PAGE 3 Passion @ work The monthly feature about the Bank’s staff
PAGE 5 NBO Change Leaders
PAGE 11 10 TIPS to build Customer Loyalty
PAGE 12 Human Resources Group
Practical steps to help us become the No.1 Bank
Keys to building a successful customer base
Vision, Mission and Objectives
ISSUE 02 ● SEPTEMBER - OCTOBER 2010
National Bank of Oman . NEWSLETTER
MESSAGE FROM OUR CEO
How you can make NBO great! I have two important messages I wish to share with you. The first comes in two inter-related parts: ■ We must at all times be customer-centric and market-driven; and ■ We must also achieve the above at an acceptable profit to the organisation. We must be totally focused on the first two parts of our goals in order to succeed in becoming the number one bank in the country. It is essential that we do both very well to ensure sustainable success and leadership. We cannot offer the best and most innovative products and services to our customers at a loss – we will obviously not survive as a business. Yet, we cannot produce sustainable profits
Salaam Said Al Shaksy CHIEF EXECUTIVE OFFICER
if we do not offer innovative quality and value added products and services that meet and exceed our customer needs and expectations. You, my colleagues, must do your very best to ensure that you as individuals and we as a team and organisation, are totally committed to delivering the best products and services in our industry at an acceptable profit to our shareholders.
This brings me to my second message: ■ “NBO is YOU (us) and YOU (we) are NBO”. What I mean here is that we as individuals, and collectively as a group, make NBO what it is. What defines NBO to the market and our shareholder is simply based on our individual and collective behaviour and actions – the results of our interaction with every customer and the market at large. Clearly, there is no “NBO” without the people that uphold its name through their actions – you and me. Finally, if we succeed in making NBO a market leader through our individual and collective actions – being customer centric and market driven at all times, and ensuring we do this at an acceptable profit to our shareholders – we succeed in our individual careers and are rewarded with better quality of life through
generous compensation and other benefits. Therefore, I ask you, from now on, to stop thinking, talking and behaving as if NBO is not an essential part of you and you a critical part of NBO! In the next two to three months, NBO will go through a structural and cultural transformation to help us become more customer centric and market driven. I encourage you to become actively involved and contribute to this change – a change in how we think and behave; an essential change in ourselves, our systems, procedures, products, service levels, and delivery channels – to ensure we become the number one bank in the country. Salaam Said Al Shaksy
Taqi Ali Sultan EDITOR-IN-CHIEF – AL WATANI
Welcome to the second edition of your own Newsletter al watani. We are extremely delighted with the positive feedback that the first edition has received, which has assured us that we are on the right track! This will indeed encourage us further and definitely strengthen our resolve and determination to do even better, in future issues. However, this will not be possible without your support - for al watani to remain a success, it has to be a team effort, dependent on the valuable contributions and useful feedback, from all of you. I urge each of you to please come forward with your ideas, and contributions for the future issues of al watani. Enjoy our September – October issue which updates you further, on NBO happenings. We do hope you will be enthused by the different stories in this issue of al watani.
Let us all imbibe from the various messages conveyed in the issue and strengthen our commitment to strive to make NBO a market leader. We look forward to receiving contributions about your Division’ news, best practices, your personal achievements (in and out of work), your goodwill, talents, among other contributions. I also take this opportunity to wish you and all your family members Eid Mubarak, and urge all of you to please drive safely. Taqi Ali Sultan
Should you have an interesting story or news to share, please feel free to drop us an email at email@example.com Newsletter deadline for submission of contributions to CCD is the 10th of every month. Articles received after the 10th will appear in the following month’s issue of al watani.
KODRATI is a Retail Banking ‘reward and recognition’ staff incentive programme, first initiated in January 2009, to motivate and encourage Retail Banking staff to work harder, achieve more and thereby achieve high performance levels.
Suad Mansoor HEAD OF RETAIL COMPLIANCE
Kodrati in Arabic means ‘our potential’ – our will and desire to make things happen!
The winners of Kodrati, for the month of June 2010 are as follows: Branch of the Month Sohar Al Hambar Top Performing Staff Muscat North Fahima Mohsin Al BalushiSeeb Town Branch Top NBO DSA Staff Khalifa Al Busaidi Top Performing StaffCall Center Bader Khamis Al Falahi Top Performing StaffWealth (Relationship Manager) Shamsa Al HarthySadara Shati Al Qurum Top Performing Staff-
Kodrati Winners for the month of June
Wealth (Deposit Products) Arvind BelamkarSadara Shati Al Qurum Top Performing Staff Mortgage (Head Office) Fahad Al Hamadani Top Performing StaffMortgage (Branch) Salim Said Al Hadabi Sumail Branch Special Recognition Service Quality Fatima Al Balushi Special Recognition Know Your Customer Suhail Mahadik KYC and Data Management Babu Samad Mustafa -
Head NRI & Group Schemes Bilal Faiz Al Balushi KYC and Data Management Noora Sabah Jawad Sultan Sadara-CBD Salima Obaid Issa Al Marzoqi Regional Manager-Batinah Najla Mohamed Abdulla Rashid Reg. Coordinator - Muscat South Wafa Salim Al Jabri Reg. Coordinator - Dakhliya Dahira Mohammed Al Amri Branch Manager-Mirbat Sukaina Mansoor Branch Manager-QCC Congratulations to all the Winners!
