Assignement Campubank

Cambodian Public BankNational University of Management

Lecture by NHEK SOKUN Page 1 of 13

I. INTRODUCTION

CORPORATE PROFILECambodian Public Bank Plc (Campu Bank)commenced its business in Cambodia on 25 May1992. It presently has 21 branches: 8 in PhnomPenh, 1 each in Preah Sihanouk, Siem Reap,Battambang, Kampong Cham, Takhmao, PoiPet, Bavet, Phnom Penh Special EconomicZone, Kampot and a Service Branch each inMonivong, Phsar Doeumkor, Toul Tom Poungand Preah Sihanouk Boulevard, Phnom Penh. Asat 31 December 2009, Campu Bank’s paid-upcapital of USD90 million is the highest amongthe commercial banks in Cambodia while its

shareholder’s funds and asset size amounted to USD176.6 million and USD943.3 million respectively.With the trust and strong support from the public coupled with the commitment and dedication of itsstaff, Campu Bank has grown to become one of the leading banks in Cambodia. In recognition of itsbanking and management excellence, Campu Bank has been awarded “the Bank of the Year inCambodia” by The Banker, London for five consecutive years from 2001 to 2005, 2008 and again in2009.

Campu Bank is a wholly-owned subsidiary of Public Bank Group which is one of the largestand strongest domestic banking groups in Malaysia. The Public Bank Group offers a wide range ofbanking and financial services. As at 31 December 2009, the Group is the third largest banking groupin Malaysia by asset size, with total assets of USD63.34 billion while its shareholders’ funds stood atUSD3.22 billion. As at 31 December 2009, Public Bank Group is one of the largest non-governmentallinked corporations in Malaysia with a market capitalization of USD11.63 billion. Public Bank has 248branches in Malaysia and overseas banking operations in Cambodia, the People’s Republic of China,Hong Kong, Vietnam, Laos and Sri Lanka.

Public Bank has over the recent years been accorded with many prestigious domestic andinternational recognition for its banking and management excellence such as Certified as The MostAward Winning Bank for 2010 by the Malaysia Book of Records, Best Emerging Market Bank inMalaysia 2010 by Global Finance, Best Managed Company 2010 and Best Asian Bank 2010 byFinance Asia, Best Bank in Malaysia 2010 by Alpha South East Asia and Finance Asia, respectivelyand Corporate Governance Asia Recognition Award 2010 by Corporate Governance Asia, BestBanking Group in Malaysia 2010 by World Finance and Ranked No.1 in Best Corporate Governance(for Malaysia) by Euro money, Ranked No. 2 in the top 10 Malaysian banks by Yazhou Zhoukan,Listed in the top 20 of the ACCA Malaysia Sustainability Reporting Awards (MaSRA) 2010, Fiveawards from J.P. Morgan Quality Recognition Awards for 2009/2010 (9th consecutive year), RankedNo.1 Most Admired Company in Malaysia by the Wall Street Journal, Best Foreign ExchangeProvider 2011 in Malaysia in the Global Finance World’s Best Foreign Exchange Providers 2011 andBest Domestic Bank in Malaysia 2010 by The Asset.



Guided by its corporate mission to be “the Most Efficient, Profitable and Respected FinancialInstitution in Cambodia", Campu Bank is committed to be the premier bank in providing the mostcourteous and efficient service in every aspect of its business, and by being innovative in providingfinancial solutions to its customers, and the development of new banking products and services.

II. MANAGEMENT OF ORGANIZATION (Campu Bank)

1. BOARDS OF DIRECTORS

Tan Sri Dato’ Sri Dr. Teh Hong PiowNON-EXECUTIVE CHAIRMANTan Sri Dato’ Sri Dr. Teh Hong Piow, aged 81, has been thePresident/Managing Director of Cambodian Public Bank since itsinception on 14 May 1992. He was re-designated as the Non-Executive Chairman of the Bank with effect from 28 December2010.Tan Sri Dato’ Sri Dr. Teh began his banking career in 1950 and has59 years’ experience in the banking and finance industry. Hefounded Public Bank, the parent company, in 1965 at the age of 35.

