The document provides an overview of Bank Alfalah, including its vision, mission, philosophy, management structure, financial performance, branch network, services, competitors and the author's experience working in different departments during their internship. Key details include growth in deposits, advances, assets and profits from 2000-2001, 38 existing branches with plans to expand to 45 branches, and competitive services like online banking, ATMs and personal loans.
Bank Alfalah Limited was incorporated in 1992 and commenced banking operations in 1997. It is owned by the Abu Dhabi Group and is the sixth largest bank in Pakistan with over 500 branches. The bank provides various financial products and services including consumer banking, corporate banking, Islamic banking and branchless banking services. It recently rebranded in 2015 by changing its logo and color scheme. The document discusses the bank's vision, management team, products, services, branch network, CSR initiatives and SWOT analysis.
This document provides information about Bank Alfalah, including its definition of accounting, organization structure, products and services. It defines accounting as the process of classifying, recording and interpreting financial transactions. It then outlines Bank Alfalah's vision, mission and historical overview. It describes the bank's departments including operations, credit and accounting and provides details about their key functions.
Bank Al-Falah was established in 1997 as a commercial bank and provides various banking services through over 100 branches across Pakistan. The document discusses Bank Al-Falah's planning processes including goals, strategies and factors considered, as well as its organizational structure, leadership approaches, controls, ethics, culture and design. It also outlines the bank's history, management team, and approaches to planning, organizing, leading, controlling and other functions.
Bank Alfalah was launched in 1997 as a public limited company. It was originally named after the sister of the Chairman of Abu Dhabi Group, which privatized and took over the bank. Currently, Bank Alfalah has over 605 branches across Pakistan and internationally. It offers both consumer and corporate financing products, including personal loans, auto loans, home financing, business loans, and agricultural loans.
This document provides an overview of Bank Alfalah including its definition, vision, mission, products, departments and accounting practices. In 3 sentences:
Bank Alfalah is an Abu Dhabi based commercial bank operating in Pakistan with over 100 branches. It offers various personal and business banking products and services through departments like operations, credit, accounting and remittance. The accounting department prepares financial statements, tracks assets, liabilities, income and expenses, and ensures compliance with accounting standards.
This document appears to be an internship report submitted by Fatima for her MBA program. It provides an overview of the banking sector in Pakistan historically and currently. It then focuses on Fatima's 6-week internship at Bank Alfalah Limited in Sahiwal, where she learned about the various departments and their functions, as well as Bank Alfalah's products and services. The report also includes a financial analysis and ratios for Bank Alfalah from 2008-2012.
This document provides an overview of a group project on Bank Alfalah. It introduces the group members and briefly outlines the topic, introduction, historical background, branches, functions, methods, findings, and types of communication of Bank Alfalah. It then discusses the introduction, historical background from 1997, current branches in Pakistan and internationally, functions including branch banking and corporate banking, methods used including questionnaires and meetings, basic modes of communication like email and web portal, and types of internal and external communication for Bank Alfalah.
This document provides an overview of Bank Alfalah Limited, including its vision, mission, history, leadership structure, and key business functions and practices. Some of the key points summarized:
- Bank Alfalah's vision is to be the premier financial services provider locally and internationally, offering a complete range of services under one roof. Its mission is to develop innovative products and deliver quality customer service.
- The bank was incorporated in 1997 and currently has over 100 branches across Pakistan. It was privatized in 1997 and is now majority owned by investors from Abu Dhabi.
- The bank engages in strategic planning, organizing its departments and teams, monitoring its internal and external environment, and focuses on profit
Bank Alfalah Limited was incorporated in 1992 and commenced banking operations in 1997. It is owned by the Abu Dhabi Group and is the sixth largest bank in Pakistan with over 500 branches. The bank provides various financial products and services including consumer banking, corporate banking, Islamic banking and branchless banking services. It recently rebranded in 2015 by changing its logo and color scheme. The document discusses the bank's vision, management team, products, services, branch network, CSR initiatives and SWOT analysis.
This document provides information about Bank Alfalah, including its definition of accounting, organization structure, products and services. It defines accounting as the process of classifying, recording and interpreting financial transactions. It then outlines Bank Alfalah's vision, mission and historical overview. It describes the bank's departments including operations, credit and accounting and provides details about their key functions.
Bank Al-Falah was established in 1997 as a commercial bank and provides various banking services through over 100 branches across Pakistan. The document discusses Bank Al-Falah's planning processes including goals, strategies and factors considered, as well as its organizational structure, leadership approaches, controls, ethics, culture and design. It also outlines the bank's history, management team, and approaches to planning, organizing, leading, controlling and other functions.
Bank Alfalah was launched in 1997 as a public limited company. It was originally named after the sister of the Chairman of Abu Dhabi Group, which privatized and took over the bank. Currently, Bank Alfalah has over 605 branches across Pakistan and internationally. It offers both consumer and corporate financing products, including personal loans, auto loans, home financing, business loans, and agricultural loans.
This document provides an overview of Bank Alfalah including its definition, vision, mission, products, departments and accounting practices. In 3 sentences:
Bank Alfalah is an Abu Dhabi based commercial bank operating in Pakistan with over 100 branches. It offers various personal and business banking products and services through departments like operations, credit, accounting and remittance. The accounting department prepares financial statements, tracks assets, liabilities, income and expenses, and ensures compliance with accounting standards.
This document appears to be an internship report submitted by Fatima for her MBA program. It provides an overview of the banking sector in Pakistan historically and currently. It then focuses on Fatima's 6-week internship at Bank Alfalah Limited in Sahiwal, where she learned about the various departments and their functions, as well as Bank Alfalah's products and services. The report also includes a financial analysis and ratios for Bank Alfalah from 2008-2012.
This document provides an overview of a group project on Bank Alfalah. It introduces the group members and briefly outlines the topic, introduction, historical background, branches, functions, methods, findings, and types of communication of Bank Alfalah. It then discusses the introduction, historical background from 1997, current branches in Pakistan and internationally, functions including branch banking and corporate banking, methods used including questionnaires and meetings, basic modes of communication like email and web portal, and types of internal and external communication for Bank Alfalah.
This document provides an overview of Bank Alfalah Limited, including its vision, mission, history, leadership structure, and key business functions and practices. Some of the key points summarized:
- Bank Alfalah's vision is to be the premier financial services provider locally and internationally, offering a complete range of services under one roof. Its mission is to develop innovative products and deliver quality customer service.
- The bank was incorporated in 1997 and currently has over 100 branches across Pakistan. It was privatized in 1997 and is now majority owned by investors from Abu Dhabi.
- The bank engages in strategic planning, organizing its departments and teams, monitoring its internal and external environment, and focuses on profit
Habib Bank Limited (HBL) is one of the largest banks in Pakistan with over 1400 branches. It was established in 1941 in Bombay and moved its headquarters to Karachi after the partition of India and Pakistan in 1947. HBL was nationalized in 1974 but privatized in 2004. Today it has corporate, retail, and international banking divisions organized across its central and regional offices. HBL has a strong presence but also faces threats from increasing competition from foreign banks and needs to improve some customer services to remain the leading bank.
Bank Alfalah Limited is a private bank in Pakistan established in 1997. It has over 650 branches across Pakistan and international presences in Afghanistan, Bangladesh, and Bahrain. The internship report provides an overview of the bank's history, vision, mission, products and services. It describes the intern's experience working in the account opening, remittance, clearing, and cash departments at the Eid Gah road branch. The report discusses what was learned during the internship and how classroom learning was applied. Recommendations are provided to improve branch operations.
HABIB BANK LIMITED is a leader in Pakistan's banking industry with over 1430 domestic and 55 international branches. It was established in 1941 and was later nationalized but privatized in 2004. HBL has the largest market share and deposits in Pakistan's banking sector. Its vision is to enable customers to advance with confidence and success, and its mission is to be recognized as Pakistan's leading bank and provide premium innovative products and services. HBL offers various banking products and services including mobile banking, credit cards, loans for housing, autos and agriculture. A SWOT analysis identified HBL's wide network and focus on consumers as strengths, while weaknesses included a large number of branches and low job satisfaction. Opportunities lie in
This document provides an introduction and overview of United Bank Limited (UBL) in Pakistan. It discusses UBL's history, vision, mission, goals, products/services, competitors, target markets, human resource management, organizational structure, SWOT analysis, and recommendations. UBL was established in 1959, now has over 1300 branches in Pakistan and 15 overseas, and aims to be a world-class bank dedicated to excellence and surpassing customer expectations.
