KULLIYYAH OF ECONOMIC AND MANAGEMENT SCIENCES
FINC 3303
RISK MANAGEMENT OF ISLAMIC FINANCIAL INSTITUTION
SEMESTER 2 2023/2024
Dr. Nur Hasnida Abdul Rahman
Date of Submission: 17th May 2024
Name
Matric Number
Muhammad Hasanul Hakim bin Kamaludin
2113887
Muhammad Haiqal Aiman Bin Mohd Zairi
2116619
Andrika Addin Bin Abd Hamid
2114221
Nurul Aina Najwa binti Rosli
2111006
Muhammad Aiman bin Radzuyan
2112069
Ali Karimi Bin Mohd Nasri
2110131
SECTION 1 : OVERVIEW OF LEMBAGA TABUNG HAJI
1.1 Brief Background of Tabung Haji
Tabung Haji was established in 1963 under the Hajj Pilgrims Act, and serves as a vital Islamic
financial institution in Malaysia. Nawi and Ismail (2011) elucidate its significance as an Islamic investment
institution, emphasizing its role in facilitating savings for Malaysian Muslims to undertake the Hajj
pilgrimage. The institution adheres strictly to Shariah principles, offering various savings schemes and
investment opportunities that comply with Islamic law. Abdullah (2015) further explores the activities
and performance of Tabung Haji within the Malaysian Islamic financial system. Through rigorous analysis,
Abdullah highlights Tabung Haji's diverse investment portfolio, which includes real estate, equities, and
Islamic bonds (sukuk), all managed in accordance with Islamic finance principles. Moreover, Tabung
Haji's regulatory framework, overseen by Malaysia's Securities Commission and Ministry of Religious
Affairs, ensures adherence to Shariah-compliant practices and proper governance. These findings
underscore Tabung Haji's pivotal role in promoting Islamic finance and facilitating the Hajj pilgrimage for
Malaysian Muslims while upholding ethical and Shariah-compliant financial standards.
1.2 Issues Faced by Tabung Haji and Its Risk Position That Led to the Restructuring Plan
Tabung Haji faced several issues and challenges that necessitated a restructuring plan, including
concerns about its risk position. These issues primarily revolved around financial mismanagement,
unsustainable practices, and regulatory scrutiny.
First, on the financial mismanagement, Tabung Haji encountered allegations of financial
mismanagement, including discrepancies in its financial reporting and investments. These issues raised
doubts about the transparency and integrity of the institution's operations.
Next, unsustainable practices which the institution's investment practices came under scrutiny
due to concerns about the sustainability of its investment portfolio. Tabung Haji was criticized for
investing in non-performing assets and engaging in high-risk ventures that jeopardized the financial
stability of the institution and the savings of its depositors.
Last, the regulatory scrutiny referring to the regulatory authorities, including Malaysia's
Securities Commission and Bank Negara Malaysia, initiated investigations into Tabung Haji's operations
to address concerns about compliance with Islamic finance principles and regulatory standards. The
scrutiny further intensified due to public pressure and calls for accountability.
Therefore, Tabung Haji's risk position became a significant area of concern, with particular focus
on the institution's exposure to high-risk investments and its ability to meet its financial obligations to
depositors, especially in the event of market downturns or economic instability. In response to these
challenges, Tabung Haji implemented a restructuring plan aimed at restoring financial stability,
enhancing transparency, and strengthening governance practices to regain public trust and confidence in
the institution.
1.3 Tabung Haji Restructuring Plan
The Tabung Haji restructuring plan was initiated to address the financial challenges and restore the
stability of the institution. The decision to restructure Tabung Haji likely involved various stakeholders,
including government officials, regulatory authorities, and the management of Tabung Haji itself. Given
the severity of the issues faced by Tabung Haji, the need for restructuring would have been recognized
by multiple parties concerned about the institution's financial stability, regulatory compliance, and
reputation. Here are some key components typically associated with the restructuring plan:
a) Asset Rationalization:
The restructuring plan involved reviewing and rationalizing Tabung Haji's investment
portfolio. This process likely entailed identifying non-performing assets, divesting from high-risk
ventures, and reallocating resources to more stable and profitable investments.
b) Financial Recapitalization:
To bolster its financial position, Tabung Haji may have undergone a recapitalization
process. This could involve injecting additional capital into the institution to strengthen its
balance sheet and ensure its ability to meet its financial obligations to depositors.
c) Governance Reforms:
The restructuring plan likely included governance reforms aimed at enhancing
transparency, accountability, and risk management practices within Tabung Haji. This could
involve restructuring the board of directors, implementing stricter internal controls, and
enhancing regulatory oversight to prevent future financial mismanagement.
d) Operational Efficiency:
Efforts to improve operational efficiency may have been part of the restructuring plan.
