1.

Abstract

.
Allied Bank Limited was the first bank to be established
in Pakistan. It started out in Lahore by the name
Australasia Bank before independence in 1942; was
renamed Allied Bank of Pakistan Limited in 1974 and
then Allied Bank Limited in 2005.

In August 2004, because of capital reconstruction, the

Bank’s ownership was transferred to a consortium
comprising Ibrahim Leasing Limited and Ibrahim
Group.

Today, with its existence of over 60 years, the Bank has

built itself a foundation with a strong equity, assets and
deposit base. It offers universal banking services, while
placing major emphasis on retail banking. The Bank also
has the largest network of over 700 online branches in
Pakistan and offers various technology-based products
and services to its diverse clientele.

Allied Bank Limited operates by the following

Vision, Mission & Values:

Vision
To become a dynamic and efficient bank providing
integrated solutions and the first choice of bank for all
customers.

Mission
To provide value-added services to our customers

To provide high-tech innovative solutions to meet

Customer requirements.
To create sustainable value through growth, efficiency
and diversity for all stakeholders.
To provide a challenging work environment, and
reward dedicated team members.
To play proactive role in contributing towards society.
 

Values
Integrity
Excellence in Service
High Performance
Innovation and Growth

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Mr. S.R. Jariwalla (sitting in the center) A legendary
figure in the history of the Bank.
It was particularly upsetting for Khawaja Bashir Bux to
hear that “Muslims could not be successful bankers”. He
decided to step-up to that challenge and takes the lead in
establishing this first Muslim bank by the name
Australasia Bank Limited in Punjab, which was to
become Pakistan in December 1942.
The initial equity of the Bank amounted to Rs 0.12
million, which was raised to Rs. 0.5 million by the end
of the first year of operation, and by the end of 30th June
1947 capital increased to Rs. 0.673 million and deposits
raised to Rs 7.728 million.
Australasia Bank was the only fully operational Muslim
bank in Pakistan on August 14th, 1947.
However, it was severely hit by the riots in East Punjab.
The Bank was identified with the Pakistan Movement.
At the time of independence all the branches in India,
(Amritsar, Batala, Jalandhar, Ludhiana, Delhi and Angra
(Agra)) were closed down. New branches were opened
in Karachi, Rawalpindi, Peshawar, Sialkot, Sargodha,
Jhang, Gujranwala and Kasur. Later, the network spread
to Multan and Quetta as well. The Bank financed trade
in cloth and food grains thus, played an important role in
maintaining consumer supplies during the early months
of 1948 affected by riots. Despite the difficult conditions
prevailing and the substantial set back in the Bank’s
business in India, Australasia Bank made a profit of Rs.
50,000 during 1947-48.
A view of the building in Lahore that once housed
the Australasia Bank branch
Allied Bank (1974 to 1991)
In 1974, the Board of Directors of Australasia Bank was
dissolved and was renamed Allied Bank. The first year
was highly successful; profit exceeded Rs. 10 million,
deposits rose by over 50 percent and approached Rs.
1460 million. Investments rose by 72 percent and
advances exceeded Rs. 1080 million for the first time in
the banking history. 116 new branches were opened
during 1974 and the Bank started participating in the
Government’s spot procurement agriculture program.
Those seventeen years saw a rapid growth for the Bank.
Branches increased from 353 in 1974 to 748 in 1991.
Deposits rose from Rs. 1.46 billion and Advances &
Investments from Rs. 1.34 billion to Rs. 22 billion
during this period. It also opened three branches in the
U.K.
A view of Allied Bank's FTC branch, Karachi.
Allied Bank (1991 to 2004)
As a result of privatization in September 1991, Allied
Bank entered a new phase, and became the world’s first
bank to be owned and managed by its employees. In
1993 the “First Allied Bank Modaraba” (FABM) was
floated. After privatization, Allied Bank became one of
the premier financial institutions of Pakistan.
A view of Allied Bank, Head Office, Lahore.
Allied Bank’s capital and reserves were Rs. 1.525
billion; its assets amounted to Rs. 87.536 billion and
deposits to Rs. 76.038 billion. Allied Bank enjoyed an
enviable position in Pakistan’s financial sector and was
recognized as one of the best amongst the major banks
of the country.
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 In August 2004, as a result of capital reconstruction, the
Bank’s ownership was transferred to a consortium
comprising Ibrahim Leasing Limited and Ibrahim
Group.

Today, the Bank stands on a solid foundation built over

63 years of hard work and dedication, giving it a strong
equity, an asset and deposit base and the ability to offer
customers universal banking services with more focus
on retail banking. The Bank has the largest network of
online branches in Pakistan and offers various
technology-based products and services to its diverse
clientele through its network of more than 700 branches.

Left to Right

(2005 To date)
Mohammad
Pervaiz Iqbal Butt
In May 2005, Ibrahim Leasing Limited dissolved and Waseem Mukhtar
(Director)
the company was vested into Allied Bank Limited. (Director)
ALL the shareholders were issued ABL shares instead        
of the all shares held by them. Sheikh Mukhtar
Farrakh Qayyum
Ahmed
(Director)
An application for the listing of ABL shares in all the (Director)
Stock Exchange Companies of Pakistan was made        
ABL was formally listed and the Bank’s share Mubashir
Abdul Aziz Khan
A. Akhtar
(Director)
trading began on the following dates: (Director)
       
Sheikh Jalees Ahmed  
Islamabad Stock Exchange  
(Director)
8th August 2005
       
Mohammad Aftab Manzoor  
Lahore Stock Exchange  
(CEO)
10th August 2005
       
Mohammad Naeem
Karachi Stock Exchange
Mukhtar
17th August 2005
(Chairman)
Today, all Allied Bank Limited shareholders can trade
in the Bank’s shares at their will.
 

3.Board of Directors

3
 Zia Ijaz  
4.Management (Group Chief, Commercial & Retail  
Banking)
Online Banking facilities are available to customers
maintaining accounts at all online branches across the country.

The following facilities are

available:

5.Online Branches and ATMs

Remote Cheque Encashment from any online

branch.
Instant Funds Transfer between any 2 online
branches.
Remote Balance Inquiry and Statement of Account.

