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CHAPTER 01

Introduction to the Report

This Internship report is aimed at studying and analyzing Askari Bank Limited (ABL) in

general and its branch office at Abbottabad, in particular. The main purpose of the

internship is to prepare and submit a report as a partial fulfillment for the award of MBA

degree from COMSATS Institute of Information Technology Abbottabad. This report has

the aim to share my knowledge and experience that I have gathered during my academics

and practical training at Askari Bank.

Being the world-class bank, Askari Bank has maintained the world-class standards in all

aspects including financial standards. This report has covered the financial strategies and

practices that are being followed in Askari bank.

1.1 Background of the study

Pakistan‟s economy at present is going in depression. The importance of sound banking

system cannot be denied in such critical time to re-stabilize the economy, which must

meet the financial needs of the growing agriculture, industrial and commercial/services

sector.

In the present day world, economy has started dominating every sphere of life and for the

socioeconomic growth of any country, monetary institution is critical. Banking sector is

the backbone of the industrial sectors, trade and commerce of the country hence

providing stimulus to overall development of the economy. Askari Bank since 1991 has

played a pivotal role in the development of Pakistan. Like other multinational banks,

ABL has adopted a customer-oriented approach, in order to provide quality products

according to customer needs and stands as a role model for the other banks. Askari Bank

works round the clock to provide services that are unmatched in the region. It has the

experienced, committed team of professionals with diversified expertise. This report has

the aim to cover all operational aspects of Askari Bank and products that it offers.

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1.2 Purpose of the Internship

The primary purpose of the internship is to fulfill the academic requirements of my study.

The purpose of the study also is, to do practical work, in the field and apply the

knowledge of classroom lectures to the real life situations, which thus enables a student

to be a future banking practitioner. Besides this, some other purposes are associated,

which includes

To gather relevant information then interpret and analyze it in a useful manner

To define and describe various functions of the bank.

To highlight the outline facilities and products offered by ABL to its customers.

To analyze the bank through different techniques i.e. Horizontal, Vertical, and

SWOT analysis.

To get exposure and to develop the interpersonal communication skill.

To identify the areas of the bank where there is some room for improvement.

To present some feasible solutions for the problems pertaining to ABL.

To apply the knowledge gained in practical field.

It is also one of the main objectives of internship to practically apply in concepts

learned during my study at COMSATS Abbottabad.

1.3 Merits of the Report

It is a compulsory requirement for the award of Master‟s Degree in Business

Administration

The study conducted will benefit the finance students in particular and banking

students in general

It will help the present and prospective students of the department in making

assignments and writing reports on the ABL, evolution of baking, importance of

banking and different operations.

The third chapter of this report comprehensively encompasses most of the aspects

of banking, followed by SWOT analysis, conclusion and recommendations.

Furthermore, ABL branch Abbottabad may also benefit from the

recommendations made at the end of the report.

It can also provide assistance to students seeking financial data for analysis.

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It can also provide help ABL management in identifying their Strengths,

Weaknesses, Opportunities and Threats.

1.4 Scope of Report

Banking has a very broad scope. In only six weeks of internship, it is very difficult to

understand each and every aspect of bank. Due to the barriers of limited time and space,

the scope of work is usually confined. However this study of ABL will help the

management to identify their weaknesses and threats and overcome them by using their

strengths and capitalizing on the opportunities. This internship report will be source of

financial data for all those who are interested in financial statement analysis of ABL.

1.5 Methodology of the Report

This study involves two types of data for report writing.

1.5.1 Primary Sources

Interviews and discussion with staff members

Personal observations

1.5.2 Secondary Sources

Annual reports of ABL

Brochures & Manuals.

Websites

Newspapers

Previous Internship Reports.

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1.6 Limitations of the Report

For a corporate level organization, like Askari Bank Limited, where the span of operation

is too wide, six weeks of time is very limited for complete observation for the purpose of

the complete research of specialized and sensitive institutions. It does not permit to fully

analyze and understand the entire functionality of the bank, and privacy policy of Bank

also limits access to the organizational data and information that is termed as

confidential. Also due to the bank tight schedule and busy schedule of the required staff

complete information could not be collected easily. The information at the branch level is

also not allowed to be accessed. During the study I tried to include only relevant material.

This study was conducted in accordance with the objectives of the study.

1.7 Scheme of the Report

This internship report is divided into five chapters as:

Chapter one includes background, purpose, scope, limitations, methodology, and scheme

of the report. Chapter two includes background and history of banking in Pakistan,

background of ABL, roles, functions and branches. Chapter three includes organizational

structure of ABL, organizational charts and departments of ABL. Chapter four includes

financial, SWOT analysis and findings based on work in chapter three. This will stick to

the branch where I have worked. Chapter five includes recommendations of the study

based on the analysis in the previous chapter.

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CHAPTER 02

Introduction to Askari Bank Limited

2.1 Early Growth of Banking

“Banking in fact is as ancient as human society. For ever since man came to realize the

importance of money as a medium of exchange. Perhaps these were the Babylonians who

developed banking system as early as in 2000B.C. It is evident that the temples of

Babylon were used as banks because of the prevalent respect and confidence in the

clergy.

2.2 Formal Definition of Bank

“A financial institution that is licensed to deal with money and its substitutes by

accepting time and demand deposits, making loans, and investing in securities. The bank

generates profits from the difference in the interest rates charged and paid.”

These are the following types of banks

Central Bank

Commercial Bank

Industrial Bank

Exchange Bank

Saving Bank

2.3 History of Banking in Pakistan

On 14th

August 1947, a new Muslim country with the name of Pakistan came into being.

In accordance with the provision of Indian Independence Act of 1947, an expert

committee was appointed to study the issue. The committee recommended that the

Reserve Bank of India should continue to function in Pakistan until 30th

September 1948,

at this time there were 19 foreign banks with the status of small branch offices and only

two Pakistani institutions i.e. Habib Bank, and the Australasia Bank. To rebuild the

confidence of the people in these banks, the then Government promulgated the banking

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companies ordinance, 1947”. “Government of Pakistan inaugurated the State Bank of

Pakistan on July 1, 1948.At the end of June 1958, the number of branches of Pakistani

banks increased from 195 to 307 and, the number of scheduled banks increased to 36 by

June 1965.

2.4 Historical Background of Askari Bank Ltd

ABL was incorporated in Pakistan on October 09, 1991, as a Public Limited Company. It

commenced operations on April 1, 1992 and is principally engaged in the business of

banking, as defined in the Banking Companies Ordinance, 1962. The Bank is listed on

the Karachi, Lahore & Islamabad Stock Exchanges and its shares are currently the

highest quoted from among the new private sector banks in Pakistan. The Head office of

Askari Bank, Limited is located at AWT Rawalpindi.

2.5 Vision Statement of ABL

To be the bank of first choice in the region.

2.6 Mission Statement of ABL

To be the leading private sector bank in Pakistan with an international presence,

delivering quality service through innovative technology and effective human resource

management in a modern and progressive organizational culture of meritocracy,

maintaining high ethical and professional standards, while providing enhanced value to

all our stake-holders, and contributing to society.

2.7 Corporate Objectives of ABL

To achieve sustained growth and profitability in all areas of business.

To build and sustain a high performance culture, with a continuous improvement

focus.

To develop a customer–service oriented culture with special emphasis on

customer care and convenience.

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To build an enabling environment, where employees are motivated to contribute

to their full potential.

To maximize use of technology to ensure cost–effective operations, efficient

management information system, enhanced delivery capability and high service

standards.

To manage the Bank‟s portfolio of businesses to achieve strong and sustainable

shareholder returns and to continuously build shareholder value.

To deliver timely solutions that best meet the customers‟ financial needs.

To explore new avenues for growth and profitability

2.8 ABL As Leading Banking Sector entity

Over the years, Askari Bank has proved its strength as a leading banking sector entity, by

achieving the following firsts in Pakistani Banking:

First Bank to offer on-line real-time banking on a country-wide basis.

