Professional Documents
Culture Documents
1 INTRODUCTION OF HBL
It is the prime Bank in country established in 1941 having a registered head office in
Karachi. It was nationalized in 1974, but recently on 26 th February 2004 it has been
privatized by Government of Pakistan and is taken over by Aga Khan Fund for Economic
Development (AKFED). They acquired 51 percent of shares of HBL. It is one of the
largest Banks of Pakistan with 1439 branches and having total assets of Rs.
434,931,930,000.
1.1.2 MISSION
To be recognized as the leading financial institution of Pakistan and a dynamic
international bank in the emerging markets, providing our customers with a premium set
of innovative products and services, and granting superior value to our stakeholders
shareholders, customers and employees. OR Opening new horizons and fresh
perspectives of trust, dependability and service through 1425 domestic branches and 112
overseas offices with a comprehensive range of financial products.
To earn profit for the Bank itself and for its shareholders.
To promote and boost up business sector inside the country.
To provide employment opportunities to people.
To help in development and industrialization of the country.
To provide loan and advances to help out in self employment schemes.
1.1.5.1Humility
HBL encourages a culture of mutual respect and treats both their team members and
customers with humility and care.
1.1.5.2 Integrity
For them, integrity means a synergic approach towards abiding their core values. United
with the force of shared values and integrity, they form a network of a well-integrated
team.
1.1.5.3 Meritocracy
At every level, from selection to advancement, they have designed a consistent system of
human resource practices, based on objective criteria throughout all the layers of the
organization. HBL is therefore, able to achieve a specific level of performance at every
layer of the organization.
1.1.5.4 Teamwork
Their team strives to become a cohesive and unified force, to offer the customer, a service
beyond his expectations. This force is derived from participative and collective
endeavors, a common set of goals and a spirit to share the glory and the strength to face
failures together.
Accepting deposits
these loans and advances depending on the terms and conditions settled with the
customers. Following types of loans and advances are made available to the customers.
In 1959 the Bank offered loans to small scale producers under the small factory owner
scheme in order to boost the economy of Pakistan.
2.1.2.7Drive in Banking
HBL established Drive in branches in 1962 at various major cities of the country where
the customers could avail Banking services without getting down from their vehicles
It was launched in 1968 through which the customer could be introduced to other
branches in the country.
It can be issued from more than 700 branches all over Pakistan.
Muhafiz provides the facility of payment in all branches of HBL.
There is no commission and fee charge for purchase of Muhafiz HBL keeps alive
the tradition of Serve you better charges nothing for the purchase and sale of
Muhafiz.
Since the introduction of this scheme Rs. 6 billion is advanced throughout the country.
The maximum limit of this loan is Rs. 3,000,000.
Quick processing
2.1.3.12 HBL Easy AccessOnline access to banking services at over two hundred branches in Pakistan
2.1.3.16 SWIFT
The bank is a major SWIFT user in 70 domestic branches & 21 overseas countries
/ locations in the network. SWIFT services are being used for funds transfer, remittances
and trade related
transactions, resulting in major improvement in payment processing capability for
enhanced customer service.
HBL also transfers funds of the customers from one Bank to another Bank. If the
transfer is within one station, they dont charge any commission and even if they charge,
they charge on reduced rates.
HBL also undertakes acceptance business connection with bills of exchange and thus
enables its customers to obtain the desired credit.
At present the Bank operates through one central and 23 Regional Offices and
1439 branches, all over Pakistan. The president and Executives Committee look after the
affairs of the Bank. Each Regional Head Quarter is headed by a Chief Executive and
assisted by General Manager Operations and General Manager Support Services. The
Regional Head Quarter controls the branches in their area.
Overseas operations consist of 65 main branches, two affiliates, two representative
offices and two subsidiaries. President, from Head Office at Karachi controls the officers
of the Bank with the help of the senior management. Functional responsibilities of the
Banks are broken into seven groups known as
1) International Operations Group
2) Corporate Banking and Treasury Investment Group
3) Retail Banking and Operation Group
4) Finance, Audit and Administration Group
5) Assets Remedial Management Group
6) Credit Policy Group
7) Corporate Bank, Financial Institutions and Project Finance Group.
In addition to the overall controlling authority, president also manages the International
Operations Group individually. While the Senior Executive Vice Presidents supervise rest
of the functional groups. Each Senior Executive Vice President is individually
responsible for the group which is assigned to him.
At the level of provinces there are Regional Head Quarters headed by Regional Chief
Executives (RCE). Each RCE is assisted by GM operations and GM Support Services.
Branches are also controlled by the RCEs. Circle Offices of the past times have been
removed to reduce Managerial Layers, which were working under the control of Zonal
Offices. This happened as a result of policy of beginning new changes in the
organizational structure.
2.1.7.2Downward Communication
Communication is the process by which information is exchanged and understood by two
or more people, usually with the interest to motivate or influence the behavior of others in
the organization. Downward communication is the message and information sent from
top management to subordinates in a downward direction. Managers can communicate
downward to the employees through speeches, massages in company publications,
information leaflets, tucked into pay envelops material on bulletin boards, policy and
procedure mandates.The same pattern is followed at HBL. No doubt its a very traditional
approach but it can create problems because it ignores the receiver of the communication
because the issuer of policies and procedures does not ensure communication. In reality
may the messages communicated downward are not understood perfectly.
2.1.7.3Chain of Command
The chain of command is an unbroken line of authority that links all persons in an
organization and shows who reports to whom. By analyzing the organizational structure it
can be found that there is a scalar principle followed with in the Bank because each and
every person knows to whom can one report. The authority and responsibility for
different tasks and duties are different, as well as every one knows the successive levels
of management all the way to the top.
2.1.7.5Delegation
Delegation is the process, which managers use to transfer the authority and responsibility
to position below in the hierarchy. Most organizations today encourage managers to
delegate authority to the lowest possible level to provide maximum flexibility to meet
customer needs and adapts to the environment. But at HBL no such system prevails the
managers try to keep as much of the authority as they can and if some authority is
delegated it is sure that it will be misused.