Bank Of Punjab Report

BANK OF PUNJAB

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Table of Content TABLE OF CONTENT...................................................................................................................1

1 INTRODUCTION:.....................................................................................................4 1.1 EXECUTIVE SUMMARY: ..................................................................................... ..............4 1.2 OBJECTIVES OF STUDYING THE ORGANIZATION...................................................... ...4

2 OVERVIEW OF THE ORGANIZATION...................................................................5 2.1 HISTORY OF BANKING IN PAKISTAN ..................................................................... .........5 2.1.1 NATIONALIZATION OF BANKS...........................................................................................6

2.2 HISTORY & NATURE OF BOP...................................................................... .....................7 2.2.1 MISSION STATEMENT........................................................................................................8 2.2.2 VISION STATEMENT ..........................................................................................................8 2.2.3 BUSINESS VOLUME............................................................................................................8 2.2.4 BOD’S, MANAGEMENT AND EMPLOYEES........................................................................9 2.2.5 PRODUCTS........................................................................................................................12

2.3 SERVICES.................................................................................................... ....................14 2.4 MAJOR CUSTOMERS OF BOP........................................................... ............................15

3 ORGANIZATIONAL STRUCTURE........................................................................15 3.1 MAIN OFFICES........................................................................................................ .........15

4 STRUCTURE & FUNCTIONS OF THE ACCOUNTS/ FINANCE/ AUDIT DEPARTMENT..........................................................................................................16 4.1 STRUCTURE AND FUNCTIONS OF FINANCE DEPARTMENT......................................16 4.2 USE OF ELECTRONIC DATA IN DECISION MAKING................................ .....................16 4.3 SOURCES OF FUNDS TREND........................................................................ ................16 4.4 ALLOCATION OF FUNDS TREND.................................................................................. ..16 4.4.1 LONG TERM FINANCING.................................................................................................16 4.4.2 SHORT TERM FINANCING................................................................................................17 4.4.3 AGRICULTURE FINANCING..............................................................................................17 4.4.4 E-BANKING........................................................................................................................17 4.4.5 UTILITY BILLS....................................................................................................................17 4.4.6 LOCKERS.................................................................................................................... .......17 4.4.7 CONSUMER FINANCING..................................................................................................17 4.4.8 AGRICULTURE FINANCING..............................................................................................17

5 CRITICAL ANALYSIS............................................................................................18 5.1 CRITICAL ANALYSIS OF THE PRACTICAL EXPOSURE RELATING TO THEORETICAL CONCEPTS................................................................................................... ..............18

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5.1.1 COMPUTER SYSTEM........................................................................................................18 5.1.2 RIGHT PERSON FOR RIGHT JOB....................................................................................18 5.1.3 CUSTOMER PROBLEM.....................................................................................................18 5.1.4 DEFICIENCY IN MANAGEMENT.......................................................................................18

5.2 FINANCIAL ANALYSIS................................................................................................ ......19 5.2.1 INTRODUCTION AND IMPORTANCE OF FINANCIAL ANALYSIS....................................19 5.2.2 FINANCIAL STATEMENTS (2006-07)................................................................................19 5.2.3 COMMON SIZE ANALYSIS................................................................................................22 5.2.4 RATIO ANALYSIS...............................................................................................................24

5.3 ORGANIZATIONAL ANALYSIS ........................................................................ ................29 5.3.1 HIERARCHICAL FLOW......................................................................................................29 5.3.2 INTRODUCTION (SWOT ANALYSIS)................................................................................30 5.3.3 STRENGTH.......................................................................................................................30 5.3.4 WEAKNESSES...................................................................................................................30 5.3.5 OPPORTUNITIES ..............................................................................................................31 5.3.6 THREATS........................................................................................................................... .31

5.4 FUTURE PROSPECTS............................................................................................... ......31 5.4.1 FINANCIAL VALUATIONS AND THE FUTURE PROSPECT OF BOP...............................31

6 INDUSTRIAL ANALYSIS.......................................................................................32 6.1 OVERVIEW ON THE MAJOR PLAYERS OF BANK INDUSTRY.....................................32 6.2 COMPARISON OF THE BANK INDUSTRY MAJOR VS MEDIUM VS SMALL BANKS....33

7 WEAKNESSES AND THEIR RECOMMENDATIONS (FINANCIAL & ADMINISTRATIVE ASPECTS).................................................................................35 7.1.1 INTERNAL CONTROLS.....................................................................................................35 7.1.2 PROFESSIONAL TRAINING.............................................................................................35 7.1.3 DELEGATION OF AUTHORITY.........................................................................................35 7.1.4 PERFORMANCE APPRAISAL...........................................................................................35 7.1.5 TO OVER COME PROBLEM OF SPACE AND FURNITURE............................................35 7.1.6 TRANSFER..................................................................................................................... ....35 7.1.7 CHANGES IN POLICIES....................................................................................................36 7.1.8 NEED OF QUALIFIED STAFF............................................................................................36 7.1.9 UTILITY BILL CHARGES .................................................................................................36 7.1.10 LINK WITH THE HEAD QUARTER..................................................................................36 7.1.11 CREDIT CARD..................................................................................................................36 7.1.12 CLEAN LOANS.................................................................................................................36 7.1.13 CASH FINANCING...........................................................................................................36 7.1.14 DECREASING ADMINISTRATIVE EXPENSES...............................................................36 7.1.15 SHOULD BE AGGRESSIVE IN CREDIT POLICY............................................................37

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7.1.16 TECHNOLOGICAL ADVANCEMENT...............................................................................37 7.1.17 STAFF RELATIONSHIP....................................................................................................37 7.1.18 IMPROPER DISTRIBUTION OF WORK..........................................................................37 7.1.19 FAVOURITISM AND NEPOTISM......................................................................................37 7.1.20 INTER DEPARTMENTAL TRANSFER.............................................................................38 7.1.21 MARKETING POLICY......................................................................................................38 7.1.22 COMPLAINTS OF CUSTOMER.......................................................................................38 7.1.23 ORGANIZATIONAL COMMITMENT.................................................................................38 7.1.24 CREDIT MONITORING ...................................................................................................38 7.1.25 EXTENDED BANKING HOURS.......................................................................................38 7.1.26 HOUSING AND HOUSE HOLD GOODS LOANS............................................................39 7.1.27 AVOIDING BAD DEBTS...................................................................................................39

7.2 RECOMMENDATIONS FOR STUDENTS...................................................................... ...39 7.2.1 WORKING IN DIFFERENT DEPARTMENTS.....................................................................39 7.2.2 RELATIONSHIP BETWEEN THEORY AND PRACTICE:...................................................39

8 CONCLUSIONS.....................................................................................................40 9 REFERENCES.......................................................................................................40

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1 Introduction: 1.1

Executive Summary: I have done my internship at The Bank of Punjab, Khanewal road branch Multan. There are four departments in the branch, and I worked as an assistant in that branch. For the first two weeks I worked in deposit department under the supervision of Mr. Arshad, where I have to perform following tasks: •

Entering information in KYC (know your customer) forms.

•

Scanning and arranging specimen signature cards.

•

Inform customer of essential conditions under which the account will be operated.

Afterwards I have learnt about vouchers, checking of vouchers is essential to confirm that correct calculation has been done. Vouchers are properly bind sealed, and checking by the manager. I have checked the following things: •

The check should not be post-dated/anti-dated.

•

Amount in words and figures tallies.

•

Cash paid stamps (with dates) are duly affixed in case of cash cheques and in case of clearing stamps is affixed.

•

Cutting/over writings are duly authenticated by the account holder, etc

Then another task for me was “issuing of cheques books”. It is one of the most interesting works that I have learnt in the bank. Cheques books should be issued only after all the formalities of the account opening forms, which have been checked by the branch manager. Maintaining Dispatch register and Inward Mailing register was also included in duties assigned to me. I also used to help different employees in their work. My work timings were from 9am to 5pm, six days in a week.

1.2

Objectives of Studying the Organization Major objectives to study this organization are: 1.To get awareness about the business development & financial techniques.