Mustafa Mohammed Ali Al-Lawati SENIOR MANAGER - CORPORATE BANKING
Born: 26 OCTOBER 1978 Education: MBA, SPECIALISATION IN FINANCE AND BANKING. CLEVELAND STATE UNIVERSITY, OHIO, USA - 2008. BACHELOR OF ARTS, SPECIALISATION IN ACCOUNTING, UNIVERSITY OF MISSOURI ST. LOUIS, USA - 2001. BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION, SPECIALISATION IN FINANCE. UNIVERSITY OF MISSOURI ST. LOUIS, USA - 2001. DOJ: 11 OCTOBER 2003
32 year old Mustafa Al Lawati will complete 5 years with NBO in October 2010, having taken a sabbatical from 2006 to 2008, to complete his MBA in the United States. He has been with Corporate Banking from June 2009 to date. He is currently working as a Relationship Manager in one of the Corporate Banking units. He spent 4 years from Oct 2003 until June 2009, in Treasury – Dealing Room, during which he covered various areas of Treasury such as: Money Market Desk, Foreign Exchange Desk, Assets and Liabilities Management Desk, Derivatives Desk,Treasury Sales Desk etc. Exuding confidence, Mustafa says “ My aim is to reach my career related goals. My passion for my job drives me to enjoy it. I want to excel, both for my personal satisfaction and for the Bank’s success”. He enjoys reading books and attending conferences and is a sports enthusiast who enjoys Tennis, Basketball and Football. This double degree holder is the recipient of the Fulbright Scholarship. “I am indeed very proud to be a recipient of this prestigious Scholarship”, he said. The Fulbright Foreign Student Program brings citizens of other countries to the United States for a Master’s Degree or Ph.D. study at U.S. universities or other appropriate institutions. The program has brought some of the world’s finest minds to U.S. campuses and offers program participants’ insight into U.S. society and values. Mustafa says” A Leader can be described as a person at the head of a group of followers. Strong character is one the leadership qualities that is essential to all leaders. Character is a wide range of traits that collectively identifies a person. This includes values, morals, and methods. In order for a person to be a good leader, he must generally have a clear and distinct identity, and must possess leadership qualities including honesty, integrity receptiveness and the ability to command respect. Receptiveness is one of the leadership qualities that can allow a leader to grow. Being at the head of a group does not make a person all-knowing. This is why most great leaders are surrounded by great advisers. A leader typically needs to be able to listen. He also needs to be able to observe what is going on around him”. Mustafa enjoys challenges and his zest for success. His role as a Relationship Manager poses new challenges for him every day as the competition in the field is fierce and allows him to taste success regularly as he works very hard to achieve his goals. aw
Bilal Faiz Al Balushi RETAIL BANKING - SERVICE QUALITY
Born: 2 MAY 1983 Education: BACHELOR OF ARTS DOJ: 2 AUGUST 2009
‘Kodrati’ Award winner for outstanding performance in the KYC Project, Bilal Al Balushi joined NBO as recently as August 2009 as a Management Trainee. A Graduate from Pakistan Military Academy, Bilal considers himself a self-starter, dedicated and hardworking person and a good team player. He was first assigned to NBO Mabellah Branch and thereafter trained in Investment Banking Division and is currently working in Service Quality, as part of the KYC and Data Management Team. Bilal says: “It is indeed my proud privilege to express my sincere gratitude to HR Division for providing me this valuable opportunity to pursue as a Management Trainee. The NBO MT Program is indeed unique as it entails both implementation of knowledge and practical experience.” Also, a sports enthusiast, having been awarded ‘Best Athlete’ and ‘Best Cadet’ of the Year, he said: “During college days, I was a captain of the college gymnastic, riding and athletics team. I also enjoy reading books, listening to music, watching movies, and socialising with my friends”. This energetic and mature 27 year old, is very clear about his goals and says “I believe there is no end to learning. Motivation keeps my spirits alive in anything I do – at work or outside work. Setting goals and achieving them is my road map to the life I desire. Achieving my goals motivates me to raise the bar and aim higher. My current working experience, has taught me the importance of getting a job done, without compromise, and in the most efficient and shortest period. I always take pride in my work and do not settle for second best”. “My long term goals involve growing with the bank where I am confident, I will continue to learn, take on additional responsibilities and contribute as much as I can because I always want to be among the best employees of the Bank”. aw
NBO TALENT CORNER
The power of veto should be eradicated from the UN The United Nations is an organisation that was formed at the end of the Second World War (WW II) in 1945. It was created to replicate and improve on the League of Nations. BY AZIZ AL-JAHDHAMI
Aziz Al-Jahdhami MANAGER – RESEARCH ANALYST Education: Msc. INTERNATIONAL RELATIONS & POLITICS Division: INVESTMENT BANKING DOJ: FEBRUARY 2009
In a democratic system every vote counts as one, and it would be insulting for one voter to tell another that their vote is more important than another’s because of their status or wealth or power.
