Friday, 30 September 2011

National Bank of Pakistan (Chapter-5)

SERVICES


CHAPTER   6

6.1 DEMAND DRAFT:

If you are looking for a safe, speedy and reliable way to transfer money, you can now purchase NBP's Demand Drafts at very reasonable rates. Any person whether an account holder of the bank or not, can purchase a Demand Draft from a bank branch.

6.2 SWIFT SYSTEM
The SWIFT system (Society for Worldwide Inter bank Financial Telecommunication) has been introduced for speedy services in the area of home remittances. The system has built-in features of computerized test keys, which eliminates the manual application of tests that often cause delay in the payment of home remittances. The SWIFT Center is operational at National Bank of Pakistan with a universal access number NBP­APKKA. All NBP overseas branches and overseas correspondents (over 450) are drawing remittances through SWIFT. Using the NBP network of branches, you can safely and speedily transfer money for our business and personal needs
6.3 LETTER OF CREDIT
NBP is committed to offering its business customers the widest range of options in the area of money transfer. If you are a commercial enterprise then our Letter of Credit service is just what you are looking for. With competitive rates, security, and ease of transaction, NBP Letters of Credit are the best way to do your business transactions

6.4 Pak Rupees Traveler's Cheques

    Negotiability:    Pak Rupees Traveler’s Cheques are a negotiable
Instrument

Validity:        There is no restriction on the period of validity
 Availability:        At 700 branches of NBP all over the country
 Encashment:    At all 400 branches of NBP

Limitation:        No limit on purchase

NBP Traveler's Cheques are the safest way to carry

Safety:        our money




6.5 PAY ORDERS:
NBP provides another reason to transfer your money using our facilities. Our pay orders are a secure and easy way to move your money from one place to another. And, as usual, our charges for this service are extremely competitive.

6.6 MAIL TRANSFER
NB'P provides another reason to transfer your money using our facilities. Our pay orders are a secure and easy way to move your money from one place to another. And, as usual, our charges for this service are extremely competitive.
Move your money safely and quickly using NBP Mail Transfer service. And we also offer the most competitive rates in the market.

6.7 FOREIGN REMITTANCES
To facilitate its customers in the area of Home Remittances, National. Bank of Pakistan has taken a number of measures to:
.Increase home remittances through the banking system
. Meet the SBP directives/instructions for timely and prompt delivery of remittances
    to the beneficiaries.

New Features:
The existing system of home remittances has been revised/significantly improved and well-trained field functionaries are posted to provide efficient and reliable home remittance services to nonresident Pakistanis at 15 overseas branches of the Bank besides Pakistan International Bank (UK) Ltd., and Bank
6.8 AI-Jazira1 Saudi Arabia.

§    Zero Tariff: NBP is providing home remittance services without any charges.

§    Strict monitoring of the system is done to ensure the highest possible security

§    Special courier services are hired for expeditious delivery of home remittances to
        the beneficial

6.9 SHORT TERM INVESTMENT:

NBP now offers excellent rates of profit on all its short term investment accounts. Whether you are looking to invest for 3 months or1 year, NBP's  rates of profit are extremely attractive, along with the security and service only NBP can provide

6.10 NATIONAL INCOME DAILY ACCOUNT (NIDA):

The scheme was launched in December 1995 to attract corporate customers. It is a current account scheme and is part of the profit and loss system of accounts in Operation throughout the country.
Salient Features:

    Rs. 2 Million is neededto_<5pen the account with no max
Minimum Deposit:
    Limit
Paid on a half-yearly basis on a monthly average
Profit:        balance

Profit Rate:    The rates of profit vary according to the slabs of deposit.
On Deposits of RS.2 to 2,000, the rate fluctuates from
1.4
to 1.75

Conditions:     is a checking account and there is no limit of withdrawals

NBP has accelerated its activities in the stock market to improve its economic base and restore investor confidence. The bank is now regarded as the most active and dominant player in the development of the stock market.
NBP is involved in the following:

Ø    Investment into the capital market
Ø    Introduction of capital market accounts (under process)

.NBP's involvement in capital markets is expected to increase its earnings, which would result in better returns offered to account holders.

NBP is providing different types of loans to individuals as well as to different organizations
The important types of loans includes
1. Running Finance
2. Gold Finance
3. Advanced Salary
4. Car Finance
5. Saiban
6. Computer finance
7. Agricultural Finance
For the sake of any type of loan the bank will mortgage the double amount of security.
e.g. For the sake of running finance the value of security must be equal to the double of the amount Loaned. The rate of interest is 11 % for running, gold and advance salary where as it is 9% in case of agricultural finance.
In the case of gold finance gold ornaments of double value are mortgaged. In addition to mortgage of ornaments an application in the name of manager, an agreement between bankers and the party, and the certificate for amount assigned to ornaments by the authorized goldsmith, copies of 10 card of the person taking loan and the copies of the cards of the person introducing him are the necessary documents for the grant of loan.

The case of Advance salary the bank may advance the salary equal to ten. Months in advance and collect the value in 60 equal installments. This facility is provided to. Those persons having account in the same bank and is collecting their salary from that bank.
In addition to the above the bank is providing loans for the purchase of car and computer their employees.
6.11 ICL: (International Credit Information Limited)
Different banks for the sake of collecting information about there mostly use this agency Customers. This agency charge Rs. 3000 for each case. These charges are charged to customers and any additional amount is charged to commission.
The information collected include
Ø    . Market standing of the business
Ø    . Credit turnover
Ø    . Relation with customer
Ø    . Capability to return the loan
Ø    . Over all business condition and solvency position etc.

6.12 STUDENT LOAN SCHEM.E:

This scheme is developed for the sake of providing financial assistance to the students of postgraduate and PhD level. This loan is with out interest and covers the amount of college and hostel boarding and lodging expenditures. The loan is directly provided to the institution. This loan also cover the expenditure of books purchased during the study process.

6.13 COMMERCIAL FINANCE:
Let Us Help Make Your Dreams Become A Reality:
Our dedicated team of professionals truly understands the needs of professionals, agriculturists, large and small business and other segments of the economy. They are the customer's best resource in making NBP's products and services work for them.