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2.Comparison of the assets of organization with other organizations. 3.Policies followed by the organization enforced through laws of SBP. 4.Study the facilities provided by the organization to common public in various forms. 5.To study the terms & conditions for fringe benefits provided to employees of the organization at the age of superannuation. 6.To get MBA (Masters in Business Administration) degree. 7.To apply theoretical concepts in practical aspects.

2 Overview of the Organization 2.1

HISTORY OF BANKING IN PAKISTAN Pakistan came into being on 14th August, 1947; sufficient banking services were available in

the areas forming Pakistan. Out of the total branches of the nearly 3,500 in the undivided India, as many as about 1,500 branches were existing in these areas. It was agreed between the two countries that reserve bank of India shall continue to function in the Pakistan territory until 30th September 1948 and that Indian notes would continue to be legal tender at Pakistan until 30th September 1948. Unfortunately, relationship between the two countries became most strained immediately after independence; banking was mostly in the lands of Hindus who immediately started transferring their offices and assets into India. As a result most of the banks in Pakistan were closed down and even those which were open were not doing any effective business. The number of banking office in Pakistan came down to about 200 on 30th June 1948. Branches of some European banks were also functioning in a limited manner, financing in export of crops, and their number was limited to about 20. It was only the Habib bank, which transferred its office from Bombay to Karachi Austral Asia bank was another bank, which was in existence in the Pakistan territory at the time of independence. Despite of best efforts on the part of government of Pakistan, no heady way could be made on this behalf and reserve bank of India was in no mood to help the new country. Imperial bank of India, agent of the reserve bank of India also started closing down its branches in Pakistan.

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Reserve bank also refused to advance money to Pakistan to make essential payments such as salaries etc, also Pakistan’s share of Rs.75 billion in cash balance was with held by bank, causing hardships to the newly born state. In view of these hopeless state affairs it was agreed between the two countries that reserve bank would serve as monetary authority in Pakistan only up to 30th June 1948.

2.1.1

Nationalization of Banks The principle of nationalization of banks is to stream line the operation of commercial banks in such a

way that it may be conductive to the development activities in process in the country. Since the commercial banks were owned controlled by big business groups of the country it was feared that these banks would not maintain uniformity in their operational and would be instrumental to inflationary pressure. However, the considerations behind nationalization are 1.To form uniformity in the policy of the commercial banks so they may serve the best national interest. 2.To make the operation of commercial banks highly sensitive and responsive to the policy of the government relation to financial matters. 3.To make the credit policy of the commercial banks more purpose full and effective especially in the development of economic sectors of the country. It acts as an agent of the State Bank of Pakistan 4.To make the best use of the funds available at the disposal of these banks for the economic development of the country. 5.To eliminate unhealthy and uneconomic competition among commercial banks. 6.To development strong money banks market in the country so that the value of currency may be maintained at stable level both in national facilities to exporter and agriculturists which have not been satisfactory in the past years. Table 1: Public Sector Commercial Banks Askari Bank

ASKARI BANK

First Women Bank Limited

FWB

The Bank of Khyber

KB

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The Bank of Punjab

BOP

Table 2: Local Private Banks Askari Commercial Bank Limited Bank Al-Falah Limited Bank Al Habib Limited Bolan Bank Limited Faysal Bank Limited Saudi Pak Commercial Bank Ltd Soneri Bank Limited Union Bank Limited Muslim Commercial Bank Limited Allied Bank of Pakistan Union Bank Limited

Table 3: Foreign Banks ABN Amro Bank CITI Bank Habib Bank A. G. Zurich Mashreq Bank PJSC Oman Bank Rupali Bank Standard Chartered Bank

Table 4: Specialized Banks Zari Tarqiati Bank Ltd. Industrial Development Bank of Pakistan Punjab Provincial Cooperative Bank Limited

2.2

History & Nature of BOP The Bank of Punjab was established in 1989 and was given the status of scheduled bank in 1994.

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The Bank of Punjab is working as a scheduled commercial bank with a network of almost 280 branches at all over major locations in the Punjab. The Bank provides all types of banking services such as Deposits in Local Currency and client foreign currency, remittances, and advances to business, trade, industry and agriculture. The Bank of Punjab has indeed entered a new era of science to the nation under experience and professional hands of its management. The Bank of Punjab plays a vital role in the national economy through mobilization of hitherto untapped local resources, promoting savings and providing funds for investments. The bank offers attractive rates of profit on all deposits, opening of foreign currency accounts and handling of foreign exchange business for example imports, exports and remittances, financing, trade and industry for working capital requirements and money market operations. The lending policy of bank is not only cautious and constructive but also based on principles of prudent lending with maximum emphasis on security. Source: http://www.bop.com.pk/

2.2.1

Mission Statement

“To exceed the expectations of our stakeholders by leveraging our relationship with the government of Punjab and delivering a complete range of professional solutions with a focus on program driven products and services in the agriculture and middle tire markets through a motivated team.” Source: http://www.bop.com.pk/

2.2.2

Vision Statement

“To be a customer focused bank with service excellence.” Source: http://www.bop.com.pk/

2.2.3

Business Volume

These are the quick facts of the business in October 2007. At that instant BOP’s business volume is as under.

Assets(Current + Fixed) Loans Deposits

US$ 2.7 Billion US$ 1.7 Billion US$ 2.3 Billion

PKR 164.7 Billion PKR 103.7 Billion PKR 140.3 Billion

Business Volume in terms of Investment, Current & Fixed Assets, Share Capital, Revenues, Deposits, Advances, Income, and EPS for the last 5 years is as under:

Total assets Revenue Shareholder's Equity Investment Deposits Advances (net)

RS (M) RS (M) RS (M) RS (M) RS (M) RS (M)

2003

2004

2005

2006

2007

43,621 3,675 3052 11,458 34,938 18,344

66,320 5,488 4,420 16,198 54,724 39,439

111,154 10,912 6,777 18,026 88,465 63,624

164,855 18,603 10,659 28,233 137,728 101,320

234,974 26562 15,110 73,462 191,968 133,894

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Income EPS (Rs/share) ROI •

RS (M) Rs %

831 6.86 7

1,368 9.08 8

2,353 10.01 13

Over last five years, Pakistan economy grown with real pace. Because of which record growth in Banking sector.

3,804 13.14 13

4,446 10.51 6

BalanceSheet Overview

450,000

15,110

400,000 10,659

350,000

191,968

300,000 Rs. (M)

250,000

137,728

6,777

200,000 4,420 150,000 100,000 50,000

88,465

3052

234,974

54,724

164,855

34,938 43,621

111,154

66,320

0 2003

2004

2005

Total Assets

Deposits

2006

2007

Shareholder's Equity

Imcome Statement Overview 30,000 25,000

Rs (M)

20,000 15,000

2003

2004 Total Revenues

2.2.4

2005

2006

Net profit before tax

Income

4,446

4,846

26562

3,804

18,603

4,769

2,353

10,912

3,165

1,368

5,488

831

3,675 0

1,002

5,000

1,736

10,000

2007

Source: http://www.bop.com.pk/

BOD’s, Management and Employees

2.2.4.1 Staff Strength The total number of employees in the organization is 3859. Which is increasing. Regular hiring’s are taking place.

4,500

3,859

4,000 3,500 Numbers

3,000

3,019

3,144

3,430

3,681

2005

2006

2,500 2,000 1,500 1,000 500 0 2003

2004

2007

Staff Strength

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2.2.4.2

Board of Directors (BOP)

01

MR. JAVED MAHMOOD

02

MR. SAJJAD HUSSAIN

03

MR. SOHAIL AHMAD

04

MR. ALMAN ASLAM

05

MR. ANEEQ KHAWAR

06

MR. SHAFQAT ELLAHI

07

MR. SHAFQAT MAHMOOD

01

MR. RAZA SAEED

2.2.4.3

ACTING PRESIDENT DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR

SECRETARY TO THE BOARD

BOP Top Level Management Mr. Naveed Hafeez Shaikh Mr. Nadeem Amir Mr. Sharjeal Masud Mr. Muhammad Salim Mirza Mr. Shaheen N. Qureshi Dr. Shahid A. Zia Mr. Feisal Azmat Khan Mr. Muhammad Hanif Mr. Salman Saeed Mr. Moazzam M Maneka

2.2.4.4

CHAIRMAN

Acting General Manager HR General Manager Finance General Manager Operations General Manager Treasury General Manager Special Assets General Manager T.R.C. & P Division General Manager IT Head Audit & Inspection Head Credit Policy Head Agriculture Credit Department

Hierarchical View of Management Khanewal branch

Total number of employees in Khanewal Road branch where I did my internship is eleven. The branch was headed by Branch manager Mr Manzoor Hussain Maher. The flow of responsibilities and designations are shown in management’s hierarchy.

