost repo rts which indicates the responsibilities of individuals for implementing management plans. In NBP President / CEO is the head of the bank, ie State management, Finance, Technical, Operations, HR Admin and Corporate affairs. So Senior Executive Vice President (SEVP) who are the head of these units generally reports directly to the President. The main purpose of NBP is allowing them to effectively and efficiently accomplish organizational goals and objectives. Designing an appropriate structure means that managers must decide how to coordinate work activities and efforts both vertically and horizontally. AIOU T-520728 16 AIOU T-520728 17 Branch organgram CHIEF MANAGER / BRANCH MANAGER Manger Operations Manager International Banking Manger Credits Accounts Departmen t Imports Departmen t Leasing Departmen t Cash Departmen t Exports Department Home finance Department Account opening Department Foreign Exchange Department Remittances Department Car finance Departmen Credit card Departmen t Internal Audit Department Marketing Department Clearing Department AIOU T-520728 18 REGIONAL OFFICES 1 Karachi (south) 2 Karachi (west) 3 Hyderabad 4 Larkana 5 6 7 8 9 10 11 12 13 14 15 Sukkur Quetta Gawadar Lahore (east) Lahore (central) Gujranwala Sialkot Faisalabad Jhang Sargodha Multan 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Bhalwalpur Dera shazi khan Sahieal Federal Islamabad Rawalpindi Jhelum Gujrat Gilgit Peshawar Mardan Dera ismail khan Abottabad Muzaffarabad Mirpur capital Web site: www. Nbp. com. pk AIOU T-520728 19 18 OVERSEAS BRANCHES United states of America France Germany Bahrin Turkmenistan Pakistan epz Afghanistan 2 1 1 1 1 1 2 Bangladesh Republic of korea Kyrgyzstan Japan Hong kong Azerbaijan 2 1 1 2 2 1 AIOU T-520728 20 REVIEW OF VARIOUS DEPARTMENTS OF THE ORGANIZATION IN TERMS OF THEIR FUNCTIONS AND RESPONSINILITIES Corporate Banking The Corporate Banking Group achieved excellent results in 2007 with a number of land mark transactions in cement, energy, communication and fertilizer sectors. In addition to the funded income our corporate and investment banking has substantially increased its fee base income this year by being the lead advisor in a number of transactions in the Corporate world of Pakistan. The challenges to corporate business in year 2007 were manifold, including reduction in private credit investment as a result of slowing down of economy as well as rising interest rates. The increasing pressure on the textile industry reduced the lending to this sector. In addition the bank’s corporate loans yields also faced pressure as substitute form of funding sources are available in the market in form of Islamic financing, mutual funds, issuance of debt instruments like TFCs and Bonds and the Capital markets. AIOU T-520728 21 Despite these threats and challenges at NBP our corporate team not only increased the volume as well as the yield of the loans they also maintained a strong franchise with the leading Pakistani corporate so as to ensure that NBP not only maintains its market share but is in a position to meet any challenges in future. NBP during the year also participated in a number of TFC issues and mutual funds subscriptions thereby increasing the overall yield on investment portfolio. NBP has the largest equity portfolio in the banking sector primarily due to 27% holding in NIT units, the largest mutual fund in Pakistan. During the year the bank redeemed 10% of its NIT holding covered under LoC , which resulted in capital gain of Rs. 1. 8 billion. AIOU T-520728 22 Retail Banking NBP Karobar’ under the â€Å"President’s Rozgar Scheme† recorded excellent growth after its full launch in April 2007. This is a unique product launched to tap into the un- banked and actually the so poor people of Pakistan and targeted towards the unemployed youths aged between 18 to 45 years. This product not only serves the bank’s commercial strategy but is also an effort toward poverty alleviation in the country. It is a unique Public – Private partnership where debt servicing is shared by the government, as well as providing free life and disability insurance. The portfolio at year end was over Rs. 2 billion. The target is almost 1. 8 million customers in the next five years. There are exciting new income generating products in the pipelines to achieve the targets of NBP. The income generation targeted is in excess of ten thousand rupees net per month for each customer. The bank plans on disbursing almost Rs 100 billion which will touch the lives of almost thirty million citizens. The flagship NBP ‘Advance Salary’ product continued to grow in 2007 and maintained its position as the single largest product in the country with its accumulated disbursement crossing Rs. 115 billion. The number of organizations whose employees are entitled to avail this scheme is gradually being increased ensuring continued growth. The latest addition is the Pakistan Army and the target is almost half a million new customers in the next three years in addition to the AIOU T-520728 23 existing base of one million satisfied customers approximately. Our retail banking is expanding its reach to its diversified customer base by offering new services and products through new delivery channels so as to minimize counter traffic, increase product offering and reduce administrative costs. NBP Saibaan is a home equity loan product that was introduced in August 2003. Loans, are available to Pakistani residents to finance the purchase, construction or renovation of a home, as well as for the purchase of land and the subsequent construction of a home thereon. We are the only bank in Pakistan to offer home equity loans throughout the country. NBP Saiban has witnessed growth of 77% in 2007, one of the highest in the sector. The development of alternate delivery channels, use of I. T. , and leveraging large customer base for cross selling potential are the key strategies of NBP for increasing its retail business. NBP holds 16% market share in the consumer loan business and we aim to increase it gradually without compromising on the quality of portfolio. Our call center is a value addition in the customer services and provides overall support to our retail products. It is a unique technology as it is not service provider specific and free calls can be made to the NBP ‘Help Line† on 0800 800 80 from any land or cell phone in the country AIOU T-520728 24 Commercial Banking We plan to establish commercial centers across the country looking at the business potential in the area, size of the branch and its capabilities to deliver the desired service in order to attract quality customers. The objective is to target the untapped sectors and provide them professional quality service, through one window operations and Relationship Managers stationed at those centers. We expect and hope to reduce the turn around time and become more competitive and market oriented. Further this customer friendly and dedicated set up at convenient locations would help in improving the