6.14 TRADE FINANCE OTHER BUSINESS LOANS
a) AGRICUL TURAL FINANCE:
NBP provides Agricultural Finance to solidify faith, commitment and pride of farmers who produce some of the best agricultural products in the World.

b) Agricultural  Finance Services:
"I Feed the World" program, a new product, is introduced by NBP with the aim to help farmers maximize the per acre production with minimum of required 'input. Select farms will be made role models for other farms and farmers to follow, thus helping farmers across Pakistan to increase production.

c) Agricultural Credit:

The agricultural financing strategy of NBP is aimed at three main objectives:­

Ø    . Providing reliable infrastructure for agricultural customers
Ø    . Help farmers utilize funds efficiently to further develop and achieve better
Production
Ø    .Provide farmers an integrated package of credit with supplies of essential
Ø    Inputs, technical knowledge, and supervision of farming.
d) Agricultural Credit (Medium Term):

Ø    .Production and development

Ø    . Watercourse improvement

Ø    . Wells

Ø    .Farm power

Ø    .Development loans for tea plantation

Ø    .Fencing

Ø    . Solar energy

Ø    .Equipment for sprinklers

e)Farm Credit:
_NBP also provides the following subsidized with ranges of 3 months to 1 year on a renewal basis
Ø    . Operating loans

Ø    . Land improvement loans

Ø    .Equipment loans for purchase of tractors, farm implements or any other
equipment
Ø    Livestock loans for the purchase, care, and feeding of
Ø    . Livestock

6.15 Production Loans:
Production loans are meant for basic inputs of the farm and are short term in nature. Seeds, fertilizers, sprayers, etc are all covered under this scheme.
6.16 CORPORATE FINANCE

a) Working Capital and Short Term Loans:

NBP specializes in providing Project Finance - Export Refinance to exporters - Reshipment and Post-shipment financing to exporters - Running finance - Cash Finance ­Small Finance - Discounting & Bills Purchased - Export Bills Purchased / Pre-shipment / Post Shipment Agricultural Production Loans

b) Medium term loans and Capital Expenditure Financing:

NBP provides financing for its clients' capital expenditure and other long-term investment needs. By sharing the risk associated with such long-term investments, NBP expedites clients' attempt to upgrade and expand their operation thereby making possible the fulfillment of our clients' vision. This type of long term financing proves the bank's belief in its client's capabilities, and its commitment to the country.

 c) Loan Structuring and Syndication:
National Bank's leadership in loan syndicating stems from ability to forge strong relationships not only with borrowers but also with bank investors. Because we understand our syndicate partners' asset criteria, we help borrowers meet substantial financing needs by enabling them to reach the banks most interested in lending to their
particular industry, geographic location and structure through syndicated debt offerings. , Our syndication capabilities are complemented by our own capital strength and by industry teams, who bring specialized knowledge to the structure of a transaction.
d)Cash Management Services:
With National Bank's Cash Management Services (in process of being set up), the customer's sales collection will be channeled through vast network of NBP branched spread across the country. This will enable the customer to manage their company's
total financial position right from your desktop computer. They will also be able to take
advantage of our outstanding range of payment, ejection, liquidity and investment
services. In fact, with NBP, you'll be provided everything, which takes to manage your cash flow more accurately.
6.17 INTERNATIONAL BANKING:
National Bank of Pakistan is at the forefront of international banking in Pakistan, which is proven by the fact that NBP has its branches in all of the major financial capitals of the world. Additionally, we have recently set up the Financial Institution Wing, which is placed under the Risk Management Group. The role of the Financial Institution Wing is:
Ø    To effectively manage NBP's exposure to foreign and domestic
           Correspondence
Ø    Correspondents to support trade, treasury and other key business
Ø    Manage the monetary aspect of NBP's relationship with the areas, thereby
         contributing to the bank's profitability    ;­
Ø    Generation of incremental trade-finance business and revenues

6.18 NBP offers:

Ø     The lowest rates on exports and other international banking products

Ø     Access to different local commercial banks in international banking

National Bank of Pakistan (Chapter-5)

CHAPTER   5
Section operation in NBP
5.1 Deposit\withdraw section:

This section is mainly concerned with the following areas:
1. Opening of account
2. Maintaining of accounts
3. Incoming transfer of cheque
4. Verification of Signature
5. Issuance of Cheque Books
6. Incoming transfers of money
5.2 Advances Sections:
This section is mainly concerned with the following Loans
1. PM SES
2. Saiban
3. Computer Finance
4. Motor Car Finance
5. House building finance
6. Advanced Salary
7. Gold Finance
8. Running Finance
5.3 Cash section:
1. Management of Cash
2. Maintains Balance Between Liquidity and Profitability
3. Keeping Safe custody of cash and gold ornaments
4. Transfer of Money to different branches and other banks
5. Maintenance of Chest Books

5.4 Govt. Section:

This section is mainly concerned with the following  areas:
1. Management of Govt. Transaction
2. Govt. Cheques
3. Pension payment and maintaining their record
4. Billing
5!5 Foreign Currency:
This section transfers money with the. Help of western union money transfer.. This section is mainly concerned with the following areas:
1. Deposits in Foreign Currency
2. Transfer of foreign currency
5.6 Transfer Section:
This section is mainly concerned with the following areas:
1. Drafts preparation and collection
2. Traveler Cheques
3. Mail Transfer & Telegraphic Transfer
5.7 Recovery section:
This section includes loan recovery officers, which are responsible for collecting outstanding loans. In case the party is not going to repay their outstanding loans then the case is taken to the’ court. And some times the property of the defaulter is sold for the sake of collection of the loan.
5.8 Establishment:
This section is mainly concerned with, the inside establish mental issues of the bank
1. Transactions management
2. Preparation of income statement
3. Preparation of Balance Sheet
4. Recording and marinating Charges Register




National Bank of Pakistan (Chapter-4)

4.8    CAPITAL STRUCTURE:


Rs. In million

AUTHORIZED CAPITAL CAPIAL        

PAID-UP CAPITAL                             4.103

SHAREHOLDERS’ EQUITY AND RESERVES             27,584

DEPOSITS                                     395,568

ADVANCS-NET                                160,990

INVESTMENT-NET                            166.196

TOTAL ASSETS                                471,860

PRE-TAX PROFIT                                 9.009

AFTER-TAX PROFIT                            4,198

NO. OF BRANCHES                             1199

NO. OF EMPLOYEES                            13272

National Bank of Pakistan (Chapter-4)

