internship report of scb

Standard Chartered Bank

INTERNSHIP REPORT ON THE STANDARD

CHARTERED BANK OF PAKISTAN,

PESHAWAR BRANCH,

SUPERVISED BY

Mr. Amir Hussain

SUBMITTED BY

Ayesha Hashmi

INSTITUTE OF MANAGEMENT STUDIES

UNIVERSITY OF PESHAWAR

Session: 2005-2009

Institute of Management Studies 1



CHARTERED BANK OF PAKISTAN,

PESHAWAR BRANCH

Internship report submitted to the Institute of Management studies in

partial fulfillment of the requirements for the degree of Bachelors of

Business Administration

January 2010



INSTITUTE OF MANAGEMENT STUDIES

UNIVERSITY OF PESHAWAR


CHARTERED BANK OF PAKISTAN, PESHAWAR

BRANCH

SUPERVISOR

Signature

Name Mr. Amir Hussain

Designation

Organization Institute of Management Studies

EXTERNAL EXAMINER

Signature

Name



Scanned certificate



TABLE OF CONTENTS

S. No. TITLE PAGE

NO

Preface I

Acknowledgement

List Of Tables

List Of Graphs

List Of Charts

Ii

Iii

Iv

V

List Of Acronyms Vi

Executive Summary Vii

Section 1

Chapter – 1

INTRODUCTION OF THE REPORT

1.1. Background 1

1.2. Purpose Of The Study 1

1.3. Scope Of The Study 2

1.4. Methodology Of Research 2

1.5. Scheme Of Report 3



Section 2

REVIEW

Chapter – 2

An Overview Of Standard Chartered Bank

2.1. Meaning Of Bank 6

2.2. Meaning Of Banking 6

2.3. Introduction To SCB 7

2.4. SCB Today 7

2.5. Branches 8

2.6. Important Statistics About SCB 9

2.7. Role Of SCB In Banking Sector 9

Chapter – 3

Organizational Structure And Management Of SCB

3.1. Organizational Structure

3.1.1. Organizational Structure Of SCB Internationally

3.1.2. Organizational Structure Of SCB Pakistan

3.1.3. Organizational Structure Of SCB Peshawar Main

3.1.4. Management Team At SCB Main

12

12

13

14

17



3.2. HRM

3.2.1. Recruitment Of Staff

3.2.2. Method Of Recruitment

3.2.3. Training And Development

3.2.4. Motivation

17

18

18

19

20

Chapter – 4

Department Of SCB Peshawar Branch

4.1. Departmentalization

4.1.1. Sales Department

4.1.2. Priority Banking Department

4.1.3. Banking Support Unit

4.1.4. It Department

4.1.5. Credit Card Department

22

23

24

25

27

28

Chapter – 5

Products And Services Offered By SCB

5.1.

5.2.

Accounts

Lockers

29

32

5.3.

5.4.

5.5.

24 Hours Banking

E-Statements

Propriety Treatment

32

35

35



Section 3

ANALYSIS

Chapter – 6

Critical Analysis

6.1.

6.2.

Financial Analysis

6.1.1. Ration Analysis

Comparative Analysis

37

37

47

6.3. SWOT Analysis

6.3.1. Strengths

6.3.2. Weakness

6.3.3. Opportunities

6.3.4. Threats

52

52

56

60

62



Section 4

Findings And Recommendations

Chapter 7

Recommendations

7.1.

7.2.

7.3.

7.4.

7.5.

7.6.

Extension Of Branches In NWFP

Check On Employees Activities

Advertisements

Appointment Of Female Staff

Proper Guidance Of Less Educated Customers

Increases Number Of Cash Counters

65

65

66

66

66

66

7.7.

7.8.

7.9.

7.10.

7.11.

7.12.

7.13.

Employees’ Behavior With Customers

Enough Space For Customers

Training And Development

Job Rotation

Revival Of Charges

ATM Network Problem

Fair Employee And Inters Selection

67

67

67

68

68

68

68



7.14.

7.15.

7.16.

7.17.

Encourage Team Work

Internship Program

Work Burden

Centralization

Section 5

ACTION PLAN

Chapter 8

Implementation Plan

69

69

69

70

71

Persons Interviewed

Bibliography

Annexure

79

80

81



PREFACE

Learning the emerging skills is one of the means to keep the pace with

time. Business is most dynamic and ever progressing field. Newer skills

are developing day by day. Hence to keep the pace, learning of basics of,

is taking the first step.

Internship is compulsory requirement of Bachelors Degree in Business

Administration. The main purpose of internship is to develop skills to

perform well in professional life and to have an experience of working in

real life situation. After completing the internship program, the student has

to develop a comprehensive internship report.

The appeal of being a part of an organization, which has its root in the

history of 19th century, augmented with a rich cultural background, was

extremely fascinating and finally I decided to see and explore this

multinational organization.

I joined Standard Chartered Bank as an internee and worked there for a

period of eight weeks after clearing the test and interview. The reason for

choosing, this bank for internship was to enhance my skills, to have the

practical know how of business organization and to develop a

comprehensive internship report for completing my professional degree of

business administration.

Utmost efforts are made to complete this internship report in all respect.

However, I think, there is always room for improvement. Internship



report in the hand is simplest possible approach of writing a report. I

believe that the process of learning never stops. This report is the first step

towards the long journey of acquisition of knowledge .May Allah is with

me in all times of tests. Amen!



ACKNOWLEDGEMENT

All praise for ALMIGHTY ALLAH whose Uniqueness, Oneness, and

Wholeness is unchallengeable, guided me in difficult circumstances. All

respects are for His Holy Prophet Hazrat Muhammad Peace Be Upon

Him, who enabled us to recognize the Oneness of The Creator.

I am greatly in debited to my supervisor Mr. Amir Hussain who

supervised my internship report and guided me throughout the period with

great patience and kindness.

In this first meeting of eight weeks with my practical life, I have the

honor of working with some highly talented, successful, initiative,

impressive, and inspiring banking executives specially Miss Noor, Mr.

Akmal Khan, and Mr. Adil Khan who guided me in learning the works

performed by them in their routine tasks.

Special thanks also go to the librarian, Institute of Management Studies

(IMS) for his help. He provided me with lots of relevant material for

references.

Finally, heartiest thanks go to my family whose guidance and

encouragement always helped me succeed in my goal.