First Bank with a nation-wide ATM network.

First Bank to offer Internet Banking Services

First Bank to offer e-commerce solutions.

2.9 Credit Rating

The Pakistan Credit Rating Agency (PACRA) as given in Annual Report 2008

maintained both ABL long term and short term ratings at „AA‟ and „A1+‟. The rating

specifies a very high credit quality and very strong capacity for timely payment of

financial commitments.

2.10 Awards and Achievements

Recently Askari Bank have been once again been given the “Best Retail Bank in

Pakistan” by The Asian Banker for the 2nd consecutive year.

Askari Bank has been given the 1st Consumer Choice Award 2004 for the

Commercial Banking Category by the Consumer Association of Pakistan.

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The bank has also received the Corporate Excellence Award for the financial

sector from the Management Association of Pakistan (MAP) for the years 2002,

2003 and 2004.

The bank have been declared The Best Bank in Pakistan by the global finance

magazine for the years 2001 and 2002.

Askari bank won the first prize in the Best Corporate Report awards for the year

2000, 2001 and 2002 from the institute of chartered accountants of Pakistan and

the institute of cost and management accountants of Pakistan, for the services

sector.

2.11 Corporate Profile

Corporate body of Askari bank Limited consist if 12 Board of Directors including one

Chairman

1. President

2. Chief Executive

3. Secretary

4. NIT Nominees

Detail of Board of Directors

Lt. Gen. Imtiaz Hussain Chairman

Lt. Gen. (R) Zarrar Azim Director

Brig. (R) Muhammad Shiraz Baig Director

Brig. (R) Asmat Ullah Khan Niazi Director

Brig. (R) Muhammad Bashir Baz Director

Brig. (R) Shaukat Mahmood Chaudhari Director

Mr. Kashif Mateen Ansari Director

Mr. Zafar Alam Khan Sumbal Director

Mr. Muhammad Afzal Munif, FCA Director

Mr. Muhammad Najam Ali, FCA Director

Mr. Tariq Iqbal Khan, FCA Director(NIT Nominee)

Mr. Shaharyar Ahmad President & Chief Executive

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2.11.1 Audit Committee

Dr. Bashir Ahmad Khan Chairman

Mr. Ali Noormahomed Rattansey, FCA Member

Mr. Zafar Alam Khan Sumbal Member

2.11.2 Company Secretary

Mr. Saleem Anwar, FCA

2.11.3 Auditors

F. Ferguson & Co.(Chartered Accountants)

2.11.4 Legal Advisors

Rizvi, Isa, Afridi & Angell

2.11.5 Registered / Head Office

AWT Plaza, The Mall,

P.O. Box No. 1084

Rawalpindi, Pakistan.

Tel: (92 51) 9063000

Fax: (92 51) 9272455

E-mail: webmaster@askaribank.com.pk

Website: www.askaribank.com.pk

2.12 Ethical Values

The intrinsic core values that are corner stones of our corporate behavior are as fallows.

Commitment

Integrity

Fairness

Teamwork

2.13 Role of ABL in Banking Sector

The impressive growths in development, which ABL achieve, make this bank

undoubtedly the most dynamic and progressive. In a very short period of time it became

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one of the leading bank overtaking several other older and its competitor banks. The

major contributions the bank has made are:

Record setting performance and commitment to serve the customers.

Personalized service and dynamic approach.

Professional management.

Modern banking policy.

Human resources development.

Small loans or micro credits.

Utility bills collection.

Credit cards

2.14 Number of Branches

Askari Bank has expanded into a nationwide presence of 200 Branches/sub-branches

including 20 dedicated Islamic Banking Branches, and whole sale bank Branch in

Bahrain. A shared network of over 2,991 online ATMs covering all major cities in

Pakistan supports the delivery channels for customer service. As on December 31, 2008,

the Bank had equity of Rs.12.97 billion and total assets of Rs.206.19 billion, with over

816,629 banking customers, serviced by 6,496 employees.

2.15 Structure of ACBL

A board of Directors is running the affairs of ABL. The board of Directors consisting of

one president, 04 Directors from ABL, one from Pakistan banking council, one from

Ministry of Finance and additional one who is the sectary of board of managers of

ACBL. Hence the board of directors is 08 member team which takes all-important

decisions relating to the operations and policies of the bank. Second highest authority in

the ABL is Executive Committee consisting 7 members including Chairman/President of

ACBL and sectary of CBL.

Below the general managers are the circle executives who are Senior Vice Presidents or

Vice Presidents (VP). In each zone there are number of branches of ACBL, and each

branch is managed by branch manager.

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Fig 2.1 ABL Organization Structure Chart (Source: Annual report 2008)

Senior Executive Vice –President (SEVP)

Senior Vice President (SVP)

Vice President (VP)

Additional /Assistant Vice President

(AVP)

Grade -1

Grade -II

Grade -III

Assistant, Cashier etc

Non –Clerical staff

Executive Vice President (EVP)

President

Manager

Assistant Manager

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CHAPTER 03

Askari Bank Services and Products

3.1 Introduction to ABL Abbottabad Branch

Askari Limited Bank, Abbottabad branch was established at 1999 with amount of

resources. The Bank‟s branch building is located in Supply Bazaar. With the passage of

time the number of customers increased and there was need of more advanced

departments with all the new technology. ASKARI bank expanded its departments into a

three story buildings dealing with different needs and facilities to the customers.

The branch deals with four main departments‟ i.e credit, bills and remittances, accounts

and deposits department. Apart from Islamic banking a separate Leasing department is

working to cater the needs of growing Islamization in the region. In short Askari Bank

Abbottabad is one the renowned bank in the city.

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Figure 3.1: Organizational Chart of the Branch

Source: Annual Report 2008

Deposit Department.

Foreign Currency Accounts

Department.

Finance Department.

Cash Department.

Deputy-Chief Accountant

Chief Manager/ (Branch Manager)

Deputy-Chief Bill and

Remittance

Deputy-Chief Finance

Deputy- Chief Cash

Deputy-Chief Control & Management

Bills and Remittance Department.

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3.2 Departmentalization

The organization of ABL is a complete banking system. This banking system is

collection of interrelated departments that works together to achieve the objectives of the

organization. I can rightly say that ABL is a hierarchical system in that it includes other

sub departments and these are integrated to work together.

The ABL‟s existing system includes following departments.

Account Opening Department

Remittance Department

Credit Department

Cash department

Clearing Department

Accounts Department

Foreign Trade Department

Figure 3.2 Branch systems Hierarchy

ASKARI BANK LIMITED

ASKARI BANK MAIN BRANCH 001

RAWALPINDI

Accounts opening

Department

Remittance Department

Credit Department Cash Department

Clearing Department Foreign Trade

Department

Accounts Department Plastic Money

Management Information System

Source: Self made

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3.2.1 Accounts Opening Department

Borrowing funds from different sources has become an essential feature of today‟s

business enterprises. But in the case of a bank borrowing funds from outside parties is all

more vital because the entire banking system is based on it. The borrowed capital of bank

is much greater than their own capital. Banks borrowing is mostly in the form of deposits.

These deposits are lent out to different parties. Such deposit creation is done through

opening an account in the bank.

3.2.1.1 Types of Accounts

In ABL, there are the following types of accounts:

Current account

Saving accounts

Term deposit

Askari Special deposit Account

Askari Bachat certificate

Notice Deposits

Foreign currency saving Account

3.2.1.1.1 Current account

These accounts are for the current deposits i.e. customer can deposit and withdraw the

amount any time and no profit is paid.” This account is operating through cheques. The

customer is required to maintain a minimum balance in this account. In current account,

there is no profit and interest on the money kept. Current account is mostly opened for

business.

