Tài liệu Increasing capital mobilization at joint stock commercial bank for investment and development of vietnam east hanoi brach

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- ĐỖ QUỲNH TRANG INCREASING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - EAST HANOI BRACH TĂNG CƯỜNG HUY ĐỘNG VỐN DÂN CƯ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM - CHI NHÁNH ĐÔNG HÀ NỘI LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- ĐỖ QUỲNH TRANG INCREASING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - EAST HANOI BRACH TĂNG CƯỜNG HUY ĐỘNG VỐN DÂN CƯ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM - CHI NHÁNH ĐÔNG HÀ NỘI Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS. PHẠM THANH HÒA HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article. The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given. The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration. Date………………………….. i TABLE OF CONTENTS DECLARATION .........................................................................................................i TABLE OF CONTENTS ............................................................................................ii LIST OF TABLE ........................................................................................................ v LIST OF FIGURES.................................................................................................... vi INTRODUCTION....................................................................................................... 2 CHAPTER 1: OVERVIEW OF MOBILIZING RESIDENTS’ CAPITAL ACTIVITIES OF COMMERCIAL BANKS .............................................................. 6 1.1. Overview of commercial banks ........................................................................ 6 1.1.1. Commercial Bank ...................................................................................... 6 1.1.2. Operations of commercial banks ............................................................... 9 1.2. Mobilized capital of commercial banks ......................................................... 13 1.2.1. Concept of mobilized capital ................................................................... 13 1.2.2. The role of mobilized capital ................................................................... 13 1.2.3. Forms of capital mobilization .................................................................. 14 1.2.4. Capital mobilization policy...................................................................... 16 1.3. Mobilizing capital from residents................................................................... 18 1.3.1. Characteristics.......................................................................................... 18 1.3.2. Role .......................................................................................................... 19 1.3.3. Mobilization forms .................................................................................. 19 1.3.4 Assessing activities of mobilizing residential capital of commercial banks22 1.3.5 Factors affecting the mobilization of residential capital of commercial banks .................................................................................................................. 25 CHAPTER 2: ACTUAL SITUATION OF MOBILIZING RESIDENTAL CAPITAL ACTIVITIESAT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT – EASTERN HANOI BRANCH .. 30 2.1. Overview of Vietnam Joint Stock Commercial Bank for Investment and Development - Eastern Hanoi Branch ................................................................... 30 ii 2.1.1. Overview of Vietnam Joint Stock Commercial Bank for Investment and Development - Eastern HanoiBranch ................................................................ 30 2.1.2. Business operation situation .................................................................... 34 2.2. Actual situation of mobilizing residents’ capital activities at BIDV – the Eastern Hanoi branch ............................................................................................ 41 2.2.1. Scale of mobilized capital ........................................................................ 41 2.2.2. Structure of residential capital mobilization ............................................ 45 2.2.3. Capital mobilizing activities in terms of criteria ..................................... 59 2.2.4. Analysis of factors affecting the results of residents’ capital mobilization .... 66 2.3. Assessing activities of mobilizing residential capital at BIDV – the Eastern Hanoi branch ......................................................................................................... 72 2.3.1. Achievements .......................................................................................... 72 2.3.2. Limitations ............................................................................................... 74 2.3.3. Reasons .................................................................................................... 76 Chapter 3: SOLUTIONS RESIDENTS’CAPITALMOBILIZATION TO ACTIVITIESAT DEVELOP BIDV-THE EASTERN HANOI BRANCH ................................................................................. 