REPORTS

1. Financial Analysis
2020 2019 2018 2017 2016 2015
PROFIT & (LOSS)
TotalIncome Interest 753.9 789.5 753.6 674 662.3 753.2
Income 738.9 776.3 741.4 649.3 615.1 705.3
Expenses
TotalExpenses Interest 1,901.00 2,076.90 1,629.80 1,395.00 1,119.20 1,027.80
Expenses 1,008.70 1,149.60 520.4 520.4 441.2 436.3
Spread (Net interest income / Gross
interest income)
-0.4 -0.5 0.3 0.2 0.3 0.4
Loss before tax Loss -1,147.10 -1,287.40 -876.3 -721 -456.8 -274.6
after tax -977.2 -1,072.30 -825.9 -294 -199.2 -282.2
FINANCIAL POSITION
Shareholder's Funds Net 2,392.50 2,392.50 2,392.50 2,392.50 2,392.50 2,392.50
Equity -3,160.10 -2,512.40 -1,693.90 -434.3 20.6 356.3
Liabilities
TotalLiabilities 13,101.20 12,664.40 11,332.40 11,429.40 9,357.60 8,260.20
Borrowing from financial institutions
Deposits
4,127.60 3,654.80 4,739.90 5,308.30 3,460.30 2,888.70
Deposits 7,602.30 7,500.70 5,721.00 5,343.70 5,228.70 4,770.20
Assets
TotalAssets 9,941.10 10,152.00 9,638.50 10,995.10 9,378.20 8,616.50
Advances (net of provisions) 1,530.30 1,908.00 2,230.80 2,505.50 2,771.70 2,751.70
Investment 5,828.40 5,740.00 5,765.20 6,911.30 4,869.50 4,117.50
RATIOS
Return on Assets -9.73% -10.84% -8.01% -2.89% -2.21% -4.05%
Capital Adequacy Ratio (Required 10%) -107.95% -71.83% -52.19% -13.65% -2.75% 6.79%
Earning/(Loss) per share -4.08 -4.48 -3.45 -1.23 -0.83 -1.18
SWOT ANALYSIS
SWOT analysis is a process to identify where we are strong and where we are
vulnerable, where we should defend and where we should attack. It tells us our
strength, our weaknesses, the opportunities which prevail in the market and the
threats which we may face from our competitors and other from other potential
factors.

2. STRENGTHS
 Skillful and competent people of the branch manager who have knowhow of
all the department of bank.
 Good and experienced staff rights from the bank’s incorporation
 Training and development facilities.
 The employees are committed towards secrecy
 Motivation of employees are both the intrinsic and extrinsic factors.
 Positive work environment.
 Handsome salaries are given to employees.
 Highly training and experienced Employees.
 Automation and online system.
 A good system of training new comers in the bank.
Weaknesses
 Every loan case has to be approved from head office which takes 10 days
for completion.
 There is no strategy for marketing
 Huge files, not easy to manage.
 Lack of cooperation among the departments of bank.
 There is no focus on advertising like sponsoring of any festival.
 Service charges of SME bank is higher as compared to other banks.
 Centralization is an issue because decisions are taken at the top.
 No proper check and balance.
 This bank does not target new customers, only rely on existing ones.
 Long delays and queues for commercial banking customers.
 Bank does not adoptmodern way of providing service to customers.
 Do not launch new scheme of deposits frequently.
Opportunities
 It is the time for the bank to be a good bank in a commercial banking.

3.  Try to focus on marketing and advertising campaign.
 Offer versatile services to their customers.
 A good job recruitment policy of hiring business graduates.
 Adoptnew methods to deal with customers.
 Bank should spread its branches all over the Pakistan.
 Also launch their own ATM machines at every branch.
 Should conductcampus interviews to hire fresh blood .
 Bank should form its own marketing team to increase their customers.
 The managers at every branch should maintain a good relation with
employees.
Threats
 Change in Government policies is serious threat to bank.
 Economy instability is another threat.
 Political and Global instability.
 The increasing number of competitors in the market can harm them.
 The adoption of online system and developing of websites by other banks
can create a threat to the bank.
 The new technology adopting by other banks.
 Lack of promotion of the employees.
 Not many deposits and advances schemes.
Competitors of SME bank
Zarai Taraqiati Bank limited
Zarai Taraqiati Bank Limited (ZTBL) erstwhile Agricultural Development Bank of
Pakistan (ADBP) is the premier financial institution geared towards the