3.2.1.1.2 Saving account (profit and loss sharing)

Pls. saving accounts opened by individuals (single or joint), for charitable institutions,

companies, educational institutions, firms etc. This account can be opened with a very

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small amount, withdrawals from this account is made through cheques. Return/profit is

paid at flexible rate calculate on six months basis.

3.2.1.1.3 Term deposit

The deposits that can be withdrawn after a specified period of time are known as fixed or

term deposits. In this account person or account holder keeps the money for definite

period of time. The amount deposited is not withdrawn able by cheques. After the

maturity of account, account holder receives the actual money along with the profit given

after each six months during deposited period. The term deposit account varies from one

month to 5 years, and the minimum balance requirement is Rs.5000/- for all other nine

accounts.

3.2.1.1.4 Askari Special deposit Account(ASDA)

It is a special scheme known as “ASKARI Special Deposit Accounts”. Amounts in

these accounts are accepted as prescribed by bank from time to time. The deposits

are subject to PLS rules/regulations and invested by the bank on the same basis.

The profits on ASDA is payable as determined by the bank in the basis of profit

and loss sharing arrangements.

The profit as determined by the bank shall be final binding on the account holder.

Profit shall be paid every six months on declaration of actual rate of profit on such

deposits by H.O.

3.2.1.1.5 Askari Bachat certificate

ABC‟s are long term fixed deposit for 3 and 5 years. These are not term deposits because

payment of return is on monthly basis rather than on maturity of deposits. The minimum

balance requirement is Rs.25, 000/- and maximum balance requirement is Rs.1.0 million.

If ABC is for 3 years, the rate of return for 3 years is 12%; if ABC is for 5 years the rate

of return is 13%. This is not a chequing account; no cheque is drawn on it only payment

of return is made monthly.

3.2.1.1.6 Notice Deposits

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Notice deposits are kind of fixed deposits. The minimum balance requirement for

opening the account is Rs.5000/- and payment is drawn on maturity.

3.2.1.1.7 Foreign Currency Saving Account

The Pakistani national as well as the foreigners can open this account.

The profit is also paid credited to this account depending upon the monthly

products.

The customer has the facility of withdraw in foreign as well as Pak currency.

Equivalent Pak rupees are also calculated for the transactions in the FC saving

accounts.

Monthly and daily revaluation rates of each foreign currency in Pak rupees are

maintained for the correct operation in the FC saving accounts.

3.2.1.2 Account opening procedure

For the chequing accounts (C/A, ASDA, SAVING), there are different account holders

required for each type of these accounts. The operation/ procedure requirement that is

needed for “ Individual Account” differ greatly from “joint Account” “proprietorship”

“Partnership” “Limited company” and “Club Society or Association” as explained

below.

3.2.1.3 Letter of thanks

At the 2nd

day of account opening, ABL issues letter of thanks to “account opener” and

“account introducer” for the trust they have on ABL.

3.2.1.4 Stamping “Posted”

After completing all this process. The forms are signed from manager of the branch after

which the forms are stamped across as “POSTED” on one corner of the front side of the

form. Then they are posted in the respective “account opening file”. The very next day

cheque book is issued to the customer

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3.2.2 Remittance Department

This department of ABL is concerned with transfer of money from one place to another

place that is transfer of funds

3.2.2.1 Instruments of bills and Remittance Department

The instruments that are handled in the Remittance department are as follows:

Demand Draft

Telegraphic Transfer

Mail transfer

Pay order

Pay slip

OBC

IBC

3.2.2.1.1 Demand draft

A bank draft is an order by one branch of bank to another branch of the same bank to pay

a certain amount of money on demand to the person named there in. DD is just a check

and is issued when the customer wants to take the draft personally. For the preparation of

a draft, first of all customer has to fill an application form, then the concerned officer fills

the following before delivering the draft to the customer.

3.2.2.1.2 Telegraphic Transfer

A telegraphic transfer is a fastest and safest way to transfer money. After filling the

application form, the concerned officer fills the telegraphic form. This telegram is sent to

the required bank. Which on receiving it immediately makes the payment to the customer

and afterwards the vouchers are sent to the bank by ordinary mail.

3.2.2.1.3 Mail transfer

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When a customer requests the bank to transfer his money from this bank to any other

bank or the branch of the same bank in the city/ outside the city or outside the country,

the first thing he has to do is to fill an application form in which he states that I want to

transfer the money from this bank to another bank. If the customer is the account bolder

of bank, then the bank will debit his account. The concerned office will fill the different

forms to make the mail transfer complete. Three forms used for this purpose are listed

below:

Debit voucher

Credit voucher

Mail transfer register

If the customer is not the account holder of bank, then firstly he has to deposit the money

and then the above said procedure will be adopted to transfer his money.

3.2.2.1.4 Pay order

It is a cheque drawn by a bank on itself. Pay order is an instrument in which three parties

are involved the purchaser, the bank, and the receiver. It can be purchased by any

customer.

3.2.2.1.5 Pay slip

It is an instrument used by the banks for its payment. The slips are issued to the

employee of the banks their bills and invoices. The bills are transferred to pay slips . In

this case only one bank is involved and that is the issuer as well as the payer.

Procedure prescribed for P.O for issuance and payment is followed for pay slips

with following exceptions.

Pay slips are issued by the bank for settlement for this own payment.

No excise duty is applicable on P.S.

3.2.2.1.6 Outward Bills for Collection

The bills which are sent to their city banks for the local clearing in that city are outward

bills for collection.Cheques are entered in the OBC register, the number is written in the

stamps. The OBC forwarding schedules are prepared for the different branches. Then

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respective cheques are attached with the schedule.On clearance the respective banks

send back the OBC‟s along with IBCA(inter branch credit advice). At the end of the

day, contra vouchers are made.

3.2.2.1.7 Inward bills for Collection

The bills received from other banks out of city for the local clearing are called inward

bills for collection.The OBC of the other branches will be the IBC‟c of this branch. So

an OBC forwarding schedule is received by mail. The cheques are entered in the IBC

register. The IBC numbers are allotted to them.After realization, an IBCA is prepared

and mailed to the branch

3.2.3 Credit Department

The earnings of commercial banks are chiefly derived from interest charge on loans and

discounts. It attracts surplus balance from customers at lower rate of interest and makes

advances at higher rate of interest.The finance system deals with providing finances

(loans) and ensuring the guarantees.

3.2.3.1 Types of Advances Offered By ABL

ABL Credit department deals with all the advances, which are made to the customers.

Advances are important for the banking business because it gives the bank interest on the

amount loaned. ABL is also very active in advancing loans to customers, thus helping the

economy of the country in its development. It provides the following finances:

3.2.3.1.1 Demand Finance

Demand finance is one of the long-term loans and is allowed against fixed assets. It can

also be short term. Usually businessmen avail this facility for the purchase of machinery

and other installations.

3.2.3.1.2 Running Finance

This is a type of finance, which meets the day-to-day finance requirements of the

business. The amount is transferred to the debtor‟s current account and can be withdrawn

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through cheques. The limit on this type of finance is 35000 and the maximum period for

this type of finance is one year and can be renewed by a new application.

3.2.3.1.3 Cash Finance

Cash finance is also called working capital. It is a short-term loan. Probably the most

popular form of providing funds to the clients in the banking sector is the Cash Finance

system. In this, the bank lends money to borrowers against tangible security. The total

amount of loan, which is granted, is not paid in one installment. The borrowers have to

pay markup on the amount borrowed.

3.2.3.2 Level of Lending

3.2.3.2.1 The structure for lending in ABL has four levels

1. Branch credit committee

2. Credit committee at Head office

3. Executive committee

4. Board

3.2.3.3 Financial Products of ABL

3.2.3.3.1 Personal Finance

Personal Finance is a parameter driven product for catering to the needs of the general

public belonging to different segments. One can avail unlimited opportunities through

Askari Bank's Personal Finance. With unmatched finance features in terms of loan

amount, payback period and most affordable monthly installments, Askari Bank's

Personal Finance makes sure that one gets the most out of his/her loan. Once a good

credit history is established, the door to opportunity opens much wider.