The international treaty signed to formulate this union on the 26th of June 1945 in San Francisco, which went into force four months later on the 26th of October. Of the 192 members of the UN, five are permanent members of the Security Council, a separate body of the UN that deals with security issues around the world. These five are the United States of America, United Kingdom, China, France, and Russia. These are five countries that were deemed responsible enough at the end of the WWII to have the power of veto. Veto, according to the Webster dictionary is “To prohibit; to negative; also, to refuse assent to, as a legislative bill, and thus prevent its enactment; as, to veto an appropriation bill”. In other words the five permanent members (P-5) have the right to say no to any bill that passes through the UN even if the bill is unanimously agreed on. This automatically presents a huge problem with decision making and therefore the power of veto should be removed from the United Nations. The first of these problems is a right issue. The purpose of an organisation such as the UN is to give people the rights they deserve. In a democratic system every vote counts as one, and it would be insulting for one voter to tell another that their vote is more important than another’s because of their status or wealth or power. This ideology can be called hypocrisy as four out of the five permanent members are supposedly democratic states where elections are held and people’s rights are valued. These very same states that hold these positions in the UN are the very same nations that are trying to preach democracy to the rest of the world. Since these countries have the right to veto, they effectively dictate all actions at the
UN General Assembly Hall
UN which defeats the purpose of having such an organisation. Another reason why the veto should be eradicated is the slowing down or blocking of resolving certain diplomatic processes. There are situations such as in times of war in such countries such as Chechnya, Tibet, Sudan and Uganda to name a few which the Security Council simply chooses to ignore. The manner in which they do this is through “hidden vetoes”. This is done by the permanent members behind closed doors by threatening other countries to use their power of veto. Among the examples are the Algerian war and the partitioning of India, the countries using the veto were France and the United Kingdom respectively.
Interesting Fact: Oman became an official UN member on 7 October 1971 Finally the right to veto can have extremely adverse effects on some countries due to the personal interests of certain countries. The best example of this is the Palestine-Israel conflict.
The United States has vetoed 79 Security Council resolutions, almost half of them on Israel’s behalf. These vetoes which show the USA’s support of Israel has allowed Israel to act in a reckless manner on several occasions even breaking International law without consequence such as the seize on Gaza, more recently excessive use of force on several aid ships attempting to break the siege on Gaza in international waters. All these actions have had a deadly affect on Palestine and its people as an indirect result of vetoes. However, there are those who support the use of vetoes with different claims. The first being, that certain countries are more responsible than others and should therefore have the right to veto. The second, at times of war the veto allows the world super powers to intervene and neutralise the situation. Third, veto allows the P-5 to make decisions on behalf of the rest of the world on key issues such as the environment and international law. The very idea of having a veto is an insult to the principles of democracy - a right that has become a might, exercised by those in power to intimidate and control other nations around the world. aw
NBO Change Leaders As we go through the journey to becoming the best bank in Oman, this journey will involve series of planned organisational changes, starting with identifying the markets and how we are going to serve our customers and clients, looking at the organisation from outside-in. our members by creating development opportunities, by empowering others to learn and grow, and by giving opportunities to others to reach their highest potential.
Nasser Al Bahantah Deputy General Manager - Chief Human Resources Officer
In today’s competitive landscape the only constant thing is change and only great companies will survive in this dynamic environment. We must recognise and accept that change is not easy and it does involve a lot of hard work and at times involves both positive and or negative emotions, if we all collaborate in our efforts of changing NBO to become the best bank in Oman, it will happen. We are all change leaders, each and every one of us is a leader in his area of work and can contribute in making positive changes towards our new journey, in this process, everyone counts and no one will be left behind, we need passion, we need positive energy, we need teamwork/collaborate engagement, and we need to help and support each other. How can we create the best organisation? Here are few practical steps, as leaders and managers, we need to believe in and demonstrate:
of our team; we have their best interests at heart and appreciate their personal contribution to our journey and success.