image of the Bank as well. These Centers would work in conjunction with the existing set–up of Commercial Lending done throughout the NBP branch network. The main purpose of these centers is to generate ancillary business in addition to funded and non funded facilities, with quick turn around time in decisions for customer satisfaction. AIOU T-520728 25 Agriculture department NBP remains the largest agriculture lender in the banking sector in Agriculture with approximately 300,000 borrowers and gross disbursement of Rs. 2 Billion during the financial Year 2006-2007. Our vast domestic branch network having 45% branches in rural areas and unique Product offering under the banner of â€Å"Kissan Dost† provides us competitive edge over our peer banks. Our specialized Agricul ture, Filed Officers, being Agriculture graduates are trained to understand the needs and limitations of our borrowing farmers as well as versed with the latest trends in Agriculture production technology providing technical guidance and specialized services to our customers. Deposits NBP is the largest bank in terms of deposit. Our large clientele and confidence of our depositors belonging to all walks of life is a major strength. We have shown appreciable growth of 18% in deposits on YoY basis which is significant from the view point that with the consolidation in the banking sector competition for deposits is ever increasing. We are branding our liability products and will continue to AIOU T-520728 26 develop new liability side products for continuing our leadership position in this business. This year we introduced three new liability products; NBP Premium Saver account, NBP Premium Mahana Amdani account and NBP Enhanced Saver account. These schemes have received excellent response from the customers and we expect healthy growth in future under these and new products that the bank is going to launch on the liability side. Given the large base and competition in the banking sector, the bank’s performance is commendable in increasing its deposits by Rs. 0 billion especially low cost deposits. Special Assets Management With a provision coverage of 84% we believe that going forward our Special Assets Man agement Group will make major contribution towards the Bank’s profitability through recoveries and reversal of provision charge as a result of declassification / rescheduling. We have revamped our special assets management business and have coordinated our efforts to expedite recoveries and settlements. AIOU T-520728 27 International Operations NBP has the largest international franchise in terms of Assets. We are present in four continents and have branches in all the countries that are major trading partners of Pakistan. Our unique coverage of Central Asia, Fareast and South Asia is incomparable and we will be the major benefactor once the trade business from the Energy rich Central Asian Republics picks up. The bank is planning to start operations in Saudi Arabia (mid 2008) and further expand our branches in Afghanistan and Bangladesh. The bank’s international operations strategy is focused towards increasing trade business and expand where the bank has competitive advantage. Islamic Banking The year 2007 marked the first year of Islamic banking operations. During the year under review, in addition to active participation in various Sukuk transactions, two more Islamic banking branches at Lahore and Peshawar started operations. NBP’s plans for the year 2008 include opening of Faisalabad and Rawalpindi branches with the focus on growing organically by opening more standalone Islamic banking branches, utilizing NBP’s existing branch network of 1,200 plus conventional branches and looking into strategic acquisitions for expansion in this field. AIOU T-520728 28 Treasury NBP has the largest treasury in terms of size. We are a major player in the foreign exchange and money markets and are a primary dealer of government securities. We have the capabilities to offer structured products to our customers as per their needs. Financial Institution and Cash Management NBP offers correspondent banking services through its overseas branches and more than 500 correspondent banks across the globe under the umbrella of Financial Institutions Cash Management Division. Our strategy is to build strong, long-term, multi-level relationship with financial institutions. We are optimally utilizing our extensive domestic branch network by offering structured products to our corporate customers. NBP has taken various measures to facilitate overseas Pakistanis to bring their home remittance back to the country in a convenient and efficient manner. AIOU T-520728 29 Operations We are committed and focused towards good quality customer service and in 2007 with the motto of ‘Putting as smile on our Customers face’; we made concerted efforts and took a number of initiatives. Workshops and seminars were conducted to disseminate the very important message of â€Å"excellent customer service†. We are transforming our branches to give a modern look and convenience. A number of branches have been shifted to prominent and spacious locations. We also have established specialized customer facilitation centers to exclusively cater to pension payments, utility and government collections. These are expected to reduce counter traffic at our branches and will increase our distribution channels for better and convenient services. Business hours have been extended with establishment of customer facilitation offices at the regional levels to help on the spot resolution of customer complaints. AIOU T-520728 30 Information Technology Today banking is becoming more and more mechanized and it is the I. T. support that can improve the customer service and reduce cost at the same time. At NBP we have elaborated plans for transformation of the entire I. T. architecture of the bank by implementing core banking solutions. The said echnology will not only increase our distribution capabilities by many folds but will also simplify our internal procedures thereby reducing the transactional cost and lead time for service. NBP has started a num ber of projects in relation to I. T. structure up-gradation. The bank is expanding its ATM network and connectivity to further expand our reach to the customers. This year we completed our automation of the government’s tax collection services thereby opening new opportunities for such services on behalf of other organizations. NBP is also looking into other I. T. products for salary and pension disbursements and E banking for better services. AIOU T-520728 31 Human Resource For NBP our dedicated staff is a key strength. NBP has been investing in developing this valuable HR through need base training and career growth development. Our objective is to become an employer of choice and to maintain complete industrial harmony within the institution. Our new hiring of top class MBAs as Management Trainee Officers (MTOs) and search for talent within the bank has helped in preparing second