3.2.3.3.2 Askari "Mortgage Finance

Askari "Mortgage Finance" offers the convenience of owning a house of choice, while

living in it at its rental value. The installment plan has carefully designed to suit both the

budget & accommodation requirements. It has been designed for enhancing financing

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facility initially for employees of corporate companies for purchase/ construction/

renovation of house. The maximum financing amount is Rs. 10 million with repayment

tenure up to 20 years.

3.2.3.3.3 Business Finance

In pursuance of the National objectives to review the economy of the country, ABL is

providing loans to small and medium size business enterprises under Askari Bank's

Business Finance Scheme. Their goal is to offer a loan, which enables business

community to receive the financing required by them based on their cash flows.

3.2.3.3.4 Ask Car (Car Finance)

ABL offers the most convenient and affordable vehicle- financing scheme, which

provides their valuable customers an opportunity to own a brand new vehicle of their

choice. With minimum down payment, lowest insurance rates and widest range of

available car makes and models, Ask car offers the best value to our esteemed customers.

3.2.3.3.5 Ask CARD

ASKCARD means freedom, comfort, convenience and security, so that you can have

retail transactions with complete peace of mind. ASKCARD is your new shopping

companion which enhances your quality of life by letting you do shopping, dine at

restaurants, pay your utility bills, transfer funds, withdraw and deposit cash through ATM

anywhere, anytime.

3.2.3.3.6 Travelers Cheques

The range of their products and value added services enhances with introduction of

Rupee Travelers Cheques (RTCs) launched in March 2002.

3.2.4 Cash Department

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The main function of this system is Receipts & payments to the customers, on behalf of

their account, through Cheques or any other negotiable instruments. All those

transactions, which are held on the counter on cash basis lies under the cash department.

The cash system mainly deals with following areas:

Receipts

Payments

3.2.4.1 Calculation of Ending Cash Balance

The official time for receiving deposits and payments is till 5 pm. However some

important customers is accommodated afterwards.

The cash in hand is counted. It contains the cash at the counter and cash in the

strong room.

The opening balance is taken i.e. ending balance of previous day

The receipts are added

The payments are deducted

This daily cash position is written down on daily cash position book.

3.2.4.2 Liquidity Maintenance

ABL has to maintain 35% liquidity at SBP. Every branch maintains 5% of its deposits at

the local SBP. But this 30% is kept in the form of Approved securities. For example:

Foreign Investment Bills and Treasury Bills.

3.2.5 Clearing Department

There is no legal obligation on a banker to collect cheques drawn upon other banks for a

customer. However, it is function of almost every modern bank of collection of cheques

and bills on behalf of the customers. Clearing department services are provided in order

to make arrangements for the economic collection of cheques, DD‟s pay and other

negotiable instruments. A large part of this work is carried on through the clearing house.

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3.8 Accounts Department

This is one of the most important departments in ABL. The bank daily transactions are

recorded in computers, nowadays, so the function of this department is to get a summary

of all the transactions. The credit and debit vouchers are arranged and saved for the

record purpose. It also indicates, head office entries as clearing, transfer delivery etc. On

the weekend it has to prepare the extract which is send to head office for reconciliation.

Thus this department will create a link between head office and branch office. The

functions of Accounts department are as follows:

Preparation of daily bank position Statement

Checking Bank‟s daily Activity

Maintenance of book of the accounts of head office.

Salary disbursement and investment of staff.

Arrangement of stationary for bank.

Dealing with disposal of commercial external audit reports and state bank of

Pakistan instructions.

Pre audit checking of all bank transactions.

3.2.7 Credit card Department

Credit card, card that identifies its owners as one who is entitled to credit when

purchasing goods or services from certain establishments. When a credit card is used, the

retailer records the name and account number of the purchaser and amount of the sale,

and forwards this record to the credit card billing office. At intervals, usually monthly,

the billing office sends a statement to the card holder listing all the charged purchases and

requesting payments immediately or installments‟.

3.2.7.1 ABL Offerings

The bank is already offering credit cards like Master cards international in collaboration

with international financial service organizations. Credit card issuing is an important

activity that the most successful and modern banks are doing and are generating profit

from it. Credit cards are of two types

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Master Card

Visa Card

ABL issues three types of Master Cards:

3.9.1.1 Local card

This master card is issued for the amount of Rs. 25000/- and more. This local card

operates on national level.

3.9.1.2 Silver Card

This master card is issued for the amount of Rs. 35000/- and more. This is an

international card which is acceptable all over the world.

3.9.1.3 Gold Card

This master card is issued for the amount of Rs. 2,00,000/- and more. This is an

international card which is acceptable all over the world.

All these three types of cards issued only to those individuals which hold accounts in the

bank. The bank also takes care that a sufficient amount of security, almost 125% of the

amount of credit card.

3.10 Foreign Trade Department

ABL has been authorized by State Bank of Pakistan (SBP) to have dealing in foreign

currency. The foreign exchange departments provide facility of foreign currency accounts

(FACs) to Pakistani citizen and foreigners and facilitate its clients in foreign trade. This

facility is provided in shape of letter of credit (L.C), and guarantee by the bank to the

exporters and importers.

26

CHAPTER 04

Financial Analysis of ABL

4.1 Introduction

The importance of financial statement analysis lies in their utility to satisfy the question

in the mind of stakeholders. Different classes of people are interested in the financial

statements with a view to assessing the economic and financial position of any business

or industrial concern in term of profitability, liquidity or solvency etc.

Financial statements among other things include balance sheet and income statement.

Balance sheet presents assets and liabilities of the business at a given date. Besides

showing the ability of the business to service the loans on the strength of its financial

structure and its profitability, helps in judging the impact of financial and fiscal support.

4.2 Purpose of Financial Analysis

The analysis of Financial Statements (FS) is to examine past and current financial data so

the company‟s performance and financial position can be evaluated and future risk and

potentials can be estimated. The analysis can yield valuable information about trends and

relationship, the quality of a company‟s earnings, and its financial strengths and

weaknesses.

4.2.1 Analysis

The financial data of ABL is analyzed in the following two ways

Common Size Analysis

Ratio Analysis

Common size analysis and ratio analysis are techniques that can be used to identify trends

in financial statement; common size analysis is also useful in comparative analysis, and

some source of industry data.

27

4.2.2 Common Size Analysis

Technique for identifying relationship between items in the same financial statement by

expressing all amounts as the percentage of the total amount taken as 100.

For common size analysis two basic techniques are used.

1. Common Size Vertical Analysis

Comparison with base amount with in the same year.

a. Vertical Analysis of Balance Sheet

b. Vertical Analysis of Income Statement

2. Common Size Trend Analysis

Comparison with Base year

a. Trend Analysis of Balance Sheet

b. Trend Analysis of Income Statements

28

4.2.2.1 Trend Analysis of Balance Sheet

Table 4.1 Trend Analysis of Balance Sheet

2006 2007 2008

ASSETS % % %

Cash and Balances with treasury bank 100 89.76 107.7

Balances with other banks 100 47.68 53.93

Lending to financial institutions 100 172 53.93

Investments 100 137.7 124.6

Advances 100 101.6 130

Operating Fixed Assets 100 135 217

Deferred tax assets -- - -

Other assets 100 145 235

Total Assets 100 110 124

LIABILITIES & OWNERS' EQUITY 100

Bills Payable 100 142.8 140.5

Borrowing from Financial Institution 100 117.3 101.5

Deposits & other accounts 100 108.49 127

Sub-ordinated loans 100 99.95 99.91

Financial lease liabilities 100 - -

Deferred Tax Liabilities 100 64 1.76

Other Liabilities 100 123.6 182.82

Total Liabilities 100 109.6 124.65

OWNERS' EQUITY

Share Capital 100 149.9 202

Reserve 100 119.4 131.8

Un-appropriated Profit 100 119.1 17.1

Surplus on Revaluation 100 11.5 65.2

Total Owners' Equity 100 110.9 117

Total Liabilities & Owners' Equity 100 110.4 125.54

Source: Financial Statements of ABL for the year 2006, 2007, and 2008 are used

29

4.2.2.1 Trend Analysis of Balance Sheet

4.2.2.1.1 Percentage Growth in Assets and Liabilities

Again the horizontal analysis shows the same result as of vertical analysis. The total

assets have increased to 110.% in 2006 to 124% in 2008. On the other hand total

liabilities have increased approximately in same ratio as to from 109.6% in 2006 to

124.65% in 2008. The management focus on the non-current assets. The current

liabilities have also increased with a greater proportion compare to long term liabilities.