AYESHA HASHMI

Student of BBA HONS

Institute Of Management Studies

University of Peshawar



January 2010

LIST OF TABLES

TITLE TABLE NO: PAGE NO:

Important Statistics 2.6. 9

Management team at

SCB

3.1. 17

Accounts 5.1. 30



LIST OF GRAPHS

TITLE Graph no PAGE NO.Gross Profit Margin

6.1. 39

Return On Assets 6.2. 40

Return On Equity 6.3. 41

Current Ratio 6.4. 43

Debt To Asset Ratio

6.5. 44

Debt To Equity Ratio

6.6. 45

Asset Turnover Ratio

6.7. 47

Total Assets 6.8. 48

Profit Before Tax 6.9. 49

Net Revenue 6.10. 49

Earnings Per Share

6.11. 50

Loans 6.12. 51

Net Investments 6.13. 51



LIST OF CHARTS

TITLE CHART NO. PAGE NO.Organizational Structure Of SCB

3.0. 16

HRM Process 3.1. 19



LIST OF ACRONYMS

AM Accounts Manager

BFC Banca Financial Consultant

BOM Branch operations manager

CRO Customer Relationship Officer

DFI Development Finance

Institutions

EBBS Electronic basis banking system

FM Floor Manager

GBP Great Britain Pound

MCB Muslim Commercial Bank

NBP National Bank Of Pakistan

PFC Personal Financial Consultant

SBP State Bank Of Pakistan

SCB Standard Chartered Bank



EXECUTIVE SUMMARY

The purpose of this report is to evaluate the performance of Standard

Chartered (SCB), Peshawar Branch. The internship experience of the

students of Institute of Management Studies is a partial requirement for

the fulfillment of their Bachelors Program. The presentation of the

internship experience in the form of an internship report also carries great

importance and a student is judged based on the quality of the material

that has been produced.

The report aims at appraising the working of Standard Chartered Bank, its

functions and operation and attempts to assess its performance. Certain

recommendations are presented for the potential areas of improvement. An

implementation plan of the recommended steps is given at the end of the

report.

Standard Chartered is the oldest foreign bank in Pakistan. Its name is

generally considered for quality and reputation. It offers a broad range of

products to target different market segments.

A very serious problem at SCB is that it is understaffed. Employees are

overburdened with work, which leads to errors in their work. This also

gives rise to poor customer service as the employees find it difficult to

answer queries, hence most of the times they avoid arguments, and

customer are left neglected and disappointed. Understaffing is also one

main reason for the hostile relation between the employees of the bank.



The financial analysis of the bank shows that bank had a sound financial

status in the previous years as compared to 2009 due to global economic

recession and the current situation of law and order.

Recommendations and suggestion are based on the personal observations

of internee relating to irregularities and general mistakes that occasionally

take place in the organization.

The implementation plan deals with solving the underlying problem of

several other problems, the understaffing of the bank. The possible

solutions are specifically focused. A short-term plan and a long-term plan

are devised to deal with the rooted dilemma that threatens to affect several

other departments of the bank also. The implementation of the plan seems

to surely prove beneficial to bank in several aspects, i.e. improved

customer service, friendly employee structure, and pleasant working

environment inside the bank.



SECTION 1

INTRODUCTION OF THE REPORT

CHAPTER 1

INTRODUCTION

1.1. BACKGROUND OF STUDY

For the attainment of bachelor’s degree, many universities have

requirements of projects or internships, which need to be fulfilled. In

Institute Of Management Studies, University of Peshawar, we have to

attain practical knowledge through an eight-week internship program. The

report required by institute is based on practical and theoretical knowledge

gained by student during his or her internship period.

The focus of this internship report is to study, analyze, and give

recommendations on the performance, working conditions and market

position of Standard Chartered Bank, Peshawar Main Branch. SCB is

considered one of the most outstanding and prominent banks of Pakistan

as far as its reputation and services are considered. SCB is a British bank

that opened its first branch in Karachi in 1963.

1.2. PURPOSE OF STUDY



Broad Purpose

a. To get acquaintance with the practical environment

b. To improve communication skills

c. To see the practical application of our professional studies

Specific Purpose

a. To get introduction to the modern banking practices

b. To analyze financial position of the bank

c. To explore strengths and weakness of the bank

d. To objectively observe banking operations and working

closely specially of SCB Peshawar Main Branch

e. To make recommendations for the improvement of the

currently employed banking operations on the basis of

study

1.3. SCOPE OF WORK

The scope of the study covers two areas and their related variables.

a. Variables related to bank

b. Variables related to branch

This report covers bank’s financial analysis, products offered by bank

along with branch’s consumer banking departments, SWOT analysis, and

layout of branch.

1.4. METHODOLOGY OF RESEARCH



The methodology for the collection of information and analyzing data is

based on following tools

1.4.1. Primary Tools

a. Personal observation (participant and non-participant

observation)

b. Interviews of personal (unstructured interviews)

c. Briefing given by bank’s employees

1.4.2. Secondary Tools

a. Annual reports

b. Internet

c. Brochures of bank

d. Books

1.4.3. Limitation

While collecting data there were many limitations faced which if not were

present may resulted in a better and more accurate report. Some of the

limitations are

a. Lack of sufficient written material

b. Current adverse situation of Peshawar

c. Confidential nature of data

d. Insufficient time given for briefing

e. Busy schedules of employees

1.5. SCHEME OF REPORT

The arrangement of report is in the following sequence



Section 1

Introduction to Report

This section has one introductory chapter

Chapter 1

This chapter contains Background, Purpose, Scope, Methodology, and

Scheme

Section 2

Review

This section deals with review of literature and introduction of

organization. It contains following chapters

Chapter 2

Introduction to Bank

Meaning Of Bank And Banking, Banking Sector In Pakistan, Banks

Operating In Pakistan, Over View Of SCB, Branches, Head Office,

Position In Pakistan’s Economy, Vision, Mission Etc

Chapter 3

Organizational Structure and Management

Over All Organization, Structure Of Bank, Organizational Structure Of

SCB Main Branch, Management At SCB, HRM Activities.

Chapter 4



Departments of Bank

Chapter 5

Products and Services Offered

Section 3 Analysis

Chapter 6

Financial Analysis

SWOT Analysis of Branch

Section 4

Findings and Recommendations

Chapter 7

Recommendations

Section 5

Action Plan

Chapter 8

Implementation Plan



SECTION 2

REVIEW

CHAPTER 2

HISTORY OF SCB

2.1. MEANING OF BANK

Some authors write that the word bank is derived from Italian word

“bancus” or “banque” which means a bench. Because in the old days the

Jews used to make banking settlements by sitting on the benches, therefore

it was given the name of bancus, which changed to bank.1

Some other authors are of the opinion that the word bank is derived from a

German word “back”, which means “joint stock fund” & when the major

part of Italy was occupied by the German then this word ‘back’ was

Italianized in to the word bank.

2.2. MEANING OF BANKING

The banking companies’ ordinance, 1962 defines banking as “banking

means accepting for the purpose of lending or investment, of deposits of

money from public, repayable on demand or otherwise and withdrawal by

checks, drafts, order, or otherwise.”2

1 (on-line) Available http://www.wikipedia.com 2 (on-line) Available http://www.wikipedia.com


http://www.wikipedia.com/



2.3. INTRODUCTION TO SCB

Standard chartered is the world’s leading emerging bank, head quartered

in London. Its business however has always been overwhelmingly

international. The bank is currently operating in Africa, Asia pacific,

America, Middle East, south Asia, and Europe.

Standard chartered is named after two banks, which merged in 1969. They

were originally known as the standard bank of British and South Africa

and the chartered bank of India, Australia, and china. Both banks were

keen to capitalize on the huge expansion of trade between Europe, Asia,

and Africa and to reap the handsome profits to be made from financing

that trade.