This could include streamlining processes, reducing administrative costs, and optimizing resource
allocation to maximize returns on investments.
e) Stakeholder Communication:
Effective communication with stakeholders, including depositors, regulators, and the
public, is crucial during the restructuring process. Tabung Haji likely engaged in transparent
communication to reassure depositors, rebuild trust, and demonstrate its commitment to
addressing the challenges it faced.
Overall, the Tabung Haji restructuring plan aimed to address the institution's financial vulnerabilities,
strengthen its governance framework, and restore confidence among stakeholders.
SECTION 2 : RISKS FACED BY TABUNG HAJI IN 2019 & 2020
The restructuring of Tabung Haji in early 2019 onwards is factored by a plethora of issues. The
issues faced by the infamous financial institution up till this day was an escalation of 2015’s
phenomenon. The prominent issue at hand that causes liquidity problems for Tabung Haji is the bailing
out of depositors at a worrisome amount and the former management's decision to dip the dividend to
an alarming rate which has made Tabung Haji’s liquidity at risk both in terms of funding liquidity as well
as market liquidity. It is as expected the decision to lower the profit distribution rate has caused current
stakeholders and mainly depositors of Tabung Haji being shaken and driven to bail out from depositing in
Tabung Haji seeing that it may not be a profitable investment in the coming years. The dawn of COVID-19
has also significantly impacted Tabung Haji in more ways than one. We will look at some of the risks
faced by Tabung Haji in conjunction with these changes.
2.1 Risk faced by Tabung Haji in 2019
a) Liquidity risks
Tabung Haji faced funding liquid risk due to potential losses arising from both inability to
meet its obligations and inability to get proper funding within a time period, all the more at an
effective cost. TH cash flows and financial condition have negative correlation with their current
day-to-day operations which means that they couldn't successfully achieve a good cash flow
without compromising their daily operations and vice-versa. Other systematic risks such as
political situations, economic crisis, natural disasters and others are also factors contributing to
funding issues faced by TH. Additionally, TH also faces market liquidity risk due to potentially
being unable to convert illiquid assets into cash and also potentially being forced to sell assets at
a lower price than the current market. Moreover, TH suffered from insufficient market depth
which caused them being unable to properly execute their stocks, equities and investments
which resulted in TH’s exposure towards market liquidity risk.
b) Operational Risks
In an operational standpoint, a portion of the deposits were used for investment
purposes. Thus, in the event of depositors withdrawing, it will be a difficult task to actually fulfill
withdrawal requests from depositors and at the same time to prepare the needed amount in
time. The cost of Hajj for the pilgrims has also escalated steadily over the years whereby the spill
cost borne by Tabung Haji will also be increased in tandem. The increasing costs would become a
serious concern for Tabung Haji if not addressed appropriately as it would impair TH’s objective
in financially aiding Hajj pilgrims. Despite factors such as public perceptions, internal politics and
global economic conditions constantly becoming a challenge for Tabung Haji, 2019 was marked
as a first step of success following the management's decision to restructure TH towards
recovery.
2.2 Risk faced by Tabung Haji in 2020
a) Operational Risk
In the year 2020, Tabung Haji was badly afflicted by COVID-19 altering their overall
operations. Physical counters throughout all the branches are closed due to the Movement
Control Order (MCO) which made customers unable to access Tabung Haji services. A shift to
online platforms was due which was eventually made available via Tabung Haji’s THiJARI app
which was arguably successful as it opened the door for customers to enjoy their services
without needing to physically come up to Tabung haji’s counters. However, building up THiJARI in
a short period of time does bring some potential risks such as exposure to breaches and attacks
on Tabung Haji’s information systems. Much of 2020 was to realign the operations of Tabung Haji
catering to the COVID-19 pandemic.
b) Financial Risk
Part of the risk management strategies Tabung Haji adopts is by measuring and
controlling their risk tolerance level for their financials and investments strategies. Most
prominent concern is tackling the systematic risks derived from broad market factors such as the
COVID-19 pandemic that affected the market globally. Other factors also include local and
foreign inflation, foreign exchanges, profit rates and other economic factors. Besides that,
maintaining a high liquidity level is also part of the risk management objectives of Tabung Haji.