and third tier leadership lines which will shape our succession planning process and at the same time will ensure that with the passage of time our employee refinement and skill enrichment program continues. We also have started new ‘Employee communication program’ and internal organizational magazine to improve the interaction of top and middle level management with the lower management. Female employees are being encouraged through female empowerment program under which they are given responsible and challenging assignments. Currently over 60 females are employed as branch managers all over the country and some females hold senior management positions. AIOU T-520728 32 Credit and risk management NBP is continuously upgrading its risk management process to identify, evaluate and manage risk. During the year the bank established an Operational Risk Management Unit to supplement its already established Credit and Market risk units for comprehensive risk management. Our risk management in terms of adoption of Basel II guidelines is on time and is advancing smoothly with completion of internal gap analysis. Our Credit management system is based on elaborated risk assessment and credit rating system to ensure a very objective and timely assessment of each proposal. We have our internal filtration systems and approval hierarchy to ensure that proper authority and responsibility is established and at the same time to reduce the lead processing time of the credit application. We have proper monitoring system and have also setup a separate Credit Administration Department (CAD) to further improve our credit monitoring function. AIOU T-520728 33 ACCOUNTING SYSTEM OF THE ORGANIZATION These financial statements have been prepared in accordance with approved accounting standards as applicable in Pakistan. Approved accounting standards comprise of such International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Board and Islamic Financial Accounting Standards (IFAS) issued by the Institute of Chartered Accountants of Pakistan as are notified under the Companies Ordinance, 1984, the requirements of the Companies Ordinance, 1984, the Banking Companies Ordinance, 1962 or directives issued by the Securities and Exchange Commission of Pakistan and the State Bank of Pakistan. Wherever the requirements of the Companies Ordinance, 1984, the Banking Companies Ordinance, 1962 or directives issued by the Securities and Exchange Commission of Pakistan and the State Bank of Pakistan differ with the requirements of IFRS or IFAS, the requirements of the Companies Ordinance, 1984, the Banking Companies Ordinance, 1962 or the requirements of the said directives prevail. The financial results of the Islamic banking branches of the Bank have been consolidated in th ese financial statements for reporting purposes, after eliminating intra branch transactions / balances. Key financial figures of the Islamic banking branches are disclosed in note 42 to these financial statements. AIOU T-520728 34 During the year, the Bank has increased its authorised share capital from Rs. 7,500 million (750,000,000 ordinary shares of Rs. 10/- each) to Rs. 10,000 million (1,000,000,000 ordinary shares of Rs. 10/- each) as approved by shareholders in their general meeting held on April 02, 2007. National Bank of Pakistan (the bank) was incorporated in Pakistan under the National Bank of Pakistan Ordinance,1949 and is listed on all the stock exchanges in Pakistan. Its registered and head office is situated at I. I. Chundrigar Road, Karachi. The bank is engaged in providing commercial banking and related services in Pakistan and overseas. The bank also handles treasury transactions for the Government of Pakistan (GoP) as an agent to the State Bank of Pakistan (SBP). The bank operates 1,243 (2006: 1,232) branches in Pakistan and 18 (2006: 18)overseas branches (including the Export Processing Zone branch, Karachi). Under a Trust Deed, the bank also provides services as trustee to National Investment Trust (NIT) including safe custody of securities on behalf of NIT. In accordance with the directives of the Federal Government of Pakistan regarding the shifting of the banking system to Islamic modes, the SBP has issued various circulars from time to time. Permissible form of trade related mode of financing includes purchase of goods by the bank from their customers and immediate resale to them at appropriate mark-up in price on deferred payment basis. AIOU T-520728 35 The purchases and sales arising under these arrangements are not reflected in these financial statements as such but are restricted to the amount of facility actually utilized and the appropriate portion of mark-up thereon. The US Dollar amounts shown on the balance sheet, profit and loss account and cash flow statement are stated as additional information solely for the convenience of readers. For the purpose of conversion to US Dollars, the rate of Rs. 62. 0 to one US Dollar has been used for both 2007 and 2006 as it was the prevalent rate as on December 31, 2007. These financial statements are separate financial statements of the bank in which the investments in subsidiaries, associates and joint ventures are accounted for at cost and hence not on the basis of reporte d results and net assets of the investees. AIOU T-520728 36 FINANCE SYSTEM OF THE ORGANIZATION The Head office of the National bank of pakistan controls all financial activities and system of NBP. All financing decisions, capital budgeting decisions and processing on real and financial assets are major responsibilities of finance department of NBP. Necessary future plans and projects are analyzed and selected as per their positive results i. e; (Investment decision) start Islamic branches. of new conventional and Lending and borrowing decisions are also made as per loans, interest rates, time period and lending agencies and banks etc. Necessary sanctions of write-off and depreciation rate are also issued by the finance department. Finance department also plays a vital role in coordination, with dividend policy matters, internal and external auditors and share registrars. Pensions, insurance, preparation of budget and taxation dealings are also important factors of NBP finance department. Finance department of the NBP takes all financing decisions relating to the new investment in the country or in foreign country NBP involves in all Government financial decision making and also provide finance to the Government and Government agencies AIOU T-520728 37 Charts of Finance/Accounts Chief financial officer CFO (EVP) Financial accounts SVP Taxation VP Equity investment VP Manager finance North Manager finance South Manager taxation North Manager taxation South Manager Eqt inv North Manager Eqt inv South AIOU T-520728 38 Chart Of Audit Group Chief Of Audit (SEVP) Internal Audit Dept VP Admin (AIG) AVP Systems support VP EDP Audit Dept VP Monitoring Dept VP AIOU T-520728 39 ROLE OF FINANCIAL MANAGER IN NBP The financial plays a vital role in a banking company. The