The bank is trusted across its network for its standard of governance and

corporate responsibility as well as its commitment to making a difference

in the communities in which it operates.

Standard chartered expanded its network, and has an office in every

country in the Asia pacific region. Standard chartered is now focused on

providing cross border services to its Latin American core customer base,

composed of multinational corporations, international financial institutions

and large local corporations. In 1999, standard chartered acquired the

global trade finance business of union bank of Switzerland. This

acquisition makes standard chartered one of the leading clearers of dollar

payments in the USA.

2.4. STANDARD CHARTERED TODAY

Standard chartered employs 38,000 people in 950 locations in more than

56 countries in the Asia pacific region, south Asia, the Middle East,



Africa, the United Kingdom, and the America. Standard chartered is one

of the world’s most international banks, with employees representing 80

nationalities.

It serves to consumer and corporate banking. Consumer banking provides

credit cards, personal loans, mortgages, deposit taking and wealth

management services to individuals and small to medium sized

enterprises. Wholesale banking provides corporate and institutional clients

with services in trade finance, cash management, lending, securities

services, foreign exchange, and corporate finance.

Standard chartered is well established in growth markets and aims to be

the right partner for its customers. The bank combines deep local

knowledge with global capability.

The bank is trusted across its network for its standard of governance and

its commitment to making a difference in the communities in which it

operates. Standard chartered is one of the world’s best international banks.

In all their markets they are

committed to being the right partner to their

customers, employees and the communities

in which they operate.

2.5. BRANCHES

The bank with its long heritage of nearly 150 years is capable to change

with time, offering quality products by means that are convenient to the



potential customers. The bank has currently 162 online branches across

Pakistan in all the four provinces and major cities, which ensure that the

services are being performed quickly and efficiently.

There are four branches of SCB in Peshawar offering unmatched services

to the customers. Among them, one is providing Islamic banking services

to the customers (SCB Sadiq). The Main Branch of Peshawar is located on

mall road, on which this internship report is based on.

2.6. Important Statistics about SCB World Wide3

Total branches in world 735

Total braches in Pakistan 162

Total branches in Peshawar 4

Countries of Operations 56

Total clients in Peshawar region 145,000

Table: 2.1.

Source: www.standardcharteredbank.com

2.7. ROLE OF SCB IN BANKING SECTOR

SCB is one of the most dynamic and progressive bank in the banking

industry of Pakistan. This is due to its impressive growth and

development, which it achieved during sixty years of its existence. It did

3 www.standardchartered.com


http://www.standardchartered.com/


not take long for standard chartered bank to grow into one of the leading

bank in the country overtaking the several other banks, which were its

competitors, were established earlier.

SCB used fresh methods of customer’s service instead of usual ways of

the day, which was market oriented and appealed to its customers. SCB’s

dynamic, radical, and personalized style of banking differed significantly

for the conventional business patterns of the period. In fact every feature

and aspect SCB’s behavior reflected highlighted those differences most

significantly, the commitment to serve the customers.

The expansion and growth of the 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 SCB

has started a new era in the banking system. This was the phase

competition with the already established giants. Banking underwent a

complete change; clients were naturally attracted to the bank, which

provided better and quicker banking services. When standard chartered

bank challenged the major banks of the time they began evaluate their

policies and were surprised to find that they had a lot to change before

long. They began to change and adopt a more modern and relevant

strategy.

The banking sector as a whole and SCB in particular has played an

important role in helping to mobilized savings.

The bank has always played key role in the promotion of foreign trade

especially in financing of exports. The bank’s achievement in the area is

commendable, as it has not only to compete with the domestic banks but

with the large international financial agencies as well.



SCB also plays it part in the development of society as well. It has

established public libraries in many cities and towns.



CHAPTER 3

ORGANIZATIONAL STRUCTURE AND

MANAGEMENT OF SCB

3.1. ORGANIZATIONAL STRUCTURE

In a business organization it is defined as, “formal hierarchy for

management decision making, reporting and control, and establishing

accountability and responsibility; the structure defines the line of authority

and specifies who is answerable for what and to whom for business

operations and performance of the organization. The structure is based on

the functions of the organization and its business, segmented into

departments, but interlinked according to the nature of the activities

performed.”4

3.1.1. Organizational Structure Of SCB Internationally

SCB is a functional organization with its headquarters in London where a

CEO heads the whole SCB group. Based on geography Standard

Chartered has been divided into different regions like China, Middle East,

Africa, South Asia, Europe, North, and Central America etc with an office

for each region. Furthermore, Standard Chartered has also functional

4 (on-line) Available http://www.answer.com


http://www.answer.com/


divisions like consumer banking, corporate and institutional banking,

human resource, etc, which are headed by the functional managers.

Reporting to the regional heads, we have the CEOs of different countries

and the country heads of various functional departments. The country head

of Pakistan who is the senior group representative reports to the regional

head in Dubai they have a board that provides a good balance

4.1 of support and challenge to the group’s senior management. They

believe good governance and good performances reinforce each other. In

the past year there has been an intensified focus on regulation in the

financial services industry and they are working even more closely with

their regulators around the world. Organizational Structure of SCB

Pakistan

Standard chartered group in Pakistan is headquartered at Karachi with

branches in all major cities of the country. Branches are classified as main

and sub branches and all these branches report to the country distribution

manager in Karachi.

In cities with more than one SCB branch, there exists one main branch, all

other branches report to the main branch. Apart from this SCB has divided

Pakistan into regions. In each region, a regional manager overlooks the

activities of whole region. The total number of branches of SCB operating

in Pakistan is 162.

A single chief executive officer heads the SCB group in Pakistan.

Working under the CEO are the heads of various departments of the bank.

They are the consumer banking head, corporate banking head, investment

head, international operations head, human resource head; treasury and



information technology head. Then this Pakistan’s CEO has to report to

the regional head at Dubai.

3.1.2. Organizational Structure Of SCB Peshawar, Main Branch

At the SCB Peshawar branch, the workforce has been divided into

different groups on a functional basis and raked according to their

positions at the bank.

SCB main head office of Peshawar is headed by the regional operational

manager (ROM) and regional manager (RM). ROM is responsible for

working of operations department while RM overlooks the consumer

banking and priority banking departments. Working under the regional

head is floor manager and customer relations manager of priority banking

department. The FM supervises accounts manager and Banca financial

consultant (BFC). In main branch, there is one PFC and one senior AM

while two junior AMs and one BFC. CRO also comes under the

supervision of FM.

PFCs are responsible for marketing the bank’s products and services and

bringing in fresh business. This is why they have the direct sales

representatives (DSR) assisting them in discharging their duties. PFCs are

there to provide guidance to customers and help them with their queries.

BOM heads the cash operation department. This department handles

physical cash directly at the bank. Branch operations manager (BOM)

works under ROM who supervises tellers and lockers custodian. In main

branch, there are two BSU tellers, one BSU supervisor, and one lockers

custodian. The locker division also falls under the control of operations

head and the locker custodian reports to him.