     
Asim Tufail Fareed Vardag
 
(Group Chief, Consumer & Personal (Chief Risk
Banking) Officer)
Additionally, account holders of all online branches
     
can obtain the Allied Cash Shop Visa Debit Card for
Iqbal Zaidi M. Abbas
use at ATMs as well as at POS terminals.
(Group Chief, Compliance) (Chief, Special
Assets
Management)
     
Mohammad Aftab Manzoor M. Jawaid Iqbal
(Chief Executive Officer) (Chief, Corporate &
Investment
Banking)
     
Muhammad Shahzad Sadiq M. Yaseen(Group
(Group Chief, Audit & CRR) Chief, Treasury)
     
Mujahid Ali Shafique Ahmed
(Group Chief, Information Uqaili
Technology) (Chief,Human
Resources)
     
Khawaja Mohammad Almas Tahir Hassan
(Head, Core Banking Projects) Qureshi(Chief
Financial Officer)
     
Waheed ur
Tariq Mehmood
Rehman
(Group Chief, Operations)
(Secretary)
     

4
6.Consumer
In line with the Bank’s aim to provide a host of products
and services to its customers, substantial ground work
has been done to establish a strong consumer banking
business. Furthermore, to achieve this objective,
professionals from across the industry have been
recruited into areas of product development
The consumer portfolio, comprising the debit card,
credit cards, auto loans, personal loans and
mortgages will be established phase by phase.
However, we are confident that our strengths,
together with our largest network of online branches,
A superior technology platform, a big customer base
and the Consumer Personal Banking Group (CPBG),
will take the Bank’s profitability to new heights.
7.Allied Visa Credit Card
With your Allied Visa Gold Credit Card every Pakistani can
now enjoy the benefits of a Gold Card internationally with
unmatched savings greater flexibility, convenience and
security.
 
Features
Buy Now, Pay Later
With your Allied Visa Gold Credit Card, your free credit
period allows you to pay for your purchases up to 50 days after
the date of purchase. So now you can buy all the things you
want - whenever you want - at your own convenience.
Flexible Repayment
When paying your credit card bill, your Allied Visa Gold
Credit Card gives you the option to either pay the entire
amount according to your statement or a minimum of 5% of
your total outstanding balance.
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 8.Commercial
Cash Advance Facility
As an Allied Visa Gold Credit Card member, you are
entitled up to 75% of your available credit limit in cash.
Just go to your nearest ATM with the VISA or PLUS sign and
avail the facility of withdrawing cash 24 hours a day.
 
Allied Easy Installments (AEI)
The Allied Easy Installments (AEI) plan provides you
with the facility to pay your outstanding card balance in
equal and affordable monthly installments spread over 3,The Commercial & Retail Banking Group (CRBG) offers
6, 12, 18, 24, 30 or 36 months. So now you can easily a variety of asset and liability-based retail products to its
afford anything from everyday household appliances to customers. The Group’s main focus has been on
exotic vacations abroad. introducing various financing and investment products for
  its valuable clientele, and contributing to the steady
growth of the financial industry.
CRBG consists of 4 geographic groups and is further
Supplementary Cards divided across 27 regions in Pakistan. Each region is
Want to share the benefits of your Allied Visa Gold responsible for providing a quality service to its own
Credit Card with others? Now you can! Treat up to two customer-base.
people with supplementary credit cards and pass on the m
any privileges of your Allied Visa Gold Credit Card to In recent years, the Group has been working to find
your chosen friends and family members. alternate ways to bank for customers, and has installed
more ATMs to its already strong and largest ATM
 
network.
Balance Transfer Facility
In case you have outstanding balances on other cards,
consolidate these onto your Allied Visa Gold Credit CardLending products:
with the lowest BTF rate and save more on your
outstanding payments than ever before. Seasonal Finance
Seasonal Finance facility is allowed against pledge of
With Credit Protection Plus, your Allied Visa Gold produce of Cash Crops harvested in that particular crop
Credit Card provides payment cover against: season. The delivery of pledged stocks/goods is made
against appropriate cash payment.
Death, due to accident or sickness
Foreign Currency Deposits
Permanent and Total Disability, due to sickness or
Allied Bank offers the facility for opening Current,
accident.
Savings and Term deposit Accounts. These accounts can
Temporary Total Disability, due to sickness or be opened in US Dollar, Pound Sterling, Euro, and
accident. Japanese Yen at designated branches.
Terminal Illness.

Allied Profit Plus – Term Deposit

6
The scheme offers an attractive return on various tenors  To participate in the economic development
tailored to the individual needs of our customers. Profit is
of the region.
payable on maturity.
 Encouragement of new entrepreneurs of
1 3 6 12 small and moderate teams.
Slabs
Month Months Months Months
 To provide financial and technical,
Rs 0.5 (M) to less assistance for the modernization of existing
6.50% 7.00% 7.50% 8.00%
than Rs 5(M)
units in small and medium sector and for
Rs 5 (M) to less setting up of new units.
6.75% 7.25% 7.75% 8.25%
than Rs 10(M)
 To provide new development opportunities
Rs10 (M) to less to improve the pattern of income
7.00% 7.50% 8.00% 8.50%
than Rs 15(M) distribution.

Rs15 (M) to less  Encouragement of industry based on locally

7.50% 8.00% 8.50% 9.00%
than Rs 20(M) fabricated machinery and local raw material.
 To act as a bridge between local and foreign
Rs 20 (M)
8.00% 8.50% 9.00%  9.50% entrepreneurs.
&above

Allied Basic Banking Account

In order to provide basic banking facilities to low

Hajj Services
The Bank serves the intending pilgrims by helping them
in performing this religious obligation. The Hajj forms
and other related services are provided by the bank.
However, the terms and conditions for accepting the
Hajj forms from intending pilgrims are in accordance
with the Hajj Policy announced by the government, each
year. Hajj applications are available with all branches
during Hajj season, immediately after the Hajj policy is
announced by the Government of Pakistan.
Development Role of ABL in NWFP
The ABL functions to pursue the profit motive
principle, satisfying the social and economic needs of
the country. ABL is playing it part in the socio-
economic development of NFWP with the following
objectives.
income people in Pakistan, Allied Bank has introduced
“Allied Basic Banking Account” (ABBA).This account
can be opened with an initial deposit of Rs 1000/=. The
account is a non-remunerative account with no
minimum balance requirement. The account will be
closed automatically if the balance remains “zero”
continuously for one year. The statement of the account
will be issued on yearly basis. There are no service
charges on the said account for a maximum 2-
withdrawals and 2-deposits during a calendar month.
Additional transactions will be subject to a service
charge as per Bank’s schedule of charges for every
withdrawal/deposit, while there is no limit for free of
charge withdrawals from ATM.
Internet Banking
Banking at your fingertips! Allied Direct Internet
Banking offers you the convenience to manage and
control your banking and finances - when you want,
where you want to! It's Simple, Convenient, Secure and
Faster. So, just get clicking.
Some features of Allied Direct are:

