NATIONAL BANK OF PAKISTAN
INTRODUCTION
National Bank of Pakistan is the largest commercial bank operating in Pakistan. Its
balance sheet size surpasses that of any of the other banks functioning locally. It has
redefined its role and has moved from a public sector organization into a modern
commercial bank. The Bank's services are available to individuals, corporate entities and
government. While it continues to act as trustee of public funds and as the agent to the State
Bank of Pakistan (in places where SBP does not have a presence) it has diversified its
business portfolio and is today a major lead player in the debt equity market, corporate
investment banking, retail and consumer banking, agricultural financing, treasury services
and is showing growing interest in promoting and developing the country's small and
medium enterprises and at the same time fulfilling its social responsibilities, as a corporate
citizen.
In today's competitive business environment,
NBP needed to redefine its role and shed the
public sector bank image, for a modern
commercial bank. It has offloaded 23.2 percent
share in the stock market, and while it has not
been completely privatized like the other three
public sector banks, partial privatization has
taken place. It is now listed on the Karachi Stock
Exchange.
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National Bank of Pakistan is today a progressive,
efficient, and customer focused institution. It has
developed a wide range of consumer products, to
enhance business and cater to the different segments of
society. Some schemes have been specifically designed
for the low to middle income segments of the
population. These include NBP Karobar, NBP Advance
Salary, NBP Saiban, NBP Kisan Dost, NBP Cash n
Gold
It has implemented special credit schemes like small finance for agriculture, business and
industries, administrator to Qarz-e-Hasna loans to students, self employment scheme for
unemployed persons, public transport scheme. The Bank has expanded its range of products
and services to include Shariah Compliant Islamic Banking products. For the promotion of
literature, NBP recently initiated the Annual Awards for Excellence in Literature . NBP will
confer annual awards to the best books in Urdu and in all prominent regional languages
published during the defined period. Patronage from NBP would help creative work in the
field of literature. The Bank is also the largest sponsor of sports in Pakistan . It has provided
generously to philanthropic causes whenever the need arose.
It has taken various measures to facilitate overseas Pakistanis to send their remittances in a
convenient and efficient manner. In 2002 the Bank signed an agreement with Western
Union for expanding the base for documented remittances. More recently it has started
Electronic Home Remittances Project. This project introduces technology based system to
handle inward remittances efficiently, by ensuring that the Bank's branches keep a track of
the remittance received from abroad till its final receipt.
A number of initiatives have been taken, in terms of institutional restructuring, changes in
the field structure, in policies and procedures, in internal control systems with special
emphasis on corporate governance, adoption of Capital Adequacy Standards under Basel II
framework, in the upgradation of the IT infrastructure and developing the human resources.
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National Bank of Pakistan has built an extensive branch network with 1250 branches in
Pakistan and operates in major business centre abroad. The Bank has representative offices
in Beijing , Tashkent , Chicago and Toronto . It has agency arrangements with more than
3000 correspondent banks worldwide. Its subsidiaries are Taurus Securities Ltd, NBP
Exchange Company Ltd, NBP Capital Ltd, NBP Modaraba Management Company Ltd, and
CJSC Bank, Almaty , Kazakhstan . The Bank's joint ventures are, United National Bank
(UK), First Investment Bank and NAFA, an Asset Management Company (a joint venture
with NIB Bank & Fullerton Fund Management of Singapore).
The Bank's financial performance has been remarkable. In 2006, total assets are estimated at
Rs635 billion, while deposits have grown to nearly Rs502 billion. Pre-tax profit rose to
Rs26 billion. Earnings per share have jumped to Rs24.01 in 2006. The increase in profit was
achieved through strong growth in core banking income. Interest income increased by Rs10
billion through growth in the loan portfolio as well as increase in spreads. Advances
increased by Rs48 billion to Rs316 billion. The Bank maintains a sound loan portfolio
diversified in nature to counter the risk of credit concentration. It ranges from providing
credit to the un-banked market segment under NBP Karobar, to small and medium
enterprises, to agricultural loans, to large corporate customers.
National Bank has earned recognition and numerous awards internationally. It has been the
recipient of The Bank of the Year 2001, 2002, 2004 and 2005 Award by The Banker
Magazine, the Best Foreign Exchange Bank –– Pakistan for 2004, 2005, 2006 and 2007,
Global Finance, Best Emerging Market Bank from Pakistan for the year 2005, Global
Finance, Kissan Time Awards – 2005 for NBP's services in the agriculture field. It is listed
amongst the Region's largest banks and also amongst the largest banks in South Asia 2005,
The Asian Banker. It has also been presented a Recognition Award –– 2004 for having a
Gender Sensitive Management by WEBCOP AASHA besides other awards.