Faysal Bank - Organizational Structure - ManagementUbaid Zahoor
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Faysal Bank is a bank based in Pakistan. Faysal Bank Limited was incorporated in Pakistan on October 3, 1994, as a public limited company under the Companies Ordinance, 1984.
Meezan Bank is Pakistan's largest Islamic bank with over 600 branches. It provides various Shariah-compliant banking products and services like savings accounts, financing, and investments. The bank aims to establish Islamic banking as the preferred choice through professionalism, innovation, and social responsibility. To strengthen its position, Meezan Bank plans to expand into new areas and improve marketing to increase awareness of Islamic finance. The bank also needs to enhance its online systems and provide better employee training to overcome weaknesses.
Group members for the project include Syed Muhammad Umair, Muhammad Bilal, Ammara, and Amna.
Bank Alfalah Limited is a private bank in Pakistan owned by the Abu Dhabi Group. It was established in 1997 and offers both conventional and Islamic banking services. Bank Alfalah remains the number 2 Islamic bank in Pakistan with over 110 Islamic banking branches across the country.
The document outlines various Islamic banking products offered by Bank Alfalah, including murabaha financing, ijara financing, diminishing musharaka financing, and current and savings accounts that are Shariah compliant. Pricing for products is based on factors like KIBOR rates and fixed profit rates
Bank Alfalah aims to be the premier financial services provider locally and internationally under its vision. Its mission is to deliver innovative products and quality service while enhancing profitability. Since being established in 1997, it has grown its branch network to over 500 branches in Pakistan and internationally. It provides various banking services to consumers, corporations and governments including deposits, loans, investments and digital banking. A SWOT analysis found its strengths outweigh weaknesses and it has opportunities to expand through new technologies and products while facing competition from other banks.
The document provides an overview of the internship report submitted by Muhammad Irfan Iqbal to Sir Azhar Sheikh for his internship at The Bank of Punjab in Hasilpur, Punjab, Pakistan. It includes details of the internship such as the departments and activities Irfan worked in, including account opening, checking vouchers, and issuing cheque books. It also provides a brief history of The Bank of Punjab and outlines its organizational structure, services, and departments.
This document provides an overview of the planning and leading practices at United Bank Limited's (UBL) IT department. It discusses UBL's history and operations. The IT department uses centralization in data management and decision making. Managers motivate employees through positive thinking and annual feedback. The department hires skilled workers and uses job rotation. Planning includes upgrading servers, training employees, and contingency planning. A SWOT analysis identifies strengths like a large branch network, and weaknesses like high administrative costs. Recommendations include decentralization, modern technology, and reducing expenses.
The document provides an internship report on Habib Bank Limited (HBL). It includes an acknowledgement, table of contents, executive summary, and sections on the history of banking in Pakistan and HBL. The executive summary highlights that HBL was the first commercial bank established in Pakistan in 1947 and has grown to over 1,450 branches. It also discusses HBL's mission, vision, values, board of directors, management structure, operations, products/services, and the intern's learnings. SWOT analysis identifies HBL's strengths as its long history, large size and branch network, and high level of public trust in Pakistan.
The document is an internship report submitted by Umair Khan to the Human Resource department of Albaraka Bank (Pakistan) Limited. It summarizes Umair Khan's 2-month internship experience in the HR department. The report provides an overview of the bank, describes the functions and operations of the HR department, and discusses the employee recruitment and selection process. It concludes that ABPL utilizes modern HR practices to attract and retain talented employees, which has helped the bank achieve success over many years. The internship provided valuable insights into HR management concepts such as recruiting, training, and performance assessment.
This document provides an overview of Bank Alfalah Limited in Pakistan. It discusses the bank's history, management structure, objectives, vision, mission, operations, competitors and departments. Some key points:
- Bank Alfalah was incorporated in 1992 and began banking operations in 1997 after being privatized. It is majority owned by the Abu Dhabi Group.
- The bank has over 300 branches across Pakistan and a few international branches. It aims to be a leading financial institution with competitive advantages.
- Departments discussed include operations, accounting, clearing, remittances and account opening. The operations department oversees these functions.
- Competitors include several major Pakistani banks such as H
The document provides information about Meezan Bank, which is the largest Islamic bank in Pakistan. It discusses the bank's mission and shareholders, board of directors, advisory board, products and services, and SWOT analysis. The key points are:
1. Meezan Bank is the largest Islamic bank in Pakistan, with Noor Financial, PKIC, and IDB as major shareholders.
2. The bank offers various Shariah-compliant deposit accounts, certificates, consumer financing, and electronic banking services to customers.
3. A SWOT analysis identifies the bank's strengths in Islamic banking expertise and network, and opportunities in market growth, while noting weaknesses in resources and threats from competition.
Atlas Honda produces motorcycles in Pakistan and is the market leader with 56% market share. It has two factories in Karachi and Sheikhupura with the largest in-house manufacturing capabilities in Pakistan. Atlas Honda aims to be a globally competitive manufacturer of motorcycles through market leadership, exports, quality, service and customer satisfaction. It has grown significantly since starting operations in 1987 and now produces over 190,000 motorcycles annually.
This document provides information about Faysal Bank Limited, including its group members who visited one of its branches, the branch details, organizational structure, history, products, services, and financial performance. It discusses Faysal Bank's vision, mission, values, boards of directors, branches nationwide, awards, social responsibilities, and introduces its Islamic banking division Barkat. It also includes a SWOT analysis and summaries of the bank's market share and recent quarterly/annual financial statements.
HBL (Habib Bank Limited) is one of the largest banks in Pakistan with over 1439 branches. It was established in 1941 and was later nationalized in 1974 before being privatized in 2004. The document provides an overview of HBL's history, mission, objectives, core values, organizational structure, products/services offered, and SWOT analysis. It details HBL's various departments and how authority is delegated down its hierarchical chain of command from the President to various executive vice presidents and regional offices.
This document provides a financial analysis of Meezan Bank. It begins with an acknowledgement and introduces the project and team. It then provides an introduction to Meezan Bank, outlining its history and operations. The document discusses Meezan Bank's vision, mission, products and services. It also includes a SWOT analysis and discusses various ratios used in specialized financial analysis of banks, such as earning assets to total assets and loans loss coverage ratio. The document aims to analyze Meezan Bank's financial performance and position.
Habib Bank was founded in 1941 in Bombay and is now the largest private bank in Pakistan. It has over 1700 branches domestically and 55 internationally. The bank was nationalized in 1974 but privatized in 2004. Currently, its vision is to enable prosperity for customers, excellence for staff, and value for stakeholders. The bank offers various personal and commercial products and services including deposits, loans, credit cards, and digital banking. A SWOT analysis finds strengths in its large network and reputation, while weaknesses include some outdated technologies and centralized management.
The document discusses the internal and external environments of Bank Alfalah Limited. Internally, it has over 25,000 employees and management focuses on training, monitoring services, and discipline. Externally, it discusses customers who appreciate good service, competitors who are studied carefully, pressure groups like government, technological advances, social and cultural values, and Pakistan's economic conditions which currently present challenges.
Following privatization in 1997, Bank Alfalah emerged as the new identity of Habib Credit and Exchange Bank. It is now owned by an Abu Dhabi consortium led by Sheikh Nahayan Mabarak Al-Nahayan. The bank has invested in new technology and products like Royal Profit and Royal Patriot to better serve customers. It aims to continually develop new products and services through ongoing assessment of customer needs. Bank Alfalah is committed to expanding its network of branches across major Pakistani cities to improve access to services and eventually expand internationally.
Habib Bank Limited (HBL) is one of the largest banks in Pakistan with over 1400 branches. It was established in 1941 in Bombay and moved its headquarters to Karachi after the partition of India and Pakistan in 1947. HBL was nationalized in 1974 but privatized in 2004. Today it has corporate, retail, and international banking divisions organized across its central and regional offices. HBL has a strong presence but also faces threats from increasing competition from foreign banks and needs to improve some customer services to remain the leading bank.
Bank Alfalah Limited is a private bank in Pakistan established in 1997. It has over 650 branches across Pakistan and international presences in Afghanistan, Bangladesh, and Bahrain. The internship report provides an overview of the bank's history, vision, mission, products and services. It describes the intern's experience working in the account opening, remittance, clearing, and cash departments at the Eid Gah road branch. The report discusses what was learned during the internship and how classroom learning was applied. Recommendations are provided to improve branch operations.
