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Report on organizational behavior of NIB Bank

Report on organizational behavior of NIB Bank



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Published by nuplin.zain
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Published by: nuplin.zain on Jun 26, 2008
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May 31, 2008Mr. Retd. Cdr. TabassumTeacher, Organizational Behavior Bahria UniversityKarachi. Sir:We herewith present our “Term Report” authorized by you as a requirement for thiscourse.In this report, we have tried to provide analysis on organizational behavior of NIB Bank.We hope we have covered all that was required for the report.If there be any clarification demanded, we would appreciate a call from you to our groupmembers.Sincerely,Maaz KhalidMuhammad Usman Badar Muhammad Zain
In the name of “Allah”, the most beneficent and merciful who gave us strength andknowledge to complete this report. This report is a part of our course “OrganizationalBehavior”. This has proved to be a great experience. This report is a combine effort of,Maaz Khalid, Muhammad Usman Badar and Muhammad Zain.We would like to express our gratitude to our organizational behavior teacher Mr. Retd.Cdr. Tabassum, who gave us this opportunity to fulfill this report. We would also like tothank our colleagues who participated in a focus group session. They gave us manyhelpful comments which helped us a lot in preparing our report.
NIB Bank Limited started as NDLC-IFIC Bank Ltd. which was incorporated in March2003 as a public limited company. It started operations in October 2003 when all assets,liabilities, rights and obligations of the former National Development LeasingCorporation (NDLC) and Pakistan operations of IFIC were amalgamated with and intothe bank with a paid up capital of Rs.1.2bn. In April 2004 the Pakistan operations of Credit Agricole Indosuez were also amalgamated with and into NIB. In March 2005Temasek Holdings of Singapore acquired 25% shareholding in NIB Bank, through BugisInvestments.This shareholding was further enhanced to over 70% in June '05 following an increasein NIB's paid up capital to Rs.3.4bn.NIB Bank has since grown rapidly from a base of 2 branches in 2003 to 45 in the 4thquarter of 2007. Total assets have grown from Rs.9bn in December 2003 to Rs.87bn(excluding acquisition of PICIC through rights) as of September 30 2007, a CAGR of 85%. Loan growth has been equally rapid, increasing from Rs.7bn to Rs.43bn in thesame period (a CAGR of 64%), resulting from successes in both the commercial andconsumer business.Deposits for the same period have grown at a CAGR of 95%, reaching Rs.45.3bn. Theoverall client base of NIB has also witnessed a tremendous growth in the same periodas of September 2007; from a few thousand to over one hundred thousand.NIB Bank'svision is to rank amongst the top 5 banks in the country.Therefore towards end of June 2007 it acquired majority shares of PICIC with the aim of merging PICIC and its commercial banking subsidiary PICIC Commercial Bank Limitedinto NIB . The acquisition was financed through the country's largest private sector rights issue, with resultant increase in NIB's paid up capital to Rs.21.4bn. The PICICacquisition has bought with it another subsidiary "PICIC AMC" and an affiliate "PICICInsurance". NIB already has a shareholding in NAFA, an Asset Management Company(AMC); thus its asset management business will now also be increased, withdiversification in the insurance business.The legal merger of PICIC, NIB & PCBL took place on December 31, 2007, once allregulatory approvals were in place. NIB Bank is led by Khawaja Iqbal Hassan,supported by four business heads and ten business enabling function heads. Themerger has resulted in a vastly expanded network of 240 branches and total assets of 

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