Caring for people We care for each individual member
Coaching and developing We coach and develop
Honesty and fairness We treat our members with honesty and fairness and expect the same throughout NBO. Open communication and transparency We foster and encourage open communication and transparency at all levels in the organisation; this builds confidence, stimulates innovation and increases effectiveness. Involving people/Collective Engagement Get everyone involved in the decision-making process and in collectively finding innovative solutions, make teams and individuals more committed and accountable to the outcome/ performance.
Ethical behaviour and integrity We all practice and enforce ethical behaviour and unquestionable integrity in all our dealings and relationships internally and externally. We will not accept or tolerate anything less. Great change leaders/manages will create great organisations, they have clear vision and inspire others to share their vision, they provide help to their team members on how to deliver superior results, and above all, they give credit and due recognition to others who deserve better than them as they never claim others’ credit. According to Gallup research, great leaders/managers also deliver exceptional results. The research revealed that wellmanaged teams and workgroups are more profitable (44% higher), more productive (50% higher), and have stronger customer loyalty (50% higher). As change leaders, we are change agents and are expected to put the right person in the right position, get them motivated to deliver superior results, but equally we are also accountable for those members who may be hindering the progress of our team, lacking enthusiasm, and creating negative energy around the organisation. In short, we must create and have the best teams, if we want to be effective in delivering change in our organisation; it has been proven yet time and again that talent is the key competitive advantage in any organisation. Therefore, let’s compete on this organisational core competence; we can do this provided that we have the best people in our teams. In this journey of change, you are not alone; we will all help each other to build a culture of excellence and high-performance. “Always remember, teamwork is about helping someone else succeed.” aw
We are all Change Leaders. Each and every one of us is a leader in his area of work and can contribute in making positive changes.
MUSTAFA ALI AL HEMEID Head of Legal
Age: 54 YEARS Born: 1 JANUARY 1956 Secondary Education:1977 Further Education: MASTERS IN LAW, UNIVERSITY OF JUBA, SUDAN - 2009 MBA, UNIVERSITY OF LINCOLNSHIRE & HUMBERSIDE, U.K, 1997 B.Sc. IN LAW, UNIVERSITY OF JUBA, SUDAN -1990 DOJ: 1 JUNE 2003 Hobby: READING AND SWIMMING
AL WATANI (AW): Describe a typical week of work. What exactly do you do and what are your key responsibilities? MUSTAFA AL HEMEID (MH): I have been the Head of Legal since its inception in June 2003. I also act as the point of contact between the Bank and all the judicial and supervisory government bodies, such as courts, public prosecution, ROP and the CBO. I also manage Bank’s litigations and liaise with Bank’s external counsels and attorneys. I also provide legal advice and opinions on employment and labour matters, as well as check the legality and enforceability of the forms and internal policies and procedures of Divisions in the Bank. As the in-house Legal Advisor, I provide legal advice on legal matters referred to the Legal Division, such as daily banking transactions and operation of customers’ accounts. On a basic level, an in-house legal advisor requires to have in-depth and thorough knowledge of the legal framework of the Banking sector in Oman as well as other commercial and business laws of the Sultanate and other countries where the Bank has branches, international business, commercial laws and regulations. The most challenging aspects of the in-house job is to understand the banking and business environment and the Divisions and Unit requirements to be in a position to opine and advise on related issues. As an Advisor I avoid rushing in providing advice and opining on issues forwarded to me. It is not enough to diagnose and elaborate the issues; one should always provide suitable solutions and suggestions for the problems, for the business to continue. AW: Who is the biggest inspiration for your career? MH: My biggest inspiration is a colleague from my previous job. Since his early years this gentleman became disabled from a car accident that led him to leave school and take up a job in the public sector. At his workplace he was never frustrated. Moreover, he valued the importance of education and continued his secondary school followed by an Undergraduate degree through distance learning. Through pure determination he succeeded and received a B.Sc. degree in Law followed by a Post Graduate degree in Law and obtained a Masters degree and finally today, he is a holder of a Doctorate in Law. AW: How has your education benefitted your career? MH: Before becoming a Legal Counselor, I was a Banker where I reached the level of Branch Manager in one of the local Banks. By merging my banking experience with the B.Sc. in Law it gave me an advantage over many of my colleagues to become a successful in-house Legal Counsel. Adding to this, my MBA studies helped me build a strong position in my career as an in-house Legal Counsel. AW: Where did you work prior to NBO? What made you decide to join the NBO Family? MH: I joined the banking sector as the Head of Legal division since 1998. First in Majan International Bank, then I moved to NBO in June 2003. It has always been my aspiration to be part of the NBO Family, this renowned and deep-rooted Omani Bank. AW: What is your greatest achievement? MH: In NBO, I have set up the Legal Division from scratch. This involved setting up and drawing the litigations and legal policy and procedures manuals for the divisions. Besides, I train and mentor Bank staff while advising them on legal matters. AW: What motivates you to come to work every day? MH: The friendly environment and there is always something new waiting to be achieved.