Judgment.
    Approved Accounting Standards have been followed in preparation of the financial
statements and there is no departure from the said standards.
The system of internal control is sound in design and has been effectively implemented and monitored throughout the year. The Board is responsible for establishing and maintaining the system of internal control in the bank and for its ongoing monitoring. However, such a system is designed to manage rather than eliminate the risk of failure to achieve objectives, and provide reasonable but not absolute assurance against material misstatements or loss.
The process used by the Board to review the efficiency and effectiveness of the system of internal control includes, the following:
The Board has formed an audit committee comprising of three non-executive directors. The audit committee has written terms of reference in the form of a charter, which has been approved by the Board of Directors. The committee is responsible for the oversight of the internal audit function and reviews its approach and methodology from time to time. It also receives and reviews the internal and external audit reports relating to the internal control, accounts and related matters. The committee on a continuous basis reviews the material control weaknesses and areas of concern and actions to be taken by the executive management to address these issues.
Internal audit department of the bank conducts the audit of all branches, regions and groups at head office level on ongoing basis to evaluate the efficiency and effectiveness of internal control system and proper follow up of irregularities and control weaknesses is carried out.
The Board receives confirmations/representations from all group and regional heads on annual basis confirming effectiveness of the internal control system established and maintained by them within their function.
The principal features of the bank's control framework include:
The bank has clearly defined organizational structure, which supports clear lines of

Communications and reporting relationships.
    There exists a properly defined financial and administrative power of various committees and key management personnel, which supports delegation of authority and accountability.
    The bank has effective budgeting system in place. The Board approves annual budget of the bank and monthly comparisons of actual results with the budget are prepared and review by the senior management.

Policies and Procedures

The bank has a comprehensive framework of written policies and procedures on all major areas of operations such as credit, Treasury Operations, Finance, Internal audit and compliance approved by the Board.

    There are no significant doubt about the bank’s ability to continue as a going concern.
    There has been no material! Departure form the best practices of the corporate governance as detailed in the listing regulations.
    Key operating and financial data is available in the annual report.

    Book value of investments of Employees’ Pension Fund as at December 31, 2002 (Un-audited ) is Rs. 6,317.705 million.
    The pattern of shareholding as required by the code is as follows:


                                                                                                                                 Total No. of                      
                                                                                                                                 Shares held      
Associated companies, undertakings and                                                                       
Related parties       
Taurus Securities Limited                                                                                                2,015      
National Bank of Pakistan Trustee Department-                                                        1,009,842
NIT      
Investment Corporation of Pakistan                                                                            1,519,095      
Directors, Chief Executive Officer and their             Self Spouse    




NATIONAL BANK OF PASKISTAN
            MAIN BRANCH MANSEHRA

Spouse and minor children
S. Ali Raza                         1,000        1,000        2,000
Sheikh Humayun Sayeed                1,515        1,515        3,030
Executives                       
S. M. Rafique                    1,000        1,000        2,000
Public Sector Companies and Corporation                    16,576,147
___________________________________________________________________________
Banks, Development Financial Institutions, Non
Banking Financial Institutions, Insurance                     321,271,219
Companies Modarabas and Mutual Funds
Shareholders holding ten percent or more
Voting interest in the bank

-State Bank of Pakistan                                 292,300,183

Pattern of share holding:
The pattern of share holding as at December 31,2002 is Rs.6.04

Apparitions:
The appropriations are recommended as under:
                                            Rupees in ‘000
Profit after taxation                                        2,253,385
Unappropriated profit brought forward                               752,226
Tranfer form surplus on revaluation of fixed assests:
    -Prior Years                                           1,413,246
    -Current Years                                                  50,411
Profit available for appropriation
Appropriation:
Transfer to:
    -Statutory Reserve                                    225,339
    -Reserve for issue of bonus shares @ 10%                    373,038
    -Proposed cash dividend Rs. 1.25 per share                     466,298

                                                      1,064,675
Unappropriated profit carried forward                         ____________
                                                       3,404,593



These results could not have been made possible without the commitment and dedication of our staff. We would like to express our appreciation to all our stakeholders for their continued confidence in the bank. We will Inshallah endeavor to meet the challenges of future and maintain our position as the premier banking institution in the country.


                                On behalf of Board of Director



Dated: April 07, 2003                    S. ALI RAZA Chairman & President

National Bank of Pakistan (Chapter-4)

Highlights
CHAPTER 4


EXCUTIVE COMMITTEE

Executive committee consists of one president nine member form which one member also performs function of both as a member and secretary. Executive committee is nominated by board of directors and executive committee nominates the division heads.
Member
Member
Member
Member
Member
Member
Member
Secretary member
Member
President
4.1    Board of Directors:

The Board of directors nominated the number of executive committee and executive committee nominates decisions heads. Board of directors consists of chairman and president, Nine directors and secretary work under him. President is the main body of the Board of Directors and other nine directors and one secretary worked with his in 9 systematic ways.
Board of Directors


Secretary
Directors
Directors
Directors
Directors
Directors
Directors
Chairman and President
4.2    SENIOR MANAGEMENT


Masood Karim Shaikh          SEVP & Group Chief, Corporate & Investment Banking Group and CFC

Shahid Anwar Khan         SEVP & Group Chief, Commercial & Retail Banking Group

Dr. Asif A. Brohi            SEVP & Group Chief, Operations Group

Muhammad Sardar Khawaja     SEVP & Group Chief, Audit & Inspection Group

S.M. Rafique             SEVP &  Group Chief, Board of Directors

Imam Bakhsh  Baloch         SEVP & Group Chief Compliance Group
   
Derick Cyprian             SEVP & Group Chief, Special Assets Management Group

Amim Akhtar             EVP & PSO to the President

Javed Mehmood         EVP & Group Chief, Risk Management Group

Muhammad Nusrat Vohra    EVP & Group Chief, Treasury Management Group

Nadeem A. Dogar        EVP & Group Chief, Information Technology Group

Dr. Mirza Abrar Baig         Group Chief, Human Resources Management & Administration Group