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Branch Manager Operational Manager

Credit

Remittances

Advances

Foreign Trade

Account Opening

Short-term loans

Import

Mortgage Loans

Export

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2.2.5

Products

2.2.5.1

CONSUMER PRODUCTS

1. Saving Accounts 2. Current or demand accounts 3. Fixed accounts 1.

SAVING ACCOUNTS(PLS)

These types of accounts are designed to encourage the saving habit of the customer and lead to long term or invest relationship. Bank saving account are in the nature of deposit accounts and are not normally available for drawings. Rates of interest are typically ahead, by a small margin. Savings accounts with the banking sector represent a very small proportion of total deposits. Customer can make withdrawals from this type of account. The cash reserve ratio is typically low then the current account because the withdrawals against this account are very low. 2.

CURRENT OR DEMAND ACCOUNT

These are those deposits, which can be drawn by the depositor at any time by representing a cheque to the bank. People deposits their money in this account they gave a ready command on their account in developed countries of world, a very significant part of money is kept under current or demand account. On this type of account of interest transfer of cash or by at sight. The cash reserve ratio for his account is very high. The operating cost for the handling of this type of account is very regular. 3.

FIXED OR TERMS ACCOUNT

Fixed accounts are those which are deposited for a fixed period of time and repayable after the expiry of stipulated time to the customer. Those people who have surplus funds and want to have save investment deposit the amount in the fixed account. The rate of interest given to depositor varies with the length of deposit, i-e. It is higher for longer period and lower for shorter period. The rate of this type of deposits is higher the saving bank accounts. The cash reserve against this deposit are vary low because there no fear of with draw of a month before the stipulated of time.

2.2.5.2

FINANCE PRODUCTS

1. Agriculture Schemes 2. Business Promotion Finance Schemes 1. Agriculture Schemes There are many agriculture promotion schemes provided by BOP.

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•

Kissan Dost Agricultural Finance Scheme

•

Kissan Dost Tractor Finance scheme

•

Kissan Dost Aabiari Scheme

•

Kissan Dost Mechanization Support Scheme

•

Kissan Dost Farm Transport Scheme

•

Kissan Dost Eslah-E-Arazi Scheme

•

Kissan Dost Live Stock Development Scheme

•

Kissan Dost Live Stock Scheme

Such type of schemes provides farmers a real plate form to accelerate. Some facilities given by Kissan Dost Agricultural finance scheme are: - Purpose Provision of financial facility to farmers for purchase of inputs (Seed, fertilizer, pesticides, fungicides etc). - Amount Maximum of Rs.500000 according to per acre limit of the crop. - Security Charge on Agriculture Land through Agriculture Pass Book. - Insurance The borrower will have to arrange life assurance under the Bank’s charge. - Mark-up 9% mark-up per Annum. 2. Business Promotion Finance Schemes • • • • • •

BOP Quick Cash BOP Car Loan BOP House Loan BOP SME Loan BOP Assaish Loan BOP House Loan For Federal Govt

2.1. BOP CAR LOAN BOP car loan is a demand financing facility to purchase brand new locally manufactured/Assembled cars for personal use. This facility can be availed by salaried person of different nature and by the business persons. All must have the holdings of NIC. 2.2. BOP Aasaish Loan BOP Aasaish loan is demand finance facility for purchase of consumer durable goods like TV, Refrigerators, Mobiles, Microwave Oven, Fans, Audio/Video system etc with no down payment, in addition with the free

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home delivery. The financing tenure of this product is max 36 months. The nature of employment should be salaried or the business man.

2.3

SERVICES

These are the services provided by the BOP. •

ATM Facility

•

Letter of Credit

•

Pay Order

•

On-Line Banking

•

E-Banking

•

Debit Card

•

Consumer Financing

•

Agriculture Financing

•

Corporate Financing

•

Commission free Remittance

•

Demand Drafts

•

Collection of Utility

•

Lockers Facility

3.1. Automated Teller Machine (ATM) Through the ATM’s Customers have access to the various services such as withdrawal, balance enquiry and mini statement? Complete security is ensured because access to the account is only possible by entering a four digit personal identification number (PIN) known only to the account holder. Cash withdrawal limit is up to Rs.20, 000 per day. Annual charges of ATM is Rs.250/- per card. 3.2. Online Banking BOP is currently offering window-based online banking to its customers, which gives access to information on their accounts and the liability to act on the latest information received over the net. 3.3. Lockers It is one of the utility services that BOP provides to their customers for keeping jewellery, important documents and other valuables. 3.4. Demand Drafts BOP provides safe, speedy and reliable way to transfer money at vary reasonable rates. Any person whether an account holder of the bank or not, can purchase a Demand Draft from a bank branch. 3.5. Letters of Credit BOP is offering its business customers the widest range of option in the area of money transfer. BOP’s letter of credit service is with competitive rates, security, and ease of transaction, BOP Letter of credit is the best way to do the business transactions. 3.6. Pay Order BOP provides transfer of money using different facilities. Its pay orders are a secure and easy way to move the money from one place to another. The charges for this service are extremely competitive.

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3.7. Mail Transfer Moves money safely and quickly from BOP Mail Transfer service. The rates for this service is quiet impressive as compare to the market. 3.8. Short Term Investment BOP offers excellent rates of profit on all its short term investment accounts. The packages are starting from 3 months. BOP’s rates of profit are extremely attractive, along with the security and service only BOP can provide. 3.9. Agricultural Finance It help farmers utilize funds efficiently to further develop and achieve better production. Provides farmers an integrated package of credit with supplies of essential inputs, technical knowledge, and supervision of farming.

2.4

Major Customers of BOP

Some of the major customers of Bank of Punjab are: •

Educational Institutes

•

Agriculturists

•

Pakistan Telecommunication Private Limited

•

WAPDA

•

Pharmaceutical Companies

•

WASA

•

MDA

3 Organizational Structure 3.1

Main Offices

Head Office and the main branch of BOP is in Gulberg 3, Lahore & Egerton, Lahore Respectively. The Bank has been divided into seven regions Each consisting a number of branches. •

Lahore Region

•

Faisialabad Region

•

Gujranwala Region

•

Rawalpindi Region

•

Karachi/Quetta Region

•

Multan Region

•

Peshawar Region

Rest are the branches working under these regions. Which are almost 270 in all over Pakistan.

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4 Structure & Functions of the Accounts/ Finance/ Audit Department 4.1

Structure and functions of Finance Department

The management of BOP comprises of two types i.e. Chairman’s Secretariat & President Secretariat. Chairman’s secretariat deals with finance division. Mr Nadeem Amir is general manager of finance division of mentioned secretariat. The financial analyst related to BOP matters of chairman’s secretariat is Mr. Masroor Zaigham. The manager of finance division is Mr. Muhammad Ijaz Aziz. Mr. Muhammad Arshad is the head of finance division of BOP. The finance department deals in authenticity of cheques, proper utilization of funds, preparation of day end statements, online banking, collection of mails, opening & closing account of customers & companies etc.

4.2

Use of electronic data in decision making Electronic data gives exact values and figures which top level management required. Because of electronic data they came across to know those minute things which impacts a lot on final place. Through this they can measure exact profit and loss accounts, assets and liabilities up to a branch level from where they can decide which should be kept and which should not. Through this top level management is able to decide which product should be taken into course for further level or which should stop. Electronic data make management able to take decision at any point of time.