HABIB BANK LIMITED is a leader in Pakistan's banking industry with over 1430 domestic and 55 international branches. It was established in 1941 and was later nationalized but privatized in 2004. HBL has the largest market share and deposits in Pakistan's banking sector. Its vision is to enable customers to advance with confidence and success, and its mission is to be recognized as Pakistan's leading bank and provide premium innovative products and services. HBL offers various banking products and services including mobile banking, credit cards, loans for housing, autos and agriculture. A SWOT analysis identified HBL's wide network and focus on consumers as strengths, while weaknesses included a large number of branches and low job satisfaction. Opportunities lie in
This document provides an introduction and overview of United Bank Limited (UBL) in Pakistan. It discusses UBL's history, vision, mission, goals, products/services, competitors, target markets, human resource management, organizational structure, SWOT analysis, and recommendations. UBL was established in 1959, now has over 1300 branches in Pakistan and 15 overseas, and aims to be a world-class bank dedicated to excellence and surpassing customer expectations.
Faysal Bank - Organizational Structure - ManagementUbaid Zahoor
Sorry about the background Image something went wrong while uploading the file to SlideShare. You can edit the PDF and rotate the image.
Faysal Bank is a bank based in Pakistan. Faysal Bank Limited was incorporated in Pakistan on October 3, 1994, as a public limited company under the Companies Ordinance, 1984.
Meezan Bank is Pakistan's largest Islamic bank with over 600 branches. It provides various Shariah-compliant banking products and services like savings accounts, financing, and investments. The bank aims to establish Islamic banking as the preferred choice through professionalism, innovation, and social responsibility. To strengthen its position, Meezan Bank plans to expand into new areas and improve marketing to increase awareness of Islamic finance. The bank also needs to enhance its online systems and provide better employee training to overcome weaknesses.
Group members for the project include Syed Muhammad Umair, Muhammad Bilal, Ammara, and Amna.
Bank Alfalah Limited is a private bank in Pakistan owned by the Abu Dhabi Group. It was established in 1997 and offers both conventional and Islamic banking services. Bank Alfalah remains the number 2 Islamic bank in Pakistan with over 110 Islamic banking branches across the country.
The document outlines various Islamic banking products offered by Bank Alfalah, including murabaha financing, ijara financing, diminishing musharaka financing, and current and savings accounts that are Shariah compliant. Pricing for products is based on factors like KIBOR rates and fixed profit rates
Bank Alfalah aims to be the premier financial services provider locally and internationally under its vision. Its mission is to deliver innovative products and quality service while enhancing profitability. Since being established in 1997, it has grown its branch network to over 500 branches in Pakistan and internationally. It provides various banking services to consumers, corporations and governments including deposits, loans, investments and digital banking. A SWOT analysis found its strengths outweigh weaknesses and it has opportunities to expand through new technologies and products while facing competition from other banks.
The document provides an overview of the internship report submitted by Muhammad Irfan Iqbal to Sir Azhar Sheikh for his internship at The Bank of Punjab in Hasilpur, Punjab, Pakistan. It includes details of the internship such as the departments and activities Irfan worked in, including account opening, checking vouchers, and issuing cheque books. It also provides a brief history of The Bank of Punjab and outlines its organizational structure, services, and departments.
This document provides an overview of the planning and leading practices at United Bank Limited's (UBL) IT department. It discusses UBL's history and operations. The IT department uses centralization in data management and decision making. Managers motivate employees through positive thinking and annual feedback. The department hires skilled workers and uses job rotation. Planning includes upgrading servers, training employees, and contingency planning. A SWOT analysis identifies strengths like a large branch network, and weaknesses like high administrative costs. Recommendations include decentralization, modern technology, and reducing expenses.
The document provides an internship report on Habib Bank Limited (HBL). It includes an acknowledgement, table of contents, executive summary, and sections on the history of banking in Pakistan and HBL. The executive summary highlights that HBL was the first commercial bank established in Pakistan in 1947 and has grown to over 1,450 branches. It also discusses HBL's mission, vision, values, board of directors, management structure, operations, products/services, and the intern's learnings. SWOT analysis identifies HBL's strengths as its long history, large size and branch network, and high level of public trust in Pakistan.
The document is an internship report submitted by Umair Khan to the Human Resource department of Albaraka Bank (Pakistan) Limited. It summarizes Umair Khan's 2-month internship experience in the HR department. The report provides an overview of the bank, describes the functions and operations of the HR department, and discusses the employee recruitment and selection process. It concludes that ABPL utilizes modern HR practices to attract and retain talented employees, which has helped the bank achieve success over many years. The internship provided valuable insights into HR management concepts such as recruiting, training, and performance assessment.
This document provides an overview of Bank Alfalah Limited in Pakistan. It discusses the bank's history, management structure, objectives, vision, mission, operations, competitors and departments. Some key points:
- Bank Alfalah was incorporated in 1992 and began banking operations in 1997 after being privatized. It is majority owned by the Abu Dhabi Group.
- The bank has over 300 branches across Pakistan and a few international branches. It aims to be a leading financial institution with competitive advantages.
- Departments discussed include operations, accounting, clearing, remittances and account opening. The operations department oversees these functions.
- Competitors include several major Pakistani banks such as H
The document provides information about Meezan Bank, which is the largest Islamic bank in Pakistan. It discusses the bank's mission and shareholders, board of directors, advisory board, products and services, and SWOT analysis. The key points are:
1. Meezan Bank is the largest Islamic bank in Pakistan, with Noor Financial, PKIC, and IDB as major shareholders.
2. The bank offers various Shariah-compliant deposit accounts, certificates, consumer financing, and electronic banking services to customers.
3. A SWOT analysis identifies the bank's strengths in Islamic banking expertise and network, and opportunities in market growth, while noting weaknesses in resources and threats from competition.
Atlas Honda produces motorcycles in Pakistan and is the market leader with 56% market share. It has two factories in Karachi and Sheikhupura with the largest in-house manufacturing capabilities in Pakistan. Atlas Honda aims to be a globally competitive manufacturer of motorcycles through market leadership, exports, quality, service and customer satisfaction. It has grown significantly since starting operations in 1987 and now produces over 190,000 motorcycles annually.
This document provides information about Faysal Bank Limited, including its group members who visited one of its branches, the branch details, organizational structure, history, products, services, and financial performance. It discusses Faysal Bank's vision, mission, values, boards of directors, branches nationwide, awards, social responsibilities, and introduces its Islamic banking division Barkat. It also includes a SWOT analysis and summaries of the bank's market share and recent quarterly/annual financial statements.
HBL (Habib Bank Limited) is one of the largest banks in Pakistan with over 1439 branches. It was established in 1941 and was later nationalized in 1974 before being privatized in 2004. The document provides an overview of HBL's history, mission, objectives, core values, organizational structure, products/services offered, and SWOT analysis. It details HBL's various departments and how authority is delegated down its hierarchical chain of command from the President to various executive vice presidents and regional offices.
This document provides a financial analysis of Meezan Bank. It begins with an acknowledgement and introduces the project and team. It then provides an introduction to Meezan Bank, outlining its history and operations. The document discusses Meezan Bank's vision, mission, products and services. It also includes a SWOT analysis and discusses various ratios used in specialized financial analysis of banks, such as earning assets to total assets and loans loss coverage ratio. The document aims to analyze Meezan Bank's financial performance and position.
Habib Bank was founded in 1941 in Bombay and is now the largest private bank in Pakistan. It has over 1700 branches domestically and 55 internationally. The bank was nationalized in 1974 but privatized in 2004. Currently, its vision is to enable prosperity for customers, excellence for staff, and value for stakeholders. The bank offers various personal and commercial products and services including deposits, loans, credit cards, and digital banking. A SWOT analysis finds strengths in its large network and reputation, while weaknesses include some outdated technologies and centralized management.
The document discusses the internal and external environments of Bank Alfalah Limited. Internally, it has over 25,000 employees and management focuses on training, monitoring services, and discipline. Externally, it discusses customers who appreciate good service, competitors who are studied carefully, pressure groups like government, technological advances, social and cultural values, and Pakistan's economic conditions which currently present challenges.