80 3.1. Future orientation of mobilizing residential capital activities at BIDV – the Eastern Hanoi branch ............................................................................................ 80 3.1.1. General orientation for the development of BIDV – the Eastern Hanoi branch ..................................................................................................... 80 3.1.2. BIDV's capital mobilization strategy ....................................................... 81 3.1.3. Orientation for mobilizing residential capital at BIDV - Eastern Hanoi branch .................................................................................................... 83 3.2. Solution to strengthen residential capital mobilizationBIDV – the Eastern Hanoi branch ......................................................................................................... 84 3.2.1. Diversify mobilization forms and mobilized products ............................ 85 3.2.2. Solutions for flexible and competitive banking services ......................... 87 3.2.3. Innovative organizational and management solutions............................. 91 3.2.4. Human resource solutions........................................................................ 92 iii 3.2.5. Solutions to adapt to residential practices ............................................... 93 3.2.6. Improve the quality of using mobilized capital ....................................... 94 3.3. Bank’s recommendations ............................................................................... 95 CONCLUSION ......................................................................................................... 97 REFERENCES .......................................................................................................... 99 APPENDIX ............................................................................................................. 101 iv LIST OF TABLE Table 2.1. Business operation of BIDV - the Eastern Hanoi branch in 2015 – 2018 ......35 Table 2.2. Capital mobilized results in BIDV – The Eastern Hanoi branch In the period of 2015 – 2018 ...............................................................................................38 Table 2.3. Other business of BIDV – the Eastern Hanoi branch ..............................40 Table 2.4. Capital mobilized in scaleofBIDV – the Eastern Hanoi branch in 2015-2018 .................................................................................................................42 Table 2.5. Residents’ capital mobilized in scaleofBIDV – the Eastern Hanoi branch in 2015-2018 .............................................................................................................42 Table 2.6. Capital mobilized in currency in 2015 – 2018 .........................................45 Table 2.7. Residents’ capital mobilized in terms of maturity in 2015-2018.............47 Table2.10. Average interest rate of some state-own banks in Vietnam in 2018 ......55 Table 2.11. Residents’ capital in terms of promotion saving forms in 2016-2018...56 Table 2.12. Residents’ capital in terms of valuable paper issuing form in 2015-2018 ....58 Table 2.13. Residents’ capital mobilization ratio of BIDV – The Eastern Hanoi Branch in 2016 – 2018 period ...................................................................................60 Table 2.14. Interest rate and cost for residents’ capital mobilization .......................61 Table 2.15. Residentials capital in mobilizing and credit .........................................62 Table 2.16: Revenue – Expenditure differences of BIDV – The Eastern Hanoi Branchin 2015-2018 period.......................................................................................63 Table 2.4. Capital mobilized in scale ofBIDV – the Eastern Hanoi branch in 20152018 ...........................................................................................................................63 Table 2.17: Customer evaluation for customer management staff ...........................66 Table 2.18: Deposit mobilization productsof banks in Dong Anh area ....................67 Table 2.19: Customer assessmentsabout mobilized productsof BIDV – the Eastern Hanoi branch .............................................................................................................68 Table 2.20: Customer assessments about interest rate policy and transaction procedure at BIDV – the Eastern Hanoi branch .......................................................69 Table 2.21: Customers’ assessment about Marketing policy of BIDV – the Eastern Hanoi branch .............................................................................................................70 v LIST OF FIGURES Figure 2.1: Organization chart of Eastern Hanoi branch ..........................................32 Graph 2.1. Annual resident’s capital mobilized in 2015– 2018 ...............................43 Graph 2.2. Capital mobilized in currency in 2015 – 2018 ........................................46 Graph 2.3. Annual residents’ capital mobilizes in 2015– 2018 ...............................48 Graph 2.4. Annual residents’ capital mobilizes in terms of form in 2015– 2018 .....50 Table 2.8. Residents’ capital in terms of mobilized forms in 2015-2018 .................52 Table 2.9. Capital mobilized in terms of currency 2016-2018 .................................54 Graph 2.5. Annual residents’ capital mobilizes in terms of currency Incommon form (2016– 2018) ....................................................................................................54 vi 1 Thesis: “STRENGTHENING THERESIDENT’S CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV) -EASTERN HANOI BRANCH”INTRODUCTION 1. Thesis’s necessaryRationale Mobilizing capital is one of the main activities of commercial banks. In recent years, along with the establishment of many domestic commercial banks as well as the appearance of foreign banks, capital mobilization has faced to a fierce competition. Each commercial bank, based on its capabilities and conditions, has set up its measures and solutions to implement capital mobilization. Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) is one of the leading banks in commercial banking system of Vietnam. Through 60 years of establishment and development, BIDV has affirmed its reputation in the market. Bank for Investment and Development of Vietnam – the Eastern Hanoi Branch is one of branch in Hanoi accounting for a relatively large market share, especially in Dong Anh, Soc Son and suburban areas. However, due to operation of many credit and financial institutions in the area, the competition has been getting fiercer. Therefore, the mobilization of resident’s capital of the Branch has been faced with many difficulties which is negatively affecting to the Growth rate and market share of the Eastern Hanoi Branch.Therefore, it is necessary to have a scientific, comprehensive, specific and profound research to find effective solutions to ensure that the Branch can attract capital from the residents, maintain and develop its market share in the locality, ensure business efficiency and implement its business plan. This is a very urgent issue which is, in one hand, meeting the practical reality requirements of commercial banks,and in other hands, meeting the current issue in business operation of commercial bank. Because of the above reasons, the issue of "Strengthening the mobilization of residential capital at Joint Stock Commercial Bank for Investment and Development of Vietnam- Eastern Hanoi Branch" has been chosen as a topic of master's thesis specialized in Business Management. 2. Research objectives and tasks 2 The objectives of this thesis is suggest some solutions to strenghen mobilization of residential capital in the coming time. . To reach the goals of research, the thesis solve some specific tasks as follows: Firstly, systematizing the theoretical issues of residential capital mobilizationof commercial banks. Secondly, analyzing the status of business operations; activities of mobilizing residential capital of BIDV – Eastern Hanoi Branch, clarifying achievements, shortcomings and reasons. Thirdly, proposing feasible solutions to strenthenresidential capital mobilization in the coming time at BIDV – Eastern Hanoi Branch. 3. Subjects and scope of research 3.1. Subjectof the research The mobilizing residential’s capital activities of BIDV – Eastern Hanoi Branch. 3.2. Scope of the research - In terms of time: 2015-2017 period, some targets were updated to 2018. - In terms of space: BIDV – Eastern Hanoi Branch. 4. Research Methodology * Data analysis method - Comparison method by absolute numbers This method is used to compare year-on-year data with previous year's figures for volatility and find out the causes of fluctuations in those indicators to make corrective measures. - Comparison method by relative number: This method is used to clarify the level of volatility of economic indicators. Comparing the growth rates of year-on-year indicators to find out the causes and remedies. * Visual method - Tables: show the annual data on the tables 3 Formatted: Indent: First line: 0.39", Space Before: 0 pt, After: 0 pt, Line spacing: 1.5 lines Formatted: Indent: First line: 0.39", Space Before: 0 pt, After: 0 pt, Line spacing: 1.5 lines - Charts: vividly describe the situation of increasing and decreasing over the years. * SWOT matrix analysis - List strengths, weaknesses, opportunities and threats - Combine strengths and opportunities to come up with strategies - Define weaknesses and threats to propose solutions - Set up opportunity assumptions to overcome or limit weaknesses Data source is exploited from annual business performance reports of BIDV – Eastern Hanoi Branch in 2015, 2016, 2017. 5. Literature review Residential capital mobilization is nota new topicthat has been reviewed by many authors. Previous studies had been studied on many different aspects, some of them includes: - "Solutions to increase capital mobilization from residents of Bank for Investment and Development of Vietnam (BIDV) – Transaction Office 3" by Dang Cong Ngoc, 2010. - "Solutions to strengthen the mobilization of residents’ capital of JSC Bank for Foreign Trade of Vietnam - Transaction Offices" by Nguyen Thanh Mai, 2009. - “Some solutions to increase capital mobilization in current time of Vietnam Bank for Agriculture and Rural Development (Agribank) - Hanoi branch" by Nguyen Thanh Tung, 2009. - Master thesis: "Solution to mobilize residential capital at Vietnam Joint Stock Commercial Bank for Investment and Development - Da Nang branch" by Do Van Nhat, 2013. The above topics just analyzed capital