4.3

Sources of Funds trend The major sources of funds are: •

Public Source

As the largest regional bank of Pakistan according to asset base with specialized in Agriculture has a large deposits with 80% from the rural areas of the Punjab. The Banks major source of funds is from the Public. •

Money Market

Figurative expression for the informal network of dealers and investors over which short-term debt securities are purchased and sold. Money market securities generally are highly liquid securities that mature in less than one year, typically in less than ninety days. •

Corporate treasuries and Government Institutions

Corporate sector is one of the major sources of funds in all types of Banking. All major organisations, financial institutions and government & private organisations are the major sources of the funds e.g., WAPDA.

4.4

Allocation of Funds trend BOP’s funds are allocated to the following departments. The banks major focus is on short term financing. Major allocation of funds are on these divisions.

4.4.1

Long Term Financing Long term financing includes a tenure more than one year.

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4.4.2

Short Term Financing Short term financing includes period less than one year. The banks major focus is on short term financing. From the above it is further sub distributed to 1. SME Division 2. Agriculture financing 3. Consumer financing 4. Corporate financing The distribution of funds to these departments are Banks internal matter and they avoid to disclose. Through Financial Statements it is only possible to analyze long term and short term financing.

4.4.3

Agriculture financing

The bank provides adequate and timely financial assistance to the farmers to improve production potential of agriculture sector. Insurance of leased assets, animals, crops and life assurance of borrowers are all source of money for the bank.

4.4.4

E-Banking

The bank has a centralized database that is web-enabled. All the services that the bank has permitted on the internet are displayed in menu. Any service can be selected and further interaction is dictated by the nature of service.

4.4.5

Utility bills

The bank also makes possible the payment of electricity, gas and telephone bills for its customers charging some commission on each payment.

4.4.6

Lockers Commission charged on lockers provided by bank for customers, is also a source of inflow for the

bank.

4.4.7

Consumer financing

Personal Finance, mortgage finance, business finance, smart cash, auto financing and travelers cheques are all sources of funds for the bank. The bank finances all these loans and facilities on competitive mark up rates.

4.4.8

Agriculture financing

The bank provides adequate and timely financial assistance to the farmers to improve production potential of agriculture sector. Insurance of leased assets, animals, crops and life assurance of borrowers are all source of money for the bank.

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5 Critical Analysis 5.1

Critical Analysis of the practical exposure relating to theoretical concepts

This part of report is the essence of the internship, as this will help other students to better understand the working environment of the bank by finding the relationship between what is written in the books and what is actually going on in fields. The theory written in the books in cases is not implemented as it is. In some cases theory is implemented with a little modification but in other cases theory has nothing to do with practice. In accounting, banks don’t prepare worksheet, but part of worksheet is prepared like trial balance, but little differences, theory and practice has substantial relationship. The securities for the loans are handled in the same way as theory says like mortgage, pledge, hypothecation, advances against insurance policies or liquidation procedure is the same. The difference is there in the case of loans. Theory talks about four or five terms of loans that is cash finance, overdraft, loans etc., but in practice there are some more terms used like running finance, demand finance etc. All other concepts of remittances, bills, foreign exchange deposits, letters of credit are in accordance with theory almost. So for a internee it is more important to learn new things which he/she has never heard about in his/her course book. To me, Theory gives you the direction to understand the processes and the terminologies going across the World using best business practices in a broader view covering each and every aspect of possible business scenarios. On the contrary practical life is specific, enclosed in a jar. In practical professionalism and firm’s environment is each and every thing. Professional life only builds on the knowledge based on books even though it may only use 1% of the theoretical knowledge.

5.1.1

Computer system

The system has not totally shifted on computer. Manual procedure is still there hence computer facility is not fully availed. There should be a system at each counter for quick processing.

5.1.2

Right person for right job

During my internship I have observed the person who has came as customer Relationship Officer was acting as Cashier. It should not be like this. The person should be posted according to his qualification, profession skills and experience.

5.1.3

Customer problem

People have to wait for en-cashing their cheques for about 10-20 minutes, which is not good for the reputation of bank, the delay is due to manual work. Therefore I suggest that computers and other electronic machines should be installed in bank so that time could be saved.

5.1.4

Deficiency in management

I felt at some places the BOP need to have employees, because a lot of work is to be done by a single employee that will result in work overload and employee might not perform his/her job with full devotion.

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5.2

Financial Analysis

To analyse the financial position of BOP, different tools are use, which includes Ratio Analysis, Common size Analysis of the last five years.

5.2.1

Introduction and Importance of Financial Analysis

Financial analysis involves the use of various financial statements. These statements do several things. First the balance sheet and the second is income statement. The balance sheet summarizes the assets, liabilities, and owner’s equity of a business at a point in time, while the income statement summarizes revenues and expenses of a firm over a particular period of time. A conceptual framework for financial analysis provides the analyst with an interlocking means for structuring the analysis.

5.2.2

Financial Statements (2006-07)

5.2.2.1

Balance Sheet Balance Sheet As of DEC 31, 2007 2006 2007 Rupees in ‘000

Assets Cash and balances with treasury banks Balances with other banks Lendings to financial institutions Investments Advances Operating fixed assets Deferred tax assets - Other assets Liabilities Bills payable Borrowings Deposits and other accounts Sub-ordinated loans - Liabilities against assets subject to finance lease Deferred tax liabilities Other liabilities Net Assets Represented By Share capital Reserves Unappropriated profit

14,054,859 3,722,089 11,846,823 28,233,211 101,319,954 2,068,744

14210302 1927662 2450000 73461695 133893585 3252759

3,609,457 164,855,137

5778192 234974195

856,448 6,989,424 137,727,606

937647 17842915 191968909

40,988 298,616 2,816,341 148,729,423 16,125,714

40321 2205530 2983079 215978401 18995794

2,902,490 4,537,232 3,219,246

4230379 7427232 3452842

19

10,658,968 5,466,746 16125714

Surplus on revaluation of assets - net

5.2.2.2

15110453 3885341 18995794

Income Statement Income Statement As of the year ended Dec 31, 2007 2006

2007

Rupees in ‘000 Mark-up/return/interest earned Mark-up/return/interest expensed Net mark-up/ interest income Provision against non-performing loans and advances Provision for diminution in the value of investments Bad debts written off directly

11,579,036 7,508,795 4,070,241 340,626 33,000 100 3,696,515

17,539,094 13,939,377 3,599,717 1,616,421 24,479 246,869 1,887,769 1,711,948

473,212 1,385,875 239,804 389,063

653,512 1,804,878 377,233 2,039,535

466,435 2,954,389

547,635 5,422,793 7,134,741

373,726 Net mark-up/ interest income after provisions Non Mark-up/interest Income Fee, commission and brokerage income Dividend income Income from dealing in foreign currencies Gain on sale and redemption of securities Unrealized gain / (Loss) on revaluation of investments classified as held for trading Other income Total non-markup/interest income 6,650,904 Non Mark-up/interest Expenses Administrative expenses Provision against lending to financial institutions Provision against off balance sheet items Other charges Total non-markup/interest expenses Extra ordinary/unusual items Profit Before Taxation Taxation - Current - Prior years’ (19,921) - Deferred Profit After Taxation Unappropriated profit brought forward Transfer from surplus on revaluation of fixed assets net of tax Profit available for appropriation

1,751,970 130,000 175 38 1,882,183 4,768,721 -

2,250,777 292 37,950 2,289,019 4,845,722 -

4,768,721 880,997

4,845,722 169,252

83,469 964,466 3,804,255 169,817

250,772 400,103 4,445,619 3,219,246

6,174 175,991 3,980,246

5,866 3,225,112 7,670,731

20

Basic Earnings per share - Rupees Diluted Earnings per share - Rupees

5.2.2.3

9.01 9.01

10.51 10.51

Financial Business Summary (5Yrs) 2003

Operating Results Markup/ return/ interest earned Markup/ return/ interest expenses Net markup income Non-markup based Income Non-markup based expenses Provision against NPLs Net profit before tax Net profit after tax

Rs in m Rs in m Rs in m Rs in m Rs in m Rs in m Rs in m Rs in m

2004

1,664 484 1,180 831 1,002 8 1,002 689

2005

2,555 719 1,836 1,097 1,150 47 1,736 1,368

6,125 2,669 3,456 1,331 1,291 331 3,165 2,353

2006 11,579 7,509 4,070 2,954 1,882 374 4,769 3,804

2007 17,539 13,939 3,600 5,423 2,289 1,888 4,846 4,446

Balance Sheet Total Assets

Rs in m

43,621

66,320

111,154

Advances (net) Investments Shareholders Equity Revaluation Reserve

Rs in m Rs in m Rs in m Rs in m

18,344 11,458 3,052 2,155

39,439 16,198 4,420 3,419

63,624 18,026 6,777 6,893

Deposits Borrowings from FIs

Rs in m Rs in m

34,938 2,684

54,724 2,832

88,465 6,791

5.2.2.3.1

164,85 5 101,32 0 28,233 10,659 5,467 137,72 8 6,989

234,974 133,894 73,462 15,110 3,885 191,969 17,843

Graphical Representation of Financial Summary (Income statement) Operating Results

BOP’s income statement for the last five years represents a high growth in it.