He was appointed as a Director of Public Bank on 30 December 1965 and had been the ChiefExecutive Officer of the Public Bank Group since its inception in December 1965. He was re-designated as Chairman of Public Bank and Chairman of Public Bank Group with effect from 1 July2002. He is also the Chairman of several other companies in the Public Bank Group.

Tan Sri Dato’ Sri Dr. Teh Hong Piow had won both Malaysian and other international acclaim forhis outstanding achievements as a banker and the Chief Executive Officer of a leading financialservices group. Awards and accolades that he had received include : Asia’s Commercial Banker of the Year 1991 The ASEAN Businessman of the Year 1994 Malaysia’s Business Achiever of the Year 1997 Malaysia’s CEO of the Year 1998 Best CEO in Malaysia 2004 The Most PR Savvy CEO 2004 The Asian Banker Leadership Achievement Award 2005 for Malaysia Award for Outstanding Contribution to the Development of Financial Services in Asia 2006

Lifetime Achievement Award 2006 Award for Lifetime Achievement in Corporate Excellence, Dedication and Industry 2006. Asia’s Banker of High Distinction Award 2006 The Brand Laureate Brand Personality Award 2007 ASEAN Most Astute Banker Award 2007 Lifetime Entrepreneurship Achievement Award 2007 The Pila Recognition Award 2007 Asian Banker Par Excellence 2008 Award



Best CEO in Malaysia 2009 Asia’s Banking Grandmaster 2010 Asian Corporate Director Recognition Award 2010 Value Creator: Malaysia’s Outstanding CEO 2010

Tan Sri Dato’ Sri Dr. Teh Hong Piow was awarded the Medal ‘For the Course of VietnameseBanking’ by the State Bank of Vietnam in 2002 for his contributions to the Vietnamese bankingindustry over the past years. Tan Sri Dato’ Sri Dr. Teh Hong Piow was also conferred the RecognitionAward 2007 by the National Bank of Cambodia in appreciation of his excellent achievements andsignificant contribution to the banking industry in Cambodia.In recognition of his contributions to society and the economy, he was conferred the Doctor of Laws(Honorary) from University of Malaya in 1989. He is a Fellow of several institutes which include theInstitute of Bankers Malaysia; the Chartered Institute of Bankers, United Kingdom; the Institute ofAdministrative Management, United Kingdom; the Institute of Chartered Secretaries andAdministrators, Australia and the Malaysian Institute of Management.

Tan Sri Datuk Seri Utama Thong Yaw HongNON-EXECUTIVE CO-CHAIRMANTan Sri Datuk Seri Utama Thong Yaw Hong, aged 81, has been theChairman of Cambodian Public Bank since its inception on 14 May1992. He was re-designated as the Non-Executive Co-Chairman ofthe Bank with effect from 28 December 2010.Tan Sri Datuk Seri Utama Thong Yaw Hong was appointed asDirector of Public Bank, the parent company, on 23 June 1986 andwas made its Chairman in October 1986. He was re-designated asCo-Chairman of Public Bank with effect from 1 July 2002. He is

also the Co-Chairman of several other companies in the Public Bank Group and a Director/Chairmanof several other companies listed on the Malaysian Stock Exchange.He graduated with a Bachelor of Arts (Hons) degree in Economics from University of Malaya and aMaster’s degree in Public Administration from Harvard University. He attended the AdvancedManagement Program at Harvard Business School. In June 1998, he was appointed a Pro-Chancellorof University Putra Malaysia from which he had retired in end June 2006. In September 2006, he wasconferred the Doctor of Economics (Honorary) from University Putra Malaysia.He has had a distinguished career with the Government of Malaysia, primarily in the fields of socio-economic development planning and finance. He had served in the Economic Planning Unit in theMalaysian Prime Minister’s Department since 1957 and became its Director-General from 1971 to1978 and served as Secretary-General, Ministry of Finance from 1979 until his retirement in 1986.He is a member of the National Economic Council of Malaysia and is also a Senior Member of theworking Group of the Executive Committee for the National Economic Council and NationalImplementation Task Force of Malaysia. He is a Distinguished Fellow of the Institute of Strategic andInternational Studies (ISIS) Malaysia and is also a Fellow of the Institute of Bankers Malaysia.



