This document provides information on the Central Bank of Sri Lanka (CBSL) and the State Bank of Pakistan (SBP). It outlines their profiles, visions, missions, objectives, organizational structures, functions, departments, and strategic goals. The CBSL aims to maintain economic and price stability and financial system stability in Sri Lanka. The SBP aims to promote monetary and financial stability in Pakistan to achieve sustained economic growth. Both institutions work to regulate banking and the financial system and implement monetary policy in their respective countries.

3. Profile
• CBSL SBP
- 1950 -1948

4. • Founder
John Exter Muhammad ali jinnah
Present Governor
Ajith Nivard Cabraal Ashraf Mahmood Wathra

5. VISION
CBSL
• A credible and dynamic
central bank contributing to
prosperity of SL.
SBP
• To transform SBP into
modern and dynamic
environment central bank,
highly professional and
efficient and fully equipped
to play meaning full role on
sustainable basis in the
economic and social
development of Pakistan.

6. MISSION
CBSL
• Maintaining economic and
price stability and financial
system stability to support
sustainable growth through
policy stimulates advice
commitment and
excellence.
SBP
• To promote Monetary and
financial stability and foster
a sound and dynamic
financial system so as to
achieve sustained and
equitable economic growth
and prosperity in Pakistan.

7. OBJECTIVES
CBSL
• Maintaining economic and
price stability
• Maintaining financial
system stability
SBP
• Maintaining Price Stability
with Growth
• Broadening Access to
Financial Sector
• Ensuring Soundness of
Financial Sector
• Exchange Rate and Reserve
Management
• Strengthening Payment
Systems

8. VALUES
CBSL
• Commitment to
inspirational leadership
• Transparency
• Accountability
• Commitment to
professional competence
• Commitment to Life long
learning
• Consistency, Accuracy &
Timelines
SBP
• Highest standards of integrity
• Institutionalizing team work
and performance culture
• Excellence in service
• advancement of skills for
tomorrow's challenges
• Awareness of social and
community responsibility
• Value creation for all
stakeholders

9. SBP Organizational structure

10. CBSL Organizational structure

11. Functions
CBSL
• Core functions
Economic and Price Stability
Financial System Stability
• Ancillary to core functions
Currency Issue and Management
• Agency functions
Employees' Provident Fund
Management
Foreign Exchange Management
Public Debt Management
Regional Development
Financial Intelligence
Provincial Office Monitoring
SBP
Primary functions
• Issues notes
• Regulation and supervision of
banks
• Lender of the last resort
• Advise to government
• Conduct of monetary policy
Secondary functions
• Agency functions like
management of public debt
• Management of forign
exchange
• Clearing house

12. CLUSTERS
CBSL
• Economic & price stability
• Financial system stability
• Agency services
• Corporate services
SBP
• Banking
• Financial market, Islamic
banking & special initiatives
• Operations

13. DEPARTMENTS
CBSL
• DOD
• ERD
• IOD
• SB
• BSD
• CD
• ECD
• PDD
• RDD
• FMD
• HRD
SBP
• Banking Inspection (On-Site) Department
• Agricultural Credit & Microfinance
Department
• Banking Policy & Regulations Department
• Banking Surveillance Department
• Consumer Protection Department
• Exchange Policy Department
• Economic Policy Review Department
• External Relations Department
• Finance Department
• Legal Services Department
• Off-site Supervision & Enforcement
Department

14. STRATEGIC GOALS OF SBP 2011- 2014
• Improve the formulation and effectiveness of monetary
policy
• Develop a financial stability framework
• Improve soundness or efficiency of the financial system
• Strengthen prudential standing of bank
• Strengthening exchange, market and reserve
management
• Management strategies for improving corporate
governance and institutional stretching of SBP
• Address development needs of the financial system,
including broadening access to financial services

15. STRATEGIC OBJECTIVES OF CBSL 2014-2018
• Maintain inflation at a mid single digit level to
support sustainable economic growth
• Ensure maintenance of an adequate level of
foreign exchange reserves to meet foreign
exchange obligations
• Facilitating effecting policy formulations
• Maintain price stability to facilitate achieving
sustainable high growth
• Ensure the financial system stability
• Facilitate the improvement of macro prudential
surveillance through research

16. Strategic plan of SBP
• Strategic plan of SBP 2005-2010
• Strategic Plan for- Islamic Banking Industry of
Pakistan
• Period 2014- 2018
• key areas
– Enabling Policy Environment
– Shariah Governance & Compliance
– Awareness and Capacity Building
– Market Development

17. • VISION
To evolve a stable and distinct Islamic Banking System based on
Shariah principles that creates value for all stakeholders particularly
the users and providers of Islamic financial services.
• MISSION
To facilitate and catalyze development of Islamic banking industry in
the country through
a) enabling legal, regulatory and Shariah compliance framework,
b) promotion of Islamic finance as a distinct and competitive system
to serve the financial services needs of the masses,
c) targeted research initiatives to better explore market dynamics
and
d) collaboration with the local and international stakeholders
for development of competitive and innovative solutions for the
diverse financing need of the real
economy

19. Comparison of objectives
CBSL
• INFLATION
2010- 7.3
2011-7.85
2012-7.53
2013-6.94
2014-4.5
SBP
• INFLATION
• 13.9
• 11.9
• 9.7
• 7.7
• 8.8

20. Suggestions