•

Its all due to the increase in equity , and increase in the deposits of the bank.

•

Rise in the Markup Interest earning income results rise up in the profit of bank represents increase in lending by the bank.

20,000 RS in Millions

•

25,000

15,000

10,000

5,000

0 2003 Total Income/ Revenues

2005

2006

Net profit before tax

2007

Net profit after tax

Graphical Representation of Financial Summary (Balance Sheet) Balance Sheet 250,000

200,000 Rs in Millions

5.2.2.3.2

2004 Total Expenses

150,000

100,000

21

50,000

0 2003 Total Assets

Investments

2004

2005

Shareholders Equity

2006 Deposits

2007

Borrowings from FIs

•

Deposits are almost rose upto around 300% in last 5 years.

•

As last 5 years were really good for banking sector. Assets of the banks are risen upto 400% particularly in 2007 just because of crescent towers.

5.2.3

Common Size Analysis

5.2.3.1 Horizontal Analysis This type of analysis represents the percent change in specific line item of the Income statement or the balance sheet from the last year. This analysis is used to comment on the growth of specific line item in the industry or the firm.

2003

2004

2005

2006

58.2857 1 73.0610 7

47.1025 1 64.4559 9

46.875 17.5807 7 10.9217 7

15.086 54.9424 5 31.4027 6

85.8006 45.1500 8 41.8614 5

11.49733 33.6338 9 38.1440 6

40.3350 3 38.0123 9 10.1409 1

32.5746 9

2007

Operating Results Markup/ return/ interest earned

%

Markup/ return/ interest expenses

%

-24.399 -105.78 5

Net markup income

%

9.0678

Non-markup based Income

%

54.994

Non-markup based expenses

%

4.09182

Provision against NPLs

%

-575

34.8728 32.6842 8 35.7298 5 24.2479 5 12.8695 7 82.9787 2

Net profit before tax

%

56.8862

42.28111

Net profit after tax Balance Sheet

%

58.7808

49.6345

Total Assets

%

32.2964

Advances (net)

%

63.9065

Investments

%

27.6052

Shareholders Equity

%

22.5754

Revaluation Reserve

%

55.9165

Deposits

%

31.9738

Borrowings from FIs

%

51.9374

34.2264 8 53.4876 6 29.2628 7 30.9502 3 36.9698 7 36.1559 8 5.22598 9

34.7794 50.3989 6 38.1405 1 58.2977 5

37.2049 36.1527 3 36.4199 3 -26.0838 35.7683 3 2.83302 3

33.98141 46.12956 -13.0556 45.52831 17.78069 80.19068 1.588939 14.43995

29.84117 24.3282 61.56789 29.45731 -40.7207 28.25508 60.83058

22

5.2.3.1.1

Graphical Representation (Income Statement)

•

Total earnings mark-up & non mark-up were rising 33% from last year. As deposits and the lendings of the banks are rising up. Income Statement

•

Administrative expenses are increased with a great pace in last few years because of high rate of inflation.

180.00 160.00 140.00

Percentage

120.00

•

Rise in expenses results decrease in the 22% percent profit from last year.

100.00 80.00 60.00 40.00 20.00

5.2.3.1.2

•

•

Representation

0.00

(Balance

2003

2004

2005

Total Earnings (Markup/Non Markup)

Total assets were increased in last few years. 22% increase in the assets from the last year represents growth in the Bank. As bank increase their paid up capital because of which SOE increase at the end of 2006. BOP is grabbing the confidence of their customers results increase in the deposits.

2006

Total Expense

2007

Net profit after tax

Balance Sheet 45.00 40.00 35.00 30.00 Percentage

•

Graphical Sheet)

25.00 20.00 15.00 10.00 5.00 0.00 2003

2004 Total Assets

2005 Shareholders Equity

2006

2007 Deposits

5.2.3.2 Vertical Analysis It represents the percent of a line item (expenses, tax, interests, dividends) impacts on total revenues.

Markup/ return/ interest earned Non-markup based Income Markup/ return/ interest expenses Non-markup based expenses Provision against NPLs Net profit before tax Net profit after tax

5.2.3.2.1

% % % % % % %

2003

2004

2005

2006

2007

66.69 33.31 19.40 40.16 0.32 40.16 27.62

69.96 30.04 19.69 31.49 1.29 47.54 37.46

82.15 17.85 35.80 17.31 4.44 42.45 31.56

79.67 20.33 51.67 12.95 2.57 32.81 26.17

76.38 23.62 60.70 9.97 8.22 21.10 19.36

Graphical Representation

23

•

Markup interest earned is increased because of increase in 30% lendings from the last year.

Vertical Analysis 90.00 80.00

Net profit before and after tax is decreased because of huge rise up in the admin expenses.

70.00 60.00 %age

•

50.00 40.00 30.00 20.00 10.00 0.00 2003

5.2.4

2004

Ratio Analysis

Ratio analysis is used to calculate the profitability, liquidity/leverage etc. of the firm. From ratio analysis it is possible to predict future variances.

2005

2006

2007

Markup/ return/ interest earned

Non-markup based Income

Markup/ return/ interest expenses Provision against NPLs

Non-markup based expenses Net profit before tax

Net profit after tax

Following ratios of BOP has been calculated: Ratios Gross spread ratio Profit before tax to total income Markup/ Interest cover ratio Profit after tax to total income Total assets turnover Return on avg total assets (after tax) Price earning ratio EPS (Non dilutive) Dividend per share Market value per share Capital adequacy Ratio No. of branches Staff Strength Gross margins Net margin Net Interest Margin Total revenue Equity / Assets RoE Cost/Income 5.2.4.1 •

•

% % times % times % times Rs./share Rs./share Rs./share % No. No. % % % % % % %

2003

2004

2005

2006

2007

71 49.8 5.15 34.26 0.06 1.88 5.09 6.86 2.5 34.95 15.5 241 3,019 4.00% 3.30% 3.23% 5.50% 11.60% 16.20% 49.80%

72 59.19 5.08 46.65 0.06 2.49 7.25 9.08 4 65.9 12.83 253 3,144 3.51% 3.41% 3.34% 5.34% 11.90% 21.00% 38.10%

56 66.11 2.79 49.16 0.07 2.65 10.23 10.01 5.2 102.45 12.78 266 3,430 4.19% 3.99% 3.90% 5.39% 12.10% 21.90% 26.90%

35 67.89 1.94 54.16 0.09 2.76 7.71 13.14 3.25 101.25 10.09 266 3,681 3.10% 3.03% 2.95% 4.81% 10.80% 25.50% 26.40%

71

72

21 53.71 1.65 49.27 0.1 2.22 9.31 10.51 3.5 97.8 9.69 272 3,859 3.30% 3.16% 3.09% 4.91% 10.30% 25.40% 24.70%

Gross spread ratio

Gross spread ratio defines the total spread of interest between borrowing and lending. Spread: Difference between funded revenue as a percentage of average earning assets and the cost of funds as a percentage of average paying funds.

80 70 60

56

50 40

35

30

21

20 10 0 2003

2004

2005

Gross spread ratio

2006

24

2007

•

The higher the spread the higher will be the profit margin.

•

GSR= Rev/CGS

•

GSR= (Mark-up earned – Mark-up Expense)/Mark-up earned

•

GSR is 2nd highest all over the globe in Pakistan.

•

GSR of the bank is decreasing because of the decrease in margin, a SBP rise up the interest rates on the deposits.