Phan Ying TongEXECUTIVE DIRECTORPhan Ying Tong, aged 49, was appointed as the Executive Directorof Cambodian Public Bank on 15 March 2010.He is a holder of a Diploma in Management and has a total of 28years’ service with the Public Bank Group. He was a BranchManager of several branches in Public Bank before his appointmentas General Manager of Cambodian Public Bank in 2002. He wasappointed the Country Head of Cambodian Public Bank in 2007 andthereafter, as the Executive Director in 2010.

Tan Sri Dato’ Sri Tay Ah LekDIRECTORTan Sri Dato’ Sri Tay Ah Lek, aged 68, was appointed as a Directorof Cambodian Public Bank on 3 June 2008.Tan Sri Dato’ Sri Tay Ah Lek has 49 years’ experience in thebanking and finance industry. He was appointed as an ExecutiveDirector of Public Bank, the parent company, on 18 June 1997 andwas re-designated as Managing Director with effect from 1 July2002. He joined the Public Bank Group as a pioneer staff in 1966.He was the Executive Vice President of Public Bank from 1995 to1997 and prior to this appointment, he was the Executive Vice

President of the former Public Finance Berhad. He is a Director of several other companies in thePublic Bank Group and several other companies in Malaysia.Tan Sri Dato’ Sri Tay Ah Lek holds a Master’s degree in Business Administration from Henley,United Kingdom and attended the Advanced Management Program at Harvard Business School. He isa Fellow of the Financial Services Institute of Australasia, the Institute of Bankers Malaysia and theMalaysian Institute of Management.He is presently the Chairman of the Association of Finance Companies of Malaysia and theAssociation of Hire Purchase Companies Malaysia. He is a Member of the National PaymentsAdvisory Board.

Dato’ Sri Lee Kong LamDIRECTORDato’ Sri Lee Kong Lam, aged 69, was appointed as a Director ofCambodian Public Bank on 10 March 2004.Dato’ Sri Lee has 42 years’ experience in the banking and financeindustry. He was appointed as an Executive Director of Public Bank,the parent company, on 28 November 2001. He joined Public Bankin November 1996 as General Manager and was subsequentlyappointed Senior General Manager in 1997 and Executive VicePresident in 1998. He is also a Director of several other companies



in the Public Bank Group.Prior to joining Public Bank, he was with the Central Bank of Malaysia (“BNM”) and was involvedprimarily in the supervision and examination of banking institutions. He retired in August 1996 as theHead of BNM’s Examination Department and as a member of the BNM’s Management Committee.He is a Fellow of the Certified Practicing Accountants of Australia; a Fellow of the Chartered Instituteof Bankers, United Kingdom; and a Chartered Accountant of the Malaysian Institute of Accountants.

Dato’ Chang Kat KiamDIRECTORDato’ Chang Kat Kiam, aged 56, was appointed as a Director ofCambodian Public Bank on 10 March 2004. Dato’ Chang has 35years’ experience in the banking and finance industry. He is aholder of a Master’s degree in Business Administration. He hasbeen with Public Bank, the parent company, since 1975 and isexperienced in all aspects of banking having managed branchesand banking business portfolio in Head Office. He was appointedthe Chief Operating Officer of Public Bank in 2006.

Quah Poh KeatDIRECTORQuah Poh Keat, aged 58, was appointed as a Director of CambodianPublic Bank on 11 August 2009.He was appointed Director of Public Bank, the parent company on30 July 2008.He is a Fellow of the Malaysian Institute of Taxation and theAssociation of Chartered Certified Accountants; and a Member ofthe Malaysian Institute of Accountants, the Malaysian Institute ofCertified Public Accountants and the Chartered Institute ofManagement Accountants.