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VISION
“To be recognized as a leader and a brand
synonymous with trust, highest standards of service
quality, international best practices and social
responsibility.”
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MISSION
NBP will aspire to the values that make NBP
truly the Nation’s Bank, by:
• Institutionalizing a merit and performance
culture
• Creating a distinctive brand identity by
providing the
highest standards of services
• Adopting the best international management
practices
• Maximizing stakeholders value
• Discharging our responsibility as a good
corporate
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citizen of Pakistan and in countries where we
operate.
GOAL
“To enhance profitability and maximization of
NBP share through increasing leverage of existing
customer base and diversified range of products.”
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Core value
• Highest standards of Integrity
• Institutionalizing team work and performance
culture
• Excellence in service
• Advancement of skills for tomorrow’s challenges
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• Awareness of social and community responsibility
• Value creation for all stakeholders
"Best Foreign Exchange Bank 2008” awarded by world's leading financial journal
“Global Finance."
Stable AAA/A-1+ (Triple A/A-One Plus) rating (Standalone Basis) by JCR-VIS (July 2007)
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Best Return on Capital for 2006 amongst all Banks in Asia. -“Banker Magazine” in July 2007
World's leading financial journal, “Global Finance” has named NBP as the Best Emerging
Market Bank from Pakistan for the year 2006.
"Best Foreign Exchange Bank – Pakistan” award for the year 2006 by world's leading
financial journal “Global Finance”.
Due to consistent improvement in NBP's Core Profitability, Asset Quality and Economic
Capitalization in recent years, Moody's Investors Service upgraded the Financial Strength
Rating (FSR) rom E+ to D-, in November 2005.
“Best Foreign Exchange Bank – Pakistan” award for the year 2005 by world's leading
financial journal “Global Finance”.
“Best Bank - Pakistan” award for the year 2005 by world's leading financial journal “Global
Finance”.
The Asian Banker, a reputable financial journal, has published the report of its research project
on the ranking of 300 of Asia 's Strongest Banks based on a 11-Dimensional Dynamic Scoring
Criteria has adjudged National Bank of Pakistan as the Strongest Bank in Pakistan .
On the basis of overall financial performance during 2004, NBP has been listed “Amongst top
1000 banks in the world” and “ Number 1 Bank in Pakistan” by the prestigious “Banker
Magazine” in its issue of July 2005 .
The “Banker Magazine” in July 2005 recognized NBP as the 10th Best Bank in terms of
‘Profit on Capital' in the world.
“Bank of the Year” awarded for the year 2005 by the world renowned “The Banker” magazine
owned by the Financial Times Group, London.
On an all Pakistan basis National Bank of Pakistan was awarded the “Kissan Times
Award” for the year 2005 by the Prime Minister , Mr. Shaukat Aziz, for its services in the
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Agriculture Sector .World's leading financial journal, “Global Finance” in an exclusive survey
has named NBP as the Best Emerging Market Bank from Pakistan for the year 2005 .
“Bank of the Year” awards for the year 2004 by the world renowned “The Banker” magazine
owned by the Financial Times Group, London.
“ Euromoney” Magazine, a leading and prestigious journal, published from London , UK , in its
issue of March 2005 has published Moody's Investors Service rankings in which NBP is the
only Pakistani bank which has been ranked among the Top 100 banks of Asia for it performance
in the fiscal year 2003
WEBCOP-AASHA, an alliance against gender discrimination at workplace, presented a
Recognition Award to National Bank of Pakistan on December 18, 2004 for having a Gender
Sensitive Management.
In May 2004, NBP's standalone long-term rating was upgraded by JCR-VIS Credit Rating
Agency to AA (double A) from AA -( double A minus) with “stable outlook”, while standalone
short-term rating was maintained at A-1+(A one plus). This is now the best rating for a local
commercial bank in Pakistan.
In its issue of March 2004, “Global Finance” has also declared NBP as “The Best Foreign
Exchange Bank” in Pakistan.
The “Banker Magazine” in July 2003 recognized NBP as the bank with the highest return on
capital in Asia and No.8 in the world.
World's leading financial journal, “Global Finance” after a worldwide survey declared NBP in
its issue of May 2003 as one of the best banks in the emerging markets.