5.2.4.2 •

Profit before tax to total income

Operating income less operating cost (profit before tax).

80 70

67.89

66.11

•

•

This ratio tells what percent of total income is earned before paying all the taxes. BOP has a high value of profit before tax to total income and they are decreasing after 2006 because of increase in admin expenses and righting off the bad debts.

•

59.19 53.71

50

49.8

40 30 20 10 0

2003 2004 The main reasons for reduction in the profitability were additional provision against NPL due to the elimination of benefit of FSV and downturn in consumer and individual banking.

5.2.4.3 •

60

% age

•

2005

2006

Mark-up/ Interest cover ratio

This ratio tells what percent of interest is covered from the total income of a firm or a bank.

6 5.15

5

5.08

4

It tells the ability of a bank to pay its markup to the depositors..

3

2.79

2

•

2007

Profit bef ore tax to total income

MP/Interest cover ratio= EBIT/Mark-up

1.94

1.65

1 0 2003

2004

2005

2006

2007

Markup/ Interest cover ratio

25

5.2.4.4

Profit after tax to total income Profit after tax to total income

• •

•

This ratio analysis tells profitability of a firm after paying all the taxes to total income. Profitability of BOP is increased because of decrease in the tax paid to the govt and of high spread ratio. BOP negotiated their taxes with the government and only paid 20% tax in 2006 and only 8% in 2007 instead of 35%

60 54.16

50

46.65

49.16

49.27

40 34.26

30 20 10 0

2003

2004

2005

2006

2007

P rofit after tax to total income

5.2.4.5

Total assets turnover

•

Asset turnover= Net Income/ Total assets

•

This ratio tells the turnover of the asset to generate income.

•

This ratio is increased during last few years which represent increase in the turnover by assets.

0.12 0.1

0.1 0.09

0.08 0.07 0.06

0.06

0.06

0.04 0.02 0 2003

2004

2005

2006

2007

Total assets turnover

5.2.4.6

•

Return on Total assets (after tax)

This ratio gives an idea of returning net profit generated by the bank in comparison with assets.

3 2.65 2.5

2.76

2.49 2.22

•

2

Return on assets= Profit after tax / Total Assets

1.88

1.5

•

This ratio is decreasing in the last year because of decrease in Profit as expenses raised up.

1

0.5

0 2003

2004

2005

2006

2007

Return on avg total assets (after tax)

26

•

The decrease was mainly due to increased equity as a result of increase in minimum capital requirements and additional provision due to withdrawal of benefit of FSV for most types of advances.

5.2.4.7

Price earning ratio

12

• •

Price Earning Ratio= Market price of a share/ EPS

10.23

10

9.31 8

From this ratio it is analyzed what % of EPS is the part of MPS. What percent earned from a share equivalent to the worth of 1 RS MPS by the bank or a firm.

7.71

7.25 6 5.09 4

2

0 2003

2004

2005

2006

2007

P rice earning ratio

Earning Per Share

•

EPS = Net Income/ total shares

•

Through this ratio it can be analyzed what percent of 1RS share is earned.

120 100

Rs. Per Share

5.2.4.8

102.45

101.25

10.01 5.2

13.14

97.8

80 65.9

60 40

34.95

20 0

9.08 4

6.86 2.5 2003

2004

EPS (Non dilutive)

2005

10.51

3.25

2006

3.5 2007

Dividend per share

Market value per share

27

5.2.4.9

Capital adequacy Ratio

18 16

• •

Capital adequacy ratio informs lending up to a certain ratio of equity.

15. 5

14 12. 78

12

12. 83

10. 09

10

This ratio is set by the State Bank of Pakistan.

9. 69

8 6 4 2 0 2003

2004

2005

2006

2007

Capital adequacy Ratio

5.2.4.10 Net Interest Income 4.50%

•

Difference between funded revenue as a percentage of average earning assets and the cost of funds as a percentage of average paying funds.

4.00%

3.99%

3.50%

3.41%

3.30%

3.16%

3.03%

3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 2003

2004

2005

2006

2007

Net Interest Margin

5.2.4.11 •

Return on equity

Profit before tax as a percentage of total equity.

30.00% 25.50%

25.00%

•

The decrease was mainly due to increased equity as a result of increase in minimum capital requirements and additional provision due to withdrawal of benefit of FSV for most types of advances.

21.00%

20.00%

25.40%

21.90%

16.20%

15.00% 10.00%

5.00% 0.00% 2003

2004

2005

2006

2007

RoE 60.00%

50.00%

5.2.4.12

Cost/Income

49.80%

40.00%

38.10%

30.00%

26.90%

26.40% 24.70%

20.00%

10.00%

28

0.00% 2003

2004

2005

Cost/ Income

2006

2007

•

Operating cost includes all expenses charged to arrive at profit before tax excluding cost of funds, provisions and head office expenses. Head office expenses are not considered since all banks do not account for head office expenses in their financial statements.

•

Operating income means funded and non-funded revenue less cost of funds and provisions.

•

As administrative costs are increased because of which results decrease in the cost to Income ratio.

5.3

Organizational Analysis

5.3.1

Hierarchical Flow BOARD OF DIRECTORS

PRESIDENT

CORPORATE HEAD

COMMERCIAL HEAD

CONSUMER HEAD

RETAIL HEAD

REGIONAL HEADS

BRANCH

BRANCH

29

5.3.2

INTRODUCTION (SWOT Analysis)

SWOT analysis is an acronym that stands for strengths, weakness, opportunities, and threats SWOT analysis is careful evaluation of an organization’s internal strengths and weakness as well as its environment opportunities and threats. “SWOT analysis is a situational which includes strengths, weaknesses, opportunities and threats that affect organizational performance.” “The overall evaluation of a company strengths, weaknesses, opportunities and threats is called SWOT analysis.” In SWOT analysis the best strategies accomplish an organization’s mission by: 1.

Exploiting an organizations opportunities and strength.

2.

Neutralizing it threats.

3.

Avoiding or correcting its weakness.

SWOT analysis is one of the most important steps in formulating strategy using the organization mission as a context; managers assess internal strengths distinctive competencies and weakness and external opportunities and threats. The goal is to then develop good strategies and exploit opportunities and strengths neutralize threats and avoid weaknesses.

5.3.3

STRENGTH  The Bank officers of BOP are considered as one of the most able professionals in the banking world (some belong to BCCI). However, they have added some local flavour in accordance with their targeted segmented. In my observation that they interact with their clients as if they are their personal friends and discuss about their problems as their own.  As a result of the compassionate and personalized services of the officers, the clients’ perception for BOP is very high. They have trust and feel themselves to be secure while dealing with BOP.  BOP has opened all its branches at commercial areas so that the customers or clients face no problems in reaching to the bank. For example, Khanewal Road Branch is being situated in business and commercial hub of Multan as big volume in trade.  BOP has got a reliable and easy to use internal computer system. Every information regarding the transactions in customers’ deposits has been computerized. Data are properly maintained.  Good security system  Not excellent but good facilities are given to employees

5.3.4

WEAKNESSES  Lack of proper internal controls is one of the major weakness of BOP. It is also pointed by the auditor in his review.  BOP has formulized a lot of products and services for its customers, even more than other commercial banks, but any advertisement on electronic media has not been seen.  I observed during my internship that some of the employees were burdened with over work. So I think that the work should be distributed according to their post and capabilities.  Biased selection of employees.

30

5.3.5

OPPORTUNITIES  Satisfy dynamic consumer needs, BOP has made significant in roads in its entire service spectrum. A lot of products have been introduced especially in Retail Banking (Agriculture side) and people are increasingly becoming loyal to the bank and because of feasible transactions. Optimum pricing and branding strategies of the bank are helping to make customer feel secure and convenient.  All the opportunities of the 21st century are to be availed in the information technology. Information technology is the future of this dynamic world. Therefore BOP should emphasize much on IT, especially on E-Banking. Bank can design a universal account like other foreign banks, to enhance online facilities.  BOP has introduced a number of financial schemes including special ‘Deposit Accounts’. These accounts have their unique features. During the last three years, BOP deposits have been increasing @ 40%, which is a very healthy sign. Therefore, with the commencement of new schemes there can even be a greater increase in its deposits

5.3.6

THREATS  Despite the difficult circumstances that confronted the banking sector in particular and the country in general, BOP has been still highly profitable. But, the facts can’t be denied and there might be an adverse impact of such situation.  BOP is facing a strong competition by its competitors, Business of all these Banks are growing at very high pace.