7
 Individuals, Companies, Schools, Hospitals, Charitable
Organization etc., are free to open their account in this
scheme
Simple and Convenient
Easier navigation and help provided at every step so you
can have most out of this service. With Allied Direct Additional benefits for deposits of Rs.0.5 million and
convenience is just a click away. above are:
Secure and Faster
Secured & encrypted with latest tools and technologies, Free Online Transactions
Allied Direct is the choice for secure and fast Internet Free issuance of Payment Orders
Banking. Free issuance of Demand Drafts
24x7 Access Allied Monthly Income Scheme
You now have access to your account 24 hours a day, 7
days a week. You transfer funds or even pay bills even if
it's a holiday. Allied Monthly Income Scheme is a unique product with
To use Allied Direct Internet Banking, you should be a attractive returns. It provides an opportunity for a
registered Allied Bank Account holder with a valid regular monthly income. The period of deposit under
ATM Card. If you do not have an account, please visit this scheme is 3 years.
any of our nearest branches and open your account and Rs 100,000 (with
obtain an ATM Card. Our friendly branch staff will help Minimum Amount increments of
you open your account quickly. Rs 10,000/-)
Payable on monthly
 Profit
Allied Profit Plus – Deposit Account basis
Allied Profit Plus–Deposit Account is a profit bearing Rs 850 per month on a
checking account with the payment of profit on a  Projected profit rates deposit of Rs 100,000/-
monthly basis. The estimated rate of profit is given @ 10.20% per annum
below: All individuals &
 Eligibility institutions other than
Rates Financial Institutions
effective
Slabs  Period 3 years
from
01.01.06
Rs 1(M) to less than Rs 5 (M) 6.00%
Rs 5(M) to less than Rs 10 (M) 6.50%
Rs 10(M) to less than Rs 25 (M) 7.50% ATM free of charge
Rs 25(M) & above 8.00%
Complementary credit card with approved credit limit
Free transfer of monthly profit to any branch of ABL all
over the Pakistan

Salient Features Of The Scheme LOCKERS

The applicable profit rate would be based on slab of Allied Bank Lockers are available in three different sizes
amounts maintained on average monthly basis and the Small, Medium and Large on a yearly fee. Locker
profit credited in the account on monthly basis. holders need not have an account in the Bank.

There is no restriction for maintenance of any minimum REMITTANCES

balance in the account
Allied Bank can transfer funds to the remotest part of the
country for payment/credit to the customer himself or a
third party, through Telegram/Telex/Telefax for

8
payment/credit on the same/next day. Telegraphic
transfers can also be made abroad in Foreign Currency.
Carrying cash to strange alien location can prove to be
risky as a single incident can render one without
monetary backup of any sort. Hence traveller’s cheques
are introduced by banks in order to protect against any
contingency.
Telegraphical Transfer
Banks are offering various types of products related to
funds transfer in Pakistan, assuring the fastest delivery
of Funds around the Globe, through Telex, SWIFT and
other Electronic Media.
Allied Bank with its large network spread all over the
country is sharing quite a sizeable Funds transfer
business in the domestic market.
Bank has recently moved to optimize the use of
electronic media to handle Funds Transfer with speed.
Even the shift over to "SWIFT" is at hand and a network
has been established by Central Office
Demand Draft
A draft is one of the most popular Banking instrument in
the trade circles to settle business deals and transferring
funds from one place to another. Allied Bank has taken
radical steps for a speedy Issuance/Payment of Drafts
through automation and introduction of a more
simplified system based procedure.
Pay Orders
Pay order is a Bank instrument issued by a Bank in Pak
Rupees at the request of a customer to transact payment
to a named payee through banking channel.
Generally payments against such cheques (Pay orders)
are restricted to "Payees Account" and as such are
required to be enrooted through a Bank Account locally.
Traveller Cheques - ABRTC
"Rupees Traveller Cheques" is one of the most
convenient products launched by Allied Bank, which has
an excellent market response.
ABRTCs are only to be issued by the authorized
branches of the ABL.
With the application of Government levies, nominal
commission is also charged on issuance of "Traveller
Cheques".
Traveller Cheques shall be valid until encased unlike a
"Negotiable Instrument" which is valid for 6 months.
Utility Bills
All branches of the Bank collect utility bills of
electricity, gas and telephones. For convenience of the
customers, Utility Bills are collected by the branches
during banking hours and also in the evening-banking
on all working days. Bills can be paid through Cash or
Cheques. Consumers may drop bills with crossed
Cheques into a drop box available at the branches under
"Cheque Drop-in" system.
Utility Bill payment facility - Pay your telephone,
electricity, and gas utility bills on any of our ATMs
without having to wait in long queues outside your
branch.
OBJECTIVES:-
We have set our objectives in accordance with the
S.M.A.R.T techniques I .e. the same should be specific
measurable, achievable realistic and time banned.
Our main objectives are:
 The branch should have handsome deposit base.
 All the targets set by the management from time
to time should be achieved on dates.
 The branch credit portfolio should match with
deposits.
 Reduction in profitability ratio.
9
  To ensure more courteous services to our
customers.
 To have an effective control on internal
working.
 Observe dress code set by the management.
 Overall uplifting of branch/punctuality.
Strategies:-
We have made different strategies wisely in order to our
objectives, smoothly well in time. We can define our
strategies in terms of following points:-
Assigning Duties to the staff.
 Controlling expenses.
 Distribution of Targets.
 Motivation of staff.
 Ideal working atmosphere.
 Maintaining discipline/punctuality.
 Courteous services to the customers.
 Cooperation among the staff.
 Timely disposal of credit
proposals/correspondence.
 Awareness about banking system.
Investment Banking
Allied Bank – IBG was established in 2005 and focuses
on the Investment Banking market.
It has the highest number of Successful Arrangement
and Participation in Key Privatization & Acquisition
Financing Transactions achieved by any Investment
Banking Group in Pakistan
It has already penetrated the investment banking market
by taking the lead in a number of major transactions and
arranging funding of more than US$ 6 billion to date.
Allied Bank – IBG is reputable for building business on
the basis of strong corporate relationships and showing a
clear understanding of Structured Finance.
The team consists of dedicated and young professionals
with extensive experience, who provide various
Advisory & Arrangement Services to Corporate
Clients.Allied Bank-IBG has played an active role in
Debt Origination and Distribution through innovative
and tailor made solutions for its target customer base. It
is also well known for having successfully completed
mandates in a timely manner, and is regarded as one of
the most active Investment Banking entities in the
country today.
10