mobilization activities and assessing capital mobilization activities in separate aspects such as structure, scale of capital mobilization or capital mobilization cost. On that basis, some solutions to increase capital mobilizationwere proposed. However, those solutions had just met requirements of capital mobilization revenue, but not satisfied the requirements involved inanalysis and evaluation of effectiveness of capital mobilization 4 Comment [Office1]: Phầnnày em phải sơ lượ qua đượcnhững công trìnhnàycủahọđãlàmđượcg chưa làmđượcgìđểtừđó em mới đưa đếnkếtluậnl công trìnhcủa em không bịtrùnglặpvới công trìnhcủahọ activities. Furthermore, there was no comprehensive and effective solutions to improve capital mobilization. It is a fact that, previous solutions cannot be accepted by the bank to meet the target of “the cheapest cost of capital - the highest profit”. Besides, with specific features and different development strategies in specific period and stage, banks will have different directions and solutions to improve its operation. It is currently similar to the situation of the Vietnam Bank for Investment and Development Bank –Eastern Hanoi Branch.Furthermore, there is a shortage of official research on the mobilization of residential capital of the branch. Therefore, I would like to choose the topic: “Strengthening the mobilization of residential capital at Joint Stock Commercial Bank for Investment and Development of Vietnam- Eastern Hanoi Branch” as a theme for my master thesis. 6. Thesis structure In addition to the introduction and conclusion, this thesis includes three chapters: Chapter 1: Overview of mobilizing residents’ capital of commercial banks Chapter 2: Actual situation of residential capital mobilization activities at Vietnam Joint Stock Commercial Bank for Investment and Development –Eastern Hanoi Branch. Chapter 3: Solutions to develop residential capital mobilization activities at Vietnam Joint Stock Commercial Bank for Investment and Development –Eastern Hanoi Branch. 5 CHAPTER 1: OVERVIEW OF MOBILIZING RESIDENTS’ CAPITAL ACTIVITIES OF COMMERCIAL BANKS 1.1. Overview of commercial banks 1.1.1. Commercial Bank 1.1.1.1. Concept of commercial bank Commercial banks are banks that deal directly with companies, enterprises, economic organizations and individuals, by receiving deposits, savings, and using that capital to lend, discount, providing payment facilities and providing banking services to those subjects. It wasdefined in the Banking Act of the Republic of France (1941): "Commercial banks are institutions where careers regularly receive money from the public. They are in the form of deposits, or in other forms, and use that money to lend, discount and make payment”. According to regulations ofState Bank of Vietnam (SBV)(1990): “Commercial banks are a currency trading organization with regular operations and mainly receive customer deposits with the responsibility to repay and use that money to lend, to discount and to use as payment instrument”. According to the Law on Credit Institutions No. 47/2010 / QH12 issued by the National Assembly and passed on June 16, 2010, it was defined that: “The bank is a type of credit institution that can be implemented all banking activities in accordance with this Law. According to the nature and operational objectives, types of banks include commercial banks, policy banks, cooperative banks, "and" Commercial banks are all types of banks that are carried out all banking operations and other business activities under the provisions of this Law and aiming at profit target”. Thus, commercial banks are an extremely important intermediary financial institution in the economy. Thanks to this intermediary financial institution system, capital sources are scattered, gathered in large numbers to provide loans for economic organizations and individuals to serve for the purpose ofsocioeconomicdevelopment. 6 Through the concepts and defines of commercial banks, it can be commented that:  Commercial bank is a type of corporation, because it is established to do business and the purpose of itsoperation is for profit.  Operations of commercial banks include currency trading and banking services.  Besides structural similarities and final financial goals, commercial banks are different from other businesses. Such as:  Business scope: Banking business is money, credit, and banking services.  As a business, the main source of capital that the bank uses in business is capital mobilized from outside, while the bank's own capital accounts for a low proportion of total business capital.  Over the Bank's total assets, fixed assets and current assets account for a low proportion, in which financial assets accounts for significant proportion, including bonds, negotiable instruments, stocks,debt agreements and other valuable papers.  Business activities of commercial banks are under the control of the Central Bankor State Bank. Commercial banks cannot expand business activities when the Central Bank is applying monetary tightening policies and limiting inflation and vice versa. Therefore, the expanding or narrowing of a commercial bank isdominated by the Central Bank. In conclusion, it can be said that commercial bank is a combination between capital surplus subjects (individuals who have income but do not need to use; enterprises and organizations have just consumed products but have no need to import materials ...) to capital deficit subjects. 