Although TH was badly hit by the pandemic, TH managed to maintain their cash flows and profits
despite the pandemic all due to the decision made by the government to postpone the year's
Hajj season 1441H/2020M based on consultations with ministry of health, TH and National
Council for religious Affairs. Having the opportunity to reevaluate Tabung Haji’s operations allow
TH to fine tune their services and operations for the year and the years to come.
c) Compliance Risk
Possible sanctions, material financial loss, reputation of TH are at stake if TH does not
follow the laws, regulations and code of conduct in its business operations.
d) Strategic and tactical risk
Business plan performance, business objectives, and TH business strategy to identify,
assess, and manage risks in the organization to achieve its strategic objective.
SECTION 3 : RISK MANAGEMENT OF TABUNG HAJI
Liquidity management helps in making more accurate financial decision analysis. It helps in
giving an idea of how we want to use the money for example in the financial institution, should we
extend the investment, create new investment and help the lender to make a decision whether the loan
request is approved or not. Then what happened to the Tabung Haji in 2017 had a big impact on their
institution’s finances. In 2018, steps by steps of recovery were taken, until in 2019, they introduced three
steps or strategies in managing liquidity.
3.1 Three measures taken by TH in strengthen its liquidity risk management
a) Tabung Haji conducts the daily monitoring of deposit, withdrawal movements and matching it
against the maturity of Tabung Haji investment products in managing the liquidity for the
purpose of to get early warning indicators, net deposit/withdrawal position, investment maturity
and market movements. The idea was designed based on historical and forward-looking patterns
coupled with the matching of investment maturity and rollover since at the start of the year
project depositors’ movement before and after profit distribution.
b) Tabung Haji adequate stock of unencumbered High-Quality Liquid Assets to monitor cash
placement, high-quality fixed income securities namely Sukuk issued and/or guaranteed by the
Government of Malaysia and corporates rated-AA and better through Liquid Asset Ratio (LAR)
monitoring. The effects of this alternative enable Tabung Haji to withstand any substantial and
continuous withdrawal for a 30-day horizon.
c) Mitigating the liquidity funding risk through Tabung Haji developed a Contingency Funding Plan
(CFP). This structure established a strategy and action plan to manage Tabung Haji’s liquidity
crisis when a large withdrawal of deposits happened. The goal is to ensure the orderly execution
of the liquidity strategy in order to restore Tabung Haji’s liquidity position and confidence while
minimizing interruptions to depositors and other counterparties. And last but not least, the CFP
also includes a strategy to restore liquidity levels and an escalation process.
3.2 Comments on the impact of measures taken as explained in 3.1 through Annual Report 2020
The impact of measures taken by Tabung Haji to strengthen its liquidity risk management in 2019
had shown a significant influence on the performance of Tabung Haji in 2020 through creating the value
for the depositors, increasing their affiliates and getting involved in the community.
The first impact is Tabung Haji able to create value for its depositors. Tabung Haji showed a
commitment to protecting its depositor’s interest by strengthening its liquidity risk management
framework in 2019. This effort resulted in tangible benefits for the depositor as they felt more secure in
terms of the accessibility and safety of their savings. Plus, it also helps TH meet the depositors
withdrawals promptly and fosters a sense of confidence and trust among the depositors. As a result, TH
closed the financial year ended December 31 2020, with approximately nine million depositors and
recorded a total deposit of RM75.9 billion. This demonstrates an improved degree of trust and
confidence among the clients. TH ended the year with a net profit of RM2.2 billion after zakat and
revenue of RM3.1 billion in spite of the difficult economic conditions.
In addition, the effectiveness of Tabung Haji’s liquidity risk management strategies in 2019 has
attracted more interest from potential affiliates and partners in 2020. A strong liquidity management
framework indicates stability and dependability in the financial systems, which makes TH an attractive
partner for collaboration ventures and partnerships. TH was able to access new opportunities for
development through the expansion of its affiliate network and help them improve the value offered for
their stakeholders.
Furthermore, TH placed a significant emphasis on liquidity risk management in 2019 in order to
establish stronger connections with the community it serves. Since COVID-19, every level of community
has been affected from the small business owners to impoverished families. So, TH has come up with a
solution to fulfill their urgent needs by providing food and cash support during the Movement Control
Order (MCO) period. A total of RM19.2 million was allocated to several projects, and around 51,000
people, families, and welfare organizations have benefited from this support. Because of strong liquidity
management , Tabung Haji enables direct funds into community development projects, promoting
goodwill and building relationships with local stakeholders. This engagement not only helped to improve
community relations but also strengthened Tabung Haji’s position as a good corporate citizen.