9.Background Of The Study
The study is about the High Value Course on Effective
Branch Management of Allied Bank Limited which was
conducted through interviews.
Every student of B.Com and MBA has to undergo an
internship program of eight weeks in any organization
to get exposure to the real time business environment.
The real purpose of this internship program is to provide
an opportunity to the students to see the practical
applications of their background professional studies.
The report is a reflection on my experience when I was
interne in ABL. Since its inception in 1942, ABL has
maintained a steady growth over the sixty years span of
its operations. After its nationalization in 1974, it was
denationalized in 1991 and the employees became the
owners of ABL, through the unique concept of ESOP
(Employees Stock Ownership Scheme).
Purpose of the Study
Purpose of the study was two pronged.
General Purpose
The general purpose:
 To get acquaintance to the banking operations.
 To see the application of our Professional
studies especially.
Specific Purpose
Specific purpose of the study includes.
 A partial fulfilment as a requirement for the
completion of MBA degree.
 To objectively observe the operations of Allied
Bank of Ltd in general.
Nature of the Study
The study is critical in nature. It was conducted to
investigate critically into the operations of Allied Bank
Ltd especially its operations in and the operations of
ABL.
The annual reports or the consolidation data of the Bank
has not been focused in specific because it does not
reflect on the operational performance of branches.
However, they have been referred to as when and where
required.
Scope of the Study
The study covers two areas with its variables, which
affects the operations of the branch directly, or
indirectly. These two areas of variables are:
 Branch specific variable.
 Bank specific variable.
11
The branch specific variables are the variables under the
control of the branch management and directly affect its
operations e.g.
 Layout of the branch.
 Customers’ relations.
 Technology management.
The bank specific variables are those variables, which
are not in control of the branch management and
indirectly affect the operation of the branch e.g.
 Operations of other branches Allied Bank in the
area.
 Operational audit/review of the branches.
 Training and development programmes.
 Discretionary powers of manager.
 Survey.
 Observation as.
 Participant observation and
 Non-participant observation.
Sampling Procedures
The sampling procedure used was non-probability
judgmental and convenience procedure
Sampling Plan
Details of the sampling plan used during this report are
given below.
Sampling Unit
The sampling unit constitutes of the following.
 Manager of Allied Bank branch.
 Staff of Allied Bank branch.
 Customers.

Methodology of Research  Personnel from Regional operations department.

The research methodology adopted was as follows:
Data Sources Sample Size
Both primary and secondary have been used in the The sampling size constituted of
compilation of this report. The methodology used is as  All the customers coming into the Bank.
under:  One bank manager.
During the compilation of this report, I relied mainly on  Five staff member.
the primary data. The tools used for the collection of  Two personnel from operation department.
primary data are interviews and observation. The
secondary data was mainly used for as a background Contact Method
material and for purpose of references. The major Personal contact method was used as a contact method,
sources of secondary data were the annual reports and which included:
other printed material of the Bank.  Structured interviews with managers and
Research Approaches personnel from operations department.
Keeping in view my limitations during and the nature of  Unstructured interviews with staff members.
the study, two research approaches were adopted. These Mission Statement
research approaches are: To provide quality financial services with an edge of
technology businesses particularly small and medium

12
size enterprises through a motivated human resource of modern human resources techniques. Frequent in-
endeavouring to achieve customer satisfaction. The house and external training programs are expected to
bank now plane to focus on further objectives, set as help the Bank in maintaining and developing efficient
follow: work forces.

Diversity Products and Services Obligation to Serve Society

Anticipating customer needs, the bank is introducing ABL also plays it part in the development of society. It
various types of financing structures tailored to the has established public libraries in many cities and
capital investment requirements of its corporate clients towns.
as well as small and medium size enterprises.

Focus on Consumer Banking.

Making use of its computerized network of branches, Limitations
the bank plane to enhance its market share and
profitability via focusing on consumer banking products
and services as well as integrating e-banking into its
delivery channels.

Improvement Credit Assessment, Loan Monitoring

and Debts Recovery.
The management intends to improve asset quality by
implementing strategies for identification, measurement
and mitigation of risk which will result in reducing the The Study was subject to the following limitations, the
quantum of non-performing loans absence of which could have made this report more
accurate, systematic and factual:
Increase Employee Productivity through Training
and New Techniques.  Lake of published financial data.
The bank seeks to increase employee productivity  Access to data.
through a combination of training and implementation

13
  The non-cooperative behaviour of manager and here onwards rapid development took place in the
staff members. banking system of the country. Currency notes of the
 My weak financial position value of Rs. 5, Rs. 10, and 100 were issued by the State
Bank for the first time in October 1948 and by August
Banking System in Pakistan
1949 all currency notes issued by the Reserve Bank of
The banking system of a country to the working process
followed by the banking institutions. It is identified
India worth Rs. 12,000 million were withdrawn and
through the relationship between the apex banks (central
replaced by Pakistani currency.
bank) and the other banks operating in the economy. It
Under the banks Nationalization Act, of 1974 the
embodies the principles and practices relating to the
commercial banks were nationalized in January 1974.
banking transactions prevalent in the country.
The nationalized banks included Habib Bank, Allied
Bank, Muslim Commercial Bank and National bank
In Pakistan there is a central banking system controlled
besides these Nationalized Commercial banks
by the central bank the State bank of Pakistan. The
(NCB’s) and other commercial banks in the private
central bank (SBP) directs and controls the activities of
sector, there are certain foreign bar operating in Pakistan
other banks operating in the economy. It guides
like Citibank, standard and chartered Grind lay’s Bank
commercial banks through the monetary measures,
etc. The foreign banks are under the administrative

which are collectively conducive for the economic

control of State Bank being the central Bank of the
development of the country.
country.

At the time of partition, there were 631 offices of the

The Federal Government also setup the Pakistan
scheduled banks. West Pakistan contained 487 and East
Banking Council (PPC) on 21st March 1974 under the
Pakistan 144 such offices. There were only two
banks nationalized Act of 1974. It reports directly to the
Pakistani banks namely Habib Bank and Australasia
Ministry of Finance and provides support and advice to
Bank with their head offices in Pakistan.
the State Bank. Its responsibilities include.
 Evaluate performance of (NCB’s) according to
The Central Bank of the country (SBP) was established
criteria laid down by the PBC and socio-
in July 1948. It recommended to the government to
economic objective set by SBP.
establish a new bank, as an agent of the State Bank as
 Policy recommendations to the Federal
well as spearhead of its credit policy. The government
Government.
accepted the suggestion and National Bank of Pakistan
 Policy guidelines to the (NCB’s).
came into existence in September 1949. This ban also
 Appointment of senior staff and training within
helped Habib Bank to expand its organization. From
the (NCB’s).