1.1.1.2. Commercial bank branch To operate effectively and expand the operating market, any commercial bank has established its branches. Each branchof commercial bank operates in a specific location that is responsible for attracting customers as well as providing banking services. In order to be recognized as a branch of a commercial bank, it is 7 necessary for a bank to achieve a number of standards according to the specific requirements of each country in terms of scale of operation, number of employees, number of services provided...The operations of commercial banks’ branchesare depending on requirements of head office,are under the control of head office and are accountedon head office’s account. The branch is a dependent unit of commercial bank, has its own recognition, carries out business activities in accordance with regulations of commercial banks. In Vietnam, to set up a new branch, there are some specific requirements: - Safety ratios in banking operation withinrecent three years has been ensured as regulations of the State Bank; - Information system met the requirements of online management of commercial banks; There are internal regulations on management of transaction offices and branches that ensure safe and effective operation in accordance with recent law. After one year from the date of opening, commercial banks can open transaction offices and branches if following conditions are satisfied: - The businessresult in the previous year of application for opening new transaction offices and branches was positive; safety ratios in banking operations were ensured; debts were classified, risk provisions were sufficiently set up according to current regulations; - Having an effective management, executive and internal audit systems; - Having an internal inspection and control system according to the regulations of the State Bank; - Having an information system satisfied the requirements of online management of commercial banks; strictly follow statistical reporting regimeof the State Bank; - There are official internal regulations (in writing form) to manage transaction offices and branches to ensure safe and efficient operation in accordance with recent laws; 8 - Not being sanctioned by the Bank Inspectorate for a total of thirty million VND or more within one year up to the time of requesting for a new transaction office or branch; 1.1.2. Operations of commercial banks Along with the formation history of commercial bank, current operation of commercial bank today is far different from that of early commercial banks in the past. Due to business today requirements and fierce competition, the commercial banking system has expanded into many typesof financial institutions which providing utility banking services to customers.Althoughsome traditional operations are still inseparable from the operation of the bank, hereinafter we explore some types of services that banks provide for the economy. * Foreign exchange trading One of the very first and typical services provided by banks is foreign exchange trading, whereby the bank buysseveral currencies in exchange for another currency. Banks will receive fees and spread for this type of transaction. Thisservice isvery important for international tourists when traveling in the host country. Additionally, at the same time, commercial banks also carry out capital mobilization, foreign currency loans, and more importantly, international payment for international trade activities. *Deposits As mentioned above, in order to have capital for business activities, commercial banks must mobilize from various subjects in the economy. Commercial banksarepermitted to receive all deposits of residents, businesses, economic organizations and professional social organizations with appropriate interest rates announced. Currently when customers come to send money, the bank will open an account to help customers conveniently transact and check. * Lending Lending is the main income-generating activity for commercial banks in developing countries (while in developed countries, the main income comes from service fees), there are now some types of loans, including: 9 - Commercial lending and commercial paper discount: This transaction was appeared right from the beginning of the bank's establishment. Commercial banks discount commercial paper, which is to lend to local businesses. After the lending, those business would sell their debts (receivables) to banks to get cash. It is a transition from discounting to direct lending to customersto help them access capital to purchase stockpiles or build offices orprocure production equipment. - Consumer lending: In the history of banks’ formation and development, most commercial banks did not actively lend to individuals and households because they believe that, on the one hand, consumer loans were generally small and, in another hand,there was a relatively high risk of default.Therefore, this type of loan became low-profit. However, in the early twentieth century, banks began to rely more on customer deposits to finance large commercial loans. Otherwise, fierce competition in deposits and loans has forced banks to target