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Eno ključnih področij delovanja splošnih bank je oskrba prebivalstva, tako podjetij kot fizičnih oseb, z gotovino. V banki NLB d. d. to nalogo opravlja sektor za trezor in oskrbo z gotovino. Trezor oskrbuje NLB poslovalnice in pogodbene banke z gotovino, te pa nato neposredno poslujejo s končnimi uporabniki. Proces v trezorju, ki zagotavlja oskrbo gotovine, je razdeljen na dva ločena procesa. Poslovanje s kovanci in poslovanje z bankovci. Naloga se osredotoča izključno na področje poslovanja s kovanci in to področje predstavlja v obsegu in podrobnostih, ki danes veljajo in so ključni za izvajanje obstoječega procesa. Analizirali smo obstoječe glavne procese v trezorju kovancev in izračunali čase, ki so potrebni za izvedbo teh procesov. Ti časi so služili kot osnova za primerjavo med obstoječim in prenovljenim procesom, ki smo ga oblikovali na podlagi popolne prenove delovnih opravil in postopkov ter ga izrazili z novimi časi prenovljenega procesa. Uspeh prenove procesa je bil prihranjen čas glede na obstoječ proces, zmanjšanje delovnih korakov procesa, uvedba informatizacije in zmanjšanje števila zaposlenih, ki so potrebni za delovanje procesa. One of the key business processes in general banking is ensuring the supply of cash to businesses and the public. In NLB d. d., this task is undertaken by the sector for cash processing. This sector ensures supply of cash to NLB branch banks and other outside banks under contract with NLB. These banks then deal directly with the end costumers by providing cash. In the sector for cash processing the supply of cash is divided into two processes: coin processing and banknote processing. This thesis will focus exclusively on dealing with coins and will present the details and scope of the current process. We will analyze the existing process and calculate the times that are necessary to do these processes. The results we will get will serve as the basis for comparison between the existing process and the new process we will form and calculate out of a complete redesign and rethinking of current practices. The reengineering success of the new process will be shorter time in comparison with the existing process, fewer steps in the new process, informatization, and reduction of workforce needs.

This report summarizes the experiences of 19 companies from across the region. Each of the case studies highlights the key corporate governance changes made and the positive impacts that resulted, as reported by the company. The companies represent various countries, sectors, types, and sizes. All of the companies featured are former IFC Advisory Services clients. Some are IFC Investment clients as well. IFC conducted an in-depth corporate governance assessment for each of these companies using IFC’s Corporate Governance Methodology. The assessments resulted in specific recommendations on ways to improve each company’s governance framework and identified implementation plans. The assessments were conducted at various points over the past few years. The time taken to implement changes and realize benefits varied. However, all companies reported that governance changes are continuous and the corresponding benefits manifest themselves in different forms over time. This report provides examples of companies in various stages of change – from recent changes (e.g., Medgulf) to ongoing, longer-term changes (e.g., Bank Audi). This report also includes testimony from three MENA private equity firms (all IFC investment clients). Collectively, these firms have worked with 72 investee companies (past and present funds). Selected based on their association with IFC and their willingness to share their insight and experiences, these firms offer a valuable window into the importance of corporate governance from an investor’s perspective. The material in this report is based on feedback gathered through individual interviews with each organization featured, resulting in well-considered responses. The achievements highlighted are all the more notable given that the interviews and information gathering process took place in in late 2009 (first edition) and 2013 (for current edition), when the region was still under the stress of the crisis.