4.2.2.1.1 Share Capital reserve and total Owner equity

Share capital has increased from 149.9% in 2006 to 202% in 2008 which shows an

increase in the value of bank. Reserves have increased from 119.4% in 2007 to 131% in

2008 which is also good sign. The total owner‟s equity has decreased from 110.9% in

2007 to 117% in 2008 which is not good as it represents the growth of the bank.

30

Figure 4.1 Trend Analysis of Balance sheet of Year 2007

Figure 4.2 Trend Analysis of Balance sheet of Year 2008

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

140.00%

160.00%

180.00%

2007

Cash and Balances with treasurybank

Balances with other banks

Lending to financial institutions

Investments

Advances

Bills Payable

Borrowing

Deposits

0.00%

50.00%

100.00%

150.00%

200.00%

250.00%

2008

Cash and Balances with treasurybank

Balances with other banks

Lending to financial institutions

Investments

Advances

Bills Payable

Borrowing

Deposits

31

4.2.2.2 Trend Analysis of Income Statement

Table 4.2 Trend Analysis of Income Statement

2006 2007 2008

Markup/Return/Interest earned 100% 120% 145%

Markup/Return/Interest expensed 100 124 152

Net Markup/Interest Income 100 114 138

Provision against non-performing loans and

advances

100 29 29

Provision for the impairment in the value of

investments

100 25 74

Bad debts written off directly 100

Net mark-up/ interest income after provision 100 57 82

Non Markup/Interest Income 100

Fee, Commission & Brokerage Income 100 104 122

Dividend Income 100 125 158

Foreign Currency Income 100 112 149

Gain sale of investments-net 100 2088 33

Unrealized gain/loss on revaluation of investments 100 (138) (1790)

Other income 100 104 106

Total Non-Markup/Interest Income 100 213.4 126.5

Non-Markup/Interest Expenses

Administrative Expenses 100 144 177

Provisions/write offs 100 - -

Other charges 100 196 178

Total Non-Markup/Interest Expenses 100 144 177

Profit before taxation 100 69 13

Taxation current year 100 10 2

Prior years 100 -- --

Deferred 100 (-231) 101

Profit after taxation 100 119 17

Source: Financial Statements of ABL for the year 2006, 2007, and 2008 are used

32

4.2.2.2 Trend Analysis Income Statement Analysis

The horizontal analysis of the income statement of Askari Commercial Bank Ltd shows

that the markup income is taken as 100% because it is the primary source and the real

objective of the operations of the bank.

4.2.2.2.1 Markup Expenses

Markup expenses have increased from 124% in 2007 to 152% in 2008 which shows the

management disability control on financial cost.

4.2.2.2.2 Net Mark-Up Income/Gross Profit

The net markup income/gross profit has reduced to 138% in 2008 from 114% in 2007

which is a negative sign and it is due to no control over markup expenses.

4.2.2.2.3 Non Markup/Non Interest Income

Total operating income has decreased from 213.4% in 2007 to 126.5% in 2008 and which

is a negative sign. The total non-markup interest expense has increased from 144% in

2007 to 177% in 2008.

4.2.2.2.4 Net Income

Net income of the bank have shown a steep decline in 2008 as it has drop down to 17%

from 119% in 2007 and it shows a weak performance on the management part.

33

Figure 4.3 Trend Analysis of Income Statement of Year 2007

Figure 4.4 Trend Analysis of Income Statement of Year 2008

0%

50%

100%

150%

200%

250%

2007

Markup/Return/Interestexpensed

Net Markup/Interest Income

Total Non-Markup/InterestIncome

Profit after taxation

0%

20%

40%

60%

80%

100%

120%

140%

160%

2008

Markup/Return/Interestexpensed

Net Markup/Interest Income

Total Non-Markup/InterestIncome

Profit after taxation

34

4.2.2.3 Vertical Analysis of Balance sheet

Table 4.3 Vertical Analysis of Balance sheet

Source: Financial Statements of ABL for the year 2006, 2007, and 2008 are used

2006 % 2007 % 2008 %

Assets

Cash & Balances with treasury Banks 8.96 7.33 7.77

Balance with other Banks 4.42 1.92 19.1

Lending to Other Financial Institutions 5.05 7.93 2.17

Investments 17.24 21.64 17.3

Advances 59.69 55.32 62.4

Operating Fix Assets 2.29 1.11 4.1

Deferred Tax Assets - - -

Other Assets 2.29 3.04 4.34

Total Assets 100 100 100

Liabilities

Bills Payable 1.11 1.44 1.25

Borrowings 9.01 9.64 7.36

Deposits & other accounts 79.40 78.52 81.3

Sub-ordinate Loans 1.81 1.64 1.45

Financial lease liabilities --

0.0024 --

Deferred tax liabilities 0.44 0.26 0.0062

Other liabilities 1.57 1.76 2.308

Total Liabilities 93.34 93.27 93.70

Owner’s Equity

Share capital 1.04 1.21 1.96

Reserves 3.50 3.81 3.71

Unappropriated profit 1.3 1.1.8 0.14

Surplus on revaluation of assets- net of tax 0.86 0.09 0.45

Total owner’s equity 6.66 6.73 6.29

Total liabilities & Owner’s equity 100% 100% 100%

35

4.2.2.3 Vertical Analysis of Balance Sheet

A vertical analysis of balance sheet of Askari Bank shows that the Bank has financed its

fixed assets more than the current assets. And the assets have been financed mostly be

long term liabilities and a little by capital which goes in the favor of owners.

4.2.2.3.1 Percentage Growth in Assets and Liabilities

Cash and cash Balances with other banks have decreased from 8.96% in 2006 to 77.7%

in 2008. Lending to financial institution has decreased from 5.05% in 2006 to 2.17% in

2008. Investments have almost remained same during the time, 17.24%in 2006 to 17.3%

in 2008.Advances increased to 59% in 2006 to 62% in 2008. On the other hand current

liabilities have increased more than the long term liabilities. Bills payable and borrowings

have increased 1.11% and 9.01% to 1.25 % and 7.36%. Deposits have increased

from79% in2006 to 81.3% in 2008 and subordinate loans have decreased from 1.81%in

2006 to 1.45% in 2008.

4.2.2.3.2 Share Capital reserve and total Owner equity

Share capital has increased from 1.04% in 2006 to 1.96% in 2008 which is good sign

because it represents the increased profitability of the bank. Reserves have increased

from 3.50% in 2006 to 3.71% in 2008 which is also good sign. The total owner‟s equity

has decreased from 6.66% in 2006 to 6.29% in 2008 which is not good as it represents

the growth of the bank.