main role of the of manager is to see external factors like pestel framework of the company he is a team player in the overall effort of a company to create value. The key responsibility of the financial manager is to adapt change, raise funds, invest in the assets. and manage wisely all financial matter. Three things which financial manager does: Investment decisions Financing decision Asset management Financial manager in NBP or CFO takes all financial decision NBP investment banking focuses on origination and execution of project finance. Corporate finance. And acquisitions and mergers assignment associated with financing solutions. Financial manager also takes a steps with the provisions coverage of 84% we believe that our special assets management group will make major contributions towards the bank profitability through recoveries and reversal of provisions. Financial in NBP takes a decisions about where we invest our capital which investment give us better profit and also takes a AIOU T-520728 40 decision about what kind of assets we will buy which is best utilize for our operations. He also concentrate and maintained balance in advance to general public and deposits and use asset management liability approaches. AIOU T-520728 41 USE OF ELECTRONIC DATA IN DECISION MAKING Mostly offices of NBP are well equipped with computers and EDP facilities. Data is recorded on CDs and these CDs are sent to Finance department. Director. This data is fed in a main SERVER for use of different sections in decision making. For example balances of General Provident Fund, House Building Advance and Motor Cycle/Car Advances, Pay roll, etc are needed in pension section to prepare final emoluments of a retiring employee. This requisite information’s are taken from this SERVER (Book Budget Record Section) for necessary decision. NBP has a sound MIS System which helps all other departments in decision making and also to preserve it for future needs. Recently, the organization provides a separate internet connection to all its officers, so that they may connect to higher management regularly, keep their knowledge fresh about organization strategies/affairs and also for correspondence to other officers and higher management. AIOU T-520728 42 Sources of funds Funds are mainly generated through two main sources Decrease in assets Sale of fixed assets Redemption of long term investment Reduction trade debtor Increase in claim Deposits Long term loans Short term loans Equity (stocks + retained earning) AIOU T-520728 43 Generation of funds Following are the major sources of funds of NBP 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. Issued, subscribed and paid up capital. Long term and short term loans Income from operations Funds from securities Funds from Gross provident Funds Income from its subsidiaries in foreign domestic Interest on loans Sale of treasury bills Profit on investment Securities as collateral Borrowing from financial institution Issuance of bonus shares, right shares, preferred shares Issuance of different types of bonds, debentures, Income from leased assets Return on repurchase agreement Sale of securities Letter of credit Income from derivative securities AIOU T-520728 44 Allocation of funds In NBP funds are allocated by a sound system of charts of accounts. All the Drawing and Disbursing Officers are assigned their specific code-range through which necessary budgets and grants are allocated. All the heads have also their code numbers which is easy to computerize. 1) All the current assets allocate in current liabilities and current advances 2) All the short term funds allocated in short term investments 3) All the long term funds and loans invested and utilizes in long term investment and in long term projects according to principles of assets liabilities management 4) Funds are allocated in domestic foreign investment 5) Dividend payments 6) Financial cost (Interest markup payments) 7) Operating expenses 8) Fixed assets (purchasing of buildings, fixture and furniture) 9) Tax payments 10) Marketing and product promotion AIOU T-520728 45 CRITICAL ANALYSIS OF THEORETICAL CONCEPTS RELATING TO PRACTICAL EXPERIENCES (FINANCE DEPARTMENT) In my opinion, The Finance Department of the NBP has complied with all the material requirements of the Code of Corporate Governance. Proper accounting system is followed to record, classify, and summarize accounting data and information in conformity to Companies Ordinance 1984 and International Accounting Standards as applicable in Pakistan. My findings are as follow: Proper books of accounts of the company have been maintained. The financial statements prepared by the management of the Company present fairly its state of affairs, the result of its operations. Appropriate ccounting policies have been consistently applied in the preparation of financial statements and accounting estimates are based on reasonable and prudent judgment. International Accounting standards, as applicable in Pakistan, have been followed in the preparation of financial statements and any departure there fro m has been adequately disclosed. The system of internal controls is sound in design and has been effectively implemented and monitored. There are no significant doubts about the company’s ability to continue as a going concern. AIOU T-520728 46 There has been no material departure from the best practices of corporate governance, as detailed in the listed regulations. The NBP is not fully computerized yet and for this reason there are few problems like slow reporting, less efficiency, etc. further more all employees of finance department do not have sufficient computer skills to carry out the routing work of the finance department on computer based system which in turn reduces the overall efficiency of the finance department of the company. The company is not providing any proper training to the staff of finance department on new technologies to update their knowledge which also affects the performance of the finance department. All accounts and finance offices are not interconnected due to this reason communication between these departments gets slow that affects performance of the department. Receivable management of the company is not very good as there are huge amounts of outstanding bills are over due and yet to be collected. AIOU T-520728 47 FINANCIAL ANALYSIS Financial Analysis is crucial for understanding the working of any organization. Any business whether it possesses extremely popularity but cannot survive without proper financial management and that can be done through analysis of its statements. I have made financial analysis of National bank so that I can have better understanding and knowledge about the organization where I did my internship. I have focused on: Ratio analysis Financial statements are necessary for financial analysis as they give us the true figures. Statements that I needed for analysis of National bank are: Balance Sheet – Financial Position Profit and Loss Account - Financial Performance BALANCE SHEET Balance sheet contains assets, liabilities and shareholders equity and tells us about financial position of the firm. PROFIT AND LOSS ACCOUNT Profit and loss account shows incomes and expenditures of the organization and tells about financial performance of the firm. I have made analysis on the basis of last five years for assessing the current year’s position and performance. The statements of the bank for the financial year 2003 to 2007 are as under. AIOU T-520728 48 Interpretation of horizontal analysis Horizontal analysis of balance sheet can be supplemented by the expression of items relative to a base year. For National Bank of Pakistan the base year is 2003, for example comparing NBP cash bank balance in 2004 is (94,446,552) with cash bank balance in the base year 2003 is (64,232,588) the index would be 94,446,552-64,232,558 *100 = 47. 