Following privatization in 1997, Bank Alfalah emerged as the new identity of Habib Credit and Exchange Bank. It is now owned by an Abu Dhabi consortium led by Sheikh Nahayan Mabarak Al-Nahayan. The bank has invested in new technology and products like Royal Profit and Royal Patriot to better serve customers. It aims to continually develop new products and services through ongoing assessment of customer needs. Bank Alfalah is committed to expanding its network of branches across major Pakistani cities to improve access to services and eventually expand internationally.
Internship report on_meezan_bank_ltd. actual 2014Ali Shah
The document provides a 3-page internship report on Meezan Bank Limited. It includes sections on the history of banking, Islamic banking, and Meezan Bank. It discusses Meezan Bank's mission, products/services, departments, and SWOT analysis. The report aims to provide a brief study of Meezan Bank's operations, functions, and Islamic banking products and services.
Central bank and state bank of pakistan, Functions, Prudential regulationHijratullah Tahir
The document discusses the State Bank of Pakistan (SBP), which is Pakistan's central bank. It outlines the definitions of a bank and central bank. The SBP's primary functions include issuing currency, controlling credit, regulating and supervising banks, acting as a clearing house and lender of last resort, and serving as a banker and agent to the government. Secondary functions involve public debt management, foreign exchange management, advising the government, and relations with international financial institutions. The SBP aims to facilitate economic growth and development. It establishes prudential regulations to provide safety for deposits and maintain financial stability.
The document is an internship report presented by Mairaj Sharif about their internship at Bank Alfalah's Islamic banking division. It provides an introduction to Bank Alfalah and the student's career goals. It describes the main objectives of the internship as learning about different bank departments and improving professional knowledge and skills. It then outlines the various jobs and tasks the intern was assigned, including account opening procedures, customer relations, operations like clearing checks, credit products, and car financing.
This document is a request form for a corporate customer to avail Bank of India StarConnect (Core Banking) internet and mobile banking services. It requests details of the customer, authorized users and their access levels, account information, transaction limits, and workflow rules. The customer understands they must abide by the bank's terms and conditions for these services.
Organicational Structure of Islamic Banking Institutionsrehaniltifat
Presentation on Organizational structure of IBIs, functions of a bank and their JDs & Case study - what you can take to the bank(Primary functions of a bank), demonstrated at Sheikh Zayed Islamic Centre, University of Karachi in PGD (Second Semester) program for the subject Case Studies for Islamic Banking Institutions. Assigned by Mr. Abdul Jabbar Karimi from HMB Bank Limited
OGDCL is Pakistan's largest exploration and production company for oil and gas. It was established in 1961 by the Pakistani government to promote the country's oil and gas industry. OGDCL operates major oil and gas fields across Pakistan and produces crude oil, natural gas, LPG and other petroleum products. The company has over 10,000 employees and is headquartered in Islamabad. OGDCL aims to enhance its reserves through world-class operations, technology and maximizing returns for stakeholders. It follows strategic management practices across planning, organizing, leading, controlling and staffing functions to accomplish organizational goals.
Dubai Islamic Bank Pakistan Limited (DIBPL) is the first Islamic bank in Pakistan, established in 2005 as a subsidiary of Dubai Islamic Bank. DIBPL offers various Sharia-compliant banking products including current accounts, savings accounts, fixed deposits, home financing, business financing, and debit cards. While DIBPL has a network of over 17 branches, opportunities exist to expand branch network and target SME customers. The bank can also pursue more aggressive marketing, improve employee satisfaction to reduce turnover, and enhance training.
The document presents an overview of the products and services offered by Meezan Bank, the largest Islamic bank in Pakistan. It discusses Meezan Bank's deposit accounts, term certificates, consumer finance options, and electronic banking services. The deposit accounts include current accounts, savings accounts, and certificates of investment. Consumer finance products include car financing and home financing. Electronic services include online banking, debit cards, internet banking, and SMS alerts. The presentation aims to provide customers accessibility and convenience within Islamic banking principles.
An analysis of strategic HRM Practices of EBLMd Saddam Hosen
The document discusses the strategic human resource management practices of Eastern Bank Limited (EBL) in Bangladesh. It outlines EBL's vision, mission, values, the functions of its Human Resource Division including recruitment, training, compensation and benefits. It also describes EBL's policies regarding leave, promotion, incentives and provides a SWOT analysis. The conclusion states that EBL has successfully run its business and created interest in banking, which has great prospects in Bangladesh.
Bank Alfalah was established in 1998 after taking over the Pakistani branches of the banned BCCI bank. It has since expanded to over 400 branches within Pakistan and abroad. The document provides an overview of Bank Alfalah's management, financial performance, branch network, credit portfolio, foreign operations, human resources, and operations departments. It concludes with general principles for account opening procedures.
1) Consumer banking in Pakistan has grown tremendously in recent years and plays an important role in the economy. It began with humble beginnings after partition and underwent periods of nationalization and privatization.
2) Currently there are various types of consumer banking products offered in Pakistan like credit cards, personal loans, auto loans, and home loans. Credit card loans, personal loans, and auto loans have all increased significantly in recent years.
3) While consumer banking has advanced greatly due to reforms, there are still improvements needed such as increasing financial inclusion and ensuring benefits reach all citizens. Continued strong regulation is also important to maintain a balanced banking system in Pakistan.
This document provides background information on Allied Bank Limited (ABL) in Pakistan. It discusses the early development of banking in Pakistan after independence, with very few branches and most resources controlled by non-Muslim bankers who left for India. The State Bank of Pakistan was established in 1948 as the central bank. ABL was the first Muslim bank established in the territory of Pakistan in 1942. The document outlines the objectives and methodology of a study conducted on ABL's operations and performance. It discusses the importance of banks in mobilizing savings and providing finance to drive economic growth. It also briefly traces the history of banking from merchants and goldsmiths to the establishment of modern commercial banks in Pakistan.
This document provides an overview of Eastern Bank Ltd's (EBL) performance evaluation. It discusses EBL's objectives, strategic priorities, technology upgrades, employee benefits, financial ratios analyzing profitability, and SWOT analysis. Key points include EBL achieving a return on equity of 17.3% in 2009, upgrading its ICT infrastructure, offering competitive employee benefits, and having strengths such as expanding its authorized capital while also facing threats from rival banks growing faster.
The document provides an academic report on the State Bank of Pakistan (SBP). It discusses the bank's history, vision, mission, core values and goals. It outlines the organizational structure and key departments, including Deposit Accounts, Currency Management, Prize Bond and Saving Certificate, Internal Monitoring, Public Accounts, and General Services. It also includes a SWOT analysis and recommendations to strengthen areas like technology, online data usage, and customer service. The report serves to educate about Pakistan's central bank and its various operations.
This document provides information about Al-Meezan Bank and monetary policy in Pakistan. Some key points:
- Al-Meezan is the largest Shariah-compliant asset management company in Pakistan, incorporated in 1995 with 270 branches across 83 cities.
- Its vision is to establish Islamic banking as the first choice and its mission is to be a premier Islamic bank offering innovative Shariah-compliant products and services.
- The objectives of monetary policy/credit control in Pakistan include regulating money supply, increasing investment and employment, and controlling inflation and price stability. Tools used include interest rates, open market operations, and reserve requirements.
- Transaction costs are fees charged by financial institutions for
The 3-sentence summary is:
Askari Bank is a leading Islamic bank in Pakistan that provides various banking products and services through its network of 36 branches. The bank has seen significant growth in deposits, advances, and assets over the past five years. It offers a range of personal and corporate banking services including various deposit accounts, loans, trade financing, remittances, and international banking services to meet the needs of individual and business customers.
This document provides an internship report submitted by Adeel-ur-Rehman for his internship at Bank Al-Falah Limited. The report discusses the history and introduction of Bank Al-Falah, Pakistan's commercial banking scenario, Bank Al-Falah's vision and mission, its management structure including various departments, types of accounts offered, account opening and closing procedures, remittance services, financial analysis of Bank Al-Falah for 2017, SWOT analysis, and recommendations. The report aims to provide a comprehensive overview and learning from Adeel-ur-Rehman's internship experience at Bank Al-Falah.
The document summarizes the history and products/services of National Bank of Pakistan (NBP). It discusses that NBP was established in 1949 by the government of Pakistan to help solve a currency crisis with India. It provides an overview of NBP's mission/goals, board of directors, management structure, branch network, and core functions as a commercial bank. The document also provides details on various consumer and business products/services offered by NBP, including deposits, remittances, letters of credit, investments, loans, and trade financing.