“Bank of the Year” awarded for the year 2002 by the world renowned “The Banker” magazine
owned by the Financial Times Group, London
“Bank of the Year” awarded for the year 2001 by the world renowned “The Banker” magazine
owned by the Financial Times Group, London
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President's Awards:
1) Mr. S. Ali Raza, Chairman & President, NBP was awarded “The Asian Banker Leadership
Achievement Award 2007” by Asian Banker (an internationally reputed Financial Journal) in
its issue of June 2007
2) Mr. S. Ali Raza Chairman & President, NBP, was conferred Sitara-i-Imtiaz by the President
of Pakistan, General Pervaiz Musharraf on August 14, 2005
3) “ Business Week” of “The McGraw Hill Companies” in its July 11,2005 edition has
adjudged Mr. S. Ali Raza, Chairman President, NBP as one of the twenty five Leaders of Asia
at the & Forefront of Change and has identified them as Stars of Asia including the President
of Indonesia
4) Mr. S. Ali Raza's (Chairman & President, NBP) capabilities were also recognized by the
Institute of Bankers in Pakistan when he was awarded a gold medal in 2003.
2003 2004 2005 2006 2007 2008
Total Assets 468,972 553,231 577,719 635,133 762,194 817,758
Deposits (Rs. 395,492 465,572 463,427 501,872 591,907 624,939
in millions)
Advances 161,266 220,794 268,839 316,110 340,677 412,987
(Rs. in
millions)
Investments 166,196 149,350 156,986 139,947 210,788 170,822
Shareholders 18,134 24,900 37,636 53,045 69,271 81,367
’ Equity
Pre-Tax 9,009 11,978 19,056 26,311 28,061 23,001
Profits (Rs. in
millions)
After Tax 4,198 6,195 12,709 17,022 19,034 15,459
Profits (Rs. in
millions)
Earnings per 5 7 14 19 21 17
share (Rs.)
Return on 2.00% 2.40% 3.40% 4.30% 4.00% 3.00%
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Assets (Pre-
Tax Profits)
Number of 1,199 1,226 1,242 1,250 1,261 1,276
Branches
Number of 13,272 13,745 13,824 14,019 14,079 14,204
Employees
6 YEARS AT A GLANCE
QUESTIONS
1- What is NATIONAL BANK?
2- What is the Mission statement, product oriented and market oriented mission of National
bank?
3- What are the plans, goals and objectives of National bank?
4- What are the strategies you adopt to achieve the goals?
5- What are the difficulties you face and how you deal with the difficulties as a manager?
6- As a manager, how you plan, organize, lead and control the work?
7- What are the time periods of National bank’s strategies?
8- How do you attract your customers?
9- What is your main job and how you cope with it?
10- How do you set an example for your colleagues?
11- In this bank your authority is rational or bounded rational?
12- What is your interpersonal role as a manager in National bank?
13- How internal and external environment affects your organization?
14- If these environment effects then how you can handle it?
15- What are the failures and success of your bank?
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16- In this organization you work as middle, upper or lower level manager?
17- What is the market share of National bank?
18- What is the share rate in stock exchange?
19- What kind of manager you are in this bank?
20- For employees which kind of facilities you provide?
GENERAL MANAGER’S VIEWS ABOUT
NATIONAL BANK
BRANCH: Main Branch Melody (Islamabad)
GENERAL MANAGER (Credit): Muhammad Saqib
TEL: +92-51-9206490
E-MAIL: saqibnbp@yahoo.com
INTRODUCTION OF THE MANAGER
Mr. Muhammad Saqib is the General Manager (Credit) in National Bank of Pakistan,
Melody branch, Islamabad. He joined National Bank in 1995 and has been working in this bank
wholeheartedly with honesty and sincerity. His past work experience wasn’t much when he
joined this bank. This was his first job where he started working as a member of a group in the
credit section. His hard work bore fruit and landed him in the managers seat where he works with
pride and dignity. Mr. Muhammad Saqib has done his bachelors from Quaid-e-Azam University
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and then got done with his masters from NUST in 1994. Now in National Bank his major work
responsibilities are to lead a group of freshly entered employees and teach and guide them in the
credit section. He manages all the work and responsibility distribution among them. He
motivates them and sets a good example for them being a good and idol for them all. He at
present being a manager is doing a splendid job and hopes to keep it that way even though he has
been getting lots of job offers from other banks and multinational companies he plans of staying
in National Bank for as long as he lives because he is proud of working in this bank and he
enjoys doing what he does.