03% 64,232,558 All the other calculation is based on this formula we calculate the data of five year. As we see the analysis the change in percentage is clearly show the change in the items of balance sheet year to year. As we see in the analysis the cash bank balance is increase 47% in 2004 but gradually it is increasing with decrease rate and at the end in 2007 it is increases 48% this is due to change in liquidity of the bank. Balances with other bank is increases 26% in 2004 and decreases in the remaining year which effect assets. Lending to financial institution is increasing continuously and highest increase in year 2006. n the other hand investment is decreasing continuously and increase in last year which is good sign. Advances to the customer is also continuously increasing and high in 2007, this is increases due to increase in deposits of the bank as more the advances the more interest earned which ultimately increase the profit. The bank fixed assets and other assets is also continuously increases. On the other side (liability) of balance sheet analysis shows the bill payable is increasing through out the five year which increase the liability of bank, the borrowing of bank from financial institution is highest increases in 2004 and decrease in the remaining year as compared to base year. he tax liability of bank is also increases in 2004 2005 but decreases in 2006 2007 which is good impact on whole liability. Liability against lease assets is high in the year 2007 . the deposits of the bank is sharply increases which is life blood for bank and good impact on bank financial position this deposits is increase due to attraction and confidence of customer on this National bank and bank in the position to advances and ge t profit. If we see as a whole the bank total liability is increasing from 2003 to 2007 but bank assets is also increases with high rate from 2003 to 2007 which strengthens the position of bank. On the other hand share holder equity is also increasing during five years as well as reserve of bank is also increased. ver all bank going in positive and booming position in five year and its deposits increase sharply due to this increase finance department take good decision and utilized it into investment, advances and in operating activities which give lot of return in terms of interest earned and profit on investment. AIOU T-520728 49 AIOU T-520728 50 Interpretation of vertical analysis In the vertical or common-size analysis, we express the different components of a balance sheet as percentage of total assets of the bank and total liability of the bank. These are obtained by following method : 64,232,588 *100 =13. 7% 468,972,871 In the above analysis of balance sheet it shows that how the items of balance sheet change in terms of total assets and total liabilities. In the year 2003 the cash balance of bank is 13. 7% that show the good position of liquidity. And it is increased in 2004 and decreased in 2005 and remains constant in remaining year. It is decrease due to utilization in operating activity and mark up expenses. Same situation as bank balances high in 2004 and continuously decreases due to operating expenses. because expenses continuously increases during past five years. Lending to financial institution is high in 2006 as percentage of total these lending includes call money, repurchase agreement and bands higher the lending higher the return in terms of interest or capital cost. If we see in liabilities side as the deposits increases the lending is also increases. that show the management of finance department. Investment is also increases in terms total assets of bank finance department proper utilizes the assets of bank by investing the deposits of bank these investment is purchasing the different trading and market securities which give maximum return. Advances of NBP is increases continuously in terms of total assets. it is also related to liability against. advances increases due to increased deposits as the deposits percentage as total liabilities increases advances increases and it is also due to in time decision of finance department that utilization their deposits wisely in advances these advances includes the cash, credit loans, consumer loan secured and unsecured advances and short term, long term loans and foreign loans. AIOU T-520728 51 In liabilities side the main items we see is deposits which is 90% of total liabilities through out the five year which show its importance in whole financial statements, which life blood of bank. deposits includes the saving, current, and other types of deposits which show customer show confidence of NBP. In the assets side of balance sheet three items includes investment, advances and liquid assets is 75% of total assets through the five years. It is also directly related to deposits of bank and we can say in one word â€Å"deposits is utilized in advances, investment and liquid assets. without deposits we can’t runs NBP†. RATIO ANALYSIS Ratio analysis includes calculating different ratios for the organization of the figures taken from its financial statements. The basic purpose of ratio analysis is that absolute figures often give misleading image so comparison with other figures is necessary which can be done through ratio analysis. Liquidity ratio AIOU T-520728 52 Liquidity ratio are used to measure a firm’s ability to meet short term obligations, they compare short term obligations with short term resources available to meet these obligations, Current ratio Definition Current assets divided by current liabilities. it shows a firm ability to cover its current liabilities with its current assets. FORMULA = CURRENT CURRENT In millions ASSETS LIABILITY 2003 2004 2005 2006 2007 AIOU T-520728 53 0 5 , 4 2 8 1 7 5 , 2 1 0 =1. 74 3 1 5 , 8 6 8 1 9 1 , 4 5 6 =1. 64 3 1 8 , 9 9 9 1 8 9 , 5 4 8 =1. 68 3 4 2 , 1 1 2 2 0 4 , 2 1 1 =1. 675 4 7 2 , 4 5 6 2 3 8 , 4 2 1 =1. 