14
  Grand approval to (NCB’s) to write off loans
exceeding Rs. 25, 000, 00.
 Monitor performance of (NCB’s) including
overseas branch.
10.Business Plan
All commercial organization including banks carries out
their business activities the prime objectives of
Profitability & Financial stability.
There may be many other business /social objectives but
profitability & financial stability are utmost important &
inter linked, hence require proper planning, monitoring
periodic review & timely correction/revision.
Planning (As a Tool to Achieve)
Planning is the first & foremost step to achieve the
objective, a milestone or vision famous saying are:
"Without a plan, the only ways you get where are going
is by accident."
"Falling to plan is planning to fail."
"No one can tell you the future of your business but a
solid plan will prepare your business for the future."
Planning can be defied & understood as:
The established of the objective & the formulation
evolution & selection of the policies, strategies, tactics
& actions required for achieving the objectives.
Planning may be long term strategic planning & short
term/operational planning.
Aims Settings (In Banks)
In banks short – term business goals and objectives are
set by the head office .in consultation with then
concerned branches, Prior to the commencement of each
financial years to support the long- term goals and
objectives more precisely" the vision"
The goals are mainly set for deposits, advances
disbursement & recoveries (including non-performing
loans) profitability & other business likes: import,
export & bank guarantees etc. . .
15

Role of branches towards achievements
of the business goals of the banks (why planning?):
Banks branches play a key role in the business
development of the banks as bulks of the business is
routed through them. The planning to achieve the
desired goals and objective need a serious look & one
must follow a very scientific & systematic approach or
business strategy towards the business development so
as to achieve the optimum.
Hence a business plan is a must achieve the short –term
goals and objectives & the long-term vision and the
mission.
Why Shall I Plan? (Of Course Planning Is A
Managerial Function):
As a branch manager of one of the branches of a
commercial bank I need to plan to achieve the business
objectives set by the management of my bank for my
branch & to support the overall goals set for the bank.
My sprit is that the objectives speak about the
confidence of my management on my abilities, potential
of team provided to me & the range of product &
services on offer to our target market and re genuinely
based on the market potential shall take the expectations
of the management as only a bottom line& always try to
realistically surpass them well within the given time
frame & then exceed them at the time of the final review
point of time.
Where We Are? (The Past & The Today):
Present position of the branch business:
The balance sheet & income statement i.e., profit-loss
account & other vital information of the branch as on
June 30.2007 is enclosed as annex .A&B.
Products & Services Being Offered:
The bank is offering variety of product & services to the
customers' .these includes the traditional conventional
banking products as well as modern banking tools. Bank
accepts deposits from all categories of depositors &
offer competitive profit rates to them .lending too is on
offer at the market based competitive rates .beside
branch is offering on –line.
16
Banking, remittances, non-found based bank guarantees,
consumer banking products. Debit Card/ATM card etch
to its customers.

Modern Banking Policy

The expansion and growth of he banking sector in
Pakistan has been remarkable. Until 1942, the growth of
banking comprised the phases of laying the foundation
of the banking structure. The establishment of ABL has
Majority of the clientele of the branch consists of self-
started a new era in the banking system. This was the employed individuals. Our branch also has good number
phase competition with the already established giants. of SME & Corporate Sector Clients.
Banking underwent a complete metamorphosis; clients
were naturally attracted to the bank, which provided
better and quicker banking services. When Allied Bank Branch Expenses

challenged the major banks of the time they began Soon after commencing business by the end of June

evaluate their policies and were surprised to find that 1942, only few branches had been opened. The

they had a lot to change before long. They began to management decided to broaden the geographical

change and adopt a more modern and relevant strategy. coverage so besides the cities, the bank branched out
into small towns & the far-flung, less development and
unbaked areas of fulfill its social responsibility. The

Deposit Mobilization
The banking sector as a whole and ABL in particular branches in small town and villages have been vital help

has played an important role in helping to mobilized to the small industrialists and business, industrial

savings. The continuously rising importance of deposit workers, farmer’s craftsmen and other persons of

money in total money supply underscores the limited means. The bank had extended its network to

contribution of commercial banks in this direction. more than 650 by the end of Dec. 1973. At present the
number exceeds 819 branches.

From its inception, ABL has launched a number of

Important Statistics About ABL:
successive drives for improving the deposit base of the
Bank. An essential part of each drive was to popularize
Total customers 4,605,000
the banking habit among the people both rural and
Employees 6,747
urban, and to bring a large number of customers into its
Total branches 735
orbit. Utility booths 34
Airport booths 1
Total clients in Rawalpindi region 245,000
Customers Segmentation:

17
Foreign Trade
The bank has always played key role in the promotion
of foreign trade especially in financing of exports. The
bank’ achievement in the area is really commendable, as
it has not only to compete with the domestic banks but
with the large international financial agencies as well.
Swot Analysis (Strength, Weakness, Opportunities &
Threats):
Strengths:
 We are commercial bank operating in the area
for the last 17 years.
 A network of more than 280 On-Line branches
spread all our country providing variety of
product & services to all communities of the
society.
 We are maintaining our focus on technology
based facilities to our customers & have taken
an edge by providing unique self-service
banking to the customers of all banks by
installing more than ten off-site ATMs
countrywide.
 Our branch has been blessed with a team of
young, energetic and qualified staff willing to
achieve their personal ambitions as well as
organizational goals. The urge to excel in the
bank is a real asset for me as I can drive more
energy from their support.
 Despite operating in the stiff market
competition, we have relations with almost the
major corporate of the area.
Weaknesses:
 The branch is not ideally located to attract more
core clientele i.e.; retailers & whole-sellers.
 Our major focus is an corporate clients due to
which we cannot earn optimum spread on our
resources, as the corporate clients prefer higher
inward return on their own investments (lower
pricing for their lending’s.
 Our bank is having more convential approach &
is comparatively less aggressive as compare too
few of our immediate competitors particularly
in the area of operation of my branch.
 Our bank has yet no global representation
outside the frontiers of Pakistan.
Opportunities:
 We are planning to have our representations
outside the country, to start with Middle East,
which carry more business & will further
improve image & reputation of the bank.
 Established relations with corporate clients
provide opportunity of handing more
business at a comparatively negligible
marketing cost.
 Competition is the source of innovation.
Threats:
 Stiff & cut throat compitetion in the market is a
major threat as we cannot afford any laxity to
serve the clientele below their expected level
18
 rather need to exceed their expectations every
time to retain them.
 We need to review our systems & procedures
periodically to respond to the technological
changes & the latest products/services being
introduced/offered by our competitors.
 Keep the staff posted at the branch motivated to
maintain the services level as well as to retain
them in the arena where ample opportunities of
personal/financial growth are available to them.
 Major focus on corporate client’s effects branch
profitability & at the cost of precious SME
business at Low cost & high returns.
Financial Analysis
Financial analysis is based on the actual data of the
ABL, Chungi No.22 branch provided by the Operations
Control Department. The analysis and all its tools are
different from that generally followed in the
 Tax is not charged to the Branch but is paid by
the central office of the Bank upon the
consolidated income of all branches.
 Tax is not charged to the Branch but it paid by
the central office of the Bank upon the
consolidated income of all branches.
 The conventional tools of analysis are mostly
devised for non-banking companies which are
not reliable tools to be employed for the
analysis of a banking company generally and
the bank branch particularly.
 Look of financial data published by Allied Bank
of Pakistan.
However the bank Authorities granted me access to the
necessary data required to analyze the financial
performance of the branch and hence to assess
Operational success of the Bank G.T. Road branch. The
data so obtained is analyzed as follows:

conventional analysis procedures. The reasons for this

little different procedure are:

Deposits and Other Accounts

 The Balance Sheet of the branch is not available
Deposits are the lifeblood of banking company.
because there is no requirement for Bank
Deposits are the fuel which keeps the organization. The
branches to prepare a Balance Sheet.
number of Accounts depicts the customer’s confidence
over the Bank, but deposits are the quantitative measure
 The high level of secrecy maintained by banks
of this trust. This direct relationship determines the
regarding the disclosure of their financial data,
success or failure of a bank.
which denied me access to the organized data
required for the analysis.
Deposits and Other Accounts (Rs. In million)
 There is no Cash flow Statement prepared and
maintained by the bank branches.

19
 Advances (Rs. In million) Deposits and Increase Percentage
Yea
Accounts (decrease) Change
r
Advances Increase Percentage
2005 Profit
96,803before Increase
- Percentage
-
Year Year
(Million) (decrease) Change
2006 tax
94,492 (Decrease)
(2,311) 2%change
2005 57,132 - -
2007
2005 103,883
4,492 9,391 - 10% -
2006 54,403 (2,729) 5%
2008 114,218 10,335 10%
2007 45,316 (9,087) 17% 2006 839 (3,645) 81%
2009 126,392 12,174 11%
2008 40,659 (4,657) 10%
2007 1,587 748 89%
2009 58,800 18,141 45%
2008 954 (633) 40%
2009 457 (497) 52%

are shown by ABL for the year 2008 and 2009

respectively.

Total Assets (Rs. In million)

Total Increase Percentage

Year
Assets (Decrease) change

2005 105706 - -

2006 103,568 (2,138) 2.%

2007 112,465 8,897 9%

2008 117,516 5,051 5%

2009 154,208 36,692 31%

Profit before Tax (Rs. In million)

Assets are the economic resources, which are expected

to benefit the future or present operations of the
business. For ABL the cash, loans and advances form Profit after Tax (Rs. In million)
the major portion of the assets, effectively supported by
fixed assets. The total assets of the bank have decreased
by 2,138 million (2%) in the year 2007 as compared Profit Increase Percentage
Year
2008. in the year 2009 8,897 million (9%) increase was after tax (Decrease) change
shown by ABL. And 5% and 31% increase in advances 2005 4,842 - -

20
2006 1,122 (3,720) 77% 2008 6,959 12 0.17%
2007 1,069 (53) 5%
2008 386 (683) 64% 2009 6,747 (212) 3.04%
2009 168 (218) 56%
No. of Increase Percentage
Year
Branches (Decrease) change

2005 929 - -

2006 856 (73) 7.85%

2007 814 (42) 4.90%

2008 752 (62) 7.61%

2009 735 (17) 2.26%

No. of Branches

Earnings per Share

The branches of ABL are on the decline trend for the
last five year. In 2005 the total numbers of branches are
Earning Increase Percentage
Year 929. In 2006 the numbers of branches are decrease by 73
per share (Decrease) change
(8%). Respectively in 2007 the number of branches
decreased by 42(5%), in 2008 the number of branches
2005 45.54 - -
decreased by 62 (8%), and in 2009 the branches of ABL
2006 10.55 (35) 77% decreased by (2%)

2007 10.06 (0.49) 5% Operational details for the last ten years vis-avis
2008 3.63 (6) 64% future plans:

2009 0.74 (3) 80%

Deposits mix & the cost of deposits:

The present deposit base of the branch is Rs. 310 M.

No. of Employees
Deposits mix & the respective profit rates on deposits
are appended in Annex C. The cumulative cost of
No. of Increase/ Percentage deposits for the year remained at 5.68. Our main focus
Year will be to further improve the deposits mix so as to
Employee (Decrease) change
2005 7,217 - - maintain the cost of deposits at present level as interest
2006 7,082 (35) 0.48% rates have already grown . This will ultimately improve
our profitability linked with the financial stability of the
2007 6,947 (135) 1.90%