WHAT IS NATIONAL BANK?
National Bank is a commercial organization and operated by a board of directors in the
head office in Karachi. All main operations take place there and all problems are taken to the
managers in the head office, from where a decision is further forwarded to all the branches in
Pakistan. National bank is AAA rated in Pakistan. It deals with all types of transactions which
are related to the banking operations like general banking operations, credit, foreign exchange,
import LCs and all the services we are providing to our customers. Our market share is divided
in deposited, advances, profit, imports, trades, LCs, funded income, non funded income, etc. the
average of all these banking operations is 30%-35%.
GOALS:
Our top most goal is obviously to earn profit. Our target is of developing the country’s
economy by landing in the SME sector as well as the commercial sectors and the corporate
sectors.
OBJECTS TO ACHIEVE THOSE GOALS:
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We have State Banks potential regulations under which we govern and operate and those
are under guidelines of the government of Pakistan because National Bank is the only public
sector organization. All others are privatized. We are the only bank operating under the
government of Pakistan but then again we have an independent board of directors who makes the
decisions themselves.
DIFFICULTIES, CHALLENGES:
The challenges we face are the weak IT operations of our bank. We are working to make
the IT operations fully equipped. For now we are lagging behind in the IT business. We have
acquired a core banking application software and our target is that by the end of 2011 we shift
nearly 1300 of our manual branches to online branches. All other banks are ahead of us in this
sector. By this we will be able to withdraw money from all over Pakistan if they have an account
in the National Bank.
Even though our banks are highly crowded we are still striving to make our quality better
with large quantities coming into our banks. Quality comes when there is less quantity but it is a
challenge for our bank for our bank to improve and make all better in our surroundings as well.
We hire new employees who help us bring change when that was not much possible with old
employees who did not think of bringing changes. Those employees got golden handshakes from
time to time and then new employees replaced them bringing change and improvement.
STRATEGIES:
We have our own separate independent operations. For example if I am looking at the
credit in the loaning sector, at the same time we have a group sitting in the head office, Karachi
who look after the credit portfolio of Pakistan as well as overseas operations. All sectors have
their own guidelines. We all plan and decide coming to a conclusion together which are
approved by the board of directors in Karachi. We always welcome the positive feedback and the
advices from customer and work on them too. Whenever we feel there is improvement needed
we surely strive hard in improving that particular hurdle. We have an excellent and strong MIS
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which reflects all the performances and details of business transactions happening in the bank.
This information is given to us fortnightly, weekly, monthly, quarterly. Then the SWOT analysis
is very important and is kept in mind in which we look at our strengths, weaknesses,
opportunities and threats. Because of all these factors there is always room for amendment and
improvements of strategies.
We never have permanent strategies. If a strategy is working we continue it and if it is not
then we discontinue it.
DEALING WITH CUSTOMERS IN REMOTE AREAS:
Like I said before we are lagging in the IT operations so we are not very efficient with
dealing with customers in the remote areas because with IT one can give the best service to the
customer. We give services on service counters, on front counters and to the general public as
well, meaning customer service is the most important area where we have to be very courteous
and vigilant to the customers. But we are service oriented organizations so we are working on it
and will achieve and serve our customers in the remote areas even better and efficiently because
for us customer and service for them is very important. National Bank being the largest Bank in
the country having the balance sheet of 1 trillion rupees earning a yearly profit of around 20
billion and having the equity of 100 billion rupees. We have the power and potential of boosting
the economy of Pakistan.
HOW DO YOU SET AN EXAMPLE:
To set a good example we have to be perfect in all aspects of life. Starting from our house
when we wake up till the time we are in the office or in public. Being from a service oriented
organization, during that time all the interactions must be polite, courteous and honest in all you
say. One must always give an honest opinion. There are two main things in banking. That is hard
work and responsibility. These things are very important and these set examples. One must be
careful about their reputation because word spreads like fire in an organization so if one does not
care for their reputation that might create hurdles for them in future. Other than that punctuality
and respect for your customer as well as your employees is important. Decency too should be
kept in check in all ways. Our core value is the integrity. Integrity of the employee as well as the
customer.