Words of Wisdom
■ Have clear vision of what you want to be and try to achieve it in this short term life. ■ Be Focused and Patient. ■ Strive to achieve your goals. aw
SNAPSHOTS Maryam Mohammed Banzak Al-Balushi Legal Officer
Education: LAW GRADUATE BEIRUT ARAB UNIVERSITY, 2003 DOJ: 1 APRIL 2008
A Law Graduate from Beirut Arab University in 2003, Maryam Mohammed Banzak Al-Balushi, is a young energetic individual, who started her working career as a trainee lawyer after graduation, in 2004. She thereafter became a licensed lawyer in the Oman Primary Courts and is now awaiting to be licensed for the Appeal Courts in June 2011. She has majored in Commercial law and currently handles all types of suits ranging from civil, criminal, labour and personal disputes. She joined NBO with the objective of gaining knowledge and experience in the commercial and banking sector in Oman. She intends to obtain her Master and Doctorate degrees in Law. “My goal is to become a well known international lawyer” said Maryam. aw
events diary SEPTEMBER
Oman Capital Markets Forum 2010 28 and 29 September 2010 Al Bustan Palace Hotel NBO is the Main Sponsor of the Forum Photography Exhibition by Oman Journalist Association 29th September until 8th October 2010 Opera House Cairo - Egypt
Layali Al Asalah Fashion Competition 21 October 2010 Al Bustan Palace Hotel NBO is an Event Partner NOTE: In the event of a cancellation or postponement, CCD will send out a message about the same.
Munira Salim Al Busaidi Legal Administrator
Education: DIPLOMA, ARABIAN FOUNDATION FOR ADMINISTRATION DEVELOPMENT, 1998 DOJ: 1 JULY 2008
Munira Salim Al Busaidi obtained a Diploma from the Arabian Foundation for Administration Development in 1998, after which she started working in the private sector. “It was an excellent opportunity to join the NBO family since July 2008” says Munira. “I feel NBO is an excellent place to work in”. Munira is a dedicated and valuable team member of the NBO Legal Division. She is a fast learner and has a keen eye for new projects especially within the Legal area. Munira proudly states: “I gained a lot of experience especially as a paralegal by working in the Legal Division of the Bank”. Her ambition is to complete her studies and obtain a Bachelors degree in law and thereafter a Master in Law. aw
Hussain Mohsin Mahmood Al Lawati Legal Advisor
Education: MASTERS IN LAW, CAIRO DOJ: 17 FEBRUARY 2001
Hussain Mohsin Mahmood Al Lawati is an energetic and dedicated individual. He holds a Masters degree in Law from Cairo, majoring in “International Legal Commercial Transactions & Logistics (2008)”. He first joined NBO in February 2001 as a Debt Collector, and since has been promoted to his current position as the Legal Advisor for Retail Credits. He completed his Masters degree in Law through distance learning whilst in NBO, which is indeed highly commendable. He has excellent interpersonal skills and is fluent in both Arabic and English. He is also skilled in MS Office applications. “My ambition is to obtain a Doctorate degree in Private International Commercial Law and to gain more responsibilities as a major in-house provider of legal services to the bank” said this dynamic youngster. aw
How to deal with a negative co-worker
HURRAY TO NBO
By Susan M. Heathfield About.com Guide
Some people exude negativity. They don’t like their jobs or they don’t like their company. Their bosses are always negative and they are always treated unfairly. The company is always going down the tube and customers are worthless. You know these negative people – every organisation has some – and you can best address their impact on you via avoidance. On the other hand, sometimes positive people are negative. Some of the time, too, their reasons for negativity are legitimate. You will take a completely different direction with these occasionally negative people. Tips for dealing with occasional negativity ■ Listen to the employee or coworker’s complaints until you are certain that they feel heard out and listened to. Sometimes people repeat negative sentiments over and over because they don’t feel like you have really listened to them. Ask questions. Clarify their statements. ■ Decide if you believe the employee or coworker has
legitimate reasons for their negativity. If you decide affirmatively, ask if they’d like your help to solve the problem. ■ Short term advice that points a person in a positive
direction is welcome. Point the coworker to helpful books, seminars, or the Human Resources Division to solve their problem. ■ Sometimes, the coworker just wants to complain to a
friendly, listening ear; they don’t want your advice or assistance to address the situation. Listen, but set limits so the coworker does not overstay or over-talk his or her welcome. Long term complaining saps your energy and positive outlook. Don’t allow that to happen. Walk away. Tell the coworker you’d prefer to move on to more positive subjects. ■ If you listen to the coworker’s negativity, and decide the
concerns are not legitimate, practice personal courage and tell them what you think. Tell the coworker you care about their concern and about their happiness at work, but you disagree with their assessment of the situation. Back gracefully out of additional conversations. The coworker will attempt to appeal to your sympathetic nature, but if you believe the negativity is unwarranted, don’t spend your time listening or helping the coworker to address the negative feelings. You will only encourage long term and growing negative feelings and, potentially, behavior. You will set yourself up as a negativity magnet. Constant negative interactions will eventually permeate your interaction with your workplace. aw
Members - NBO Toastmasters Club