Uzma Bashir             Group Chief, Organization Development & Training Group
4.3     Director's Report
On behalf of the Board of Directors it gives me great pleasure to present the annual accounts for year ended December 31, 2002. National Bank made many strides during 2002 in positioning If the future both operationally and structurally." reduce decision-making layers and prompt teamwork. The bank has substantially restructured its business. An entire layer of controlling offices i.e. zones has been eliminated and total number of regions enhanced from 9 to 29. A next matrix structure is now in place, which separates the front and back office with special emphasized on corporate governance and enhanced internal controls. This process, which was commenced late 2001, is now fully functional and demonstrating positive results. The rationalization program I for staff reduction and branch closures was. successfully completed in 2002. Going forward objective would be to ensure optimum efficiency in staff levels while balancing the benefits & technology with the branch network.
To meet the challenges of position of NBP as a market leader, training is seen as a critical success factor. Training has been restructured to make it more need based and aligned with the corporate vision of inculcating customer focus and developing core competencies under program "Gearing up for Excellence ". A strategic training management plan was develop _ keeping in view the stakeholders' expectation. We are glad to say that while training is a process of continuous improvement, we have achieved significant results thus far.
To position the bank for capitalizing on the requirements of the relatively lower banked sectors, a dedicated Commercial and Retail-banking group was created. Within a short span of time a number of retail products have been launched and the customer response to these schemes have been very encouraging. New retail products will be offered to cater’ the large diversified customer base of over 9 million, the largest in the country. The success of retail banking is critical to maintaining interest revenue and enhanced fee income. We are confident that withour large customer base and delivery capabilities, NBP will emerge as a market leader in the retail/ consumer business in the very near future.
Corporate banking as a dedicated business is being very well received by the corporate sector. The bank was mandated as a lead manager in significant capital market transactions. Through a combination of a large direct equity portfolio as well as a 25% holding in .NIT, Pakistan's largest mutual fund, NBP has one of the/largest equity portfolios in the country. Given the strong stock market performance In 2002atttpctive trading gains were realized. This area will continue to be one of our key income contributors the capital market gains depth.
NBP continues to be the principal bank for handling the government treasury business. We have also re-activated our subsidiaries catering to non- banking financial activities. We are also planning to open stand-alone Islamic Banking branches. Thus, in combination with our very large and diversified banking base we are truly a universal bank in Pakistan, in a position to offer the entire range of banking and financial products. We regard this as our key competitive edge.
NBP is committed to invest in the development of the bank's Information Technology infrastructure. Several initiatives have been undertaken in this regard. New on line branches I .
were added. The ATM network is being expanded across the country at convenient locations and an ATM switch sharing arrangement is being placed. During the year, the bank signed an agreement with Western Union for expanding the base for documentaries. remittances. We are also developing a strategic plan for Information Technology that synchronizes our future growth with product development.
For overseas operations our focus continues to be on trade financing activity to take advantage of the bank's presence in most countries (16 countries, 20 branches/offices), which are Pakistan's major trading partners. During 2002 we established a wholly owned subsidiary in Amity. Currently we are present in. four of Central Asian countries and our unique representation should provide us with a major competitive edge in the coming years as the Central Asian countries realize their economic potential.
4.4 Financial Performance:

In 2002, NBP increased its pre-tax profit to Rs. 6,045 million from Rs. 3,016 million in 2001, an increase of over 100%. The improved profitability was achieved due to a combination of higher interest revenue, enhanced fee income and run off of the amortization of the 1997 Golden Handshake Scheme. Prudent addition to loan loss. Reserves was made which continues to improve the cash coverage for non­     performing loans.

All key financial and operating ratios demonstrated improvement. Cost! income ratio was 0.44 (excluding one off provision of Rs. 832 million for benevolent fund and Rs. 513 million for charge for special separation package) as against 0.52 of the last year. Pre-tax return on equity was 45.27% as compared to 25.85% of the current year and is impressive by any yardstick. Pre-tax return on assets improved to 1.43% as against 0.77% of last year. Capital adequacy ratio of the bank is 14.5%, which is 38% higher as compared to 10.52% of last year.

Deposits of the bank increased by Rs. 12 billion. While there was increase in private sector loans due to adjustment I repayment of loans by large public sector entities and substantially lower commodity operations borrowings, advances decreased by Rs. 30 billion.

4.5 Market Recognition:
For the second consecutive year, NBP was recognized as the best bank in Pakistan by the prestigious periodical, " The Banker" UK (a subsidiary of Financial Times Group). Furthermore M/s JCR-VIS Credit Rating Company Limited maintained its rating of AAA, while the standalone rating was raised by one notch to AA-, which is one of the highest in the banking sector.

4.6 Outlook

Going in 2003, the reduction in the interest rate environment will overall have a negative impact on the financial sector's profitability in the short term. To meet these challenges we will focus on building our loan portfolio, both on corporate and retail side. On the retail side focus will be on additional fee business while maintaining stringent controls over cost. Longer term we will be focusing on those sectors in the, country, which have traditionally received less attention from the financial sector, i.e. agriculture, small and medium enterprises and of the entire range of retail products. Our key strength remains our customer base of over 9 million and we are confident that we are positioned to capitalize on the opportunities.

4.7 Corporate and financial reporting framework
(Code of Corporate Governance )


The board is fully aware of its responsibilities established by the Code of Corporate Governance issued by the Securities & Exchange Commission of Pakistan (SECP). The Directors are pleased to give the following declarations/statements to comply with the requirements of the Code.

The financial statements (Balance sheet, Profit and Loss Account, Cash Flow Statement, Statement of Changes in Equity and notes forming part thereof), prepared by the management  of the bank give the information required by the Companies Ordinance, 1984 in the manner s required and respectively give a true and fair view of the state of the bank's affairs as at December 31,2002 and of the results of its operations, changes in equity and its cash flows for the year then ended.
Proper books of accounts have been maintained.
Appropriate accounting policies have been consistently applied in the preparation of the financial statements and accounting estimates are based on the reasonable and prudent


National Bank of Pakistan (Chapter-3)

President




Semopr Execitove Voce
President (SEVP)




Executive Vice President
(EVP)





Senior Vice President
(SVP)





Additional / Assistant
Vice Prtesident
(AVP)
   




Grade-1





Grade-II





Grade- III
   



   
Clerk, Cashier etc



Non-Clerical staff

National Bank of Pakistan (Chapter-3)

CHAPTER 3




3.1 VISION:
To be the pre-eminent financial institution in Pakistan and achieve market
recognition both in the quality and delivery of service as well as the range of
    product offering
3.2 THE HISTORY OF NBP (1996 TO ON WARDS)
Like all business in Pakistan, National Bank of Pakistan was also put under a great pressure in this period when the biggest bank of the country faced losses Government of Pakistan also made some
reform in this time. The Pakistan Banking council was demolished and all banks were put under independent boards of governors, default of loans in the big issue since that time in 1996-97/the government of Pakistan pressurized all the institutions of the country to downsize their staff and merging the various small branch in to nearest big branches, so as to cut down the expenses. IMF demanded this, as a result of golden hand shake scheme was offered to employees of bank under which 10800 employees were removed in 1996-2000.In 2002 most of the branches were merged in
to the biggest branches to cut down the cost and expenses.
This decision created a lot of cost that was then amortized. In the second phase of the cost reduction program, the numbers of branches were reduced by a figure of 105 that included all the branches that were making losses.
The decision of May 28,1998 blasts followed by a political decision of freezing of foreign currency accounts also created a hard time for NBP. But stills performed well in such difficult conditions and succeeded in the increase of deposits and also collected a reasonable amount of money from the defaulters. This situation will become worst by the economic crises in East Asian countries but again National Bank of Pakistan performed well in that area and maintained its credibility in these areas.
National Bank of Pakistan also introduced A'EJ'VI quick draw cash card system and it also became a member of stuff in New Year. It also prepared a plan for electronic banking and e-commerce. By seeing all the improvement we can say that the officials and directors of the bank are well aware of all the necessary steps for its modernization.