Other department at the bank is credit card department. The credit card

department does not report to the floor manager but rather to the credit

card regional manager in Islamabad. One collection and service officer

forms it. Two sales agents also work in this department. The collection

and the services officer is salaried worker while the sales agents work on

the commission basis. The bank also hires a telephone operator on contract

basis. Organizational structure of the branch is as follows



3.1.3. Management Team at SCB Main

Designation Name Grade

Regional Operations Manager Mr. Shahab Khan 6

Regional Manager Mr. Emran Assad 6

Floor Manager Mr. Adil Khan 7

Branch Operations Manager M. Yousaf Iilyas 7

Customer Relations Manager Mr. Akmal Khan 8

CRM Mr. Hashim 8

Banca Financial Consultant Mr. Zulfiqar 8

Accounts Manager Mr. Naveed 8

PFC Mr. Awais 8

BSU Supervisor Mr. Rizwan 8

BSU Teller Mr. Mohsin 9

Locker’s Custodian Mr. Zeshan 9

AM Mr. Hamza 9

AM Mr. Mughes 9

CRO Miss Noor 9

Table No. 3.1. Management Team at SCB

Source: Floor Manager, M. Adil Khan, SCB main, Peshawar Branch

3.2. HUMAN RESOURCE MANAGEMENT



Human resource management has always been the key factor in an

organization’s achievements. The employees of an organization forever

determine the route of success for the business. The primary concern of

HRM has been on the subject to mould the personality of employees in a

manner, which formulates the individual goal of the staff into the

organizational objective. SCB has devised its own policies for the

recruitment, training, and motivation of employees.

3.2.1. Recruitment of Staff

Recruitment is the development of a pool of applicants for a job. The

selected one recruit serves the organization with their skill and

qualification.

The requisites of SCB recruitment policy are as follows:

a. Qualification requisite is masters in business or public

administration, management sciences, and honors/first, degree

from HEC recognized university.

b. Third division or d- grade in any examination after

matriculation onwards of is unacceptable.

c. 26 years is the age requirement.

3.2.2. Method of Recruitment

SCB has developed its own recruitment process based on the requirements

of the bank’s policies. The first step is advertisement, online

advertisements and advertisements in print media are given which are

main source of pools of applicants. Among the pools, selection of

candidates is done based on the above-mentioned criteria. These selected



candidates are called for a written test. Those qualifying the tests are

further asked for an interview in the main branch of the region. The

committee including the manager of retail banking services and treasury

manager evaluates the candidates based on the personality,

communication skill, and educational qualifications. Short listing restricts

a small group of candidates selected for the final interview. The committee

including chief manager administration seeks the potential candidates,

evaluating their subject knowledge, analytical experience, general know

how and particular information about the job. The successful candidates

are enlisted for the job.

The selected candidates go through a medical checkup as well. After that,

they are engaged in a 3 months service-training program. This enables

them to be acquainted with all the functions in the bank.

Chart No. 3.1.

Source: (on-line) available http:// www.standardcharterd.com

3.2.3. Training and Development

Training enables the employees to explore their potential; development

polishes that talent and skill, as well as it seeks the opportunities to use

their expertise professionally. Their approach aims to ensure that all


http://www.standardcharterd.com/


employees are clear about what they are expected to achieve, their

personal development goals, and their contribution to business

performance. They work alongside employees to support career growth.

This includes personal development planning, strengths identification,

mentoring and structured learning and development is encouraged for all

staff and is essential to enhance and develop their employee capabilities.

SCB exercise two kinds of training and development programs for the

employees.

a. Initial training

b. On the job training

Training before service is given to the staff at preliminary period i.e.

immediately after the appointment of fresh candidates. The time is 16

months for theory-related topics such as banking operational disciplinary

courses and 3 months for operational practice.

In-service training is offered to employees on the job to familiarize them

to newest expertise and technique of business. Training courses are

presented which include lectures, movies, diagrams, and reading materials

about latest system and equipment. This training is facilitated three or 4

times during entire service of the workers. The duration varies from 3 days

to 3 weeks.

3.2.4. Motivation

Motivation refers to forces that energize, direct, and sustain a person’s

efforts. A highly motivated person will work hard towards achieving

performance goals. With adequate ability and understanding of the job,

such a person will be highly productive. Diverse techniques are exploited



at SCB for the motivation and performance appraisal of employees. The

procedures are as follows:

a. Promotion

Promotion is chiefly on the base of capability, aptitude, talent and

performance of the employees. Bank has a performance management

system that aims to provide an objective view of employee performance.

A standardized process and performance management tools are used to

ensure objectivity across the bank.

b. Medical Allowance

Bank provides medical allowance to the employees on production of

medical certificates by employees showing that they have paid. Bank

provides a certain percentage to the employees.

c. Punishment

Punishment may be conferred in case of misconduct by halting promotion

and bonus. It is an efficient means for improving the performance of the

employees.

d. Salary

Beside a basic pay scale bonus is given to employees if they achieve more

than their targets.

e. Inspection and Audit

Inspection teams are sent from time to time from main head office Karachi

to evaluate the performance of employees. Apart from this audit, reports

are also made annually on the performance of employees, which are sent



to the main head office that are helpful in promoting and appraising

employees thus a positive mean of motivation.



CHAPTER 4

DEPARTMENTS OF SCB

PESHAWAR BRANCH

4.1. DEPARTMENTALIZATION

“A department is a unique group of resources established by management

to perform some organizational task. Departmentalization is the process of

establishing departments within the management system.”5

Every organization is divided into definite departments. Each department

performs different kind of job and requires staff with specialized skill to

handle the particular job.

The Peshawar branch of SCB is comprised of several departments. The

division is made on the base of functions and job they perform. Hence, it

can be concluded that SCB has adapted to the policy of functional

departmentalization. The main departments at the SCB Peshawar branch

are mentioned below. The branch is divided into

1. Sales and service department

2. Priority banking department

3. Banking support unit

Strong room

Teller services

5 (on-line) Available http://www.hrdictionary.com


http://www.hrdictionary.com/


Locker services

Remittances

Deposit

4. IT department

5. Credit card department

1. Sales Department

The job of sales department is to attract the customers to open account in

the bank. Sales department is headed by Mohammad Adil Khan (floor

manager). He mainly is responsible to look for the whole sales personal

along with the customer relation departments. Assisting the floor manager

are PFCs (personal financial consultants), direct sales representatives

(DSR), and customer relations officers (CRO) reporting to him. PFCs

report directly to the floor manager.

The main functions of the personal financial services sub-division are

account opening and closing, customer queries, deposits, filling out forms,

and other services related to accounts. There are four accounts managers

(AM) responsible for the account opening services and attending

customers when they make a visit to the bank. They too convince

customers for the banks varied product they are further responsible to look

for the activities of DSRs (direct sales representative). Every AM has a

group of DSRs who report to them. DSRs are mainly the runners of bank

they visit different peoples from various fields of life and motivate them to

open accounts with the bank. Apart from this sales department has also

one BFC, Banca financial consultant, who comes under sales department

and is responsible for selling insurance products. In the current branch,

Mr. Zulfiqar is BFC. In the SCB, main branch, priority banking



department and customer relations department also come under sales

department.