This document provides an overview and analysis of Habib Bank Limited (HBL) including its vision, mission, profile, SWOT analysis, and products and services. It also includes a comparative analysis of HBL with other major Pakistani banks - MCB Bank, United Bank Limited, Allied Bank Limited, and Faysal Bank. The document contains the internship report submitted to KASBIT by Avinash Advani, covering his internship tasks and findings at HBL. It provides details on the history, operations, and competitive landscape of HBL and the banking sector in Pakistan.
This document provides an overview and summary of the internship report completed by Muhammad Umar at the National Bank of Pakistan, Main Branch in Islamabad. It begins by acknowledging those who helped with completing the report. The report explains the challenges faced in gathering data as an intern at NBP due to the bank's high workloads. It summarizes the purpose of the internship program and methodology used in the report. The report then provides high-level summaries of the chapters which analyze NBP's company background, board of directors, departments, services, SWOT analysis and competitive analysis.
This document provides a 3 page internship report summary for an internship at Habib Bank Limited (HBL) in Pakistan. The summary discusses the executive summary of the internship experience, acknowledges those who helped with the report, and provides an introduction to banking evolutions and the structure of Pakistan's financial sector. HBL is introduced as the largest private sector bank in Pakistan, with over 1,500 branches. The report discusses HBL's background, privatization in 2004, mission, vision, administration, and departments including account opening, cash, clearing, and transfers.
Faysal Bank Pakistan Inroduction SWOT analysisOsama Yousaf
Faysal Bank Limited is a Pakistani commercial bank that was incorporated in 1994. It has a network of 67 branches across Pakistan as of 2007. The bank mobilizes savings in the economy and provides commercial banking services like lending, while following prudent policies and regulations. It has shown encouraging growth in deposits, finances and profits in recent years. However, the management sees opportunities for improving communications infrastructure and further promoting the bank's brand.
The document provides an overview of Al-Arafah Islami Bank Ltd., including its history, vision, mission, management structure, capital structure, deposits, loans, investments, profits, import/export business, and foreign remittances. Key facts include that the bank was established in 1995, has over 50,000 shareholders, and saw strong growth between 2014-2018 in deposits, investments, imports, exports, and other financial indicators.
Wema Bank's 2012 annual report summarizes the bank's corporate philosophy, profile, financial statements, and shareholders' information. The bank aims to be the financial institution of choice through mutual respect, innovation, teamwork, professionalism, and performance. It has over 130 branches and offers a range of banking services. Wema Bank is committed to complying with Nigerian sustainable banking principles by ensuring its activities are environmentally and socially responsible.
The document provides an overview of Jamuna Bank Limited (JBL), including its background, objectives, organizational analysis, and methodology. Some key points:
- JBL is a private commercial bank established in 2001 in Bangladesh to provide modern banking services. It has grown to 77 branches across the country.
- The bank aims to play a role in Bangladesh's economic development through offering customer-centric services and responsible lending.
- The report examines JBL's financial performance, credit approval processes, and challenges in order to understand how it operates and achieves its objectives.
- Both primary data collected from employee and customer interviews and secondary sources like reports and the bank's website are used in the analysis.
The document provides acknowledgements and thanks for those who contributed to the completion of an internship report on the general banking activities of National Bank Limited's Mohakhali branch. It thanks the course instructor, almighty, and others for their guidance and support during the internship and report preparation. It expresses that the intern enjoyed preparing the report and presenting it for review.
The document outlines the contents of an internship report on National Bank Ltd. The report contains 8 chapters that cover: an introduction to NBL including its history, vision, and organizational structure; an appraisal of NBL's performance; general banking activities; services offered; foreign exchange activities; daily bank operations; other activities; and recommendations and conclusions. The methodology used primary and secondary data collection including observation, interviews, and a review of bank documents and financial statements. The objectives are to provide an overview of NBL and assess its financial performance, identify issues, and recommend improvements.
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This document provides an overview of National Bank of Pakistan (NBP). It discusses NBP's history, nature as Pakistan's largest commercial bank, vision, mission, goals, products, and departments. NBP has over 1310 branches locally and 23 overseas, and aims to be a leader in trust, service quality, and social responsibility through merit-based practices and international standards. The document outlines several of NBP's consumer banking products including savings accounts, home financing, and agricultural lending.
The document provides corporate information about Wema Bank Plc, including its head office location, foreign correspondent banks, auditors, and contact details. It also includes the bank's corporate philosophy, vision, mission, and core values. Financial highlights for 2016 and 2015 are presented. The overview section discusses Wema Bank's history, operations, and commitment to sustainability and corporate governance.
The annual report discusses how Access Bank Plc grew significantly in 2004, with its balance sheet growing over 100% and shareholders' funds increasing over 500%. However, the bank also faced some setbacks due to regulatory changes and economic uncertainties that affected some of its customers. The bank is now in the process of merging with two other banks to strengthen its position under new consolidation regulations. It outlines plans to further develop its brand and delivery of services to become one of the top five banks in Nigeria.
Ecobank Transnational Incorporated (ETI), the parent company of the Ecobank Group, achieved significant growth in 2007. Net profit after tax was $139 million, up 61% from 2006. ETI operates in 22 African countries and provides banking and financial services through its subsidiaries. In 2007, ETI expanded into 5 more countries, making it the bank with operations in the most African countries. The directors recommend a dividend of 2 cents per share, a 50% increase over 2006. ETI will seek to further sub-divide its shares to improve liquidity.
The document discusses training and development at Holiday Inn Hotel & Resort. It outlines the hotel's vision, mission, organizational structure, and management style. It also states that the document will look at socializing new employees, training programs to build skills, and development efforts to ensure a supply of highly qualified workers.
The document discusses the teacher's important role in character building of students. It begins by defining character and noting the current scenario of low literacy rates. It emphasizes that character building should be the prime aim of education. Character is influenced most by role models, especially teachers. Teachers need to understand child development principles and apply them appropriately. Development occurs through both nature and nurture influences. The teacher's role is to foster stable, positive behavior in students through their own strong moral character and caring attitude.
This document discusses occupational safety, health, and the environment in Pakistan. It begins with an introduction stating that safety is an unexplored frontier in Pakistan and only receives lip service in most companies. It then discusses the importance of safety as the fourth requirement for living beings.
The document outlines objectives for health, safety, and environmental programs. Health objectives include reducing occupational diseases, maintaining acceptable noise levels, and minimizing respiratory illnesses. Safety objectives and programs aim to qualify employees in first aid and emergency response. Environmental objectives seek to properly treat waste and limit pollution.
Interview segments provide perspectives from managers on their safety standards, waste disposal procedures, and needs for improved medical facilities. Overall, the document evaluates current safety practices and outlines
This document outlines a research proposal to study the role of small and medium enterprises (SMEs) in Pakistan's economy. The objectives are to understand SME definitions, contributions to economic growth and employment, and challenges faced. An overview notes SMEs are important to Pakistan's economy but suffer weaknesses that constrain growth. The broad problem is Pakistan's agriculture-based economy has not boosted development as much as industrialized economies. While large industries contribute to growth, the role of SMEs in all sectors cannot be overlooked.
SA 8000 is a social accountability standard that was developed to allow companies to certify that they operate in accordance with international human rights and labor standards. It aims to ensure ethical sourcing and production through independent third-party audits and continuous improvement efforts. SA 8000 certification can benefit companies by improving their brand image, reducing risks, and increasing customer loyalty and access to international markets.
Marketing research is important for businesses as it plays a role in all phases of the business process. It helps define problems, gather and analyze data, interpret results, and present information to managers. There are three main types of marketing research: explanatory research gathers preliminary information, descriptive research better describes markets and problems, and predictive research predicts future outcomes and tests hypotheses. Marketing research can concentrate on key areas like the market, competition, promotion, products, distribution, and pricing. Desk research uses secondary data while field research collects primary data through methods like observation and surveys. Field research can quickly provide businesses with up-to-date information and competitive advantages.
The document discusses planning tools used by Pakistan Telecommunication Company Limited (PTCL), including budgets, probability theory, and scheduling. It provides an overview of PTCL's history and mission, and analyzes the merits and demertits of the organization. The document concludes by recommending that PTCL improve customer service by responding quickly to complaints, increasing network capacity, and ensuring accurate billing.