3.3 ESTABLISHMENT OF NBP

The NBP ordinance was promulgated on 20thNov 1949 the bank was opened at Karachi and Lahore in West Pakistan under the provisions of the Bank ordinance; however, it was only permitted in. the first instance to undertake the business of the financing jute, cotton and other agriculture commodities. Through this power could be extended with the prior approval of the central government in order to obtain funds necessary for the finance of the jute trade. Central government permission was obtained for the acceptance of fixed deposits in sum of not less than Rs. 100000 and the arrangement of inter bank call loan from scheduled banks in sum of less than Rs. 2500000. In the initial stage the NBP borrowed from central, but later, considerable funds were obtained by fixed deposits and inter bank call loans. For reasons already mentioned, the bank initially was concerned with the financing of jute trade. In East Pakistan where the jute is grown, large sum of money was advanced to jute merchants, who were appointed agents of the jute board. In the co-operation of which the bank assisted in stabilizing jute prices.

3.4 INCORPORATION OF THE CAPITAL OF NBP

1.    After the commencement of the ordinance, there shall be constituted the accordance with provision of the ordinance "that to be called NBP" to carryon the business of banking.
2.    The bank shall be a body corporate having perpetual secession and a common seal, shall buy the said name sue, and be sued.


National Bank of Pakistan maintains its position as Pakistan' premier bank determined to set higher standards of achievements. It is the major business partner for the Government




NATIONAL BANK OF PASKISTAN
            MAIN BRANCH MANSEHRA

of Pakistan with special emphasis on fostering Pakistan's economic growth through aggressive and balanced lending policies, technologically oriented products and services offered through its large network of branches locally, internationally and representative offices.

We aim to be an organization that is founded on...
Growth through creation of sustainable relationships     with our customers.

­
Ø    Prudence to guide our business conduct.
Ø    A national presence with a history of contribution to
our communities.

We shall work to...

Ø    Meet expectations through Market-based solutions
and products.
Ø    Reward entrepreneurial efforts.
Ø    Create value for all stakeholders.
We aim to be people who...

Ø    Care about relationships.
Ø    lead through the strength of our commitment and willingness to excel.
Ø    Practice integrity, honesty and hard work. We believe that these are measures of true success.

We have confidence that tomorrow we will be...

Ø    Leaders in our industry.
Ø    Maintaining the trust of stakeholders.

An innovative, creative and dynamic institution responding to the changing needs of the     internal and external environment.

3.6 PRESIDENT MESSAGE

It gives me great pleasure to announce that National Bank of Pakistan is gearing up to the challenges faced by the domestic banking industry due to innovations and advances in the international banking world, which is the consequence of globalization.

The bank wishes to effectively utilize the financial assistance being extended by the Government of Pakistan for banking sector reforms aimed at reducing operating costs and improving profitability.

National Bank of Pakistan is distinct from other banks in that it has a nonprofit and service oriented motive, which has manifested itself in the area of salary deposits of government employees and payment of utility bills. The bank renders both of these services across the country reaching as far as the remotest regions; from our northern borders to the Arabian Sea. These services do not contribute towards the earnings of the bank; rather they put pressure on our resources. Nevertheless, we are committed to serving small savers and the general public of the country. National Bank is everyone's and does not only serve corporate customers.

By extending and targeting our research to improve bank earnings, through customer focus of our commercial and corporate branches, and by enhanced efforts towards the development of human capital, we shall very soon transform the bank from a bureaucratic organization to a fast paced, modern, and competitive bank.
In conclusion, I firmly believe that we have the vision, which will enable us to achieve even better results, safeguard the interest of our customers and to assist us in our march towards progress and prosperity in future.
S.Ali Chairman & President
 3.7 NBP ORGANIZATION CHART

As stated before, a Board of Directors consisting of one President, 4 directors from NBP one from Pakistan Banking Council, one from Ministry of Finance and an additional one who is the secretary of the board manages NBP. Hence the board of directors is an 8­member team, which manages the overall operations of the bank.
Under the board of directors is the executives committee consisting of 7 members including the president/chairman of NBP and the Secretary. These members of the
    Executive Committee, except Secretary, are in-charge of many divisions, These members are all Senior Executive Vice Presidents (SEVP). There are 20 divisions, which have their own heads who are Senior Executive Vice Presidents (SEVP), Executive Vice Presidents (SVP) or Senior Vice Presidents (SVP). The SVEP of international division manages the overseas filed operations.
Every province has a Provincial Chief, usually an SEVP, who overlooks the operations of NBP in that particular province. Under the provincial chief is the General TV tanagers who is either EVP or SVP. The general managers are responsible for either a number of regional areas or in-charge of various provincial departments such as Administration, Recovery, General inspection, Loan etc. Thenul11beY of general managers depends upon the complexity and extensiveness of the field operations in the province. Below the general manager are the circle executives who are senior vice president (SVP) or Vice-Presidents (VP).
The circle executives are in-charge of geographical circle areas such as Islamabad circle, Peshawar North circle etc. In each circle area, there are a number of zones such as Peshawar Cantt Zone etc. There is Zonal Head for every Zone who is a Vice
President (VP) or Additional Assistant Vice President (AVP).
In each Zone, there are a number of bank branches, which are managed by branch managers who are Grade-1or 2 officers. In each branch, in turn, there are a number of graded officers and non-graded employees (e.g. peon and gunman).

National Bank of Pakistan (Section-II)conti...




CHAPTER 2







2.1    Evolution of banking

The word bank is derived from Latin word Bancus or Banque, which means a bench. The explanation of this origin is attributed to the fact that the Jews in Lombardy transected the business of money exchange on benches in the market place. When the business failed, the people destroy the bench.
Incidentally the word bankrupt is said to have been evolved from this practice.
The opponents of this opinion argue that if it was so , then how is it that the Italian money changers were never called Banchierei in the middle ages

Other authorities hold the opinion that Bank is derived from German word Back which mean joint stock fund. Later on, when the German occupied major part of Italy, the Back was italicized into Bank.