consumers as loyal and potential customers. Many major commercial banks in the world today have established a strong consumer credit department. - Financing and co-financing: Banks are becoming increasingly active in funding and co-financing for new plans with high cost constructions, especially in high-tech,large-scale industriesand long-timeoperation. * Preserving valuables This is a medieval business when the bank was still in its primitive form, and banks preserved valuables of customers in their warehouses. One interesting thing is that these valuable papers, such as bank-issued certificates for customers (recorded on the asset being kept), can be circulated like money - this is the first form of check and card payment. Today, preservation service is often carried out by a specific department of bank, namely "preservation department". * Trading through accounts and payments When businesses set up deposits, they find that banks not only preserve but also make payment orders on behalf of customers. Payment via bank has been considered as a form of non-cash payment. That means, itis not necessary for depositors to go to a bank with cash withdrawal,but a payment request instead to 10 pay to the bank. In another way, customers may bring documents (Check, signed by other customers) to the bank to receive money. The provision of this payment service has played an important role in saving transaction time for both banks and customers, reducing costs.Especially banks will expand their network to meet the customers’ demandquickly and conveniently. Thereby banks would encourage businesses, individuals to deposit into banks and use the services provided by the bank. Therefore, a new and important service is developed that is the deposit account (demand deposit), which helps depositors write checks, authorize payments to pay for the purchase of goods and services. The introduction of this type of service is seen as one of the most important steps in the banking industry. * Management of funds With the function of the treasurer of businesses and many other individuals in the economy, banks will open accounts and keep money for them. It in turn will tightly encourage the relationship between banks and customers. Additionally, commercial bank is very experienced in budget managing, so they have provided the services of managing and agreeing to manage the revenue and expenditure for the customers especially for the enterprises and using the temporary cash surplus. to the purpose of the bank until the customer needs to withdraw money or pay. * Sponsoring Government activities This is one of the many types of banking operations applied, because the banking industry's activities are directly related to the overall picture of the economy's operation. Therefore, since the establishment of the bank, Sponsoring Government activities have been subject to direct or indirect management and regulation of the Government. Normally, banks must commit to buy a certain amount of government bonds on the total amount of money it mobilizes. Banks pledge to lend to the Government, or to finance government projects and programs in necessary cases. * Leasing In order to sell equipment and machinery, especially high-value equipment, many manufacturers and traders have leased (instead of sold) devices. At the end of 11 the lease, the customer can proceed to renew the lease, or redeem (if the contract is a lease). With its strong financial potential, commercial banks also have the right to choose the necessary equipment and machinery to rent equipment and machinery through a lease or hire purchase contract, in which the bank purchases equipment and machineryfor rented customers, with commitments made by the parties. Normally, customers must commit to pay two-thirds of the rental property value. Thus, in fact, this is a form of lending made by banks for customersIt is often classified into medium and long-term credit. * Providing trust services and consulting Because the bank's operations are mainly in the financial and monetary field, the bank often focuses on investment portfolios as experts. When individuals, organizations, and businesses request, the bank conducts investment advices, financial managements, establishment/separation of enterprises, and securities trading. At the same time, the bank also manages customer assets, and in many cases, the bank also provides trust services for customers such as investment entrustments, entrusted issuances, entrusting loans to households. * Providing brokerage and securities investment services Due to the demands of competition in the economy, commercial banks are increasingly interested in providing as much service to customers as possible. Currently most commercial banks offer securities trading services, providing customers with the opportunity to buy stocks, bonds and other securities without resorting to stock traders. Many banks now have established securities companies and securities brokerage companies. * Provide insurance services In recent years, banks have sold insurance to customers (mainly deposit insurance, or credit insurance), which ensures the ability of customers to return to banks when not sewing customers at risk of affecting health, health or risks in production and business activities. * Provide agency services 12