Based on the TH’s financial analysis in 2020, it shows that by implementing liquidity risk
management in 2019, there was a slight increase in all aspects of Tabung Haji that represent the TH’s
financial performance, starting from operating profit, zakat, net profit, number of depositors, and
depositor’s savings. However, only revenue shows a decrease from 3.2 million in 2019 to 3.1 million in
2020. In addition, the depositor’s savings graph recorded the highest number among the other aspects,
from 69 million to 76 million about a 6 million increase in 2020. The increase in all of these aspects plays
an important role in determining TH’s financial performance.
In conclusion, the deliberate attempts of Tabing Haji to enhance liquidity risk management in 2019
laid the framework for a transformative year in 2020. By prioritizing the safeguarding of depositor
interests, increasing its affiliations, and taking part in community welfare programmes, TH not only
improved its financial performance but also strengthened its reputation as a reliable trustee of public
funds and agent of positive social change in Malaysian society.
3.3 Developments and changes in Tabung Haji after the implementation of the restructuring exercise
impact Tabung Haji in better risk management?
Tabung Haji conducted a restructuring process in order to improve its risk management, financial
stability and enhance its governance. There have been some developments and changes in Tabung Haji
through the implementation of the restructuring exercise, which had a positive impact on risk
management in Tabung Haji.
The impact of the restructuring exercise at Tabung Haji assists them in improving its governance
structure. The restructuring helped Tabung Haji through the establishment of distinct lines of
responsibility and changing the structure of its board of directors. Plus, the decision making process also
becomes more transparent and aligned with the fund’s objectives. Furthermore, better risk management
approaches not only safeguard depositors' interests but also increase their confidence and trust in
Tabung Haji’s governance and operations. Tabung Haji can increase the credibility among the
shareholders for the long term by demonstrating a commitment to practicing effective risk management
after the restructuring process.
To sum up, the restructuring exercise's focus to improve the Tabung Haji performance in terms of
its risk management has led the institution to be more capable and sustainable that are able handle any
challenges and fulfill its purpose to serve the pilgrims and depositors effectively.
SECTION 4 : TABUNG HAJI UNDER IFSA 2013
Tabung Haji has experienced several issues from 2014 to 2020. The structure at that time was
governed by politicians that have power to decide anything they want. The politicians played a pivotal
role on its management and investment committee that led worse to the management itself. The
intervention from politicians influences the misgovernance of the Tabung Haji where each politician
might have their own personal interest and tend to misuse all the funding kept by Tabung Haji. The
funding of RM 82 billion under TH will open the door to the falling down of the economy if it was
mismanaged by the high committee of the TH. Beside that, another issue raised during that period
instead of the involvement of politicians is the misleading documentation on the annual report. Thus,
Tabung Haji has lodged a police report in 2019 due to the misleading figures that were reflected in the
2017 financial statement which was approved by the board that held the high position at that time. As
the consequences, TH was very concerned for the risk that they experienced from that issue.
Bank Negara Malaysia (BNM) as a responsible body to take care of financial institutions has
taken a wise action by taking over the Tabung Haji to be supervised under BNM itself. Prior to that,
Tabung Haji, which is classified as an independent body under the Prime Minister Department, has to
decide their plan and strategies alone without any intervention from BNM. Since several scandals
happened in Tabung Haji, the Ministry of Finance immediately announced that BNM will take over the
Tabung Haji to be supervised by them and also to restructure the system of Tabung Haji. As we know,
BNM, which has a high level of strictness in terms of regulation and governance, was trusted to bear all
the destruction done by the past Tabung Haji management. In addition to that, under Islamic Financial
Services Act 2013 (IFSA) enacted by BNM, it was compulsory for BNM itself to regulate and govern all
islamic financial institutions. Therefore, it was one of the factors why Tabung Haji was under the
regulatory oversight of BNM since Tabung Haji was prescribed as islamic financial institution in Malaysia.