The main function of customer relation department is to provide customer

related services like helping customers in their problems, filling deposit

slips, balance enquiry, providing statements of accounts and many

services. Female interns are mainly employed there to help the CRO

(customer relation officer). In SCB, main branch there was only one CRO

(Miss Noor) therefore; interns were assisting her in her daily activities.

The basic responsibility of this division is to entertain customer queries

about account balances, ATM, chequebooks, certificates etc and provide

them with guidance.

2. Priority Banking Department

Priority banking is a special banking system offered to the upper class

customers of the bank. Since these customers are having accounts worth 3

million, therefore they are given separate special treatment, as they are

important source of capital to the bank. These priority customers have a

separate CRM who helps them in investing their capital in useful bank’s

products and is available to help them in bank. In the main branch of SCB,

the priority-banking department has two managers. Akmal khan Khattak is

CRM (customer relation manager) and Hashim khan both deal with

priority customers and come under reporting of the Branch manager.



3. Banking Support Unit

The main branch has a BSU in which many activities are performed.

Cashiers and tellers are also part of it. Normally BSU is related to the

operations department and they carry out activities collectively. Entry in

BSU is not for everyone specific code is given to the workers of BSU to

enter in by putting the code. This dept is backbone of all activities of the

bank. BSU and universal tellers work in this division and they coordinate

the activities of the front office. This division deals with operational

issues. This BSU is also located in the cash section and only authorized

personnel can enter. Universal tellers do not handle cash directly. Instead,

they offer other services.

BSU has further many divisions but before going into details of sub

divisions let us have a quick review of basic functions of BSU

a. Receipt of all documents from PFCs for checking and

onward dispatch of such items for processing after signature

of the BOM

b. Remittances

c. Receipt of clearing/collection cheques and onward dispatch

d. Cheque book custody and deliveries

e. Issuance of counter cheques

f. Cheque book destruction

g. Marking of stop payment/cheques

Now we will have a look at the sub division of BSU department.



a. Strong Room

All the money at the bank is kept in the strong room, which is located

within the cash department. Only authorized personnel are allowed inside

the department, and no one else.

b. Teller Services

Cashiers working in the BSU dept are called tellers. The department is

headed by a TSM. This department handles all physical cash. The

functions of this department are:

a. Cash transactions(all currencies)

b. Cash balancing

c. Custody and delivery of welcome packs

d. ATM servicing and attending to routine faults

e. Solving CDM related queries

c. Locker Services

The bank also offers locker service for the safe custody of valuables. The

locker service also falls in the BSU division. Lockers are provided to

customers who maintain an account with the bank. The fee varies with the

size of the locker.

Locker Rent

The rent of locker is determined by the Bank. Charges for year 2008 are:

Small size lockers are rented for Rs. 4000 P.A.

Large lockers are rented for Rs. 6000 P.A.



d. Remittances

The remittances department transfers the funds from one bank to other

bank and from one place to another place.

In remittances department the collection take place. The SCB made

payment of only open cheques on the counter and prohibits the payment of

crossed cheques.

e. Deposit

Deposits are the main source of collection of money from individuals,

firms, and companies. They are although considered as liabilities of the

bank but the makes a bank’s financial position sound and stable. Banks

forward money to investors and earn profit on it. This Deposit Department

is responsible for the performance of the following jobs.

a. Dealing in account issues

b. Cheque book issuance

c. ATM Cards provision

4. IT Department

In Peshawar branch, the whole system is computerized and each computer

is linked with one another through networking. The programming

language that they have used is java and its database is at Karachi. The

database they use is developed by the bank for only their use known as

EBBS. The overall system is linked with the headquarters. The IT

department at Peshawar branch is a restricted area and only the senior staff

is allowed inside.



5. Credit Card Department

This is a separate unit at the bank with a regional manager in Islamabad.

The credit card department of Peshawar main is located outside the bank

in Mall Towers. The cards department falls in to the consumer banking

division. In Peshawar, the bank has approximately 5000 credit card

members and to serve them is the responsibility of a credit and collection

executive that is also called customer services officer.



CHAPTER 5

PRODUCTS AND SERVICES OFFERED BY SCB

5.1. PRODUCTS AND SERVICES

SCB has introduced various types of products to meet different class of

customer’s requirement. It offers accounts in Pak rupee as well as foreign

currencies. Standard chartered is committed to being a high performing

organization, which delivers excellent results and standards of service and

products to all our stakeholders. Standard chartered offers different kind of

services to its customers. The bank charges its customer according to the

schedule of charges. However, it also offers some complimentary services

free.

Some of the products and services offered at SCB Peshawar branch are

below

5.1. Accounts

5.2. Lockers

5.3. 24 hours Banking

5.4. E-Statements

5.5. Priority Treatment

5.1. ACCOUNTS



Different kinds of accounts are offered by SCB. Accounts can be in Pakistan

currency or some foreign currency. Some of the currencies in which accounts

are available are

PKR Pak rupee account

USD U s dollar account

GBP Great Britain pound a/c

JYP Japanese yen account

EUR Euro account

Table No. 5.1.

Source: Broachers of SCB

Apart from the verity of currency accounts some of the other types offered

are below

a. Current account

b. Easy saver account

c. Xtra Mile Account

a. Current Account

A current account can be opened in Pak rupee or US dollars. An individual

Pak rupee account holder will also have access to 24 hours banking

through the banks money link ATMs, SMS banking, phone banking, free

of charge. It has the following features:

a. Minimum balance requirement is Rs. 5000 per month

b. Welcome pack provided for its PKR accounts

c. Free 24 hours phone banking



d. Free 24 hours deposit and withdrawal facilities through ATM/

CDM network

e. Account can be accessed through any branch in Pakistan, every

branch is customer’s branch

b. Easy Saver Account

It is a type of saving account. It offers the dual advantages of earning

profit on daily balances with liquidity and having full access to your

money at any time. The profit on easy saver account will be calculated on

the minimum balance held in the account each month, every month for a

six-month period. The convenience of savings 24 hours a day by using the

personal account link ATM card, and by accessing phone-banking services

at the customer’s own preferred banking hours, is also provided.

Its features are:

a. Easy deposit and withdrawal from SCB anywhere in Pakistan

b. Minimum opening balance as low as PKR 5,000 and minimum

monthly balance requirement is 25,000.

c. Profit is credited to account on a six monthly basis in January and

July

d. Profit of 7% p.a. on all balances

e. Taxes and zakat are applicable

c. Xtra Mile Account

“You enjoy the ride we will take you Xtra mile”



Now customers can open Xtra mile account and maintain an average

balance of 15000. They will get a debit card, which they can use at all fuel

stations across Pakistan. Account opening balance is 15000 only.

Apart from above mentioned accounts there are many different types of

accounts that are available but could not be covered due to shortage of

time.

5.2. LOCKERS

Lockers are provided to customers who maintain an account with the

bank. The fee varies with the size of the locker. At SCB, safe keeping

service is also provided to customers. To acquire a locker,

a. The customer must attach a copy of ID card with the locker rental

form.

b. He must be an account holder at the bank.