National Bank of Oman has embraced the education program developed by Toastmasters International USA and is the first bank in Oman to have a Toastmasters Club. Toastmasters International is an organisation committed to hone peoples thinking, communication and leadership skills. The program offers a range of unique opportunities to sharpen these skills in a mutually supportive and friendly atmosphere of a club. These programs are a source of enjoyment, inspiration and a learning platform. NBO Toastmasters, as it is being called was recently awarded its charter from Toastmasters International. The club offices constituting its executive committee are Toastmaster (TM) Salim Al Barwani (President), TM Sajan Nair (VP Education), TM Khurshid Khan (VP Membership), TM Ashish Bahl (VP PR), TM Rahma Shuaili (Secretary) and TM Ahmed Al Amri (Treasurer). To find out more on Toastmasters, Al Watani met up with the club VP Education, TM Sajan Nair, who is responsible for bringing Toastmasters into NBO.
What is Toastmasters basically? Toastmasters or Toastmasters International is nonprofit organisation which was founded in the year 1924 with the vision to help people become more competent and comfortable in front of an audience. The organisation which has its world Head Quarters at Santa Ana, California, USA, has grown to become a world leader and now has about 260,000 members with over 12,500 clubs in 113 countries, offering a proven – and enjoyable way to practice and hone communication and leadership skills. How will NBO Toastmasters operate? The NBO Toastmasters club will operate the same way the best clubs around the world do. Interested members will meet once a week or biweekly at a previously decided location and time. The meeting being a learn-by-doing workshop, members will practice public speaking
TOASTMASTERS! leadership roles and learn rules related to timing, grammar and parliamentary procedure. Why Toastmasters? Every successive survey shows that presentation skills are crucial to success in the workplace. Since the organisation has been around for more than 85 years, its methodology has evolved and bettered itself. It has high regard in business circles and is a proven and enjoyable way to practice and hone communication and leadership skills.
The NBO Toastmasters Club will operate the same way the best clubs around the world do. Interested members will meet once a week or biweekly at a previously decided location and time.
As a Toastmasters member, you will: ■ Learn to communicate more effectively ■ Become a better listener ■ Improve your presentation skills ■ Increase your leadership potential ■ Become more successful in your career ■ Build your ability to motivate and persuade ■ Reach your professional and personal goals ■ Increase your self confidence. techniques during these meetings. The meetings are very interesting and interactive with prepared speeches, impromptu speeches, roles plays, evaluations, voting for the best speaker, evaluator, etc. Is there a syllabus or course to follow? Though not strictly in the spirit of an academic course, there is a learning path that members follow. It is referred to as the “Track”. Members who prefer to hone their leadership skills can follow the “leadership track” while those wanting to hone their communication skills can follow the communication track. The organisation also offers the option of doing both the tracks concurrently, which incidentally is the popular preference, of most members. What are the constituents of the communications track? Members are to follow the Competent Communication manual, a series of 10 self-paced speaking assignments designed to instill a basic foundation in public speaking. Participants learn skills related to use of humour, gestures, eye contact, speech organisation and overall delivery. When finished with this manual, members can choose from 15 advanced manuals to learn skills related to specific interests.
What about the leadership track? How does that work? In the leadership track, members learn leadership skills by taking on various meeting roles and serving as officers at the club and district levels, and by working in the Competent Leadership manual and the High Performance Leadership program. Since it is a learn-by-doing approach, there are no lectures to members on leadership skills; members are given responsibilities and asked to lead. Is there an instructor in Toastmasters? There is no instructor in a Toastmasters meeting. Instead, members evaluate one another’s presentations. This feedback process is a key part of this interactive program’s success. Meeting participants also give impromptu talks on assigned topics, conduct meetings, serve as officers in various
What are the conditions to be fulfilled to be a member of NBO Toastmasters Club? If you are an NBO staff and are interested in improving yourself then you are eligible. This is the reason why it is a great opportunity. The program works wonders and more than a million members worldwide will vouch for that! But yes, the more focused, committed and consistent you are, the faster your progress. Is it too late to join NBO Toastmasters? How do I become a member? It is never too late to improve yourself or to become a member. Membership registration is ongoing. Just get in touch with the Club VP Membership (TM Khurshid Khan on firstname.lastname@example.org) or the club President (TM Salim Al Barwani on email@example.com), to enroll. aw
JOIN NBO TOASTMASTERS CLUB TODAY! Learn public speaking in a supportive environment Build your confidence in front of an audience ■ Meet like-minded people ■ Meetings are usually held on Sundays, between 3pm and 4:30pm. ■ ■
At the KHAREEF FESTIVAL Dhofar Municipality annually hosts the ‘Salalah Khareef Festival’ during the Festival. The NBO Stall at the festival attracts several visitors on a daily basis.