36

Figure 4.5 Vertical Analysis of Balance Sheet Year 2007

Figure 4.6 Vertical Analysis of Balance sheet Year 2008

Cash and Balances with treasury bank

4%

Balances with other

banks1%

Lending to financial

institutions4%

Investments11%

Advances28%

Bills Payable1%

Borrowing from Financial Institution

5%

Deposits & other accounts

40%

Sub-ordinated loans

1%

Share Capital1%

Reserve2%

Total Owners' Equity

3%

2007

Cash & Balances with treasury Banks

4%

Balance with other Banks

9%

Lending to Other Financial

Institutions1%

Investments8%

Advances29%

Bills Payable1%

Borrowings3%

Deposits & other

accounts38%

Sub-ordinate Loans1%

Share capital1%

Reserves2%

Total owner’s equity

3%

2008

37

4.2.2.4 Vertical Analysis of Income Statement

Table 4.4 Vertical Analysis of Income Statement

2006 % 2007 % 2008%

Markup/Return/Interest earned 100% 100% 100%

Markup/Return/Interest expensed 55.38 57.35 57.9

Net Markup/Interest Income 44.62 42.65 42.09

Provision against non-performing loans and

advances

8.95 25.89 20.79

Provision for the impairment in the value of

investments

0.29 0.99 0.0027

Bad debts written off directly 1.34

Net mark-up/ interest income after provision 36.65 16.74 19.95

Non Markup/Interest Income

Fee, Commission & Brokerage Income 8.05 7.08 6.83

Dividend Income 0.86 0.91 0.94

Foreign Currency Income 4.64 4.33 4.74

Gain sale of investments-net 0.89 15.59 0.199

Unrealized gain/loss on revaluation of investments -0.02 0.01 0.12

Other income 2.55 2.24 1.86

Total Non-Markup/Interest Income 16.98 30.15 14.71

Non-Markup/Interest Expenses

Administrative Expenses 26.01 31.62 32.09

Provisions/write offs -- - 0.0024

Other charges 0.05 0.08 0.06

Total Non-Markup/Interest Expenses 26.06 31.70 32.16

Profit before taxation 26.56 15.19 2.50

Taxation current year 7.80 0.65 0.094

Prior years -1.54 -0.27

Deferred 0.89 0.89 0.58

Profit after taxation 17.86 17.70 2.09

Source: Financial Statements of ABL for the year 2006, 2007, and 2008 are used

38

4.2.2.4 Vertical Analysis Income Statement

The vertical analysis of the income statement of Askari Commercial Bank Ltd shows that

the markup income is taken as 100% because it is the primary source and the real

objective of the operations of the bank.

4.2.2.4.1 Markup Expenses

Markup expenses have increased from 55.38% in 2006 to 57.9% in 2008 which is not a

good sign.

4.2.2.4.2 Net Mark-Up Income/Gross Profit

The net markup income/gross profit has reduced to 42.09% in 2008 from 44.62% in 2006

which is a negative sign and it is due to no control over markup expenses.

4.2.2.4.3 Non Markup/Non Interest Income

Total operating income is 16.98% in 2006 and 30.15% in 2007 and 14.71% in 2008,

which is a negative sign. The total non-markup interest expense have increased from

26.06% in 2006 to 32.16% in 2008.

4.2.2.4.4 Net Income

Net income of the bank have shown a steep decline in 2008 as it has drop down to 2.09%

from 17.86% in 2006 and it shows a weak performance on the management part.

39

Figure 4.7 Vertical Analysis of Income Statement Year2007

Figure 4.8 Vertical Analysis of Income Statement Year2008

Markup/Return/Interest expensed

39%

Net Markup/Interest

Income29%

Total Non-Markup/Interest

Income20%

Profit after taxation

12%

2007

Markup/Return/Interest expensed

49%Net Markup/Interest

Income36%

Total Non-Markup/Interest

Income13%

Profit after taxation

2%

2008

40

4.3 Financial Ratios Analysis

Financial ratio is a ratio of two selected numerical values taken from an enterprise‟s

financial statements. There are many standard ratios that are used to try to evaluate the

overall financial condition of a company. Financial ratios may be used by managers

within a firm, by current and potential shareholders (owners) of a firm, and by a firm‟s

creditors. Security analysis use financial ratios to compare strengths and weaknesses from

various companies.

While conducting the analysis of Askari Bank I will use two set of ratios and will try to

portray the financial health of the bank. The following ratios will be used for analysis

purpose.

Profitability Ratios

Profitability Ratios

Profitability ratios are a measure that indicates how well a firm is performing in terms of

its ability to generate profit. Here are some ration are given below for the purpose to

make inference on the basis of these rations

41

4.3.1 Profitability Ratios of ABL

Table 4.5 Profitability Ratios of ABL

Profitability Ratios 2006 2007 2008

Net interest margin 5,619,608 6,457,617 7,742,594

Operating profit

margin

26.56% 15.18% 2.50%

Credit to Deposit

Ratio

75% 70% 76.8%

Cost to income

ratio

146% 179%

1531%

Return on

Assets(ROA)

1.35% 1.47% 0.18%

Return on Earning

Assets

1.87% 1.71% 0.25%

Equity to Total

Assets

5.79% 6.64% 5.83%

Earning Assets to

Total Assets

76.97% 76.97% 79.77%

Loan Loss

Coverage Ratio

-- -- 1733%

NIM to Average

Earning Assets

-- 4.819% 5.08%

Source: Calculated from the Financial Statements of Year 2006,2007, 2008

42

4.3.1.1 Net Interest Margin

Net interest margin is the difference in mark up interest earned and mark up interest

expensed.

4.3.1.2Operating Profit Margin Ratio

Operating profit is a ratio of Profit before Taxes and Markup/ return interest earned. It is

also showing reduced performance of the bank. It has reduced from 26.56% in 2006 to

2.50% in 2008.

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

2006 2007 2008

Net Interest Margin

Net Interest Margin

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

2006 2007 2008

Operating Profit Margin Ratio

Operating ProfitMargin Ratio

43

4.3.1.3 Credit to Deposit ratio

Credit to deposit ratio also depicts the varying performance by the bank. It is ratio of

Advances and Deposits. CD ratio is 75% in 2006 and 76.5% in 2008. It means corporate

customer credibility has increased during time.

4.3.1.4 Cost to Income Ratio

Cost to income ratio is showing an increased tendency. The cost is increasing in a greater

proportion as compare to income.

66%

68%

70%

72%

74%

76%

78%

2006 2007 2008

Credit to Deposit Ratio

Credit to DepositRatio

0

5

10

15

20

2006 2007 2008

Cost to Income Ratio

Cost to Income Ratio

44

4.3.1.5 Return on Assets (ROA)

This ratio comparatively gives not a good picture of the bank. It has reduced

tremendously in 2008 to 0.18% from 1.35% in 2006.

4.3.1.6 Return on Earning Assets

This ratio of Return on Earning Assets is calculated by dividing Net Income by Average

Earning Assets. Earning Assets include Loans, Leases, Investment securities and money

market assets. It excludes cash and non-earning deposits and fixed assets.

0.00%

0.50%

1.00%

1.50%

2.00%

2006 2007 2008

Return on Assets(ROA)

Return on Assets(ROA)

0.00%

0.50%

1.00%

1.50%

2.00%

2006 2007 2008

Return on Earning Assets

Return on EarningAssets

45

4.3.1.7 Equity to Total Assets

This ratio is calculated by dividing equity portion of balance sheet to total assets. The

ratio had almost same performance in year 2006 and 2008 i-e 5.79% and 5.83%

4.3.1.8 Earning Assets to Total Assets

Earning Assets to total assets ratio is calculated for each of the particular year and it is

ratio of two balance sheet items It was almost same in year 2006 and 2007 i-e 77% but

the ratio showed rising trend in 2008 to 79%.

5.20%

5.40%

5.60%

5.80%

6.00%

6.20%

6.40%

6.60%

6.80%

2006 2007 2008

Equity to Total Assets

Equity to Total Assets

75.50%

76.00%

76.50%

77.00%

77.50%

78.00%

78.50%

79.00%

79.50%

80.00%

2006 2007 2008

Earning Assets to Total Assets

Earning Assets to TotalAssets

46

4.3.1.9 NIM to Average Earning Assets

Net interest margin to earning assets ratio is calculated by Net mark-up income to

average earning assets of consecutive two years. This ratio has reduced from 2.7% in

2006 to o.25% in 2008.