The presentation provides an introduction to management concepts for Sir K.J Malik. It is presented by four group members and covers HRM processes both inside and outside the organization. Specifically, it discusses the recruitment process guide, security measures, balancing work and life, and rewards and benefits programs. At the end, the presenters thank the audience and accept any questions.
Pizza Hut came to Pakistan opening locations in Karachi, Lahore, and Multan. It has a hierarchical structure at the head office and restaurant levels. Management functions like planning, organizing, staffing, leading, and controlling are carried out. Pizza Hut conducts various promotional activities worldwide and in Pakistan uses strategies like Pizza Pooch Club and new flavors. It performs well politically and socially but faces threats from new competitors.
This document provides a historical background and overview of Pakistan International Airlines (PIA). It discusses how PIA was formed in 1955 through the merger of Orient Airways and Pakistan Airways to serve as the national carrier of Pakistan. It details PIA's initial routes and fleet expansion over the decades as it grew to become one of the largest airlines in Asia. The document also outlines some of PIA's achievements and challenges over the years in developing its network and adapting to changes in technology and management.
The document discusses the marketing plan of Wah Nobel Acetates Limited, a manufacturer of acetic acid, butyl acetate, and ethyl acetate. It outlines the company's products, market segmentation, distribution channels, pricing policies, and marketing objectives to capture market share and increase sales of its chemicals. The marketing department will focus on customer satisfaction, improving products' image, and ensuring consistency in quality to achieve its goals.
The document discusses Paktel's management information systems. It provides an overview of Paktel's objectives, history, value added services, hardware and software infrastructure, involvement in information system development, strategic information systems using their value chain, database management systems, telecommunication network model, and recommendations.
Paktel is Pakistan's first and leading cellular company. It has the largest network coverage in the country and focuses strongly on customer service. The document discusses Paktel's history and background, strengths such as being the first mobile company and having a qualified workforce, and weaknesses like lack of spending on advertising. It also covers opportunities for growth and threats from increased competition. Paktel offers various value-added services to customers like call centers, international SMS, and call forwarding.
The 379th Project Management Committee meeting was held on May 14, 2005 at 1100 hrs in the Conference Room. All members except the GM of Spinning were present. The agenda included the Spinning Performance Report for May 2005 and maintenance updates. Issues with motor tripping in Section IV were discussed. The document also covered strategies to reduce costs associated with IT outsourcing such as contracting costs, transition costs, vendor management costs, and costs of switching vendors. Key recommendations included being aware of all potential costs, including transition and management costs, and including flexibility and reversibility clauses in contracts.
This document provides an overview of Nestle's history and operations. It discusses how Nestle was founded in 1866 to provide infant nutrition products and condensed milk. It later expanded into coffee, chocolate, bottled water, pet food and other products. Nestle Milkpak Ltd is Nestle's Pakistan subsidiary, which operates factories and collects milk directly from over 130,000 farmers. The company is committed to product quality and social responsibility programs in the communities where it operates.
The document discusses differentiation strategy and providing customers with more value-added (MVA). Differentiation strategy involves delivering goods or services that customers perceive as different in important ways. MVA means giving customers more value by delivering solutions to their problems. Differentiation methods include price differentiation, focus differentiation, product/service differentiation, and customer service differentiation. The document also summarizes Motorola's business strategy, which involves continuous innovation to remain competitive by introducing new technological products and monitoring products.
The document discusses Porter's five forces model as it applies to a Mobilink GSM franchise in Pakistan. It identifies the suppliers, customers, competitors, employees, and pressure groups and analyzes the degree of change and complexity for each factor. It concludes that while some factors like suppliers and employees are stable and simple, others like customers and competitors are dynamic and complex for the franchise. Overall, it believes the company has a bright future due to its employees' hard work and customer service.
The internship report summarizes Babar Ahmad's 6-week internship at the Marriott hotel and resorts in Islamabad. [1] He interned in the finance department, learning about financial procedures, auditing, budgeting, and cost control. [2] During his internship, he helped develop some business processes and procedures and learned disciplines of corporate culture. [3] He gained experience in income auditing, verifying food issuance reports, and using financial systems like Oracle.
This document contains a survey about an individual's work values, job satisfaction, and preferences. It asks the individual to:
1) List their terminal and instrumental values.
2) Grade statements about their job and company on a scale of 1 to 5.
3) Identify where they fall on a matrix measuring sources of job dissatisfaction.
4) Answer yes/no/so-so questions about their pay, work activities, and work nature.
5) Choose between options like job involvement vs. organizational commitment, and uncertainty avoidance vs. risk taking.
The survey gathers information about an employee's values, perceptions of their job and company, and preferences to assess factors
Ferguson Associates is a management consulting firm in Pakistan that follows a flat organizational structure with directors responsible for the four functions of management in their departments. The directors plan effectively, organize with a fluid structure but weaknesses in retaining employees, lead subordinates through team management and motivation, and closely control performance. While generally performing management functions well, the directors could improve in organizing human resources.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
1. ACKNOWLEDGMENT
I have completed a report based on my familiarity with my past
studies in order to get a bit familiar with the practical experiences in
organizations. By the grace of Allah Almighty I have accomplished this
report.
Sincerely, to my knowledge and exposure to this subject, I dedicated
my little effort to every one who works for the cause of Pakistan. I
express my appreciation to Bahria University that scheduled and
assigned me this report and I hope my efforts will be duly regarded.
1
2. PREFACE
Theory and practice completes the cycle of human instinct quest for
knowledge and his need to solve day-to-day problems systematically.
The purpose of this program is to give practical knowledge about the
functions of the organization.
The Internship Program also gives better comprehensive and exposure
of theoretical concepts, which are studied during BBA as well as helps
the students to get acquainted with actual working atmosphere and
requirements in organizations.
For the purpose of Internship I joined Bank Alfalah. During my period
of Internship I got a chance to work in different departments and I
have tried my best to compile the same in my report.
2
3. THE VISION
Our vision is to be a leading financial institution, with a niche in
areas where we have a competitive advantage with complete
banking solutions. Our focus is on improving performance in each
of our businesses to achieve consistent and superior returns for
our highly valued clients and stakeholders.
3
4. THE MISSION
Our mission is to maintain a competitive edge in quality banking,
customer service and profit performance. Our activities are
geared towards making Bank Alfalah a responsible corporate
citizen. The emphasis on “Quality and Innovation” will remain our
key mission statement. We will continue to strengthen our
position as the leading provider of quality financial services in
Pakistan.
4
6. INTRODUCTION
Banking background in Pakistan
At the time of independence there were 487 offices of scheduled
banks in the territories of Pakistan. The Reserve Bank of India was
the only bank to settle the problem of coinage, currencies and
exchange etc. There were 19 non- Indian foreign banks with the status
of small branch offices, which were engaged solely in export of corps
from Pakistan, while there were only 3 Pakistan institution i.e. Muslim
commercial bank, Habib bank LTD, and the Australasia bank.
State bank of Pakistan was established on July 1, 1948 and assumed
full control of banking and currency in Pakistan. In order to develop
sound banking & weeding out weak institutions, the Banking Companies
Central Act was promulgated in 1949, empowering the State Bank to
control the operations of banking in Pakistan.
Another very significant event in the development of banking in
Pakistan was the appointment of the Credit Inquiry Commission in 1959
to examine the scope and working of the institution providing credit
facilities to agriculture, trade, commerce and industry and
recommended measures for further improvements
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7. Bank Alfalah
Bank Alfalah during the past five years, has assumed a brand new
identity plied with a spurred vision and revived commitment, following
the privatization of H.E.C.B in 1997. Since then the Board and the
Management of the bank have implemented strategies and policies to
carve a distinct position to carve an instinct position for the bank in
the market.
The strengths of Abu Dhabi Group have helped Bank Alfalah
contribute towards the development of quality retail and Corporate
banking in Pakistan.
The bank was acquired by the Abu Dhabi Consortium, which is headed
by Shaikh Nahyan Bin Mabarak Al-Nahyan, a prominent business
professional of the ruling family of Abu Dhabi and the Minister of
Higher Education and Scientific Research, (Govt. of UAE). Other
members of the Consortium include Royal Family members and leading
businessmen of UAE. The consortium owns 70% of the shares while
the Govt. of Pakistan has retained the remaining 30% of the bank’s
shares. The financial and managerial strength of Abu Dhabi Consortium
has greatly enhanced the credibility of the bank in Pakistan and is
reflected in the bank’s improved performance in all the spheres of
banking.