The event covers various cultural and social activities that are of interest to families, both local and from the Region. This Festival attracts more than 300,000 visitors from all over Oman, UAE and other countries. NBO has been an active participant throughout the past years and thereby built a strong corporate image in Dhofar Region. The NBO Stall at the festival attracts several visitors on a daily basis. It is an excellent opportunity to get together informally with customers and the numerous tourists visiting Salalah during the season. NBO’s Direct Sales team is also at hand to promote and market NBO’s products and
Khareef Festival activities at the NBO Stall
services, especially Al Kanz, Credit Cards, and Al Manzel. NBO’s sponsorship emphasises the Bank Management’s belief in the importance of continuous
participation in tourist and economic activities that aim at promoting tourism in the Sultanate of Oman. NBO is committed to supporting events that help promote the Sultanate. As corporate citizens our friendly staff at our stall, spare no effort to highlight and promote Oman’s richness to tourists, in addition to promoting our products and services to customers. This year, in order to create interest and adequate footfall and excitement, we designed a special campaign for the Salalah Khareef Festival, where the customer just filled out the information card and participated in the daily Al Kanz draw of RO 100. aw
NBO HOT NEWS
‘Giving back to Society’ Campaign Our Bank launched charity programmes during the Holy Month of Ramadhan the month for charity, as part of NBO’s ‘Giving Back to Society’ campaign. The initiative reached out to six local non-profits focusing in the areas of health and human services.
areas of health and human services. The Non Profit Organisations were: ■ Al Noor Association for the Blind ■ Dar Al Atta Association ■ Oman Association for the Welfare of Handicapped Children ■ Environment Society of Oman ■ Oman Association for the Disabled ■ Association of Early Intervention of Children with Special Needs
Mr. Taqi Ali Sultan handing over NBO’s donation to Mr. Ibrahim Hamdoon Al Harthy, Chairman, Al Noor Association for the Blind
Every week the NBO Weekly Ramadhan Charity Initiative honoured one non-profit organisation in Oman with financial support. This initiative was developed in order to recognise the active non-profits with substantial social impact throughout the Sultanate. The initiative reached out to six local non-profits focusing in the
As Ramadhan is a month of giving and we as a Bank are always caring and sensitive to the needs of local community, this charity program received immediate consensus from Management. Every week during Ramadhan, Management handed over a donation cheque to one non-profit organisation. Each of the above organisations received equal financial support, in keeping with our belief in equality. NBO’s initiative to give back to the community, was very well received by all of the Non Profit Organisations. The funds will be used by them to support their
various projects and objectives. In addition, as part of its Ramadhan Charity campaign, the Bank will also, from a Retail perspective, donate to charity on behalf of customers. All customers have to do is, deposit as minimum of 100 Riyals or more into Al Kanz, or use their NBO Credit Card for any purchase. The total donation amount generated at the end of Ramadhan (before Eid) will be donated to charity. Our bank is always committed to community involvement through its Corporate Social Responsibility programs and is an active supporter of a range of worthy causes in Oman, with emphasis on civic, health and human services, environment, sports, arts and culture, and education. Our focus is always on the important role of Corporate Social Responsibility. The Management believes that as a business we have to give something back to the community in which we operate and from which we derive our revenues. Most importantly knowing that we have made a difference by giving back to society is what matters. aw
Long serving loyal customer Al Watani talks to Ali Abdul Aziz Al Lawati, NBO’s long standing CBD Branch customer, who is a Legal Expert with the Ministry of Housing. AW: Tell us about your experience with NBO ? Abdul Aziz (AA): I have been banking with NBO for over 22 years. The changes that have evolved over this period of time have definitely been apparent especially in matters relating to administrative processes in the Branch. Most importantly NBO’s New Look subsequent to the Bank’s Rebranding in 2009, has had a very positive impact in terms of improved services and the image of the Bank. AW: What made you remain so loyal to the Bank? AA: My interaction and experience with the CBD Branch Management has always been excellent. I have particularly been happy with the bank’s choice of managers, who
have always met my expectations. AW: Tell us why you enjoy banking with NBO? AA: 1) NBO People - NBO’s people are its strength. The well trained and experienced staff have always been courteous and helpful, whether they are existing or potential customers 2) Comfort Level - The comfort level that I have reached over the last 22 years in dealing with NBO, makes my banking experience a lot easier and enjoyable. NBO’s branch ambience and colours further add to my feeling of well being! AW: What feedback/advice can you give NBO staff? AA: As a customer I would advise staff to continue to provide