He was a partner of KPMG, Malaysia since October 1982 and appointed Senior Partner (also known asManaging Partner in other practices) in October 2000 until 30 September 2007. He retired from thefirm on 31 December 2007.He is experienced in auditing, tax and insolvency practices and had worked in Malaysia and UnitedKingdom; his experiences include restructuring, demergers and privatization.

Ong Ming TeckDEPUTY GENERAL MANAGERHolder of a Bachelor of Business degree, DIMP, DBFS and CCP, Ong Ming Teck has a total of 27years’ service with the Public Bank Group. He was a Manager in Public Bank before his appointmentas Deputy General Manager of Cambodian Public Bank in 2008.



Tan Swee HuatDEPUTY GENERAL MANAGERHolder of a Diploma in Banking & Financial Services, Mr. Tan Swee Huat has a total of 31 years’service with the Public Bank Group. He was a Manager in Public Bank before his appointment asDeputy General Manager of Cambodian Public Bank in 2009.

Sor SokuntheaDEPUTY GENERAL MANAGERHolder of a Master’s of Finance degree, Sor Sokunthea has 14 years’ experience in banking prior tojoining Cambodian Public Bank in 1992 as a Deputy General Manager.

2. POLICY AND PRACTICE GUIDELINES FOR CORPORATE GOVERNANCE

2.1. Duties and Responsibilities of the Board

The Board maps out and reviews the Bank’s strategic plans on an annual basis, so as to align theBank’s business directions and goals with the prevailing economic and market conditions. The Boardapproves the Bank’s annual budget and carries out periodic review of the progress made by the variousbusiness units against the budget. The Board also reviews the action plans that are implemented by theManagement to achieve business targets.The Board prescribes minimum standards and establishes policies on the management of credit risksand other key areas of the Bank’s operations.

The Board’s other main duties include regular oversight of the Bank’s business operations andperformance, and ensuring that the infrastructure, internal controls, and risk management processes arewell in place to assess and manage business risks inter-alia operational, credit, market and liquidityrisks, and that they are implemented consistently. The Board carries out the various functions andresponsibilities laid down according to the guidelines and directives that are issued by NBC from timeto time.

Specialized CommitteesThe Board has set up the following committees as required by the Prakas on Governance in Banks andFinancial Institutions:• Audit Committee• Risk Committee• Remuneration and Nomination CommitteeThe above 3 committees comprised Tan Sri Dato’ Thong Yaw Hong, Dato’ Sri Lee Kong Lam andMr. Quah Poh Keat.

2.2. Board Meetings and Supply of InformationBoard meetings would be held at least 4 times a year. Reports on the progress of Campu Bank’s

business operations prepared by the Bank’s management team are tabled for review by membersof the Board. At these Board meetings, the members of the Board also evaluate business propositionsand corporate proposals that require Board approval owing to statutory requirements, or because



of significant financial impact on the Bank.

The agenda for every Board meeting, together with comprehensive management reports,proposal papers and supporting documents, are furnished to all Directors for their perusal well inadvance of the Board meeting date, so that the Directors have ample time to review matters to bedeliberated at the Board meeting and to facilitate informed decision-making by the Directors. Minutesof each Board meeting are circulated to all Directors for their Perusal prior to confirmation of theminutes at the following Board meeting.

The Directors are regularly updated and advised by the Secretary of the Board on new statutory aswell as regulatory requirements relating to the duties and responsibilities of Directors, including policyguidelines issued by NBC that concern Campu Bank. Every member of the Board has ready andunrestricted access to the advice and services of the Secretary and the Directors have the liberty to seekexternal professional advice if so required by them.

3. INTERNAL CONTROL RESPONSIBILITIESThe Board is responsible for Campu Bank’s system of internal controls and its effectiveness.