5.2.1. Locker rent

The rent of locker is determined by the bank. New charges for year 2008

are:

a. Small size lockers are rented for Rs. 4000 p.a.

b. Large lockers are rented for Rs. 6000 p.a.

5.3. 24 HOURS BANKING

“Your business does not stop, neither do we”



SCB provides 24 hours banking facility to its customer through every

possible and convenient means their customers can think of. Some of the

means of 24 hours banking are

a. ATM/ CDM

b. Phones banking

c. SMS banking

d. Internet banking

e. Standard Chartered alerts

a. ATM / CDM

SCB’s branches are open 9 am to 5 pm but customers can have cash

withdrawals and deposit facility 24 hours a day, 7 days a week through

ATM and CDM. Through ATM cards, the banking has been made very

easy for the customers because they can have access to their account

anywhere at any time.

b. Phone Banking

Customers can carry out the transactions through phone. With phone

banking services now, customers can avail following facilities

Balance inquiries

Transactional details

Cheque book request

ATM cards replacement request

c. SMS Banking



SCB offers SMS banking through this customer can check balance and

last five transactions on the go. SMS alerts can also be activated and get

informed on every transaction.

d. Internet Banking

“You like to bank in your own time we provide you instant access online”

Online, real time access to account can be done. Online banking is an

internet banking service that allows customer to access your bank from the

comfort of customer’s home or office. Though online banking facility

customer can do following tasks

Account information, updated balance of account and keep track of

transactions.

Buy mobile prepaid cards online

Check cheque status online

Download or request online statements

Order free cheque books

View all your accounts and credit cards in one window

Pay credit card bills

Transfer of funds online within Standard Chartered bank

Email alerts can be activated and get informed about every

transaction

e. Standard Chartered Alerts

“Your banking activities are important our alerts keep you updated”

Receive free SMS and email alerts on your transactions. Stay informed

anywhere, anytime!



Customers can receive bank accounts alerts and credit card alerts. Any

deposit in account, withdrawal, transfer, or purchase on debit card can be

received through alerts.

5.4. E-STATEMENTS

Any customer with an e-mail can receive an e-statement and it is fast,

reliable, and ultra efficient and it is designed to minimize paper work and

to maximize convenience. Customers can receive advice through e-mail

free. This offers customers 24-hour access to their financial standing.

Customers receive e-statements as often as they have specified in their

account opening forms. No bank charges are involved. All anyone needs

to get started is an e-mail address. The e-statements can be delivered to

more than one e-mail address.

5.5. PRIORITY TREATMENT

“You have banking needs we will give you priority”

As an exclusive program of personalized banking for those who wish to

get more benefits out of their bank. SCB priority banking caters to the

banking and investment needs of successful individuals who are busy with

work and family commitments. Priority banking offers privilege and

preferred financial solutions tailored according to the individual needs of

the priority customer. Individual attention as well as international banking

and investment opportunity is offered to meet the current and future needs

of priority customers. Besides providing unique financial planning service,



that provides customized solutions for the financial needs, investment and

risk profile, and priorities in life of customers.



SECTION 3

ANALYSIS

CHAPTER 6

CRITICAL ANALYSIS

Critical analysis of an organization discovers its potential areas of

improvement and evaluates its performance of the past period. It identifies

the possible solutions to problems faced inside the bank and gives an

insight of the opportunities, which can be exploited to reap benefits. The

critical analysis is divided into 2 parts financial ratio analysis and SWOT

analysis.

The financial analysis is divided into two parts one is comparative analysis

of the financial statements and other is ratio analysis of the bank based on

its national performance. The different ratios calculations are taken from

the semiannual financial statements for the period ended June 30, 2009

and June 30, 2008.

The SWOT analysis comprise of the strengths it has, the weaknesses that

are a part of it, the opportunities that it can exploit and the threats it faces

from competitors. However, it encompasses generally the Peshawar main

branch.



6.1. FINANCIAL ANALYSIS

The financial analysis is based on comparative analysis of the financial

statements and ratio analysis of the bank, based on the financial

statements.

6.1.1. RATIO ANALYSIS

The relationship of one item to another expressed in simple mathematical

form is known as a ratio.6 Ratio analysis of the bank shows how the bank

is performing in the competitive market for a certain period. Different

ratios analyze the bank’s capability. Varied relations are drained based on

this examination.

Financial ratios have their own importance in analyzing the firm’s

performance. An increase or decrease in one ratio does not mean anything

superior or terrible it is always linked to another one that is more

important. Considering the example of higher interest, if the bank wants to

have most of the deposits of the market, it has to offer higher interest rates.

This would bring the deposits, thus deposits will increase, but on the other

hand, it will have to pay higher interest as well, thus decreasing the profit

ratio.

Financial ratio analysis involves the use of various financial statements.

These statements do several things. First, the balance sheet summarizes

the assets, liabilities, and owner's equity of a business at a moment in time,

usually the end of a year or a quarter. Next, the income statement

6 (on-line) Available http://www.financaildictionary.com


http://www.financaildictionary.com/


summarizes the revenues and expenses of the firm over a particular period,

usually a year or a quarter. While the balance sheet represents a snap shot

of the firm's financial position at a moment in time, the income statement

depicts a summary of the firm's profitability over time.

In this report, half-yearly statements of 2008 and 2009 are analyzed and

compared. Balance sheet and profit and loss account are given at the end

in annexure one and two.

1. PROFITABILITY RATIOS

This ratio indicates how much a company’s revenue is eaten up by

expense, sales, asset investment, and equity.

a. Gross Profit Margin

This ratio measures the margin of gross profit in the overall sale. The rest

of the margin represents the portion occupied by the cost of services.

Formula

Gross profit margin = gross profit/ sales

2008 = 31.97%

2009 = 40.91%

Graphical Representation

Graph 6.1.



Source: Half-Yearly Report of SCB 2008 & 2009

Interpretation

SCB has been able to increase the level of gross margin from 31.97% in

2008 to 40.91% in 2009. The ratio means that SCB has earned Rs. 0.31

and 0.40 against sales of Rs.1 in 2008 and 2009 respectively. The higher

the ratio the better is the cost controls compared to its sales revenue. If we

look at the sales revenue volume, it is almost the same and there is hardly

any difference or improvement during the one-year period. The increase in

gross margin is because of the decrease in cost of services.

b. Return On Assets

The return on asset ratio indicates how much income each rupee of asset

will generate on average. It shows the efficiency of the investment of

business.

Formula

Return on assets = net income / total assets

2008 = 2.81 %



2009 = 2.56 %


Graph 6.2.


Interpretation

This ratio indicates a low-income generation for each rupee of assets but it

is a normal figure for commercial banks. The ratio tells us that SCB is able

to earn 2.81% and 2.56% on single rupee investment in capital in the year

2008 and 2009 respectively. From the values, we can see that SCB’s

return on assets has decreased showing that in 2009 the investments were

not efficient compared to 2008. This decrease can be due to management’s

inefficiency in controlling costs or decrease in net profit.

c. Return On Equity

This ratio indicates how much rupees were generated from each rupee

investment by the shareholders. The net profit is the ultimate result of the

operations of the firm. After all the claims are satisfied, the net profit is the



share of the owner of the capital. The prime objective of the owner of the

capital is to earn profit and if the firm is not able to achieve that objective,

the firm is useless.