2.2 Development of modern Banking:
Despite the classical origin, banking in its modern form and structure started in Britain when many of the Lambordary merchants came to England in the fourteen century and settled in the part of the London now called. Lombard street.
They were so resourceful that even the kings had to depend on them for loans despite the fact that the church was firmly against usury. They dealt with not only keeping the money in safe custody but also changed money far the travelers .or merchants engaged in foreign
trade.
The business .of changing money was so lucrative that king Edward III established the .office .of Royal Exchanger far changing foreign money at a profit far the benefit .of the crown.

The discovery of America brought riches to England and gave a tremendous boost to , foreign trade. The merchants now began to hold part .of their riches in cash. These
transactions, however, received a big setback in 1640, when king Charles I seized 130,000 Pounds and bullion left far safe custody with the city merchants at the Royal Mint.
This shook the confidence .of the merchants in the Royal Exchanger and Royal Mint. Consequently this business was taken aver by the gold smiths, who, up to that time, were dealing .only in gold and silver. Since these gold smiths required strong safes far the purpose .of their awn business, they introduce necessary facilities .of safe keeping<af4he valuables and the cash of their customers. These goldsmiths issued receipts .or note to their depositors in respect .of the cash .or articles left with them. These were called gold smith notes, and carried an undertaking to return the money and articles to depositors. or bearers an demand. There were a considerable number .of such notes an circulation among various classes .of merchants and thus they can be aptly called Bank Notes in their earliest farm.
Over a period of time, these goldsmiths: discovered that large sums of money were left in their custody for long periods: Therefore they started the use .of this cash to advance loans to other persons far a fixed period .of time and at considerably at a higher rate .of interest. Moreover they further encourage cash deposits by their customers by .offering them a part .of their profit earned an the money. Thus began the issue and deposit banking .of modern times. Same .of the enterprise goldsmiths issued checkbooksfor the attraction of their customers; and thus another important step in the evolution of
banking was taken.

In 1672, however, English banking faced a great crisis when Charles II borrowed huge sum of money from the goldsmith bankers formed themselves into a Corporation-in 1695, known as the Bank of England. This bank lent 1,200,000 pounds at 8%interest to William III, who in return, allowed a number of privileges to the bank, specially the right to issue Notes payable to bearer on demand unto the amount of this loan. This was known as , fiduciary issue, not covered by gold. This new bank became a very serious competitor to     the comparatively smaller private banks run by the London goldsmiths.

By the year 1700, the Bank of England was not only issuing Notes but also conducting accounts for customers. Being a joint stock bank by charter, its directors were conducting the business like that of limited companies. The Bank of England was the only joint stock company, which was given the monopoly of issuing the Bank Notes.

n 1708 the privilege to issue Notes in England was withdrawn from joint stock banks and confined to the private banks with not more then 6 partners.
To 1813 or there about in England, the main profit of banks was derived from the circulation of notes and for many years after that deposits were treated as very minor matters.
2.3 Types of banks:
The important categories of banks are as follows
·    Commercial banks
·    Merchant banks
·    Saving banks
·    Mortgage banks
·    Consumer banks
·    Investment banks
·    Central banks

2.4 Classification Of Banks: ­
The banks are classified into various types on the basis of their activities, ownership, domicile etc. The main types of banks in Pakistan are as under:
(A)     Classification on the basis of functions: ­
(1) Central bank: - Every country of the world has its own central bank. The primary function of the central bank is to regulate the flow of money and credit in order to promote efficiency, stability and growth in the country. In Pakistan State Bank is the country central bank.
(2) Commercial bank: - Commercial Banks are those banks, which are engaged in performing the routine duties of banking business. They collect surplus money from the people. They make loans and advances in the form of overdrafts, cash credits, discounting bills of exchange. Commercial banks also manufacture credit money. They also provide agency services and general utility services. In short, banks are considered the lifeblood of the economic society. In Pakistan National Bank of Pakistan, United Bank Limited, Habib Bank Limited etc. are performing the functions of commercial banks.
(3) Exchange Banks: - Exchange banks mainly deal with international trade. These banks take the responsibility of settlement of foreign exchange and arrange the foreign business. In Pakistan, all the nationalized commercial banks have been allowed to do the business of exchange banks.
(4) Saving Banks: - Saving banks are those banks which collect and keep the small savings of the public. They are called thrift promoting institutions. The saving banks invest the funds in the safest government securities. Post offices and saving centers perform the business of saving banks in Pakistan.
(5) Agricultural Banks: - Agricultural banks are set up to provide financial assistance to the agriculturists. The agricultural banks provide short-term credit to the farmers for the purchase of seeds, fertilizer etc. They also make medium term advances for buying tractors and introducing modern techniques in farming.    In Pakistan, Agricultural
Development Bank of Pakistan, which now becomes a new named Zarai Taraqiati Bank of Pakistan, was setup in 1982 for meeting the financial requirement of agriculture.
(6) Industrial Banks: - The industrial banks mainly provide, medium and long term

credit to the industries. Since the industrial banks have long-term deposits, they are in positions to permit long-term investment in industries. In Pakistan, the industrial Development Bank (lDBP) was set up in 1961. The other institutions engaged in providing financial assistance to industries are PICIC, NDFC, ICP, etc.

(B) Classification on the basis of ownership,: ­
(7) The banks are also classified, on the basis of ownership, into three categories i.e., (a) public sector banks (b) private sector banks, (c) cooperative banks.
(a)    Public sector banks: - They are owned and controlled by the government
such as National Bank s etc.
(b) these.
Private sector banks: - corporations such as MCB, ABL, CITY Bank etc own
(c)    Cooperative banks: - cooperative banks are established mainly to provide
short and medium term loans for rural development in general. In Pakistan, these banks are set up under the cooperative society Act of 1925 in the country. The federal Bank for cooperative was set up in 1976 in Pakistan.
2.5 Commercial banks operating in Pakistan:
Ø     National Bank of Pakistan
Ø     Habib Bank Limited
Ø     United Bank Limited
Ø     Muslim commercial Bank Limited _ Commerce Bank Limited
Ø     Standard Bank
Ø     Australasia Bank Limited
Ø     Bank of Bahawalpur Limited
Ø     Premier Bank limited
Ø     Pak Bank Limited
Ø     Bank of Khyber
Ø     Punjab provincial cooperative bank _ Allied Bank Limited



 

National Bank of Pakistan (Chapter-1)conti...