However, such a system is designed to manage the Bank risks within an acceptable risk profile, ratherthan eliminate the risk of failure to achieve the policies and business objectives of the Bank.Accordingly, it can only provide reasonable assurance but not absolute assurance against materialmisstatement of management and financial information and records or against financial losses or fraud.

The Board has established an on-going process for identifying, evaluating and managing thesignificant risks faced by the Bank and this process includes updating the system of internal controlswhen there are changes to business environment or regulatory guidelines. The process is regularlyreviewed by the Board and accords with the guidelines for directors on internal control.

The Board is of the view that the system of internal controls in place for the year under reviewand up to the date of issuance of the annual report and financial statements is sound and sufficient tosafeguard the shareholder’s investment, the interests of customers, regulators and employees, and theBank’s assets.

The Management assists the Board in the implementation of the Board’s policies and procedureson risk and control by identifying and assessing the risks faced, and in the design, operation andmonitoring of suitable internal controls to mitigate and control these risks.

Key Internal Control ProcessesThe key processes that have been established in reviewing the adequacy and integrity of the system ofinternal controls include the following:

i. The Internal Audit Division of Public Bank monitors compliance with policies andprocedures and the effectiveness of the internal control systems and highlights significantfindings in respect of any non- compliance. Audits are carried out on all units or branchesof the Bank at least once a year to provide an independent and objective report onoperational and management activities of these units or branches. The findings of the auditsare submitted to the Board and also to Campu Bank’s Audit Committee for review at their



monthly or periodic meetings.ii. The Risk Management Division of Public Bank will assist the Bank to oversee the overall

management of principal areas of risk such as market and liquidity risks, credit risk andoperational risk.

iii. Annual business plans are prepared by the Bank and reviewed and approved by the Board.Annual budgets are also approved by the Board and the Bank’s performance is assessedagainst the approved budgets and explanations are provided for significant variances on amonthly basis to the Board Executive Committee.

iv. There are proper guidelines within the Bank for hiring and termination of staff, formaltraining programmes for staff, annual/semi-annual performance appraisals and other relevantprocedures in place to ensure that staffs are competent and adequately trained in carrying outtheir responsibilities.

v. The Board Executive Committee of the Bank receives and reviews reports from theManagement on a regular basis. In addition to the monthly accounts and financialinformation reports and reports on monitoring of compliance with banking laws and NBC’sguidelines on lending, capital adequacy and other regulatory requirements, monthly progressreports on business operations are submitted to the Board Executive Committee.

4. RISK OF MANAGEMENT4.1. Introduction

The Bank will continue to place emphasis on the strengthening of the Bank’s risk managementinfrastructure and capabilities within its integrated enterprise wide risk management framework, notonly for regulatory compliance but with a view to improving operational and financial performanceand optimizing capital efficiency.

4.2. Overall Risk ManagementFramework Campu Bank had set up its Risk Committee which adheres to the Group’s risk

management framework established by its parent bank, Public Bank, Malaysia.Campu Bank believes that there must be clear accountability and responsibility for the riskmanagement process.The Board of Campu Bank is responsible for the management of risks of the Bank. The Boardmaintains overall responsibility for risk oversight within Campu Bank.

5. CODES OF ETHICSCampu Bank is in an industry where trust is of paramount importance given that a financial

institution is a custodian of public funds. The trust and confidence that customers and the public havein the Bank are vital to the continued growth and success of the Bank. The Bank actively seeks toconduct itself with integrity and trustworthiness to engender such trust and confidence in the Bank.

A key determinant in building a trusted financial institution of high repute is the way itsemployees conduct themselves in their work and in the delivery of services to customers and thepublic. The Bank has taken, and continues to take, proactive initiatives to ensure that employees havevalues and principles, and conduct themselves to standards that are consistent with the expectations ofcustomers and the public of a trusted financial institution.

The formalization of what constitutes acceptable conduct expected of employees of the Bank inthe form of clear and documented codes and policies is a critical step in building trust and integrity in



employee conduct and behavior. Such codes and policies include a code of ethics, an Anti-FraudPolicy and an Anti-Money Laundering Policy.