98 Interpretation As we see in the above analysis current ratio is high in 2003 and then deceasing and at the end in 2007 it is at high level. Which is very healthy sign. Current ratio which is more than (gt;1) is positive sign. It shows bank have sufficient current assets to meet current obligation. Debt equity ratio Ratios that show the extent to which the firm is financed by debt it is simply computed by as follows Formula = Total debt Shareholders equity In millions AIOU T-520728 54 0 0 3 2004 2005 2006 2007 4 4 2 , 1 4 8 1 8 , 1 3 6 =24. 37 5 0 6 , 9 8 5 2 4 , 8 9 9 =20. 36 5 0 3 , 3 7 8 3 6 , 1 5 8 =13. 92 5 5 3 , 1 7 8 5 3 , 0 4 4 =10. 42 6 4 5 , 8 5 5 6 9 , 2 7 0 =9. 32 Interpretation As we see in above analysis debt to equity ratio gradually decreases which shows positive sign for creditors because creditors like this ratio to be low. The lower the ratio the higher the firm financing that is being provided by shareholders. Banks debt to equity ratio usually high in value and greater than (gt;1). Debt to total assets The d ebt to total assets ratio is divided by dividing a firm’s total debt by its total assets FORMULA = TOTAL TOTAL DEBT ASSETS 2003 2004 2005 2006 2007 AIOU T-520728 55 4 4 2 , 1 4 8 4 6 8 , 9 7 2 =0. 942 5 0 6 , 9 8 5 5 5 3 , 2 3 3 =0. 916 5 0 3 , 3 7 8 5 7 7 , 7 2 1 =0. 871 5 5 3 , 1 6 8 6 3 5 , 1 3 4 =0. 870 6 4 5 , 8 5 6 7 6 2 , 1 9 5 =0. 847 Interpretation This ratio serves a similar purpose to the debt to equity ratio it highlights the relative importance of debt financing to the firm by showing the percentage of the firms assets that is supported by debt financing. The above analysis shows ratio is continuously decreasing from 2003 to 2007 which is healthy sign it is because of increasing in the assets of bank. It shows company is secured . In 2003 the 94% of the assets is financed with debts whether in 2007 84% of the assets is financed with debts. This analysis also shows the financial risk of banks decreasing from 2003 to 2007 due to decrease in ratio. Coverage ratio Ratios that relate the financial charger of a firm to its ability to service or cover them Interest coverage ratio Earning before interest and taxes divided by interest charges it indicates a firm’s ability to cover interest charges. AIOU T-520728 56 FORMULA = EBIT INTEREST EXPENSE 2003 1 4 5 , 9 9 2 5 5 , 8 9 6 =2. 61 2004 1 8 , 5 3 6 6 , 5 5 9 =2. 82 2005 2 9 , 3 7 7 1 , 3 2 1 =2. 85 2006 4 0 , 2 5 7 1 3 , 9 4 7 =2. 89 007 4 5 , 0 0 0 1 6 , 9 4 0 =2. 65 Interpretation This ratio serves as one measure of the firm’s ability to meet interest expense and avoid bankruptcy. The above analysis shows that coverage ratio is low in 2003 and 2007 but in high in remaining years. In simple higher the ratio greater bank ability to cover its interest pa yments. Year 2004,2005,2006 is better than 2007 because of greater ratio. The last year (2007) is not good for bank. This is happened because of decrease in EBIT , AIOU T-520728 57 Return on equity ROE compares net profit after taxes with the equity that shareholders have invested in the firm AIOU T-520728 58 FORMULA = NET PROFIT AFTER TAXES SHAREHOLDERS EQUITY 2003 4 , 1 9 8 1 8 , 1 3 4 2004 6 , 1 9 5 2 4 , 8 9 9 2005 1 2 , 7 0 9 3 6 , 1 5 8 2006 1 7 , 0 2 2 5 3 , 0 4 4 2007 1 9 , 0 3 3 6 9 , 2 7 0 =23. 15% =25% =35% =32% =27. 48% Interpretation . A high return on equity often reflects the firm’s acceptance of strong investment opportunity and effective expense management. In the above analysis the ratio is low in 2003 and 2007 and high in the remaining years. The ratio is increasing in 2004,2005,2006 because of increasing in profit and in the remaining year (2003,2007) the ratio decreasing because of less increasing in the profit and increase in the shareholder equity. AIOU T-520728 59 Return on assets Its measure overall effectiveness in generating profits with available assets ROA OR ROI are both the same it can be obtained by the following formula AIOU T-520728 60 FORMULA = NET PROFIT A F T E R TA X E S TO TA L ASSETS 2 0 0 3 4 , 1 9 8 * 1 0 0 2 0 0 4 6 , 1 9 5 * 1 0 0 5 5 3 , 2 3 1 = 1 . 1 2 % 2 0 0 5 1 2 7 , 1 0 9 * 1 0 0 2 0 0 6 1 7 , 0 2 2 * 1 0 0 2 0 0 7 1 9 , 0 3 3 * 1 0 0 4 6 8 , 9 7 2 = 0 . 9 0 % 5 7 7 , 7 1 9 = 2 . 2 % 6 3 5 , 1 3 4 = 2 . 6 8 % 7 6 2 , 1 9 3 = 2 . 4 9 % Interpretation It is also called earning power of the firm if there is an increase in turnover on assets an increase in the net profit margin or both. Earning power of the bank increased . In the above analysis return on assets is continuously increasing but little decrease in the last year (2007). the 2. 49% earning power means every rupee invested in the assets return 2. 49% in profit (PAT). The increase in ROA is because increase in profit after tax and decrease in the last year is because of less increase in profit (PAT) and more increase in asset 61 AIOU T-520728 Net profit ratio Ratio that relates profits to investment. it shows firm overall effectiveness of operation, it is calculated by following formula AIOU T-520728 62 FORMULA = NET PROFIT AFTER TAX NET MARKUP/INTEREST AFTER PROVISION 003 4,198 * 100 11,264 =52. 51% 2004 6,195 * 100 12,639 =49. 01% 2005 12,709 * 100 21,088 =60. 26% 2006 17,022 * 100 27,782 =61. 27% 2007 19,033 * 100 28,906 =65. 84% Interpretation It tells firm net income per dollar of interest after provision in the above analysis, it shows the net profit ratio constantly increasing and show high growth i n year 2007. Analysis with other banks AIOU T-520728 63 BANKS NET ASSETS MCB HBL UBL NBP SONERI KASB 56 billions 12 billion PER 24. 30 63. 2 billion 11 billion 14. 49 48 billion 9. 23 billion 10. 38 1. 16 trillion 20 billion 23. 34 6. 6 b 4. 2b PROFIT/LOSS AFTER TAX EARNING SHARE 1. 03 b 2. 43 -10 karore . 90 Explanation National bank of Pakistan is leading Bank of Pakistan as compared to other banks and financial institution in Pakistan, there are approximately 100 companies listed in stock exchange KSE, and their creditability is determined with their earning per share and other parameters there are some banks data is given below which shows national bank is Leading, one. fi we see the above table it shows net assts of national bank is high as compared to other’s and profit after tax is also high which is 20 billion, and if we see the earning per share it is also the 2nd one, so as overall it is better financial analysis than other. In Pakistan OGDC (Oil and gas development corporation) and steel mill is the greater volume assets companies if we compare the national bank to these companies in my point of view national bank gets 3rd position out of them. which is greater honor for this bank. AIOU T-520728 64 FUTURE PROSPECTS OF THE ORGANIZATION The overall analysis shows that company is in good condition throughout the analysis years 2003- 2007. The 2007 is the golden year for the company because in this year the company earns maximum profit. During this year the Operating Cost was minimum and its Operating Profit was maximum. Earning per share is also increasing during five years for the stock holders and the persons interested in NBP investment. Future Prospects of the Organization is to get more and more profit for its share holder by increasing revenue and operating profit by reducing its operating costs. NBP is