efficient services and evolve with changing times and innovations and reduce administrative processes. AW: What would you say are the most important features/ services any Bank should practice? AA: The best banking experience, in the shortest time! AW: Would you like to share your final words or suggestions? AA: I would like to request NBO to change the colour of the Cheque Book. It should be blue instead of the current colour yellow, so as to align with the bank’s colours and because blue is the colour of the sea from which we learn patience. Also, to change the seats in the branch lobby, to more comfortable ones, with back support. aw
Ali Abdul Aziz Al Lawati LEGAL EXPERT MINISTRY OF HOUSING
As NBO Customer: 22 YEARS
10 TIPS TO BUILD CUSTOMER LOYALTY The key to a successfull business is a steady customer base. After all, successful businesses typically see 80 percent of their business come from 20 percent of their customers. To many businesses neglect this loyal customer base in pursuit of new customers. Here are ten ways to build customer loyalty: 1. Communicate. Whether it is an email newsletter, monthly flyer, a reminder card for a tune up, or a holiday greeting card, reach out to your steady customers. 2. Customer Service. Go the extra distance, meet customer needs. Train the staff to do the same. Customers remember being treated well. 3. Employee Loyalty. Loyalty works from the top down. If you are loyal to your employees, they will feel positively about their jobs and pass that loyalty along to your customers.
4. Employee Training. Train employees in the manner that you want them to interact with customers. Empower employees to make decisions that benefit the customer. 5. Customer Incentives. Give customers a reason to return to your business. For instance, because children outgrow shoes quickly, the owner of a children’s shoe store might offer a card that makes the tenth pair of shoes half price. Likewise, a dentist may give a free cleaning to anyone who has seen him regularly for five years. 6. Product Awareness. Know what your steady patrons purchase and keep these items in stock. Add other products and/or services that accompany or compliment the products that your regular customers buy regularly. And make sure that your staff understands everything they can about your products.
7. Reliability. If you say a purchase will arrive on Wednesday, deliver it on Wednesday. Be reliable. If something goes wrong, let customers know immediately and compensate them for their inconvenience.
Successful businesses typically see 80 percent of their business come from 20 percent of their customers
8. Be Flexible. Try to solve customer problems or complaints to the best of your ability. Excuses - such as “That’s our policy” - will lose more customers then setting the store on fire. 9. People over Technology. The harder it is for a customer to speak to a human being when he or she has a problem, the less likely it is that you will see that customer again. 10. Know Their Names. Get to know the names of regular customers or at least recognise their faces. aw Source: www.allbusiness.com
WIN A FREE TRIP TO THE U.K.! Exclusive for NBO staff only. NBO's Brand Ambassador, Ahmad Al Harthy is inviting one lucky NBO staff (plus one person) to attend one of his races in London, UK. The trip will be an all round paid expenses including travel, accommodation and two meals will be provided daily. Be on the look out for a CCD Email with the competition questions! For further details please send your enquires to firstname.lastname@example.org
HUMAN RESOURCES GROUP Vision
Employer of choice for best and brightest talent to be rated the best bank in Oman by 2013.
Grow Shareholder value by exceeding our customer expectations by attracting, retaining and developing the right talent in wealth creating positions, to deliver sustainable success.
Team Members - Human Resources Division
Team Members - Learning and Development Division
Objectives of the HR Organisation: How is HR going to deliver our mission? Corporate Communications Division 9th Floor, Head Office National Bank of Oman PO Box 751, Ruwi 112, Muscat Sultanate of Oman Telephone: +968 24 778257 Fax: +968 24 778258 Email: email@example.com
Our objectives are to re-design and re-structure the HR Division and function to better serve the needs of our employees and the business by: ■ Focusing on Talent Management in terms of Acquisition, Development and Retention ■ Create Shareholder value by delivering superior customer
experience through quality talent ■ Focusing on Workforce Differentiation (strategic talent/ players/strategic positions and capabilities) ■ Improving Employee Contribution and Loyalty, building on the Brand Values ■ Enhancing our Shared Values
‘Corporate Culture’ by creating a shared Mindset in line with our new Brand Values ■ Improving the quality and efficiency of HR Processes and Programs. ■ Establish HR as a Strategic Business Partner and a player in the game. aw