Code of ethicsThe Bank issued staff circulars to guide employees’ conduct based on 6 key principles:i. Avoid conflict of interest.ii. Avoid misuse of positioniii. Prevent misuse of information for personal gain or any purpose other than its intended

purpose.iv. Ensure integrity and completeness of records.v. Ensure confidentiality of communication and transactions with customers.vi. Fair and equitable treatment of customers.

Anti-fraud policy Fraud undermines the integrity and erodes the confidence and trust in afinancial institution and the banking system in general. In addition to the extensive infrastructureestablished to prevent and detect fraud and fraudulent activities, the Bank also has a formalized anti-fraud policy Independency and Transparency.

The Board of Campu Bank subscribes to the policy of sound corporate conduct, transparencyand accountability in terms of the extent and timeliness of corporate disclosures and financialreporting.

BUSINESS OPERATION TARGET (Financial Perspective)There was a significant increase in customers’ deposits by USD 234.2 million or 61.8% from

USD378.7 million as at 31 December 2008 to USD612.9 million as at 31 December 2009. Ascompared to end of year 2009, gross loans and advances decreased by USD37.4 million or 5.8%. TheBank achieved a net profit before tax of USD16.5 million as at 31 December 2009.

The Bank will continue its business strategy of focusing on meeting the banking and financingneeds of the retail consumer and middle market commercial businesses, particularly the small andmedium enterprises and on building a long-term core deposit funding base of retail depositors tofurther expand its balance sheet and maintain its rising profitability track record.

6. INTERNAL PROCESS PERSPECTIVEThe Bank’s IT initiatives in 2009 continued to emphasize on delivering enhanced banking

products and service excellence. Various emerging technologies were deployed and new applicationsintroduced to strengthen the existing IT foundation of the Bank.

To enhance a wide range of the Bank’s products, services and to offer convenience to customerin conducting banking transactions outside banking hours, the bank launched ATM services and CreditCard services followed by launching of various types of Credit Cards such as VISA Credit Card, DebitCard and MasterCard and thereafter, the Bank had participated in the Easy Cash network. WesternUnion Services and Internet Banking are two new services for customers performing banking activityoutside the banking hours.

In 2009, the Bank opened 3 new branches in Phnom Penh consisting of Phnom Penh SpecialEconomic Zone branch, Toul Kork branch and Phsar Doeumkor Branch and has targeted to open



another 12 branches by the end of the year bringing the total number of branches to 27 in Cambodia byend of 2010.

7. HUMAN RESOURCE DEVELOPMENTThe key to the remarkable success and strong performance of Campu Bank is the contribution of

the team of dedicated, committed and knowledgeable employees who are continuously striving forexcellence.

The Bank highly treasures this and further reinforces their strengths by providing extensive,wholesome and effective training to develop the skills of its employees and teams. Campu Bank alsocontinually nurtures its human capital by a performance reward system; thus generating a strongperformance culture that achieves results for both today’s and tomorrow’s business needs.

Developing Human Capital for Continued Excellence The know-how, skills and expertise of itsstaff continue to be a cornerstone in the Bank’s intellectual capital. By continuously supporting life-long learning and development, the Bank demonstrates its recognition of training as a key driver tohelp the Bank outperform the competition and achieve superior results.

Providing continuous access to learning and development of both operational and managementskills sets is a commitment the Bank has made to further enhance the performance levels of all staff.This also directly encourages the upward mobility of staff within the organization, breeding teams ofloyal, skillful and knowledgeable employees.

For the year 2009, all staff underwent regular in-house and on-the-job training. Newly recruitedstaff in particular is inducted through programs encompassing our corporate values, banking systemand operational processes and procedures to ensure that they are well equipped to meet customerneeds. Opportunities for further enhancement of staff’s skills and knowledge are also made accessiblethrough the many lessons and courses posted on the Bank’s 24 hour e-learning platform.