a leading bank in Pakistan with its extensive networks all out the country. There are now fifty other banking companies in competition with NBP but NBP is the growing and leading bank in the Pakistan and go in the positive direction and if I say that it is the assets of Pakistan and has strategic important. it is also included world best bank, best in Asia. If we see the National Bank Of Pakistan in future it is very bright now NBP also starts Islamic banking which shows growth of bank is going in positive direction, it is an era of Islamic banking every bank open its Islamic branches and new Islamic bank comes in Pakistan. NBP is also face competition in Islamic banking as a whole it is the crocodile of Pakistan banking system in domestic and foreign. It has large amount of assets and earn highest profit in banking of Pakistan so it can use their resources wisely and gain confidence in foreign country and attract foreign customer, and have capacity to grow in foreign market. AIOU T-520728 65 Short falls /weaknesses of the finance department High interest expense Bank must emphasis on interest expense. because interest expense increase during last four year due to this bank interest coverage ratio decreases and bank ability to cover interest expense reduce. SHAREHOLDER EQUITY Bank equity not increase as compared to their liability increase in the previous year. EARNING PER SHARE AIOU T-520728 66 Earning per share not increase as compared to their profit bank are not providing or not transferred the benefit to their share holder it is also seen that ROE is decreases which means bank ability of getting opportunity is decrease. INVESTMENT Investment of the bank give less benefit and give negative cash flow. In overall cash from investing activating is decrease due to wrong policy of the finance department Recovery collection NBP Recovery collection system is weak and there is political influence in the bank matter which effect the decision making system of higher management. Capital budgeting NBP uses old financial techniques capital budgeting techniques. Banks uture planning is not up to date due. Bank capital budgeting performance is so low and they don’t give proper evaluation of investment. Consumer financing Finance department don’t emphasis on the consumer sector and consumer product. Different bank launching credit card and personal loans and earn intere st but national bank didn’t introduce these product during last year they only concentrate on corporate sector. AIOU T-520728 67 Foreign investment NBP don’t concentrate on foreign investment their investment is not diversified which is necessary to secure the bank from financial crisis in the period of domestic financial crisis of the country. Suggestions Diversified investment Bank must be concentrate on diversified investment, they must invest in different sector to minimize the risk if one sector is in crisis and give no return then we rely on other due to diversified investment foreign investment is also one tips of diversified investment if our economy is weak then we earn from foreign investment. Improve Consumer financing Consumer financing is must to earn maximum interest because it is an era of launching consumer product to attract the customer attention consumer financing is give high return in short period of time it includes following Credit card Debit card Auto loan Personal loan AIOU T-520728 68 Decrease account receivable To decrease possibility of bad debts bank should concentrate on recovery and collection of advances given to industrial and public sector. It also decrease our account receivable. Capital budgeting Bank should improve their capital budgeting department efficiency for taking good decision on investment and loan that what investment give better result and what loans has less effective rate. Assets Liability management Bank should adopt asset liability management techniques to abstain possible crisis they should use current assets to promote current liability and long term assets for long term liability Increase Interest rate Bank must increase interest rate on advances because NBP follow discount rate and get less profit on their IRR so it change the policy and follow KIBOR (Karachi inter bank offer rate). Reduce interest expense Bank should reduce their interest expense to increase the interest coverage ratio and avoid the bankruptcy they their interest expenses by taking less loan from AIOU T-520728 69 SBP and other financial institution and rely on their own . Increase earning per share(EPS) Bank must increase their EPS by increasing their profit to attract the shareholders attention Training session Management must conduct training session for financial department to give them overview of financial analysis and teach them the way for improving performance of finance department. Higher financial professional New blood specially finance specialist (Mba finance certified financial analyst (Cfa) should be injected and young professionals should be recruited on merit to induce enthusiasm in the bank. Customers should be focus of all activities to boost up the business. Conclusion In short I resulted during my internship in National bank of Pakistan and it can be concluded from the above prepared Internship Report, I concluded that the Banks’ use their own software for each and every department as for example National bank is using at present BANKING SOFTWARE system of accounting PMS (Payroll Management System) in the payroll section. There is confusion about using such accounting software because the student has learned other applications like MS-Excel and MS-Word for such purposes. AIOU T-520728 70 Management of bank always desire to be efficient. I observed that the management of National bank tries its best to hire the services of a person at no cost to the Bank as I was hired for my internship. I also observed that the employees of the Bank try their best to defend their job in the Bank and for this they use any means or methods. Also this report and internship has helped me very much to enter in the practical life since I was required to submit the same report to the Bank as well. The Practical Life of a person is quite different from Academic Life. In the academic life the student is required to learn from the class lectures, notes, and projects or home assignments assigned during the course. But in

Assessment Methods Essays

