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United Bank Pakistan Brief History

It begun with a vision, a vision of unparallel progress and unmatched excellence true to the spirit of the era! November 7th 1959, Pakistan witnessed an event that would change the way we banked forever. It was not just the inauguration of UBLs first branch at I.I. Chandigarh, it was also the birth of the culture of service, a culture of innovation and a culture of financial excellence! In 1963, UBL became the first bank in Pakistan to have a branch overseas- on William Street in London, United Kingdom. True to our promise of providing service and care beyond the ordinary to our customers, UBL and You have had a history. The first saving scheme for school going children was launched as early as 1960 or the formation of Pakistans first Staff College of employees in 1964, UBL, through the motivation of its staff and the trust of its customers, continued to grow at a spectacular pace. In 1967, UBL had hit the dawn on information in terms of technology, by introducing computer banking to Pakistan and in 1971, UBL once again paved the way by launching 3 online branches in Karachi. The newly formed state of Pakistan was witnessing the boom of industries and commerce cannoned by a bank that believed in the potential growth of Pakistan. Small wonder then, by 1978, UBL had a pledged economic department, had acquired two international banks. UBL also launched supervised credit and small loan schemes for small to medium sized firms as well as agriculture and had made for itself, a strong international presence for we had branches in 4 continents.

Board of Directors

Chairman- Sheikh Nahayan Mabarak Al Nahayan Deputy Chairman- Sir Mohammed Anwar Pervez, OBE, HPK President & CEO- Mr. Atif R. Bokhari Director- Mr. Omar Ziad Jaafar Al Askari
Director- Mr. Zameer Mohammed Choudrey Director- Mr. Seerat Asghar

Director- Mr. Arshad Ahmad Mir Director- Mr. Amin Uddin Director- Mr. Rana Assad Amin

Quality control statements Vision and Mission Statement

The vision of UBL is A World - Class Bank Where You Come First

To be a world class bank dedicated to excellence and to surpass the highest expectations of our customer and all other stakeholders.

Get the highest industry standard of quality, across all areas of operation, on a sustained basis. Optimize people, process and technology to deliver the best possible financial solutions to our customer. Become the most sought investment and be recognized as the employer of choice. after

Core Values

Honesty and integrity Commitment and dedication Fairness and meritocracy Teamwork and collaborative spirit Humility and mutual respect Caring and socially responsible

Strategic Planning
UBL Strategic Plan in development comprises of three stages: 1. Consolidation, 2. Turn around, and 3. Autonomy and they become the frame to develop further detailed implementation/action plan. Basically this strategic plan is proposed to improve current situation for better future through gradual and systematic efforts. The first stage (consolidation through REDS strategy) is proposed to make all resources powerful by reducing any constrains and solving roots of problems for implementing the mission. It is predicted to be ready in two years. The second (turn around through BLUES strategy) is basically proposed to make better performance toward predetermined standard performance by using the upgraded resources to overcome resource weaknesses and external threats. It is predicted to be completed in two years. The third (autonomy through GREENS strategy) is fundamentally proposed to continue improving the performance and making UBL sustainability as a whole entity with ability, capability, and capacity to conduct qualified educational process to meet a minimum requirement of benchmarked university and produce competitive outputs. Additionally, by this stage UBL will have become a prominent university in national level, particularly in Sumatera.

Feedback method
1) survey
f you have email addresses for your customers, conducting an online survey can be a great way to get range of different feedback in a short amount of time. One of the most popular tools for online surveys is Survey Monkey, whose low-cost, web-based survey solutions are a natural fit for a small businesses on a budget.

Using Focus groups to get UBL feedback

Why use a Focus Group?
Focus groups are particularly effective for identifying agreement across a group and for eliciting suggestions for improvement. They are also much more flexible than surveys or scales because they allow for question clarification and follow-up questions to probe vague or unexpected responses. When conducted by a skilled interviewer, who can use the interaction to motivate students to actively participate, a focus group can generate a wealth of useful information.

How to Conduct a Focus Group

Before the Focus Group Initial meeting
The interviewer and the faculty member should meet prior to the focus group so that the interviewer can learn about the goals of the course, any specific concerns regarding the course, and to make arrangements for where and when the interview will take place. It is critical for the interviewer to be someone not directly involved with the course or with the evaluation of the students in another context, such as a teaching consultant or faculty colleague from another department.

Questions should address the concerns of both the instructor and students. If the goal of the focus group is to help the instructor make improvements, it is especially important to address any concerns the instructor might have upfront. Plan on 5 7 questions for a sixty-minute session to allow enough time for everyone to speak and for unanticipated answers that lead to new questions. When thinking about the questions, the following guidelines are useful:

Questions should be Open-ended. Avoid questions that can be answered yes or no.

"Why" questions are rarely asked in a focus group..

Questions should be systematically and carefully prepared but have a natural feel and flow..

Arrange questions in logical sequence. Allow for unanticipated questions. Pilot test focus group interview.

During the Focus Group (instructions for the interviewer)

Ideally, a focus group is run with an interviewer/moderator and a recorder or notetaker. The note-taker should also record attitudinal or affective characteristics of the respondents if they are particularly strong, (anger, frustration, exuberance, etc). if you are tape recording the session, having a note-taker as well will allow you to quickly summarize and share main points. Examples of useful probes include:

Please tell me (more) about that? Could you explain what you mean by? Can you tell me something else about? Could you give me an example of ?

Performance measurement
All significant work activity must be measured.

Work that is not measured or assessed cannot be managed because there is no objective information to determine its value. Therefore it is assumed that this work is inherently valuable regardless of its outcomes. The best that can be accomplished with this type of activity is to supervise a level of effort.

Unmeasured work should be minimized or eliminated. Work measurement must include the resources (manpower, expenses, and investment) required to accomplish the desired results.

Desired performance outcomes must be established for all measured work.

Outcomes provide the basis for establishing accountability for results rather than just requiring a level of effort.

Desired outcomes are necessary for work evaluation and meaningful performance appraisal.

Defining performance in terms of desired results is how managers and supervisors make their work assignments operational.





Work should be planned at the organizational level accountable for the results of that work.

This planning establishes accountability for variance analysis and corrective action.

Work planning may include breaking down the work into lower level results and resource requirements. Examples:

The lower the level of work planning and reporting the more accurate will be the variance analysis.

Work planning includes identifying the desired results from the work activity.

Operational planning begins by determining the operating results to be achieved and estimating the physical resources needed to achieve them.

Estimating relationships used to relate operating results and physical resources should be formalized so they can be monitored during performance measurement.

Example- direct production man-hours per unit produced.

Financial planning involves estimating the income and expense results from the operating plan and the investment needed to support the plan.

Estimating relationships used to relate physical activity and resources to income, expense, and investment dollars should be formalized so they can be monitored during performance measurement.

Example- revenue per unit sold.

The performance measurement baseline integrates operational and financial planning results and displays them on a common timeline.

Operational and financial planning results and resource requirements may be summarized to the organizational level accountable for the results of that work.

Operating plans and budgets must be consistent with the performance measurement baseline.

Functional operating budgets lower than the baseline can be used to provide an incentive to managers and supervisors but operating budgets may not exceed the baseline values.

Changes to the performance measurement baseline must be controlled and justified.

No retroactive changes to completed work are permissible since this negates any meaningful variance analysis.