Formula

Return on equity = net income / common equity

2008 = 42757140/ 38715850 = 11%

2009= 4398915/38715850 = 11.3%


Graph 6.3.


Interpretation

This ratio tells us how much income will be generated for each rupee of

investment made by the owners. From the above figures, we can see that

the owners of the bank will get more return on equity in 2009 as compared



to 2008. It is a very high return for shareholders and thus too much

attractive for investors.

2. LIQUIDITY RATIOS

Liquidity ratio indicates how quickly and easily a company can generate

cash for its needs. They compare short-term obligations to short-term or

current resources available to meet these obligations. From these ratios,

much insight can be obtained into the present cash solvency of the firm

and the firm's ability to remain solvent in the event of adversity. Some of

the ratios used to identify liquidity of firm are following

a. Current Ratio

Current ratio compares the current liabilities of the bank with its current

assets and measures the bank's ability to pay its current liabilities out of its

current assets. The owner would like to have a low level of current ratio

because current assets are supposed to be less productive. On the other

hand, creditors would like to see a higher level of the liquidity ratio

because it is a guarantee for them that their loans will be paid to them

when they come due.

Formula

Current ratio = current assets / current liabilities

2008 = 0.86

2009 = 0.83


Graph 6.4.




Interpretation

The current ratio of SCB Pakistan was 0.86 in the year, 2008 and has

decreased to 0.83 in 2009. There is no significant change. This means that

for single rupee of current liability bank has less than a rupee of current

assets. The bank is able in the short run to pay its current liabilities with its

current assets. SCB needs to improve its current ratio.

3. DEBT RATIOS

Debit ratios measure how much a company owes to others. The financial

analyst uses the debt ratio to assess the relative size of a firm’s ability to

pay off the debt.

a. Debt To Asset Ratio

It shows the proportion of assets financed by liabilities.

Formula

Debt to total asset ratio = total debt / total asset

2008 = 221860038/264617178= 83.8%



2009=243548342/287538157= 84.7%


Graph 6.5.


Interpretation

These values show that in the year 2009 SCB has financed assets form

liabilities more as compared to equity. The difference between the two

figures is nominal. This means that for each Rs. 1 invested in the total

assets of the Bank, the creditors have brought Rs. 0.83 and Rs. 0.84 during

the years, 2008, and 2009 respectively.

This ratio states to what extent the firm assets are financed through

debt. A low debt ratio would indicate that we have sufficient assets to

cover our debt load. Creditors and management favor a low debt ratio.



b. Debt To Equity Ratio

This ratio shows the relationship between the debt and equity in financing

the assets of the bank. The SCB debt to equity ratio shows that the

contribution of liabilities in financing the assets is much higher than

owner's equity. The bank has Rs 221 million contributions from liabilities

against Rs 38 million contributions from owner's equity in 2008. In 2009,

the total liabilities were 243 million against equity of 38 million.

Formula

Debt to equity ratio = total debt / equity

2008= 221 million/ 38 million = 5.87

2009= 243 million/ 38 million = 6.3


Graph 6.6.




Interpretation

Debt to equity ratio shows that firm has increased its creditor-supplied

fund in 2009 as compared to 2008. This means that for each Rs. 1 brought

by the shareholders, the creditors have brought Rs. 5.87 and Rs.6.3 during

the years 2008 and 2009 respectively, to finance the SCB. The lower the

debt to equity ratio the lower the financial risk for the creditors and vice

versa. The debt to equity ratio of Bank has inclined in the year 2009 as

compared to 2009. A higher ratio shows great risk for creditors in case of

insolvency and is not a good sign in case of attracting and satisfying the

creditors.

4. ASSET ACTIVITY RATIOS

Activity Ratios also known as the efficiency or turnover ratios, measures

how effectively the firm is using its assets. This shows the efficiency of

management in utilizing its resources in generating sales and collecting

revenue.

a. Asset Turnover Ratio

This ratio tells the relative efficiency with which the bank utilizes its

assets to generate sales. Wholesale Banking delivered a strong broadly

based performance across all geographies, products, and customer

segments.

Formula

Asset turn over = sales / total assets

2008 = 0.1 or 10%



2009 = 0.05 or 5%


Graph 6.7.


Interpretation

The asset turnover ratio of SCB has decreased to 5% in 2009 as compared

to 10% in 2008. The reason behind is that the assets have increased but the

income has decreased. A decrease in asset turnover ratio means that firm’s

assets are not utilized efficiently.

6.1.2. COMPARATIVE ANALYSIS

Comparative statements are useful to the analyst because they contain not

only the data appearing on single statement but also information necessary

to the study of financial and operating trends over a period of years. These

statements bring out more clearly the nature and trends of current changes



affecting the enterprise; they indicate the direction of movement with

respect to financial position and operating results.

A comparative balance sheet shows the assets, liabilities and owners

equity of a business as of two or more dates. Changes are important

because they give an indication of the direction in which a business and its

financial characteristics are developing. A comparative income statement

shows the operating results for a number of accounting periods.

a. Total Assets

There has been an increase in total assets in the year 2009 as compare to

2008 i.e. assets have been increased from 264 million to 287 million.

Graph 6.8.


b. Profit before Tax

The year 2008 and 2009 has been not very successful for standard

chartered bank profit before tax is 2,084,561 (2008) and due to

economical recession decreased in 2009 i.e. 295,081 (in 000).



Graph 6.9.


c. Net Revenue

Net revenue is also decreased from 1,311,249 to 205,253 of 2008 and

2009 respectively.

Graph 6.10.




d. Earnings per Share

Basic diluted earnings per share decreased from 2008 to 2009 i.e. 0.34 to

0.05.

Graph 6.11.


e. Loans and Advances

The loans and advance given to other companies as well as customers

have been also decreased from 125 million to 123 million.

Graph 6.12.




f. Net Investments

Total investments given by bank as collateral or held by bank for the year

2008 and 2009 are 29 million and 66 million respectively.

Graph 6.13.


6.3. SWOT ANALYSIS

An analysis indicating towards the organizations strengths, weaknesses,

opportunities, and threat is termed as SWOT Analysis. Such an analysis is

very important for the management in retaining the strength, overcoming

the weaknesses, capitalizing over the emerging market opportunities, and



carving ways to successfully tackle with the threats and ultimately

converting them in the strengths for the organization.

SCB has some unique factors like being the oldest bank of the area, which

adds to its worth. Its foreign background and the look of multinational

institutions create appeal for people.

The SWOT analysis provides information that is helpful in matching the

firm's resources and capabilities to the competitive environment in which

it operates.