5.4

Future Prospects

5.4.1

Financial Valuations and the future prospect of BOP

BOP’s share is currently trading at PKR 97.80 (On closing of fiscal year at 30 th June, 2007). And by looking at the growth track of BOP it can be analyzed that it will real grow up. Through different estimations and by viewing remarks of analysts it is expected that it would grow up to PKR 125 by DEC. It shows real future profit. This evaluation is based on a normalized ROE of 25.3% (ROA of 2.7%), cost of Equity of 17.0 % and a long-term growth rate of 11.2%. A sensitive analysis shows:

•

•

Market value per share

With every 10% change in credit costs, fair value would change by 3.3%. For every 10% change in NIM, BOP’s fair value would change by 7.5%. A100bp change in loan growth estimates for 2007, 2008, and 2009 would cause a Change of 1.0% in fair value.

The calculations made in sensitivity of changes in the cost of equity and the

140 125

120 102.45 100 Rs/ Share

•

101.25

97.8

80 65.9

60 40

34.95

20 0 2003

2004

2005

2006

2007

E 2008

Market value per share

31

Terminal growth rate. The cost of equity is based on a 10.2% risk free rate, a 6% equity risk premium, and a fundamental risk-weighted of 1.13. The perpetual growth assumption implies a dividend payout ratio of 25%. For every 50% change in the cost of equity, and the terminal growth rate the bank’s fair value would change by 4.6%. It can be confirmed by looking at share price performance. BOP’s share price has performed well in the last year. It is up 31.2% in the past 12 months, and is up 21.1% YTD. The stock has outperformed the local benchmark KSE-100 by 5.0%. Performance is quiet amazing.

6 Industrial Analysis 6.1

Overview on the Major Players of Bank Industry

The brief overview on the bank industry and the major players involved on it. The combined values of all major players are collected from their financial statements of 2007. Liabilities & Equity

Assets 900,000

900,000 Cash & bank

800,000

700,000

Investments

700,000

600,000

Lendin To Financial Institutions

600,000

Borrowings

500,000

Deposits

Bills Payable

500,000

Advances

400,000

Op Fixed Assets & Intangible Assets

300,000

Other assets

200,000

Total

100,000

Rs In Millions

SubOrdinated Loans 400,000

Other Liabilities

300,000

Equity Total

200,000 100,000

AB L SC B BO P

CB BA F

UB L

M

NBP HBL UBL MCB BAF ABL SCB BOP

HB L

0

0

NB P

Rs in M

800,000

•

As graphical shows NBP (National Bank of Pakistan) is the key player and the leader in the industry with total assets and liabilities of RS. 764,609. While BOP is RS. 234,991.

•

Major Player Includes NBP, HBL, UBL, BAF, ABL, SCB and BOP.

•

Total Assets of the major players in the industry are RS. 3,561,195 (M).

•

BOP is considered as one of the major banks in Pakistan by assets.

•

Like major Player NBP has the largest Profit before and after Tax i.e., 28,452(M) and 19,405 (M) respectively. While BOP has PBT RS. 4,856 (M) and PAT RS. 4,454 (M) only

•

The total Profit before and after tax of the major players are RS. 99,835 (M) and RS. 70,045 (M) respectively.

32

Income Comparison 50,000 45,000

Spread

40,000

Provision

Rs In Million

35,000

Non Markup Interst Income

30,000

Operating Income

25,000 20,000

Operating Expenses

15,000

PBT

10,000 Tax

5,000

Profit after Tax

0 NBP HBL UBL MCB BAF ABL SCB BOP

Comparison of the Bank Industry Major Vs Medium Vs Small Banks Total Assets

Liability Comparison

4000000

4,000,000

3500000

3,500,000 3,000,000

2000000

Medium Players Small Players

1500000

2,500,000

Major Players

2,000,000

Medium Players

1,500,000

Small Players

1,000,000 500,000

500000

0

ls Bi

Total

Other assets

Op Fixed Assets &

Advances

Lendin To Financial

Investments

0

Pa ya Bo ble rro wi ng Su s De bO po rd si in ts at ed Ot Lo he an rL s ia bi liti es Eq ui ty

1000000

ta l

Major Players

Rs. In Millions

2500000

Cash & bank

Rs In Millions

3000000

To

6.2

•

Major Players in the Medium category of the Banking industry are AB, NIB, ABN, Citi, SB BAH, FB.

•

Total Assets and liabilities of this level comprised on RS. 1,091,083(M)

•

Net Income of this level is RS. 9,567 (M)

•

This level is giving a tough competition to the major players and trying to grab there share.

33

•

Few mergers are taking place and in future it is expected to be more because to maintain SB Standard reserve ratio. Incom e Com parison 200,000

Rs in Million

150,000 Major Players

100,000

Medium Players 50,000

Small Players

ax

af te rT

T

Ta x

Pr of it

-50,000

PB

Pr Sp ov re is N i ad o on n/ R M ev ar ku er sa p/ In ls te rs tI nc O pe om ra e tin O g pe In co ra tin m e g E xp en se s

0

•

Major Players in the Small category of the Banking industry are ATLAS KASB, JS etc.

•

Total Assets and liabilities of this level comprised on RS. 411,077 (M)

•

Net Income of this level is RS. (2,176) (M)

•

These Banks are going in loss overall in 2007. Since they are new players in Pakistani Market. It is expected that they will give return in future.

34

7 Weaknesses and their Administrative Aspects) 7.1.1

Recommendations

(Financial

&

Internal Controls

To me the major and the most important flaw in the BOP is lack of internal controls and inter communication between different branches of the bank. As far as financial aspect is concerned there is no proper system is configured that’s why there is always a risk of big frauds with in the bank. I during my internship also pointed out that point but no one bothered. To me the bank should install some proper resource planning and controlling systems like other banks do i.e., oracle financials etc.

7.1.2

Professional Training

BOP staff lacks professionalism. They lack the necessary training to do the job efficiently and properly. Although staff colleges are in all major cities of the Punjab but they are not performing well. For this purpose these staff colleges should be reorganized and their syllabus should be made in such a way which can help the employee understand the ever-changing global economic scenario. Banking council of Pakistan should also initiate some programs to equip the staff with much needed professional training.

7.1.3

Delegation of Authority

Employees of the bank should be given a task and authority and they should be asked for their responsibility. The sense responsibility in employees mind is one of the most important factors in the success of any organization.

7.1.4

Performance Appraisal

During Internship I felt that there is no or very less appraisal of any ones cool performance. The manager should strictly monitor the performance of every staff member. All of them should be awarded according to their performance and result in the shape of bonuses to motivated and incite them to work more efficiently.

7.1.5

To Over Come Problem of Space and Furniture

In the critical analysis this, problem is discussed. To overcome this problem it is suggested that a special section should be made inside the branch. Which should only handle the treasury function, salaries and pensions of federal personnel or the bank should do these functions in the evening time. Also management should purchase more furniture and arrange them in such a way which provides maximum space and convenient especially in deposit department and there should also be convenient sitting place for customers.

7.1.6

Transfer

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Transfer is not properly carried out. Some of the employees are continually serving at the same post. They are simply rotated at the same branch. Therefore it is recommended that evenly rotation of every employee should take place after every three years in different braches of the bank.

7.1.7

Changes in Policies

There should not be any abrupt policies change by the upper management, as this practice hurts the customer confidences in the bank. Government should make long-term policies

7.1.8

Need of Qualified Staff

Required, qualified staff should be provided to branch in order to improve the functioning of the branch. Especially a telephone operator should be appointed.

7.1.9

Utility Bill Charges

Bank gets Rs. 2 to 3 to processes a utility bill, and it is very tire, tough and hard job despite this working resulting in a loss to then Rs 3 to5 per transaction. These charges should be increased to RS 10 per bill to enable the branch to cover their handling costs and make some profit.