4. development of agriculture sectorthrough provision of financial services and
technical know how. The restructuring of former ADBP is being carried out with
the aim to uplift the agriculture and rural sectorby raising farm productivity,
streamlining the institutional credit and increasing income generating capacity of
the farming community. ZTBL was incorporated as a Public Limited Company on
14th December, 2002 through repeal of ADB Ordinance of 1961. Thereby
transforming the bank as a coporateentity to serve as R.F.I
The new corporate structure redefines the bank's status as a public limited
company registered under companies Ordinance'1984 with an independent Board
of Directors which aims at ensuring good governance, autonomy, delivering high
quality
ZTBL is a key R.F.Iof Pakistan providing affordable, rural and agriculture
financial/non-financial services to the rural Pakistan , comprising 68 % of the total
population. The Bank through a country-wide network of 488 branches is serving
around half a million clients annually and over one million accumulated account
holders with the average loan size of around Rs.162331 serving 68%, 29% & 3 %
of subsistence, economic and large growers respectively.
The total assets of the Bank stand at Rs.123 billion with authorized capital of Rs.25
billion as of 31.12.2011, with a nation-wide working strength comprises 5789
employees. The share of ZTBL in total national institutional agricultural credit
outstanding is 40% as on 30.06.2013.
Vision
Dedicated to serve the needs of the farming community, by delivering financial
products and technical services on a competitive and sustainable basis, in a
convenient, efficient and professional manner, leading to success ofthe Bank and
the farmers.

5. Mission
To play effective role in the promotion of economic growth, by enhancing the
availability of credit to the agriculture sector, through reliable access to sustainable
financing, special lending programs, technical assistance, and other products &
services, and to promote career development opportunities for increasing
professionalism and technical proficiencies of employees.
Corporate Objective
 Develop and operate as a financially and operationally sustainable R.F.Iof
the country.
Assist rural community, particularly the small farmers, in raising their
productivity and income levels through timely delivery of credit, advisory
and ancillary services.
Build ZTBL's image as a proactive, client friendly, financially &
operationally sustainable with indigenous productdeployment.
Establish and provide backward and forward linkages to strengthen agri.
value added commodity chains.
Engage in public - private and wholesale - retail partnership to deepen
outreach and reduce operating cost.
To function as a rural commercial bank to mobilize rural capital formation
and to commercialize the agri. sector by delivering the true value of credit to
the client. Provide a wide range of risk insurance products to its clients.

6. Punjab Provincial Corporative Bank
The Punjab Provincial Cooperative Bank Ltd. was established in 1924 as an Apex
Bank to meet funding requirements of cooperative societies. It is engaged in all
types of banking & credit business with societies and individuals. The PPCBL
gained the status of Scheduled Bank in 1955. PPCBL was organized and being
managed on the principal of voluntary and open membership, democratic member
control, member economic participation, autonomy, independence, self-help and
mutual cooperation.
Vision
To be a well structured and efficient Cooperative financial institution for helping
its members and individuals to unite voluntarily for building up their resources and
meeting their common socioeconomic needs through democratically controlled
enterprise.
Mission
Achieving business excellence by clattering the financial requirements of the rural
community at the grass root level through provision of quality services and infused
values of cooperationin a conductive and supportive environment.
Major Objectives
 Promote growth of the Cooperative movement.
 Carry on banking and credit business to facilitate working of the member
Cooperative Societies.
 Inspect, supervise and assess credit requirements of the member societies.

7. Recommendations
 SME bank ought to adjust as per the need and change in innovation and
ought to embrace the new innovation like other Multinational banks are
using.
 SME bank ought to give appropriate and forward-thinking preparing to their
workers to adapt to changes in business world.
 SME bank should constructadvertising group to mindful the clients about
them.
 SME bank should concentration to further develop their business exercises
on the grounds that there is parcel of spacefor them to get customers.
 SME bank should zero in on advancement and imaginative items, it should
bring a genuinely new thing and change their current items so the client gets
draw in of it.
 SME bank should start some more persuasive instruments to keep up with
steadfast workers and ought to give them vocation openings.
 SME bank should constructsome sortof cross practical groups to overcome
any issues between the departments.
 SME bank should attempt to build the quantity of record holders through
viable means.
Conclusion
SME bank is essentially constrained by central government and it follows the
headings approaches of the public authority. The essential capacity of SME bank is
to give credits to Small and medium ventures. SME bank attempts to give an
amicable climate to its clients and attempt to win the trust of its clients. Discussing
the current situation, the monetary of SME banks shows it in misfortunes yet
attempting to recuperate. It additionally has some inside issues like contentions
between divisions. Above all it isn't zeroing in on its advertising exercises because
of which its client base is week. Workers of the association are not fulfilled
because of absence of professional stability which diminishes their inspirational
level. to be at the top SME should zero in on its showcasing exercises and should
carry something development to change its present situation in the brain of client.