4.60%

4.70%

4.80%

4.90%

5.00%

5.10%

2007 2008

NIM to Average Earning Assets

NIM to AverageEarning Assets

4.3.1.10 Loan Loss Coverage Ratio

This ratio shows asset quality and the level of protection of loans and is calculated as Pre-

tax income + provision for loan losses / debts written off.

0%

200%

400%

600%

800%

1000%

1200%

1400%

1600%

1800%

2006 2007 2008

loan Loss coverge

loan Loss coverge

47

4.4 SWOT Analysis

SWOT analysis is one of the most expedient technique or tool used in the Strategic

Management process for conducting the situation analysis of an organization. The proper

analysis of the firm is given in the form of Strengths, Weaknesses, Opportunities and

Threats (SWOT) the company presently facing or can be forecasted for the future. It is a

common approach to make assessments in terms of internal and external environment of

the organization, and to formulate strategies analyzing its internal strengths and

weakness, external opportunities and threats, coming up is the SWOT analysis for the

ABL:

4.4.1 Strengths

Firstly we analyze the Strengths of the ABL that are as follows:

Computerization

The main strength of Askari Bank Limited is that all of its branches are fully

computerized and they have latest software‟s available to keep the records of their

customers account and other important information up-to-date. It reduces manual work

and provides good customer services.

Well-knitted branch network

ABL has a well-knitted and adequately equipped branch networking system that

efficiently covers both the domestic and international markets. ABL has the largest

branch networking in Pakistan.

Largest Private Bank

ABL is one of the largest private banks with deposit base of Rs.167.68 billion/- showing

constant growth over the period 1999 till day and with many online branches in major

cities of Pakistan.

Competent Staff

48

Strength of Askari Bank Limited is that it has staff which is well qualified and capable of

performing the task because of their expertise and training in the field

Customer’s Feedback

Customers are allowed to give suggestions regarding banking services. If there is any

complaint by the customer the bank authorities investigates the reasons for complaint.

Complaint monitoring system is excellent at Askari Bank that shows bank values more to

its customers.

International markets

ACBL is actively participating in international markets and has recently introduced credit

cards in UAE, Bahrain and Qatar, being backed by 24 hours call center out of UAE.

The ABL ATM Switch-Net

I.T group of ABL has been able to create the largest network for secure electronic

financial transactions in Pakistan.

Information System

Askari Bank has also invested heavily in information technology resources, which has

now allowed bank to develop one of the most comprehensive and advanced system

available. With the help of this system Askari bank has now achieved an “online” status

via real time facilities and features available through nationwide network. With the team

of highly qualified professionals, Askari Bank is able to use its real time system resources

to provide customers with comprehensive account of their transaction on a daily basis.

ABL is one of those few banks who are reaping the benefits of electronic transaction

Leadership in ATM’s

With over 186 ATMs and 106 online branches ABL is again an undoubted industry

leader with connectivity extended to above than twenty five cities of Pakistan. ABL

ATMs not only serve 24 hours cash convenience but also improve on the counter services

and turnaround time at cash counters.

49

Worldwide master card

The ABL ATMS Master Card has become a global service furthering the convenience to

the customers. Traveling customers can access their accounts from a large number of

internationally deployed ATMs and point of sale unit.

4.4.2 Weakness

Secondly we analyze the Weakness of the ABL that are as follows:

Due to risks such as political economy and legal the bank has suffered losses the

main reason was piling up to of large amount of irrevocable debts.

The bank still has traditional ways of operations in this advance technological

environment. For example account opening registers, manual checking of

vouchers.

Accumulated losses pushed the bank to cut down its promotional activities in

order to reduce expenses for last few years.

Although the bank has computerized accounting system, but still bankers make

their entries in accounting register manually.

In Askari Bank the individual difference has strong impact on the organization‟s

performance due to wrong criteria of selection of employees. So with the passage

of time individual differences start increasing which undermine the goodwill of

the organization.

The advertising media used by Askari bank for publicity include mostly

newspapers and journals. But the most powerful and effective media is of

television through which people in Pakistan as well as outside Pakistan can have

instant information about new products and developments of ABL

No availability of sophisticated equipment‟s in branches and lengthy credit

processing and documentation procedures.

4.4.3 Opportunities

Thirdly we analyze the Opportunities of the ABL that are as follows:

50

ABL as a largest Pvt. Bank can increase it market share by producing good,

market oriented and customer needs satisfying products.

Askari Bank is now looking into new ways of providing banking services to its

customers. New concept of mobile banking has been introduced by the bank,

which will prove to be remarkable success in the field of consumer banking.

Customer feedback on different products and accounts have really improved the

bank performance and encouraged the atmosphere for other future policies.

Askari bank is an active player in the loan business. Its strength in loaning stems

from its ability to forge strong relationships not only with borrowers but also with

bank investors. Bank can capture more markets by introducing new products for

business community, as it is the only group, which can contribute more towards

increasing the assets of the bank.

Foreign remittances are another area as present worldwide control system over

transfer of currencies through illegal channels has facilitated the area for the

banks.

There is a large pool of free MBA graduates who can be hired to achieve

professionalism on its organizational culture.

Now computer literacy rate is increasing and its really big opportunity for Askari

Bank that when public will have more knowledge about computers than they will

be more attractive to the innovative products of Askari bank.

Increase the product range to fulfill customer requirements and ATM network,

ABL can expend its 24 hours cash facilities to other cities of the country in order

to meet growing market demand.

51

ABL also has an opportunity to expend its new technological advancement like,

Tele banking and Internet banking facilities in order to serve the customers more

efficiently.

Due to efficient and experienced management group. ABL can also improve well

and expend its foreign operation successfully.

Increasing need and potential of leasing in Pakistan provide ABL an opportunity

to utilize its skills and efficiencies in leasing business as well.

4.4.4 Threats

Finally we analyze the Threats of the ABL that are as follows:

As the ABL leading in the domestic commercial banking sector in Pakistan, as

such no any close competitors of ABL but every commercial bank is the

competitors for each other. But mainly these are Habib Bank Limited, Bank Al-

Falah, MCB etc. they are threats for ABL. At any time they can capture the clients

of ABL by providing any benefit more than that.

Political instability is also threat for the bank because instability leads to lower

business. The same situation is prevailing in Pakistan.

In our county, the rate of inflation is increasing along with the unemployment. So

due to increase in price of the products, the savings of the nation is decreasing

with passage of time. So it is threat for the banking sector. In the future, the

deposits of the bank will decrease.

ABL is giving higher rate of return to their clients on various certificates like,

Defense saving certificate etc. Being a private commercial bank it should earn

more than that of nationalized banks.

52

Increase in competition due to increasing number of foreign banks offering highly

specialized and attractive services.

Growing global technological advancements and adaptation of modern style of

management in banking sector.

Extensive promotional campaigns run by competitors.

It is always threat for commercial banks. Because SBP is the role authority of

Government, which monitors all commercial banks affairs, whenever it feels any

regulation, it imposes without consideration of commercial banks plans etc.

Growing concept of Islamic banking in Pakistan economy can be a serious threat

to ABL so they should start their Islamic banking in Abbott Abad branch as well.

The SWOT analysis is a mirror image of the banks present conditions. The management

can elaborate strategic plans for capitalizing the available opportunities.

ABL is continuously introducing new innovative products so as to cope with changing

environment. It has a diversifiable culture. It has been leader of introducing many new

ideas, products which are earning a lot for the bank and this struggle is still continuous

with same acceleration. No bank has given such a comprehensive motive so if we want to

look at the future of Askari bank they are going to touch new horizons of technology.