The sources of secondary data: Were annual report 2004, manual, circulars,     relevant books, brochures and monthly economic bulletin.
During the internship one of the major problems was limitation of time and less printed
material available in the branch but my sense and personal; observation helped me a lot in conducting this report as well as the staff helps me a lot in solving very crucial problems.

I have also got assistance from books like, banking management, human resource management, and research methodology.

1.5 SCHEME OF STUDY

CHAPTER# 1 includes background, purpose scope, methodology and scheme of study.
, CHAPTER#2 include introduction of NBP, and about banks operating in Pakistan CHAPTER # 3 is concerned with introduction, board of directors, President Message Management Hierarchy
CHAPTER # 4 Includes board of directors DIRECTORS REPORT and executive committee
CHAPTE:R#++5    includes  sections operating in NBP Main Branch Mansehra
CHAPTER # 6 includes Services and Financing facilities
CHAPTER # 7 includes NBP. SAIBAN, ATM finder, Branch Network
CHAPTER #8 include$ Ratio Analysis of NBP:
CHAPTER # 9 includes SWOT Analysis of NBP
CHAPTER # 10 includes Finding and Recommendations
CHAPTER # 11 includes Action Plan suggested by me CHAPTER # 12 Finding and Recommendation and action plan. CHAPTER # 13. is about Conclusions

Bibliography

National Bank of Pakistan (Introduction)

NATIONAL BANK OF PASKISTAN
MAIN BRANCH MANSEHRA

CHAPTER NO 1

INTRODUCTION OF STUDY

1.1    BACKGROUND OF STUDY

National Bank of Pakistan is one of the leading and first government recognized bank in Pakistan. Aimed to be the pre-eminent financial institution in Pakistan and achieve market recognition both in the quality and delivery of service as well as the range of product offering.

NBP was established in November 9, 1949. which started functioning from November 20,1949. The reason of its development was that the NBP in addition to being a commercial bank in the public sector at a time when all other commercial banks were in the private sector, also came to acquire certain characteristics which to this day set it part from other nationalized commercial bands of the country.

The most important of these characteristics is that the NBP acts as an agent of the central bank where the State bank does not have branch of its own.

The NBP also acts as trustee to the national investment trust (NIT), one of the premier financial institutions of the country charged the responsibility of mobilizing small saving. The establishment of NBP thus signaled the achievement of another milestone in the
development of the banking industry in Pakistan.

1.2 PURPOSE OF STUDY

National Bank of Pakistan is one of the oldest and well-established banks in the public
sector. Its mission is to be the pre-eminent financial institution in Pakistan and achieve market recognition both in the quality service as well as the range of product offering.
I select NBP Main Branch Mansehra because it is in the center of the city as will, as in the District Mansehra. all other banks and branches have accounts with it and it is maintaining salary a9counts of all major sector of employees as will as of Govt. Accounts and facing a lot of challenges during the process of its operations. it also provide the facility of clearing house for other banks in the district.
So.1 prefer NBP Main Branch Mansehra order to set knowledge of this organization (NBP) for the students of master of Commerce especially for the finance students it is very important to know all the finance activity. Activity. In finance department I know, in which method the branch issued the advances and what markup.
In Main Branch Mansehra they give short-term finance especially for the employees, and the chance of default is very low because they have also an account and their salary come in that branch.
The weakness of the finance section is that the process is very slow, and the requirement for issuing the advances, for the employees it is very tuff. all of this is because of this reason that only one person is handling the Advances as will as the establishment and all other cases are out of the reach of the manager as well as of other staff. And there is no even a single case for defaulter especially for the employees

1.3     SCOPE OF WORK
The scope of my work is based on the complete observation of National Bank. But in short of time I worked in special department of the branch. ie.
·    Deposits Management
·    Advances Management
·    Foreign Exchange Management
·    Transfer of Money.
·    Establishment
·    Cash Management

Remittances and Bills Management.

In deposit department, deposits are divided. in two or three types.

(i)    Current deposit.

(ii) PLS deposit (PLS saving A/C, PLS term deposit. In the above, three type of deposits I known the entire necessary requirement and also know the interest rate.
Secondly advance department is the most important department of the bank. It deals long­termi3dvance and short-term advance and also consists of finance Le. short-term finances
and long-term finance.
Thirdly I also worked in remittance department. It consists of issuing DD's, MT's, telegraphic transfers SE (short credit). LAC (local short credit) clearing.
I also worked in account department and cheque issuing, and computer section as well as in advances and transfer sections.

1.3    METHODOLOGY OF STUDY/RESEARCH
During my internship in National Bank the most important ti3sk was to collect more quality information about the organization as possible that is why I used a number of techniques to collect the required material and conduct the report.
The methodology, which I adopted for this research ism based on both the primary data as will the secondary data.
·    The primary data: it consist (interview with manager discussions with executive and officers and other staff personal observations and different types of written material from the bank.
·    The sources of secondary data: Were annual report 2004, manual, circulars,     relevant books, brochures and monthly economic bulletin.

Muslim Commercial Bank (Projec t)


Chapter-10


IMPLEMENTATION/ACTION PLAN


Every organization has its own strengths, weaknesses and possesses opportunities for improvements. Nothing is impossible in this world, as someone has rightly said, an impossible is often untried”.

Here are the implementation/action plans for the recommendations concluded in the previous chapter.

BUSINESS DEVELOPMENT PLAN:
In order to develop the implementation procedure to reach business development objective, the following steps should be taken:

1.                                          CAMPAIGNS TO OPEN MORE ACCOUNTS:
The volume of business, profits and size of bank depends significantly upon the number of account holders banking with it. In order to increase the number of accounts, There should be a clear market plan. The strategy should be to either penetrate a new market or increase the share of a given market.
The staff, branch managers and executives involved in business development should prepare   lists of different groups of prospective account holders and their neighbors, friends and influential people and make efforts to open their volume of business and deposit composition. This should be done in coordination with the various branches of the Bank.
The campaign to op0en more and more accounts should be launched on yearly basis by fixing monthly targets to open new accounts, and targets should be reviewed after every month by the circles concerned in the Head Office.



2.                                          CAMPAIGNS FOR MOBILIZATION OF DEPOSITS:

Deposits are the main source of commercial bank funds and without them banks cannot exist. It is very important for an individual bank to get funds, as its one basic function is to put them to work safely and profitably.
The act of attracting funds is important but, likes so many other processes of a salesmanship, is intangible. The bank can get funds by advertising for them, by direct salutation, by contact through their officers, managers and executives. Thus, they can get the customers and hold them ultimately by furnishing the kinds of banking services that depositors feel is what they want should have.
One of the best way to retain deposits and increase is by courteous and efficient services for the satisfaction of the needs and requirements of the customers, because:
“A satisfied customer is a best advertisement”.