21
bank / branch. Obviously low / no cost deposits are the
main focus of our business growth strategies.
Credit Portfolio:
The present credit base of the branch is 20 M. The
product wise detail of the portfolio along with the
relative rate return is appended in Annex C. The average
return / yield on Advances for the year stood at 17%.
Our focus will be on the disbursement of new advances
at competitive rates of return; however, the quality of
finances is the foremost priority. Obviously quality
advances with NIL Non – performing loans portfolio are
the main focus of our business growth strategies.
Fee Based Business:
The branches’ guarantees business outstanding liabilities
as on 30-06-2009 stood at Rs. 0.430 (M), although it is
very merger amount, now we focused on issuing of the
guarantees in order to increase the profit portfolio of the
branches.
Profitability & liquidity:
The branch profit position for the year ended 2006 was
5.534 (M) and the cost of the deposit was less than
6.0%. Our branches needs improvement in low cost 0%
deposits in order to earn more profit and less attention is
given to corporate sector and high cost deposits.
Critical business needed to be retained:
Branch could not afford to lose its core deposits based &
need to improve the same. We shall need to retain or
maintain our relations with our prime customers passing
us their business. Top 25 depositors & borrowers of the
branch, who are our main source of profitability, shall be
retained as we cannot afford to lose them & we shall
Focus to get more business from them as compared to
the last year as only than we can meet the desired
results.
Targets:
I have projected following targets for the year 2010 for
final review of the higher management of the bank in
comparison to the position of December 31, 2009.
Finding and Recommendations
The critical analysis ABL in the previous section is the
representation of its past, mirror of its present, and an
insight into its future. The past data of ABL/ABL,
Chungi No.22 branch enabled me to study the
organization in a historical perspective and understand
the nuisances in the banking operations. Study of the
present of ABL helped me evaluate the organization in
comparison to its future and competitors. The data
obtained from the analysis of its present and future in
combination with my professional studies resulted in
some suggestions and implementation plans, which can
help to increase the profitability and operational success
of the ABL, Stadium Road branch Rawalpindi.
Some of the major findings suggestions are discussed.
Physical Facilities
The physical facilities or the layout are the most
fundamental features in an organization, which the
customers observe in forming an opinion, perception or
idea about the organization. Therefore, every
organization tries to make a good first impression on
customers through the presentation of its physical
facilities or layout. The physical facilities in the branch
are not up to the mark, which requires timely changes to
provide good environment to customers. The suggested
changes and corrective actions are gives below:
22

 The lighting system must be improved and all
the out of use lights must be replaced.
 There is always a stinking smell in the Bank due
to the out of order condition of washroom.
Therefore the washroom must be brought into
order to remover this unpleasant smell.
 Generators should be made available to the
branch to minimize the disruptions due to power
failure.
 Newspaper should be provided to the customers
to avoid the pain of waiting long.
 A cash counting machine can help reduce the
time spent in counting cash.
Availability of Staff
The existing staffs in the Bank are overburdened due to
the non-availability of more staff. Staff in the branch
must be in proportion to the customer has so as to
expedite the workflow, avoid overloading of staff and
remove the customer’s grievances arising mainly due to
delay in workflow.
The additional staffs required are in the fallowing
categories.
 One staff assistant or grade 2 officers properly
trained in computer and sufficiently trained in
foreign currency accounts.
 One class IV employee, preferably on daily
wages or contract, to maintain filing.
Technical Training of Staff
More technically trained staff should be added to the
existing staff strength while the efficiency of the
existing staff should be increased through proper
training and development.
The training needs should be assessed through proper
research so as to compete in the fast growing banking
sector. Training should be provided to existing and new
employees in the following areas.
 Customer’s relations.
 Organizational behaviour and developments.
 Marketing and
 Computer literacy.
The decreasing commitment of employees can be
increased by introducing an effective performance
appraisal system, which can reward and recognize the
achievements and services of employees for the Bank.
The appraisal system must have the following features.
 Feed Back:
o Periodically provided to employees and
recognizing their efforts through reward
(bonuses) and publicly appreciation.
 Uniform:
o The appraisal system must be uniform
in evaluating all the employees without
any discrimination.
23

 Objectivity:
o The appraisal system must be based on
facts and figures and objective
evaluation of the facts on grounds.
Simplification of Advances
The biggest source of the bank revenue is advances. The
advances of ABL branch are on its decreasing trend,
causing a decrease in the revenue for the bank. The bank
should make the advance procedure simple and quick to
meet the customer’s requirements. The following steps
are suggested for simplifying the advance procedure.
 Increasing the discretion of manager for the
amount of advance to Rs. 100,000.
 Speeding up the process of investigation and
verification.
 Expanding its customer base.
Marketing Concept
The concept of marketing should be followed in every
aspect of the organization. Generally, the bank’s staffs
consider that marketing is to go to customers, beg them
for opening an account with the Bank and to abide by
his every just and unjust action.
They should be taught that marketing is not only to go
to customers only. A customer can also be attracted by
provided customer oriented services, showing empathy
to your customers and attending him personally.
Customer Orientation
Deposits are the main source of funds for commercial
banks. Therefore, the priority of every bank is to
increase the number and amount of deposits. The key to
successful business does not lie in simply attracting new
customers. The real success is to maintain in the old
customers and attract new customers at the same time
because retaining a customer is more difficult than
attracting new customers.
Every depositor should be given equal importance and
there should be no differentiation between customers so
that every customer feels himself as much important as
the other customer.
The attitude of the staff should be friendly to all the
customers. The customers should be taken to the
concerned person or guided friendly if the concerned
person is not available. The attitude of “that’s not my
job” should not exist anymore.
Mobilization of Less Cost Deposits
The analysis of expenses shows that 43% of eh expenses
of the bank are the payments on fixed deposits, which is
a very high proportion. Apart from this the interest
earned on advances Rs. 0.265 million is smaller than the
interest paid on different deposits.
The bank should launch a campaign to get less cost
deposits much as high amount current account as well as
low cost PLS saving accounts.
24
Decentralization
The authority in the bank is highly centralized with a
very wide span of control, which hinders the smooth
functioning of the organization. All the authorities are
vested at the regional or central office. Some the
authority must be delegated at the branch level in the
following areas.
 Reprimanding the negative behaviour of lower
level staff.
 Providing some incentives/exemptions to
customers in different services charges.
Information Access
The Bank should provide information to all the present
and potential customers relating to the new products,
services, some service’s fee structure and other matters
which are likely to affect the customers. It should be
made sure that all the customers have access to this
information. Conveying information is of no use, unless,
there is some feedback from the customers. The
following measures are suggested to implement this
suggestion.
 Brochures, handouts, pamphlets and other
printed reports must be provided to customers,
which should provide all the information
necessary to attract and retain customers and to
satisfy the customer’s need for more
information.
 Personal contacts with the customers can help in
providing information to customers. All the
Customers must be provided a chance to get the
desired information by personal contact with the
Bank staff.
 Complaint and suggestion box should be
maintained at the door of the Bank where the
customers can point out drawbacks in the
customer’s services and put forward their
suggestions on his improvement of the services
quality of the Bank.
Performance Audit
The financial audit of the bank is conducted on regular
basis both as a surprise and routine audit. However, the
performance and system audits are completely ignored
which, otherwise, should have been a compulsory part
of the auditing services of the Bank. The immediate
outcome of ignoring performance outcome is
shortcoming in the non-financial aspects of his
organization such as customer relations, lack of
necessary facilities, motivation of employees, and the
control of manager.
In the light of the above facts it is suggested that the
performance audit of the bank must be carried out on
both regular and surprise basis to keep the Bank
competitive in the run of for more customers, more
deposits and high profitability.
Campaign for Increasing the Deposits.
The numbers of account holders in a bank make a
significant contribution to the deposits of the Bank and
25
determine its business volume, profits and size of a
bank.
Therefore, ABL, Stadium Road Rawalpindi branch must
a clear plan for increasing the number of accounts. The
details of plan for increasing the number of accounts are
given in the implementation plan.
Relocation of Branches
Allied bank has many branches in Rawalpindi. All these
branches are so closely located so that they are mostly
taking away each other customers, rather than
competing the real competitors.
The distance between these branches should be adjusted
in such a way that they would not only cover a wide
customer base and compete the other banks without
cannibalization of its own profits. The proposed
relocation scheme of all branches of ABL in Rawalpindi
is given in the implementation plan.
Increases in Business Share
Along with concentrating on increasing the customer
base, the Bank must also emphasize on securing the
highest market share in other banking services such as
issuance of letter of credit, foreign exchange,
remittances, bills identification of productive secure and
easily realizable advances etc. to achieve this strategy
the Bank should have a clear plans with the consent of
the higher management. The plan must be divided into
different periods – weekly, monthly, semi-annual and
annual. Every stage of the plan must be monitored and
controlled on regular basis.
Use of Computer Technology
Presently the computers available in the Bank are used
for recoding accounting entries. There is no other use of
Computer. The minor calculations and letter that could
have been easily done in Excel and Ms Word are done
manually.
It is suggested that full benefit must be taken of the
technology available. All the minor calculations should
be done in computers and all the correspondence should
be typed with the help of computers. This will benefit
the bank in two ways:
 The data can store with dependability and
reliability.
 The data so stored can be easily retrieved in less
time.
 Calculations with the help of computer are less
time consuming and have a very low margin of
error.
 The results of computer assisted calculations are
more reliable.
ABL CHUNGI NO.22 BRANCH INTRODUCTION
Location
It is situated 1.5 Kilometres to the south of Mall
Road, Saddar, Rawalpindi.
History
Before partition of the Indian subcontinent, there
were many brick-kilns in this area. Kilns are called
Bhattas in Urdu and Punjabi languages. Many
trenches were created as a result of digging of land
26
for obtaining mud that was used for making bricks. Octroi Post 22 ("Baees number Chungi) to Abid
Majeed Road was named Chaudhry Muhammad
Therefore this place was referred to as "Trenches of
Iqbal Road in December 1985.