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8. In pursuance of State Bank of Pakistan, directives to all commercial
banks to get themselves “rated”. Bank Alfalah also undertook the
exercise with PACRA (Pakistan Credit Rating Agency). The premier
rating agency, which is an affiliate of IBCA, rated the bank as AA- for
long term and A1+ for short term. Both ratings are investment grade
and denote very high credit quality and very low expectation of credit
risk. The ratings are applicable to senior unsecured creditors of the
bank.
In the efforts to branch out overseas, the bank is in the process of
acquiring a 25% stake in a banking company in Bangladesh. This
acquisition will not only help the bank promote bilateral trade with
Bangladesh, but also help in the initiation of business with other
countries of SAARC and Far-East region.
The Management
Alfalah’s manegement is known for their hard work, product innovation
and dedication to make sure that the development and modernization
process keeps the bank ahead of competition.
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9. With a team of talented, service dedicated professional bankers, Bank
Alfalah commits all of its energies, resources and time to cater to
banking and financial needs of its valued clients.
Following members form the board of directors of Bank Alfalah.
1. Shaikh Nahyan Bin Mabarak Al-Nahyan (Chairman)
2. Mr. Abdullah Khalil al-Mutawa
3. Mr. Omar Z. Al-Askari
4. Mr. Abdulla Nasser Hawaileel Al-Mansoori
5. Mr. Nadeem Iqbal Sheikh
6. Mr. Ikram Ul-Majeed Sehgal
7. Mr. Mohammad Saleem Akhtar (Chief Executive)
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10. Organizational Structure
All the affairs of Bank Alfalah are run by the Board of Directors,
headed by the Chairman and Chief Executive, who are responsible for
all matters happened in the company i.e. profits, plans strategies,
losses and employee satisfaction etc.
The management network can easily be visualized in the organization
chart.
Management Structure
Chairman
Chief Executive Officer
Manager
Senior Authorized Officer
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11. Senior Clerk
Junior Clerk
COMPANY ANALYSIS
Operating and Financial Analysis
The bank is currently operating in 38 branches within the country and
has been successful during the year on the further mobilization of
resources by attracting low cost and stable deposits. Bank Alfalah has
shown remarkable progress in their operations within these few years.
Despite notable economic uncertainties, the bank’s financial strength
has greatly enhanced during the recent years. The successful
expansion program has proved the bank’s capability and commitment in
comparison with the competition in the industry. It is heartening to
note that in just a few years, which are considered as the infancy
stage in industry, the bank has increased its branch network a lot. The
11
12. expansion program is strategically important to increase customer
base and help the bank to approach different customer segments
The bank’s treasury activities comprise of almost client-backed
transactions, emanating largely from foreign trade business. The
Treasury is quite active in both sections of the inter-bank market i.e.
foreign exchange and money market.
The bank continues to maintain positive and healthy liquidity. Their
surplus liquidity is mainly kept in fixed income securities, issued by the
Federal Government of Pakistan that can be easily be converted into
cash, if necessary.
Within the first year (1998) their Deposits grew up by 31%, Advances
by 44%, Trade Finance by almost 100% and the total assets by 35%.
The bank’s position has still improved in the year 2002.
This situation can be observed in the table on the other page:
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13. – 2001 2000 Growth
(Billions) (Billions) %
Equity 1.631 0.901 51
Deposits 30.207 20.482 47
Imports 26.658 13.228 102
Exports 25.261 16.757 51
Profit before 524.164 400.350 31
Tax
Profit after 310.612 215.350 44
Tax
Total Assets 40.098 28.855 39
Advances 20.220 16.357 24
1. Current Ratio
Current Ratio = Current Assets
Current Liabilities
13
14. Year 2000 Year
2001
Rupees in 000’
7,390,481 8,090,672
6,654,962
7,731,087
1.11 1.05
2. Debt to Equity Ratio
Debt to Equity Ratio = Total Debt
Share Equity
Year 2000 Year 2001
Rupees in 000
27,136,530 37,938,411
900,680 1,361,292
30.128 27.869
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15. 3. Debt to Total Assets Ratio
Debt to Total Assets = Total Debt
Total Assets
Year 2000 Year 2001
Rupees in 000
28,854,632 40,098,095
27,136,530
37,938,411
1.06 1.56
Human Resource Analysis
Bank Alfalah believes that humans are their most valuable assets. In
the pursuit to impart sound technical skills to their staff, the Training
and Development Center continues to offer programs in several skill
areas. The bank’s training and business philosophy is geared to provide
professional, personalized and efficient services to the clients at all
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16. times. The bank is making its own positive contribution to the services
culture of the banking system as a whole, providing at the same time a
breakthrough to the customers in terms of choice based on quality.
The bank continues to hire fresh MBAs from prestigious universities in
batches of 20 – 25 officers, who then undergo rigorous and intensive
training, first at the hands on experience. The Board places utmost
importance to its human asset base.
Technology Analysis
Technology and automation play a pivotal role in the progressive
development of an organization. It has become impossible to control
the operations of a bank effectively in real time situation without the
latest technology.
Technological developments are opening up new vistas of solutions for
distributing traditional financial products. Concurrently, rapid change
in customer preferences has resulted in major shift from manual to
automated services.
Information technology today, is all pervading in the corporate world.
During the past years Bank Alafalah made heavy investments towards
16
17. enhancing its capabilities in the area of automation and information
technology. The bank plans to achieve total connectivity between
branches by the end of last quarter, 2002. the objectives are to
achieve efficiency in services and to control costs. The bank is working
on a plan to increase their ATM installations and also join a Switch
Group of other prominent banks. In the first phase of this program,
the installation of 27 ATMs is already underway.
ENVIRONMENTAL ANALYSIS
Branch Network
Bank Alfalah’s objective has been to expand its branch network to
meet its clients’ needs. The bank’s strategy is to maximize the
synergies of branch network through an optimal allocation of financial,
human and other resources in order to meet the dynamic challenges of
present financial environment.
Inherited with a network of 3 branches, Bank Alfalah has escalated it
to 38 branches all over Pakistan. The bank is well positioned and
geographically poised to cater for increased business demands from
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18. its existing and potential clientele. Now there are branches in almost
every major city.
The bank, at the end of 2002 plans it, that this figure of 38 branches
would reach to 45.
Following are the cities in which branches of Bank Alfalah are present.
1. Bahawalpur
2. Faisalabad
3. Gujranwala
4. Gujrat
5. Hyderabad
6. Islamabad
7. Karachi
8. Lahore
9. Multan
10. Mardan
11. Mingora
12. Peshawar
13. Quetta
14. Rawalpindi
15. Rahim Yar Khan
16. Sahiwal
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19. 17. Sukkur
18. Sargodha
19. Sialkot
Services
The Bank’s performance over the passing years seems to improve even
when faced by challenging economic conditions. This has been the
result of the bank’s highly prioritized product portfolio, specifically
tailored to suit the discerning needs and preferences of customers.
Besides being focused on Corporate and Investment Banking business,
Bank Alfalah is now entering into Consumer Banking area. In addition to
tailor made products to meet customer’s requirements, Bank Alfalah
offers the following services to its clients:
• Cash Finance Facility
To meet short-term liquidity requirements, the bank offers Current
Finance Facility to meet working capital requirements. A special
relationship officer is assigned to look after corporate accounts to
ensure smooth and efficient functioning.
19
20. • Structured Financing
The bank has a dedicated team of thorough professionals providing
tailor made financing solutions. In adherence to requested
requirements the team provides cost and time effective solutions
ranging from Equity Consultation, Finance through Capital Markets
in the form of TFCs and Debentures, Underwriting and Warehouse
Indirect Financing through Project Financing and Syndication.
• Collection Facility
The bank provides collection facility from any of the 35 branches.
One can transfer funds from collection accounts from any of the
branches to his / her main account on daily basis without any time
delays and at very nominal rates. In places where Bank Alfalah’s
branches are not available, the bank facilitates funds transfer
through strategic alliance with their correspondent banks.
• Sort Term / Medium Term Fund Placement
To optimize returns on one’s surplus funds, the bank offers
competitive rates for which they have products that provide
returns on daily product basis. In addition, profit is paid on a
monthly basis that can boost one’s annualized rate of return.