7.1.10 Link with the Head Quarter 100 major branches of BOP should established a direct link with the, head quarter in Lahore, through Internet or Intranet. This will make the functions and decision making of the management easier and convenient. Though management has a plan to connect all branches via WIMAX technology. Which would really bring a great future aspects.

7.1.11 Credit Card BOP should start its operation in credit card. These cards are very helpful for the ordinary customer in general and the business people in particular. To make it mores secure and to eliminate the misuse of it, the management is required to keep proper security against the card.

7.1.12 Clean Loans Clean loan or clean overdraft is the credit facility extended to the customers to the customers without any security. These types of small term loans should not be extended to anybody, because sometime these loans are provided to blue-eyed people of the management and they become a part of bad debts.

7.1.13 Cash Financing In this mode of financing the amount of credit not utilized by the borrower is remained tax-free. It is recommended that a small amount of interest should be charged on this amount as well because the bank gas kept-aside the amount for that borrower and can not advance it anywhere.

7.1.14 Decreasing Administrative Expenses

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Bank should decrease their administrative expenses. This was Rs 2.25 billion in the year 2007. That can be done by lying off the surplus pool of employee with golden hand shakes scheme. The branches that are not much used could also be closed. That will give positive results in the future.

7.1.15 Should be Aggressive in Credit Policy As mentioned earlier, BOP is very conservative in advances and loans policy. It reduces the investment opportunities. Also loans should be given to the small businessmen and the other businesses on large scale like in agriculture sector at the low mark-up rate. It should adopt flexible credit policy while giving credit to the agriculture sector.

7.1.16 Technological Advancement I would like to suggest that at least all the main branches of BOP should be fully computerized in order to expedite the dealing process among bankers and their customers. Every department should be provided a computer with adequate training (especially Advances, Deposits and Foreign Exchange departments). Daily records should be entered directly into these computers, (instead entering the overall daily transactions after the banking hours). It will not only reduce transaction time, will increase accuracy but will also be efficient as well. Not only it will be economical but will also reduce the extra burden of work of the bank. It will also help in reducing the use of excessive paper work.

7.1.17 Staff Relationship Good relationship among staff member leads to the peak performances in any organization. I observed that the staff relationship was normal other wise but some time I noticed that there exists little conformity among the staff members. Another syndrome from which the staff suffered was that all of them considered themselves more important than others. Some of the officers used to say that if I am absent for a day the bank would stop working. So this sort of attitude is not good because it mars bank image and juniors’ willingness learn and work hard and in the end will hurt the whole team.

7.1.18 Improper Distribution of Work Proper distribution of work leads to success in every organization. Proper distribution of work prevents the employee from over and under work situation. So for a smooth running of an organization proper distribution of work is the hint to be followed. During my internship I observed that there was no proper distribution of work in the bank. I saw that some of the employee worked like ants other sat idle staring here and there. So this created a lot of over work situation for while relaxation for other.

7.1.19 Favouritism and Nepotism In the Main branch during my internship I saw that when some of the employees are transfer to other places, due to their relation with influential people and with top management they can cancel their transfer in few weeks, when they are unsatisfied at that place. So I suggest that in the organization there should be no favouritism, nepotism and politics and their transfer and promotion should be made on merit and according to the rules and regulations of the bank and provided favourable environment to the employee to show their performances.

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7.1.20 Inter Departmental Transfer I watched during my internship that, there employees who have worked on one seat for many a year. It can have negative effects motivation of employee who is hard working and intelligent. Take the example of advances section. In advance section if the employee is transfer after sixth month or seven month, how can he be able to show his performances and how can he be able to know the bank customer in a short period of time.

7.1.21 Marketing Policy The branch should adopt various marketing strategy and promotion strategy to promote the bank and its product. The most important in my opinion is personal marketing; it is the most effective of all when you think in term of branch level. But on the whole organization level, they should arrange the seminar with in the bank and outside the bank. They should introduce various prizing schemes just like Allied Bank. Karamad Scheme, Bank Al-Fallah (monthly income earning scheme) and various others. They should do more advertising through newspaper and media and through channel of personal contacts.

7.1.22 Complaints of Customer There should be an information desk to provide the information and to receive the complaints of the customer in the bank. There is no complaint box available in the branch and not any person appointed to hear the complaints. Every person cannot go to the manager for the complaint because most of the people are hesitant. So I suggest management to install a compliant box in the branch, and recruit a special person for that guidance of the customer when they are unable to manage some difficulties in banking matters.

7.1.23 Organizational Commitment It is suggested that employees working on daily wages basis should be given some benefits, which the other employees are getting. Their salaries must increase according to efficiency, performance and service this will increase there commitment to the organization.

7.1.24 Credit Monitoring The credit department of the bank should carry out vigilant credit monitoring. They should ensure the proper payment of instalments and the mark-up by the borrower. The staff members who have done all the paper work of the loan extension should perform the monitoring, as he/she will be having more information about the borrower.

7.1.25 Extended Banking Hours The banking hours may be extended up to six, as being practiced by UBL opposite to it. Some of the business community due to law and order situation are now reluctant to keep the fund in their premises and would want to depart with it. Therefore, Main Branch may extend the night banking to cater to demand of this business community. The branch could also be opened to cater the requirements of this business community

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7.1.26 Housing and House Hold Goods Loans Bank should initiate these loans because most of bank’s customers are middle class and they cannot afford to buy house or household goods at once by their own.

7.1.27 Avoiding Bad Debts Great care should be taking while extending the loan. Loans should be awarded against reasonable securities, where market value should be equal to the loan granted. Policies should be crafted in a way to ensure that no loan is extended on political pressure. SBP regulation for loan approval should be strictly followed. According to which the current ration of borrower’s business must be 1:1 and the debt to equity ratio should be 60:40, means the liquidity position of business should be healthy.

7.2

RECOMMENDATIONS FOR STUDENTS

In this section some recommendations for those students who are planning for an internship at BOP particularly and in any other bank generally. The most important of all is the difference between what we learn from the books i.e. the theory and what actually is done i.e. in practice. This difference is described in detail below:

7.2.1

Working in different departments

During my internship I observed that other internees in the bank use to stick with one department only. An internee with specialization in Finance was of the view that he should be in Finance department same was the case with other specialized Internees. But I would suggest that one must work in every department for some time to gain a hand on experience of all the departments. As in real working environment employee have to coordinate with other departments, so he/she must know what the other departments operations are and how they work.

7.2.2

Relationship between Theory and Practice:

This part of report is the essence of the internship, as this will help other students to better understand the working environment of the bank by finding the relationship between what is written in the books and what is actually going on in fields. The theory written in the books in cases is not implemented as it is. In some cases theory is implemented with a little modification but in other cases theory has nothing to do with practice. In accounting, banks don’t prepare worksheet, but part of worksheet is prepared like trial balance, but little differences, theory and practice has substantial relationship. The securities for the loans are handled in the same way as theory says like mortgage, pledge, hypothecation, advances against insurance policies or liquidation procedure is the same. The difference is there in the case of loans. Theory talks about four or five terms of loans that is cash finance, overdraft, loans etc., but in practice there are some more terms used like running finance, demand finance etc. All other concepts of remittances, bills, foreign exchange deposits, letters of credit are in accordance with theory almost. So for a internee it is more important to learn new things which he/she has never heard about in his/her course book. To me, Theory gives you the direction to understand the processes and the terminologies going across the World using best business practices in a broader view covering each and every aspect of possible business scenarios. On the contrary practical life is specific, enclosed in a jar. In practical professionalism and firm’s environment is each and every thing. Professional life only builds on the knowledge based on books even though it may only use 1% of the theoretical knowledge.

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8 Conclusions By analyzing the financial statements of the bank, I came across to know that it is one of the most growing bank in the subcontinent. Now they should carry on with the present management which too k it from one of the ordinary bank to this level. No doubt professionalism and internal controls of the bank are one of the major issues which may results some major losses to the bank. Bias in hirings and between colleagues should be removed.

9 References Reference material used for compiling this report is gathered from these sites. •

www.bop.com.pk

•

www.jpmorgan.com

•

www.kpmg.com.pk

•

www.sbp.gov.pk

•

www.globalbanking.com

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