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HOW THE EXTERNAL ENVIRONMENT AFFECTS YOUR BANK:
There are a lot of pressures on the bank especially the political pressures. It is either when
hiring somebody or giving somebody a loan. These pressures are faced by the National Bank
every day. We deal with these pressures by putting forward our policies and we tell them that if
they fir in the category we are then willing to open accounts or finance you or even hire you for a
job. All these policies and criteria’s support us at such times. Because if we do not follow the
rules then there are huge penalties.
IMPROTANT FACTORS:
Well the most important part would be working in a team. No matter what, one must have
a proper, hardworking and a professional team for the best results because nothing can be
achieved single handedly. For that the development of employees is very important. So, being a
credit manager I must have the capability and the expertise of credit loaning, having a team
being an expert and having knowledge in the same field. We need the right man for the right job.
With the right people we plan our every move and work on them. We always have periodical
meetings with the managers, employees where we discuss problems. We even have employee
communication programs in which the employees, sales persons, as well as the recovery persons
are involved. We then have employee communication programs and with them we have monthly
managers meeting where they are guided and their feedback is recorded and according to all that
their issues are resolved. We have the right to solve some issues locally as well. Our
infrastructure support is really good and we are highly equipped with the IT support in Islamabad
and we have an expert credit analyst who works efficiently. We just face the economic problems
because the interest rate has gone too high, businesses are all down and whenever we target
someone to extend their financing in return interests are questioned and are said to be high which
is 10% now and is increasing day by day. When there is more money in the market, then
inflation increases, resulting in more demand and less supply. This indirectly affects the banks as
well because our main business is to get the money from the depositor and lend it to the borrower
and the margin is our income.
STAFF WELFARE?
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We have to keep the motivational level very high with the staff members. Where there is
zero level of motivational level there the staff will not operate efficiently. So we have upraises
for our employees. If you achieve your targets and have performed very well so you will get cash
awards and increments. Performance based rewards will play as encouragement to better
performance. When fresh people are hired they after working for three years they are promoted.
After a six year time they go to the executive line of staff. I as a manager interact with all my
team members. I know them all and deal with them accordingly.
WHAT ELSE DOES NATIONAL BANK HAVE TO OFFER?
National Bank has also has a product of advance salary. It is a 20 months advance salary
we give to the government employees who are permanently serving in an organization. And
these are carried out through IT based software and are very successful. This product has 100
billion exposures all over Pakistan. It is easy and convenient for our customer. All they have to
do is go through a procedure and they get their advance. We have very comprehensive software
which is backing this product. And nearly all government employees are getting their salaries
from National Bank meaning it is a great success for our bank and a great help for the customer
as well.
HOW DOES INFLATION EFFECT BANKING:
Inflation does not affect banking directly. Indirectly it affects it when inflation increases,
then interest rates increase as well. And this is what is happening nowadays.
FAILURE YOUR BANK FACED?
In 1995 we introduced a product of credit cards with diners club. That was a major failure
for National Bank of Pakistan. That was because of zero percent of IT support at that time. But
luckily thanks to the management who in time discontinued the product. They discontinued it
within six months. And whatever the problems were have been resolved. Nowadays we are
facing economic problems due to high interest rate.
As a manager our mission is to take our bank to a 2 trillion bank and our vision is that our profit
goes up to 50 billion.
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WHAT IS YOUR PRODUCT ORIENTED AND MARKET ORIENTED MISSION?
We always have to increase our market share. If we are standing on 30-35% then we
must try to take it to at least 60%. Our President has told us that by 2015 we have to make this
bank a 2 trillion bank and we have to make its profit a 50 billion. That’s the vision we have to
work up to.
And our product oriented mission we are targeting the SME sector. It is the most
neglected sector in Pakistan.
YOUR LOYALTY LEVEL
My loyalty level is that I will never quit this bank even though I have got many offers but
I have put them all down. Now whatever National Bank asks me to do I am ready to do it
because where I stand now and all the respect I am getting now for what I am is all because of
this bank. Everybody does not know Saqib, but they all know National Bank.
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ANALYSIS
A bank is a financial intermediary that accepts deposits and channels those deposits
into lending activities, either directly or through capital markets. A bank connects customers
with capital deficits to customers with capital surpluses.
AUDIT & INSPECTION
Internal Auditing is an independent, objective assurance and consulting activity designed
to add value and improve organizational operations. It helps the bank accomplish its objectives
by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk
management, control and governance processes.