Training and development was also expanded beyond borders. While staff was sent forspecialized training at Public Bank’s Training Centre in Malaysia, trainers from Malaysia also went toCambodia to train the masses to complement and supplement the local training content.

With the expansion of another 12 new branches in 2010, it is the Bank’s belief that a well-rounded human capital will be one of the key drivers that will propel the Bank to greater heights andnew levels of success Operational Plan.The Cambodian economy is expected to be resilient due to proactive development policies andprograms being undertaken by the Government, effective fiscal and monetary measuresimplemented by the NBC, sustainable exports, and inflow of new foreign direct investments.

The level of competition in the banking industry is expected to intensify further due to morenew entrants and banks adopting aggressive and proactive marketing strategies to increase their marketshare. Nevertheless, despite intensive competition in the Cambodian banking industry, the Bank willexpand its core business activities, particularly in lending to consumers and middle market commercialenterprises, particularly small and medium enterprises, without compromising on its prudent creditstandards and practices.



III. CONCLUSIONAccording to the above, we can analyze the strength of the company as below:

Firstly, the importance of excellent customer service in an intensely banking and financingindustry is key to the bank in staying ahead of the competition. The bank continues to commitsignificant resources in its pursuit of international standards of customer service. Customer servicedelivery excellence is culture that permeates every level of staff in the Bank.

Secondly, the bank follows the customer service excellence culture of the parenct bank, PublicBank. The main theme “Doing It Right For You” and “Your Needs, Our Focus” are aimed atcultivating, as well as reinforcing, the desired attitude in customers service delivery by front-line staffas well as seeking customers’ perception of the Bank service quality levels. A wider Spectrum ofCustomer Service Delivery Channels with increasingly customer base seeking the convenience ofcarrying out banking transaction and accessing product and service information interactively, themultiple service delivery channels of the Bank offer the convenience sought by such customers.Thirdly the bank maintains a strong customer focus in its service delivery which directly impactprofitability. The bank’s passion for service excellence is well demonstrated through the continuouspursuit of improvement in skill and knowledge. Fourth, the bank’s human capital approaches arealways aligned to optimize on business goals such as revenue growth, deposit growth, staffproductivity, customer satisfaction, cost containment and decreased turnover to gain competitiveadvantage for the bank.

In contrast to the strength, there is some weakness points needed to be improved, encountered inthe bank. From the company information we can list down some weakness point as below:

The management has not managed well in term of providing loan to customers as we noticethat, even though deposit has increased two times, loan has declined by 8%.

The firm has faced the tight competitive environment due to similar service providing byother banks as customers have substituted alternative.

Interest Expense has increased sharply due to double increase in deposit while income hasnot increased as expected resulted from reduction to customers.

Management has focused much on attracting on low cost deposit while ignoring ability toinvest asset.

Local people may find it difficult in finding Campu bank in the provincial area.

From our discussion, we have come across some steps taken to strengthen the Bank’s positionand performance. While faced with an increasingly competitive environment in Cambodia, the

Bank’s unwavering commitment to maintain a healthy profitability grow rate and businessexpansion will continue as more resource are channel towards aggressive marketing for new businesswithout compromising on its stringent credit risk management policies. The bank remains focused inattracting lower cost saving and current account funds by delivering superior service delivery at thefrontline. The Bank capitalizes on its low cost of fund to offers low cost of fund to offer competitivepricing to potential and viable business and ensure full participation and contribution toward theeconomic growth and development in the country.



The bank’s lending directions are constantly being reviewed and modified in accordance withchanges in the economic and market environment and regulatory requirements.

Campu Bank continues to invest substantially in updating and upgrading the skills, knowledgeand professionalism of its staff force. Continuous investment are being made on informationtechnology (IT) to upgrade the bank’s computer system with emphasis on delivering efficientcustomer service and new service delivery channels.



REFFERENCES

Text Book: Cambodian Public Bank Annual Report 2009

Website : www.campubank.com.kh

www.campubank.com.kh

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Assignement Campubank