Bhattaas" by the Britishers which was distorted and

Abid Majeed Road connects Tench Bhatta with the
modified to Tench Bhatta by the locals. Mall road (Peshawar Road) Saddar.
Population Schools & Colleges

It has a population of 200,000 which includes a 1) Standard High School

majority of Punjabis/Pothoharis and a minority of
Urdu speaking Mohajirs, Kashmiris and Pathans. 11) Federal Government Girls High School,
Chaudhry Muhammad Iqbal Road.
12) Expert College of Computer Sciences
Main Commercial Area 13) Noor College for Women
14) Government Public Academy Secondary
Main Tench road, named Chaudhry Muhammad School
Iqbal road in December 1985, represents the main 15) Al- Qalam Public School (St# 3 Allam Iqbal
Colony)
commercial area. One can find all sorts of business 16) Anam Girls Collage
17) Adnan Modern High School
out-lets and shops on either side of road. Also, the 18) Anam Public School
longest bazaar of south Asia. 19) Standard High School
20) Federal Government Girls High School, Abid
Prominent Neighbourhoods in Tench Bhatta majeed Road.
21) Zubair Public School

1) Aziza bad
2) Mughal Abad
3) Faisal Colony CHUNGI NO.22 BRANCH
4) Allama Iqbal Colony(People's Colony)
5) Qasai chowk My branch Chungi No.22 Tench Bhatta Rawalpindi
6) Afshan Colony (0571) established in 1976.At present total staff
7) Bakra Mandi members are six with total no of Accounts 4600.Our
8) Dhoke Chauhdrian Branch is having total deposits of 450 million.
9) Chungi No22
Projection for Upcoming Years: A Conclusion
10) Dhoke Sydian
During my internship in ABL Chungi No.22 I observe
many of the finding which were presented in the

Roads previous. Now if conclude with major finding which are

given below. Major findings, which came into light as a
Tench road connects Octroi Post 22 (Baees number result of the critical evaluation of organization and
Chungi) with Abid Majeed Road and then leads to
Dhok Sayedan. The portion of Tench road between

27
performance of Bank ABL Chungi No.22, are listed  New technically trained staff should be added
below. to present staff.
 The location of ABL branches in Rawalpindi
 The branch is facing shortage of staff, which has should be reconsidered and the distance between
made the existing staff overloaded. branches should be increased.
 A comprehensive plan should be developed
attract new customers accounts and deposits.

 The branch lacks some physical facilities and

equipment’s such as sitting room, electric
generator etc.
 The equipment’s and machines in the branch
require and maintenance.
 The branches of ABL in his area eating up each
other’s profits by entering into competition and
rivalry with ineffective administrative control
from the top.
 The marketing mix of ABL is not competitive in
fast growing banking market.
 New equipment’s such as computers, lights,
UPS and electric generators should be provided
to the branch while the existing equipment’s
should be fully utilized.
 The marketing mix should be strengthened.
 An objective appraisal system should be
introduced to motivate employees.
 The advances procedures should be simplified
and expedite.
 Some authority should be decentralized and
delegated at the branch level.
Continuous monitoring and research and development
should be an indispensable activity of the Bank.

 The organization is very mechanistic.

The findings of analysis were carefully and thoroughly REFERENCES:

www.abl.com
studied for possible corrective actions and
www.google.com/images
improvements. As a result of this study, the following www.wikipedia.org/alliedbankhistory
suggestions and recommendations were developed, the
implementation of which can help the branch to improve PRESENTED AND COMPILED BY
its performance. A bird eye view of these
recommendations and suggestions is given in the text to
follow.

28
SAHIBZADA AZHAR MG09
CHUNGI NO.22 TENCH BHATTA ROAD RWP
Cell No: 0300-5241232

E-mail: sahibzada.sarmad@hotmail.com

29