The decision of BNM in taking over the Tabung Haji was considered as a brilliant decision making
where it was governed by the trusted entity. BNM that have the power to gazet a new ruling for the sake
of risk mitigation can protect the interest of each financial institution. Tabung Haji was classified as a
Development Financial Institution (DFI) under BNM and is responsible to meet the obligation set up by
the BNM as a supervisor. Beside that, the moment when Tabung Haji was supervised by BNM has gained
a solid trust by the community and also the shareholder where they assume BNM will intervene in any
decision making for Tabung Haji regarding their future planning in terms of investment and capital
requirement. The existence of the BNM in Tabung Haji structure was also considered as a check-balance
party where they were responsible to critic and question all the action taken by Tabung Haji whether it
was a good decision or otherwise. On top of that, BNM as an entity that monitors financial stability helps
Tabung Haji to get back on track. Otherwise, if Tabung Haji fails to hold the depositors fund, it will
influence the financial stability as it will break the trust of the depositor itself and also the shareholders
that invest in Tabung Haji. Therefore, the decision of taking over the Tabung Haji under BNM was
considered as an excellent initiative by the Central Bank in its effort to protect Tabung Haji thus avoiding
Tabung Haji from experiencing adverse consequences in the days to come.
SECTION 5: CONCLUSION
To sum up, this report looked at the difficulties faced by Tabung Haji (TH), an Islamic
organization in Malaysia that helps people perform the Hajj. Lembaga Tabung Haji (TH), which helps
Muslims make the Hajj, is an essential part of Malaysia's Islamic banking system. It was founded in 1963
and operates according to Shariah, providing investments and savings plans that are in line with Islamic
law. But TH encountered serious difficulties that called for a reorganization strategy. There are a lot of
lessons from this report.
First, the issues and restructuring. As demonstrated by the problems of financial
mismanagement and unsustainable practices that resulted in the restructuring, the analysis
demonstrated the necessity of proactive risk management. A proactive approach to risk management
aims to recognise possible risks and take steps to mitigate them before they materialize. Preventing
these risks from happening in the first place is the aim, or at the very least, reducing their impact on the
organization. But in the case of TH, they restructured after the issues happened. Asset rationalization,
financial recapitalization, governance reforms, operational efficiency and stakeholder communication are
the key components associated with the restructuring plan of TH in order to overcome the issues of
financial challenges and restore the stability of the institution.
Second, risk identification. It was essential to identify certain hazards, such as the operational
and liquidity concerns that TH faced. Under the operational risks, Movement Control Order (MCO) forced
physical branch closures and to change to online platforms that can lead to cyberattacks. While liquidity
risk happens when the depositors tend to withdraw their money. These difficulties show how
operational and liquidity issues are linked. Disruptions in operations can have a direct effect on depositor
behavior and, as a result, TH's capacity to pay its debts.This incident highlights the necessity for TH to
consistently improve its risk management techniques, including backup plans for handling unanticipated
circumstances.
Third, liquidity management measures. Strong liquidity management was highlighted by the
adopted methods that focused on daily monitoring, preserving high-quality liquid assets, and creating a
contingency plan for funding shortages. TH manages liquidity with a focus on daily monitoring which
tracks incoming deposits and overall cash flow on a daily basis. Islamic short-term money market funds
or sukuk is one of the ways TH preserving their high-quality liquid assets. Tabung Haji wants to make sure
it has enough cash on hand to cover its daily expenses and run Hajj operations efficiently while
protecting depositors' money by concentrating on these three areas.
Fourth, the impact assessment. Examining how these actions improved TH's financial
performance in 2020 demonstrates how successful data-driven decision making can be. By creating value
for the depositors, the high total deposit made by TH indicates a higher degree of confidence and trust.
Working together with other banks can strengthen ties and increase the range of financial products
available to depositors. Additionally, cost savings and increased operational efficiency could result from
sharing resources and expertise. The endeavors of Tabung Haji possess the capability to yield noteworthy
benefits for both depositors and the wider Muslim populace. However, to handle potential issues and
guarantee that these activities are carried out successfully, meticulous preparation and execution are
required.
Finally, improved risk management after restructuring. According to the research, TH's risk
management was improved by the restructuring exercise through greater governance and transparency,
highlighting the significance of these practices in preserving financial stability. Greater governance with
better risk identification and mitigation techniques were probably made possible by the reorganization,
which also probably created more distinct lines of power and accountability. Next, enhanced financial
reporting with a clearer view of Tabung Haji's financial situation is made possible by more precise and
transparent financial reporting, which facilitates better risk assessment and well-informed
decision-making. This lessens the possibility of handling money poorly. All things considered, these
advancements ought to assist Tabung Haji in anticipating, evaluating, and reducing dangers, resulting in a
stronger financial situation.