Assessment Methods Essays Assessment Methods Essay Assessment Methods Essay The different assessment methods that are available are diagnostic, formative, summative, ipsative and norm-referenced. Assessment is a way to be able to discover how much learning has taken place in each session which i can then identify how much knowledge and skills have been gained by the students. It is essential to begin a course with an assessment of studentsâ„ ¢ prior learning in order for the teacher to pitch their teaching at the correct level and to ensure inclusion of all students learning needs. Before each student is accepted on to a course an initial assessment is taken place. This is called a diagnostic assessment. This is carried out to ensure that they are applying for the right course and level of qualification. This kind of assessment is based on maths and literacy which uses ICT to evaluate the learners before they enrol. In my practical lessons I always start with an assignment brief indicating and illustrating the tasks required for the workshop. Then the students will identify the risks in carrying out the work and the correct PPE to be worn to reduce the risks. My learners then identify the tools and materials required and list these in a requisition sheet. We will then go through this process as a whole group, with me asking questions to the whole group and individuals, this assessing allows me to see what learning has happened. Then I will demonstrate the tasks whilst questioning my learners to evaluate their knowledge on the tools and how to use them safely. I carry out a visual observation on each student as they attempt to do the task demonstrated -giving advice on how to improve and progress. Their work is then assessed, according to the set tolerances, by themselves initially and then me . Sometimes, depending on the task, if I notice, when observing a student, that they have made a slight mistake, then I will let it pass and see if they notice and can identify where they went wrong and if they can correct it. This is also a good opportunity to hold one-to-one or small group questioning. When assessing in my theory lessons I use a range of different methods. These can include questionnaire sheets, pop quizzes, class assignments work sheets as a group or as individual, multiple choice questions, videoed interviews, case studies and portfolios, depending on the subject. Personally I enjoy the classroom assignments as these are usually looking at a specific task which can carried out over a couple of sessions. I am able to give attention to all in the group and give sometimes examples of how tasks are relevant to the industry. Record keeping is an important key role of a teacher and the main aspect is to assist planning and set future learning goals to the learner. There are a number of ways of recording this information, depending on the course. These include tracker sheets from the awarding institutions, awarding bodies assignment feedback sheet, your own trackers/ feedback sheets, students discussion notes, employerâ„ ¢s feedback sheet, individual learning plans and copies of the learnerâ„ ¢s work. I complete a feedback sheet designed by my department for each assignment so that I can prove that the learner has carried out this task and been assessed. For my practical assignments I use a tick box against tolerances with comment boxes by each tolerance as well and at the end. Each assessment is also recorded on a tracking sheet so that progress can be easily checked for the individual or the group as a whole. My learners also produce a portfolio of evidence, which includes all the assessed work and photo evidence of any practical work carried out. These records show to the learners and awarding bodies how they are progressing and that we care and log their progress. They are also proof in case the learner loses their work, need to be kept to meet awarding bodies requirements, show that work has been internally and externally verified, meet inspection requirements and meet department and college requirements. All these records are important in proving the learnerâ„ ¢s achievements and have to be kept for a number of years.

American States With the Highest Teenage Abortion Rates

American States With the Highest Teenage Abortion Rates In a nation where abortion remains legal despite ongoing legal and legislative debate, which states have the highest rates of teenage abortion? A 2010 report by the Guttmacher Institute compiled teenage pregnancy and abortion statistics in the United States. These state by state statistics show a dramatic decrease in some states while others moved up a little on the list. However, as a whole, the U.S. teenage pregnancy and abortion rates have declined dramatically in recent years. 10 States With the Highest Teen Abortion Rates The available 2010 data for abortions among women aged 15 to 19 is ranked by state. The rate reflects the number of abortions per thousand women in this age range.    Rank State Abortion Rate 1 New York 32 2 Delaware 28 3 New Jersey 24 4 Hawaii 23 5 Maryland 22 6 Connecticut 20 7 Nevada 20 8 California 19 9 Florida 19 10 Alaska 17 More Teen Pregnancy  Statistics and Analysis Overall, of the 614,410 teenage pregnancies reported in the U.S. during 2010, 157,450 ended in abortion and 89,280 in miscarriage. From 1988 to 2010, the abortion rate for teens dropped in every state with many seeing a 50 percent reduction or more. In 2010, 23 states reported an abortion rate in the single digits. Its also important to note that the majority of pregnancies and abortions involve 18- and 19-year-old women. The District of Columbia is the only place in the report with more abortions reported in the 15 to 17 range than in the older group. Yet, D.C. does not count in state rankings. The states with the lowest abortion rates in 2010 were South Dakota, Kansas, Kentucky, Oklahoma, Utah, Arkansas, Mississippi, Nebraska, and Texas. Each reported that fewer than 15 percent of teen pregnancies ended in abortion. However, that does not account for state residents who sought an abortion in neighboring states. Only three of the states above rank in the top ten states with the highest teenage pregnancy rates of young women age 15 to 19. They are Nevada (ranked seventh with 68 pregnancies per thousand); Delaware (ranked eighth with 67 pregnancies per thousand); Hawaii (ranked tenth with 65 pregnancies per thousand). The highest pregnancy rate in 2010 was in New Mexico, where 80 in every thousand teens became pregnant. This state ranks fourteenth in the abortion rate. Mississippi had the highest teenage birthrate, with 55 girls for every thousand. The Dramatic Decrease in Teenage Abortions According to this same report, in 2010, the teenage pregnancy rate dropped to a 30 year low (57.4 per thousand). It peaked in 1990 at 51 percent or 116.9 girls for every thousand. This is a significant decrease that has not gone unnoticed.   In a 2014  report also by the Guttmacher Institute, a 32 percent decrease was found in teenage abortions between 2008 and 2014. This follows the 40 percent decline in teenage pregnancies over this same period. There are many influences that are cited as causing this change. One is the fact that fewer teenagers are having sex in general. Among those teens that do have sex, there is an increased use in some form of contraception. The increase in sex education, as well as cultural influences, the media, and even the economy, are considered to have played a role as well. Source U.S. Teenage Pregnancy Statistics National and State Trends and Trends by Race and Ethnicity. 2010. Guttmacher Institute.