In order to restructure the Audit & inspection Group in line with international best
practices a detailed strategic plan has been evolved wherein time-bound action plan was chalked
out to implement four pronged strategy to bring about a quality change in the functioning of
audit and to change its approach from traditional procedure-based audit to a more sophisticated
Risk Based & Value Added Audit & Management Consultancy. To achieve these goals we are
hiring qualified staff, arranging appropriate training programs, encouraging audit functionaries to
acquire professional qualifications, re-engineering systems, policies and structure of internal
audit in line with our objective of undertaking risk-based and value-added activities.
CREDIT AND RISK MANAGEMENT
NBP is continuously upgrading its risk management process to identify, evaluate and
manage risk. Our focus includes analysis, evaluation and management of all risks which include
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credit, liquidity, market, operational and reputation risks. The bank’s risk management policies
and procedures are subject to high degree of supervision and guidance to ensure that all risk
categories are systematically identified, measured, analyzed and proactively managed.
They have deployed value at risk (VaR) framework for measurement and monitoring of
market risk. Operational Risk Management Unit has been established that supplements Credit
and Market risk units for comprehensive risk management. Our risk management in terms of
adoption of Basel II guidelines is advancing smoothly where consultants have been appointed to
assist the bank in developing a robust framework for managing risk.
They have our internal filtration systems and approval hierarchy to ensure that proper
authority and responsibility is established whilst reducing the lead processing time of the credit
application. The bank has proper monitoring system with Credit Administration Department
(CAD) to further improve risk management function.
COMPLIANCE
Compliance is an independent function that identifies, assesses, advises, monitors and
reports on the Bank’s compliance risk, i.e. the risk of legal or regulatory sanctions, financial loss
or loss to the reputation which the bank may suffer as a result of its failure to comply with
applicable laws, regulations, and codes of conduct and standards of best practices. The bank has
accelerated its efforts proactively to strengthen compliance culture in the bank. During 2009 we
have revised Compliance Review Program (CRP) to incorporate relevant changes in rules,
regulations and changing dynamics to help senior management in identifying and assessing risk.
In view of development of Compliance Review Program, Exception Reporting Mechanism has
improved and now senior management receives report of violations promptly. Immediate
corrective measures are initiated to secure the bank’s interest.
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SWOT ANALYSIS
The SWOT analysis helps an organization to gain a sense of its strengths, its weaknesses
which should be overcome, opportunities to be gained and threats to be prepared for.
SWOT OF NATIONAL BANK
STRENGTHS
It is the largest commercial bank of Pakistan.
It has almost 1300 branches all over Pakistan.
It is the only commercial bank in Pakistan having AAA(triple A) rating by JCR-VIS
It is the only commercial bank having figures in trillion.
WEAKNESSES
It is lagging behind in IT department.
As it is responsible for the salaries of government sector, it becomes a very crowded
bank.
It has lack of advance technology.
OPPERTUNITIES
It is the only local bank that has a branch in foreign country (Washington D.C.)
It has the opportunities to overtake the sinking banks of Pakistan.
It has an opportunity to increase its profit up to 50 Billion.
THREATS
Emergence of foreign banks in Pakistan.
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Political instability is a threat to NBP.
Increase in the foreign exchange rate result in decrease in the value of local currency.
CONCLUSION
National Bank of Pakistan is a well known bank and has worked very hard in pleasing
their customer and making things better for them in all different ways even though it is very
crowded and busy bank. They are very positive about everything they are doing and they have
their hopes high for the best. Their positive response and enthusiasm will someday take them to
great heights. With attitudes like that they can soon get all that they plan to achieve.
The only advice we think we would give to them would be that they need to have bigger
spaces in their banks since it is the largest commercial bank and most of the salaries come to this
bank it becomes the most busy and crowded bank and for better service they need more space,
more outlets and more people who can serve the customer and not make them wait much. This
being done would bring a lot of change in their business; in fact more customers will be attracted
to it.
Another thing we would suggest is that they should as soon as possible make all the
services or workings IT based. By this their services will become more efficient and smooth.
Especially in the rural areas where customer service is not at their best. This way the top
managers will be able to keep a check on all the small banks in rural areas and will make sure
work is done properly. The service will be fast and good for the customer.
With the implementation of new ‘Core Banking Package’, NBP should completely
automate its functions which in turn will appreciably enhance work efficiency. They should even
continue to diversify their customer segments thereby increasing their product offering. Their
commitment towards the employees’ empowerment / development should continue as we believe
that a motivated and well trained work force is necessary to ensure sustenance and growth. On
the business side their main focus should be to reduce non-performing loans and increase.
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