3. CAMPAIGNS TO INCREASE BUSINESS SHARE:
Campaigns to secure highest share of business like imports, exports, issuance of guarantee, remittances, bills identification of productive, secure and easily realizable advances etc. should be launched. The management of the bank should prepare a business developments plan strategy by taking into accounts the overall market position of the banks in the business, the market share of the Bank and the proposed plan to achieve the market share in the banking industry. In the light of the market share, business development targets should be fixed on annual basis by fixing monthly targets for imports, exports, issuance of letters of guarantee, bills etc. The achievement of targets should be reviewed every monthly by the respective circles at the Head Office and necessary instruction and guidelines provided to the respective area control and zones where the business performances are not accordingly the set targets.

4. TRAINING OF PERSONNEL:
We all know that the profitability, growth and survival of a bank depend upon the business development. Therefore, the Banks should take steps to impart training to the probationary officers, senior officers, managers and executives in modern business and public relation.
Business development training is the process of imparting knowledge creating skills and shaping attitude, work habits, and consists of testing, showing and teaching the trainee and then monitoring his/her results and making constructive correction.

MARKET RESEARCH & ANALSIS PLAN:
Before launching any venture or expansion plan, a detailed market research/analysis must be carried out using any and/or of the following methods:
Ø      The best method is collecting first hand data from potential market through surveys. The questionnaires must be unbiased and should not prompt the desired result.
Ø      Historical data, if available could be very useful in determining the potential and trends.
Ø      In case, the lack of awareness about the service or non-existence of historical data makes it impossible to conduct a research, data of the location, which have similar or close characteristics, can be used.

PRODUCT DEVELOPMENT PLAN:
The method to achieve strategic objectives is to develop new products or services to meet he needs of a target market segment. New product development plan of the Bank should incorporate the following:
Ø      A description of the key elements of the new product or service.
Ø      The return on investment to be achieved at certain specified demand levels.
Ø      Degree of exclusivity of schemes to be developed.
Ø      Effects on existing schemes or services and whether alternatives are available by upgrading or improving existing products.
Ø      Printing and packing techniques that may be incorporated in the new service or scheme in order to increase sales of existing service.
Ø      Interest rates of the new scheme or new service.
PLAN FOR MONITORING & EVALUATION OF SYSTEMS:
The systems and procedures of the Bank must be dynamic, flexible and subject to continuous monitoring and evaluation. The pre-requisites of an effective monitoring and evaluation process are as follows:
Ø      A good, open and unbiased feedback system should be established to identify the problems and suggesting improvements.
Ø      The feedback system must include the customers and all the staff members from top to bottom within the Bank.
Ø      The feedback system must allow both, as needed and fixed interval information.
Ø      The problems and errors must be analyzed and removed. The suggestions should be discussed at all concerned levels and implemented if found useful.

PERFORMANCE EVALUATION PLAN:
Periodic performance evaluation is very important function to be performed. The objective of evaluation must not be limited for salary review only. It should include and be performed in the following manner:
Ø      Objectives for each employee must be clearly defined in a measurable quantifiable manner.
Ø      A methodical system must be adopted, whereby the employees also participate in the evaluation process.
Ø      The system must be such that where the performance against the given objectives can be measured numerically,
Ø      The performance review must be done at short intervals say quarterly. The periodical performance reporting and meetings could be effective tools.
Ø      The performance review must be aimed at improving employees, skills and productivity by identifying training needs.
Ø      The system must be adopted where personal liking and disliking could not pave through.

HIRING PROCESS & JOB DESCRIPTION PLAN:
The human resource people believe that the failure of sub-ordinate is in fact failure of manager as either he/she has not made the right selection or he/she has not able to manage the will. The problem could be in the hiring process or unclear job description. To enable employees most productive at all levels the Bank should improve its hiring process and job description.
This can only be attained through the following.
Ø      Requirement analysis of the position.
Ø      Preparing qualification and experience specification in accordance with the objectives to be from achieved the position.
Ø      Implementing standardized selection criterion.
Ø      Offering reasonable compensation package in accordance with job of the existing, experience, and qualification keeping in view the salary packages of the existing stuff at the level.
Ø      Preparing detailed job description.
Ø      Arranging detailed orientation programmers.
Ø      Setting objectives for the period.

INTERSHIP PROGRAMME PLAN:
Although the above selected method would help the selection of right employees a lot, yet there are chances that candidates having stupefaction knowledge can get through and be selected. Thus a lot of organization resources in term of time and money have to be spent on them for their proper training.
One of the best and cost effective methods to select the right kind of people is to hire graduates from business and management’s schools as internees. The internship programme should spread over a period of at least six months. During the internship period, a close watch should be kept on the internees. At the end of the internship period, the performance of the internees should be evaluated and competent, diligent and energetic internees should be hired on permanent basis.


CUSTOMER RETENTION PLAN:
Retaining a customer is more difficult than acquiring a customer. Any disruption in continuity and quality of the service may result in a quick chum in the presence competitive environment.
The bank should set up the following for customer retaining:
Ø      Effective and efficient complaint management system.
Ø      Customer feedback system through independent source.
Ø      Effective and efficient management information system.
Ø      Proactive curtsy calls.





















                                                  

BIBLIOGRAPHY



1.           Asrar H. Siddiqi, practice and law of banking in Pakistan, Karchi: Royal Book Company, 1998.
2.           Bowlin, Oswald D. (1990). Financial Analysis. USA: McGraw Hills International.
3.           Block, Stanely B and Hirt, Geottrey A. (7th edition) Foundation of Financial Management. Sydney: Ed. Von Hoffmenn Press.
4.           Horngren, Sundem. (1999). Introduction to Financial Accounting. New Jersey: Pentice Hall Press.
5.           Kock, Timothy W. (1998). Bank Management. Orlando: Dryden Press.
6.           Morton, S. John and Ronald (1983). Consumer Action. USA: Houghton Mifflin Company, Boston.
7.           Brigham F. Eugene and Joel F. (2001). Fundamentals of Financial Management. Indian Edition: Harcourt Asia PTE. Ltd, Dehli.
8.           Meenai, S.A. (2001). Money and Banking in Pakistan. Karchi: Oxford University Press.
9.           Muslim Commercial Bank, (2005). Annual Report, Karachi.
10.       Muslim Commercial Bank, (2006). Annual Report, Karachi.
11.       Muslim Commercial Bank, Brochures of products & Services.
12.       http://www.mcb.com.pk