REFERENCE
Abdullah, S. S. (2015). The Role of Tabung Haji in the Islamic Financial System in Malaysia: Analysis of Its
Activities and Performance. International Journal of Trade, Economics and Finance, 6(4).
Ahmad, Z. (2019). Tabung Haji: A financial scandal of great proportions. The Edge Malaysia.
Accountability and Integrity Issue in Tabung Haji | PDF | Economies | Malaysia. (n.d.). Scribd. Retrieved
May 15, 2024, from
https://www.scribd.com/document/566061995/ACCOUNTABILITY-AND-INTEGRITY-ISSUE-IN-TABUNG-HA
JI
Laporan Tahunan | Tabung Haji. (n.d.). Lembaga Tabung Haji. Retrieved May 15, 2024, from
https://www.tabunghaji.gov.my/ms/korporat/arkib/laporan-tahunan
Nawi, N. F., & Ismail, A. G. (2011). Tabung Haji: An Islamic Investment Institution in Malaysia.
International Journal of Economics, Management and Accounting, 19(2).
Pauzi, N. A. M., Abdul-Rahman, A., & Nor, S. M. (2017). Impak kepercayaan dan kesetiaan pendeposit
Lembaga Tabung Haji (TH) terhadap risiko kecairan. Jurnal Pengurusan, 50, 55-69.
Rahim, H. A. (2019). Tabung Haji: A case of financial mismanagement. The New Straits Times.
Rahman, N.R., Sofian, F.N., Asuhaimi, F.A., & Shahari, F. (2020). A CONCEPTUAL MODEL OF DEPOSITORS’
TRUST AND LOYALTY ON HAJJ INSTITUTION - CASE OF LEMBAGA TABUNG HAJI MALAYSIA. International
Review of Management and Marketing, 10, 99-106.
FINC 3303 RISK MANAGEMENT OF IFIs
Group
Members
(1) Hasanul Hakim
(3) Andrika Addin
(5) Aiman Radzuyan
DIMENSIONS
TRAITS/MARK
S
ORGANIZATI
ON
(10%)
GROUP ASSIGNMENT 2 - EVALUATION FORM
(2) Haiqal Aiman
(4) Aina Najwa
(6) Ali Karimi
1
Layout and
logical flow
Poor labeling of sections,
headings/
sub-headings,
diagrams/tables/figures, and no
logical flow of information.
Sentencing
Poor sentence connection, long
sentences,
and
numerous
grammar & spelling mistakes.
SEMESTER 2, 2023/2024
Appendix 2
Group No: 2
2
Section No: 2
3
Improper, inconsistent labeling of
sections, headings/ sub-headings/
diagrams/
tables/figures
and
sensible but inconsistent flow of
reporting.
Acceptable sentencing but not clear
enough, some grammar & spelling
mistakes - overall acceptable
Clear
labeling
of
sections
headings/
sub-headings,
diagrams/tables/figures,
and
logical and consistent flow of
reporting the information
Excellent connection with clear
sentences, very minimal grammar
and spelling mistakes.
Sub Total Sub-sec 1.1
SECTION 1
(30%)
Sub-sec 1.2
Sub-sec 1.3
Inadequate coverage and
descriptions.
Inadequate coverage and
descriptions.
Inadequate coverage and
descriptions.
Sufficient coverage and description.
Sufficient coverage and description.
Sufficient coverage and description.
Complete coverage, clear and
concise.
Complete coverage, clear and
concise.
Complete coverage, clear and
concise.
Sub Total Sub-sec 2.1
SECTION 2
(40%)
Sub-sec 2.2
Sub-sec 2.3
Inadequate coverage and
descriptions.
Inadequate coverage and
descriptions.
Inadequate coverage and
descriptions.
Sufficient coverage and description.
Sufficient coverage and description.
Sufficient coverage and description.
Complete coverage, clear and
concise.
Complete coverage, clear and
concise.
Complete coverage, clear and
concise.
Sub Total SECTION 3
(15%)
Conclusion
Inadequate coverage and
descriptions.
Sufficient coverage and description.
Complete coverage, clear and
concise.
A wordy and dull report
Limited use of creative & interesting
ways of reporting
Creative and interesting ways of
reporting
No reference and citation
Available but inadequate,
inaccurate style.
A comprehensive reference,
accurate style
Sub Total CREATIVITY (2.5%)
Sub Total CITATION AND REFERENCES
(2.5%)
Sub Total Total (%)
Total (25%)