53

CHAPTER 05

Recommendations and Conclusion

Findings and Recommendations are considered to be the most important part of

internship report, without which no report is considered complete and meaningful. This

part of report is based on the previous sections i.e. review and analysis. Moreover, for

bringing suggestions, discussions have been conducted with the staff of ABL officers,

who not only provided the basis for recommendations but also pointed out some areas,

where the change for the development is utmost important.

Realizing the importance of this section, efforts have been made to give feasible

recommendations, which are categorized under the following headings.

5.1 Findings

5.1.1 Employee empowerment

Bank recognizes its employees as the prime asset and key contributors to the performance

of the bank and places great emphasis on the attraction, development, and motivation of

its employees.

5.1.2 Better compensation packages

During the year, the compensation package was substantially improved in order to

Enhance employees‟ motivation and loyalty.

5.1.3 Involvement of Higher Management

Whatever ABL have achieved would not have been possible without the patronage and

support of the manager, which is greatly appreciated and acknowledged.

5.2 Recommendations

5.2.1 Generalization of Procedures

The procedure for opening an account should be simplified. The account opening form

should be self-explanatory and include translation in Urdu for those customers who are

not well read since the fact cannot be ignored that many people do not have a good

understanding of English.

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5.2.2 Human Resource Department

The importance of manpower cannot be denied in any organization. In case of banks it is

the most valuable asset, because the bank is most sensitive organization and to be in

harmony with this sensitivity, need for proper human resource is felt badly.

5.2.3 Basis for Promotion

A sizeable promotion of the officers of ABL, are promoted in without test and interviews

of officers cadre. The promotion policy must be too tight and transparent that no one may

have the chance to promote on criteria other than required qualification, experience and

performance. As for present excess staff, those not found up to the required criteria may

be given GHS etc.

5.2.4 Management Chances On Merit

In ABL, though vary rare fresh recruitment are made, and the bank faces saturation in

personnel, now clipping will be more helpful. The downsizing will leave the ABL with

the staff, to be retained on the basis of ultimate meritocracy with zero tolerance of

incompetence. Now in this remaining workforce, a cultural change right from the top

management down to the frontline, that better suits to present day needs of banking

environment could be included through proper discipline and training.

5.2.5 Needs of Change in Recruitment Policy

It is important to say that the external level market is full of required talent like MBA,

M.COM. But on the country only graduation with simple subjects is still requisite

qualification for officer‟s cadre, which has already worked amply in the devastation of

ABL. Therefore the recruitment qualification to the officers frame work should be

enhanced for simple graduation, to professionally qualified preferably masters in their

respective fields.

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5.2.6 Delegation of Powers

Delegating powers to the department in-charges up to the possible extent will most

certainly reduce the workload on the managers and they would be able to perform well by

taking quick remedial actions where necessary. Besides, the spare time will be spent

dealing with matters of more important nature.

5.2.7 Development of Managerial Leadership

In services industries like banks the need of managerial skill is much more important. It

makes positive contribution towards effective results. Without development of

managerial leadership, the effective utilization of the human resource will be impossible.

ABL should also focus on this area and should avoid deficiencies in managerial

leadership by applying modern style of management.

5.2.8 Computer Trainings

The present conventional and orthodox training programs need to be made more

comprehensive and reinforce with inclusion of computer training process.

5.2.9 Incorporated Marketing Strategy

All the officers in the deposits department should be involved in the marketing and not

just opening accounts and maintaining their records. This can be done through improving

their personal relation skills of visiting the potential customers and convincing them to

open accounts whenever wherever possible.

5.2.10 Change in Appraisal System

To present performance appraisal system is good. However, it needs to be implemented

in true sense. The drawbacks that are obvious like nepotism and favoritism etc., needs to

root out and the culture of ultimate meritocracy in appraising needs be inculcated.

5.2.11 Credits and Advances Department

The defaulted loans have showered the process of development of banking sectors in

Pakistan and have reduced the lending capacities of banks. In result of which economic

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growth has reduced and rate of industrialization has become lowered. Defaulted loans

being the major cause for this depression, various suggestions and recommendations have

been given with focus on ABL to overcome the drawbacks of this department.

5.2.12 Guidance for Risk Management

Exclusive mandatory training concerning all possible aspects like financial management

and organizational management is required to be develop and designed to achieve

Risk assessment ability

Understanding of all legal matters

Early detection ability

Ability to develop and suggest sound strategies when needed.

5.2.13 Fake Financial Presentation by clients

Banks should confirm that the provided figures by borrowing organizations are fairly

audited and that the auditors are on the approved list of the bank and they have clear

opinion about the affairs of company and nothing has been made secret.

5.2.14 Poor Management

A large number of industrial units and projects became sick because of poor

management. When a business become sick or fails it is unable to return the loans, it has

taken, and as a result such loans become bad debts, to avoid this, it is the responsibility of

ABL, to ensure that the company to which loan is sanctioned enjoys good management

skills and reputation. This can only be confirmed, if the bank assesses the management of

borrowing party by taking care of

i. Length and type of experience

ii. Qualification and integrity

iii. Management style

iv. SWOT analysis

v. Financial procedures and documentation followed by employees

vi. Span of authority and responsibility

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vii. Decision making skills of employees

5.2.15 Proper Documentation

Loans become irrevocable through court of law in case of default when the bank fails to

prove their claims against delinquent borrower. If documents are obtained clearly as per

terms of the loan it is not difficult for the counsel to get the decree against the defaulter.

For proper documentation all the possible steps must be kept in mind.

5.2.16 Administrative Reforms

Fast resolving of loan default cases is must.

The bank should plan to enhance its ATMs and Internet Banking Services with

new features like inter-branch funds transfer, and the payment of utility bills.

The future focus of the ABL should be to improve the automation of the

accounting processes and enhance the quality and effectiveness of MIS.

The ABL should increase press coverage and advertising to create effectively

market it‟s corporate as well as product/Brand image.

The marketing policies and strategies must be clearly written and communicated

to all the staff members. The Branch Managers must make the use of the staff in

pursing the organizational objectives.

The Bank must reshape its portfolio of business by investing in higher growth

areas, extending and developing its core competencies and moving out of week

and non-core segment.

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5.3 Conclusion

Banking sector has adopted new techniques with the passage of time in order to compete

in this world. ABL is one such bank that is successfully operating in its field. A system of

regional management is in place to ensure the improvement in productivity. They are

alive to the expectations of the customers.

It is moving towards its goals. It has won many awards in the banking world. It achieves

its target and playing active role in social sector as well. It is successfully creating the

relationship with the nation. The performance of the bank is improving with the time. Its

profitability has shown improvement over years, but still it requires improvement in

infrastructure and technology. The bank aims at a prosperous future by “inspiring

relationship” and work for the betterment.

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References

Annual Reports of ABL; 2006-07, 2007-08

Aslam, S (1999); Banking & Finance. Abbottabad.

Hussain, S; Rana,K & Shabbir, A (1991); Banking Currency and Finance. , Lahore: Ilmi

Kutab Khana.

Iffland, Charles & Langueton, Pierre (1996); International Banking. New York: Irwin

Book Co.

Mr. Sardar Arif, Branch Manager, Abbottabad Branch, ABL.

Siddiqui, Asrar H(2007) ; Practice and Law of Banking in Pakistan: 8th

edition Royal

Book Company, Karachi.

www.askaribank.com.pk (Accessed December 27, 2009)

www.askaribank.com.pk/Reports (Accessed January 15, 2010)

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Annexure A

61

Annexure B

62

Annexure C

63

Annexure D

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Deposit Department

.

Foreign Currency Accounts Department.

Finance Department.

Cash Department

.

Deputy-Chief Accountant

Chief Manager/

(Branch Manager)

Deputy-Chief Bill and Remittance

Deputy-Chief

Finance

Deputy- Chief Cash

Deputy-Chief Control & Management

.