20
21. Other facilities are as follows:
• Royal Profit (Daily / Monthly Interest earning accounts in
currency)
• One of the fastest and most lucrative FCY accounts mechanism
• On line banking
• ATM
• Personal loans
• Lockers
• Internet banking
• Car Financing
• Staff Salary Accounts
• Personal Relationship Banking
Competitors
Like all others, Bank Alfalah also has a number of competitors
1. Muslim Commercial Bank
2. National Bank of Pakistan
3. Union Bank
4. United Bank
5. Allied Bank of Pakistan
21
22. 6. Citibank
7. Habib Bank Ltd.
8. Faysal Bank
9. Prime Commercial Bank
10. Platinium Commercial Bank
11. Saudi Pak Commercial Bank
12. Indus Bank
13. Soneri Bank
14. The Bank of Khyber
15. Bank of Punjab
16. Gulf Commercial Bank
17. Metropolitan Bank
22
23. MY WORKING IN BANK ALFALAH
As stated earlier, I joined Bank Alfalah for the purpose of internship.
I have worked here as an internee for two months. During my stay of
two months I have worked in different departments. In these
departments, I was assigned different jobs, which helped me gain
some practical experience.
I had to report at 9.00 am sharp and was given a warning that, if I was
late for 3 days, I would be fired. It was applicable for all other
employees. The bank timings were 9.00 am to 5.00 pm for all other
employees, but I am thankful to the manager, who relaxed me and I
was allowed to leave at 1.30 pm due to my classes of the summer
semester.
The overall staff was quite cooperative and friendly, and everyone
treated me very well. But at the same time, there was a very strict
policy about punctuality as well as discipline.
Following are the departments in which I have worked.
23
24. 1. Car Leasing Department
I have worked in this department for almost 25 days. My
supervisor’s name was Mr. Imran Shami. Here I learned the whole
procedure of getting a car leased.
My duty was to contact clients at the time when their monthly
installment was due. Moreover, Mr. Imran Shami made me deal with
customers who came for the purpose of car financing. I used to give
out a presentation about all this procedure.
In addition to this, I brought 4 interested customers for Bank
Alfalah. All the 4 were friends of mine, who got their desired cars
leased through me.
2. Remittance Department
The next 10 days of my internship were in the remittance
department. Here, my duty was to remit amounts. I was responsible
for remitting amounts to different accounts, which were received
from foreign countries.
24
25. 3. Customer Services Department
I passed my last 15 days in the Customer Services Department.
Here I was given a telephone line and I had to attend phones and
guide people as well as transfer calls to different departments.
Secondly I was assigned the duty of opening new public accounts. I
opened a number of new accounts during my internship program.
25
26. IDENTIFICATION OF A MAIN PROBLEM
Problem
It is a universal truth that every thing in this world has its own bright
and dark sides. It is the case with Bank Alfalah. During my Internship,
I found a number of good things in addition to a few problems.
The first day I entered the bank I was informed that on being late for
three days in a month, an employee is fired. Every one has to report at
9.00 am sharp. Any one coming late is warned and is fired after three
days.
As mentioned before, I have also worked in the car-financing
department. The second problem was observed there. I noted that
there was no separate phone line for that department. Due to this,
the personnels over there have to wait quite long for the phone line to
be free.
Solution
The problem is quite serious, i.e. the rule is quite rigid and there is no
leniency anywhere. A person can have any problem, and at anytime. No
26
27. one is informed prior to getting in trouble. If a person gets late, he
should be allowed to explain the reason. If the reasoning is justified,
then he / she should be excused.
The second problem is not quite serious. It can easily be resolved by
adding one more phone line in the department.
27
28. FINDINGS
Following are the findings that I obtained during my internship.
1. The bank maintains a very strict policy about punctuality.
2. Internees are treated well.
3. The management continuously strives to minimize absenteeism in
employees.
4. Up till now, Bank Alfalah is offering the lowest mark up rates in
car financing.
5. The bank has remarkably escalated from 3 to 38 branches within
Pakistan.
6. The bank has heavily invested in order to enhance its capabilities
in the field of automation and technology.
7. Despite the uncertain economic conditions, the banks financial
position has improved quite a lot.
28
29. 8. The internal computer system is quite slow and often gets
hanged up.
Findings
Following are the findings that I obtained during my internship.
9. The bank maintains a very strict policy about punctuality.
10. Internees are treated very well.
11. Up till now Bank Alfalah is offering the lowest mark up rates in car financing.
12. The bank has remarkably escalated from 3 to 35 branches within Pakistan.
13. The management continuously strives to minimize absenteeism in employees.
Operating and Financial Analysis
The bank is currently operating in 35 branches within the country. Bank Alfalah has
shown remarkable progress in their operations within these few years.
Within the first year (1998) their Deposits grew up by 31%, Advances by 44%, Trade
Finance by almost 100% and the total assets by 35%. The bank’s position has still
improved in the year 2002.
This situation can be observed in the table below:
– 2001 2000 Growth
(Billions) (Billions) %
29
30. Equity 1.631 0.901 51
Deposits 30.207 20.482 47
Imports 26.658 13.228 102
Exports 25.261 16.757 51
Profit before Tax 524.164 400.350 31
Profit after Tax 310.612 215.350 44
Total Assets 40.098 28.855 39
Advances 20.220 16.357 24
Human Resource Analysis
Bank Alfalah believes that humans are their most valuable assets. In order to improve
staff’s professional quality and proficiency, the bank conducted on-job training programs
and in house seminars / courses, at one training center. Bank Alfalah’s training academy
is equipped with the latest audio-visual training aids, which facilitate in the
discrimination of knowledge and skills.
The bank inducted thirty management trainees, who are being taken through a six-month
comprehensive banking training program. The bank intends to continue, on a need basis,
such programs each year.
Technological Analysis
30
31. Technological developments are opening up new vistas of solutions for distributing
traditional financial products. Concurrently, rapid change in customer preferences has
resulted in major shift from manual to automated services.
Information technology today, is all pervading in the corporate world. During the year
2000, Bank Alafalah made heavy investments towards enhancing its capabilities in the
area of automation and information technology. The bank is well positioned to meet
client needs, with improved competitive advantage.
Human Resource Analysis
Bank Alfalah believes that humans are their most valuable assets. In order to improve
staff’s professional quality and proficiency, the bank conducted on-job training programs
and in house seminars / courses, at one training center. Bank Alfalah’s training academy
is equipped with the latest audio-visual training aids, which facilitate in the
discrimination of knowledge and skills.
The bank inducted thirty management trainees, who are being taken through a six-month
comprehensive banking training program. The bank intends to continue, on a need basis,
such programs each year.
Services
Besides being focused on Corporate and Investment Banking business, Bank Alfalah is
now entering into Consumer Banking area. In addition to tailor made products to meet
customer’s requirements, Bank Alfalah offers the following services to its clients:
Cash Finance Facility
31
32. To meet short-term liquidity requirements, the bank offers Current Finance Facility to
meet working capital requirements. A special relationship officer is assigned to look after
corporate accounts to ensure smooth and efficient functioning.
Structured Financing
The bank has a dedicated team of thorough professionals providing tailor made financing
solutions. In adherence to requested requirements the team provides cost and time
effective solutions ranging from Equity Consultation, Finance through Capital Markets in
the form of TFCs and Debentures, Underwriting and Warehouse Indirect Financing
through Project Financing and Syndication.
Collection Facility
The bank provides collection facility from any of the 35 branches. One can transfer funds
from collection accounts from any of the branches to his / her main account on daily basis
without any time delays and at very nominal rates. In places where Bank Alfalah’s
branches are not available, the bank facilitates funds transfer through strategic alliance
with their correspondent banks.
Sort Term / Medium Term Fund Placement
To optimize returns on one’s surplus funds, the bank offers competitive rates for which
they have products that provide returns on daily product basis. In addition, profit is paid
on a monthly basis that can boost one’s annualized rate of return.
Other facilities are as follows:
32
33. • On line banking
• ATM
• Personal loans
• Lockers
• Internet banking
• Car Financing
• Staff Salary Accounts
• Personal Relationship Banking
Technological Analysis
Technological developments are opening up new vistas of solutions for distributing
traditional financial products. Concurrently, rapid change in customer preferences has
resulted in major shift from manual to automated services.
Information technology today, is all pervading in the corporate world. During the year
2000, Bank Alafalah made heavy investments towards enhancing its capabilities in the
area of automation and information technology. The bank is well positioned to meet
client needs, with improved competitive advantage.
33