6.3.1. STRENGTHS

“A skill or capability that enables an organization to conceive of and

implement its strategies”

SCB benefit from a few points, which ultimately makes its backing,

strengthened. Some of these points are as follows:

1. Reputation

SCB is a renowned bank all over the world. Its branches are spread across

all the continents. It is the oldest foreign bank in Pakistan as well. In

Pakistan, it has a wide network of branches. This enables customers to

make transaction easily inside and outside of the country. This old

presence of SCB in the region makes its reliability and its name is

generally considered a name of quality and trust. As far as NWFP is

concerned, the SCB brand is the most powerful and distinguished name in

the region is banking sector.

2. Upper Class Clients



Most of the customers of the bank are high-class people with huge

deposits. SCB has become a status symbol because it is a foreign bank.

SCB believes in maintaining fewer customers with big deposits. Thus, it

would make the staff’s job also easier so that they can provide

personalized services to their high-class customers.

3. Competent Human Resource

SCB believes in hiring active and inspired candidate. Experience is not an

important requirement for recruitment. Along with that bank has a good

test and training schedule for the recruited candidates to select the best

among them. At SCB Peshawar branch, most of the management has

communication skills in local as well as foreign languages. The timings of

the bank are strictly observed by the staff. All the staff members are

supposed to reach the bank at the specified time. Being punctual is a

normal practice at SCB. Even the interns were not allowed to leave early

or come late.

4. Atmosphere Of Branch

The atmosphere of branch is professional and there is a healthy

competition between the employees. The higher authorities are easily

assessable.

5. Diversified Product Line

SCB offers a wide range of products to its customers to suit their needs. It

offers various kinds of accounts from local to foreign currency in different

profit and interest ratios. Its credit and debit cards are also valuable to the



customers as they can be used in more than 10,000 outlets across Pakistan

providing ease to its customers.

6. ATM Network

ATM is also a valuable service, which offers 24 hours facility to the

customers to withdraw money from any one-link ATM machines. ATM of

SCB is available at every city of Pakistan.

7. Online Bank

The bank has established the EBBS system, which stands for electronic

basic banking system. It has made all the branches of the SCB online,

which means that they are interconnected with each other and in full

coordination. Since it is a foreign bank, it gets benefit of being in touch

with the latest technologies.

8. Security

The data is highly secured in the bank as no one can send mails outside the

banks as the system is centrally locked. Even USB cannot be connected to

the computer thus; the data stored is highly secured.

Security cameras are also attached and linked to the central head office

Karachi and the regional head of the bank has facility to connect anytime

to the cameras to check what is going on in the branch.

9. Cash Deposit Machine

SCB is the first bank in Pakistan to introduce the technology of CDM i.e.

Cash deposit machine. From this machine, customers can deposit 30 notes

of any denomination at a time. They simple need to enter their account



number and insert their money. It will be automatically added to the

account.

10. Handsome Stipend

Interns at SCB are paid a handsome stipend per week. They normally are

provided with support and encouragement, which has its effect on their

performance. It motivates the interns to work efficiently because they

know that they would be appreciated and paid for their efforts. The stipend

is given to the interns at the end of internship program.

11. Location Of Bank

Location of any organization is very important. SCB main branch is

located at hub of Peshawar sadder region. This provides a competitive

edge to the bank.

12. Priority Banking

The priority banking centers of the bank offer an unmatched where the

customer receives highly privileged services in a highly elegant

environment. It gives the chance of experiencing new standards in

banking. Designed especially for those who appreciate only the finest

things in life, Priority Banking offers the very highest levels of

personalized banking to match customer’s unique status.

13. 24 Hours Banking

Banking through phone, SMS, internet, ATM, email etc has been made

easy by SCB and this ease of connection with one account is biggest

strength of the SCB.



6.3.2. WEAKNESS

“A skill or capability that does not enable an organization to grow”

Weaknesses, like strengths are a part of almost every organization. These

weaknesses points out the potential areas of improvements and make the

organizational behavior intelligent. A cumulative effort to overcome these

flaws makes success possible.

During internship program the weakness I witnessed and are visible were

following

1. Old Building

The poor condition of building poses a great threat to the bank’s outlook.

The Peshawar main branch is an old building, though the bank has tried to

give a new look to it but still the employees are at risk. Even during

internship program, a mishap occurred when the ceiling of the bank fell

down but fortunately with no injuries. The building is centrally heated and

air-conditioned but during summers, there was a lot of suffocation in

branch due to nonworking condition of the generators.

2. No Parking Area

The Peshawar main branch has no particular parking area. It is a great

problem for employees as well as for the customers as the vicinity of bank

is very congested. In peak hours there is a lot of rush outside the branch.

This cause many problems to the customers.

3. Few Cash Counters

There are only three cash counters in the main branch among which one

counter is for foreign currency, because of which the customers have to

stand in long queues waiting for their turn. However, the bank has CDM



for deposits and drop box facility for cheques but mostly customers are not

content by them.

4. Under Staffed Branch

The main Peshawar branch is understaffed because of which customers

have to wait for long time. Presence of only one CRO who is responsible

to listen to all customers, solve their queries, fill deposit slips, provide

account statements and balance enquiry etc are all the work done by one

CRO which most of the time result in irritation for both CRO and

customers. Similarly, operations department, which deals with cash, is

also understaffed resulting in overtime by employees until 9 pm. The

burden of work escalates the tension of the staff members. This also gives

rise to bad mood and irrational behavior amongst the employees with each

other.

Thus, several departments are over loaded with extra work. This

overburdens the employees, which leads to frustration and anger,

provoking several other problems. This problem is explained in detail in

the later part of the report.

5. Low Salaries

For a multi-national bank with such a posh and expensive image in

Pakistan, the compensation package offered to employees is very

disappointing. Salaries at the Peshawar branch are low and so are the

fringe benefits offered, which are not satisfactory.

6. Nepotism

Nepotism was observed on part of the manger as well as the top

management towards some staff members and even the interns.



7. Employee Teams

However, the environment of branch is professional but still there are

some groups of employees giving favors to each other and backbiting is

normal practice in branch among these groups.

8. Careless Attitude

Most of the time the organizations work under the logo of customer is

always right but in SCB main branch customers are ignored, because of

laid-back attitude of some of the employees, their work is delayed, and

due to too much work burden, the phone of the bank is kept engaged to

avoid customers call for balance enquiry. Some employees also provide

account information to customers without proper confirming the

customer’s identification. This may pose serious security problems.

Secondly, the bank applies the status policies intensely. Clientele with

small deposits are not given proper attention and consideration. The upper

class clients with large deposits are shown opposite behavior and

courteousness. This discriminatory behavior of employees is surely

objectionable.

Last but not the least the bank employees show irresponsible behavior

while making use of bank resources at times. Stationary, for example is

wasted in abundance.

9. Poor Internet Links

Sometimes due to technical error the links are down of whole bank which

result in problems for the customer because it is an online bank and cannot



do anything unless and until the links are working which result in wastage

of whole day.

10. Employee Selection Process

However, SCB claims to have an organization structure which is very

strong but still there are some drawbacks in it. It claims to offer jobs and

internship on purely merit basis but this is not the true case. Proper tests

and interviews are conducted but still preference and special attention is

given to the people who have strong references or who have a large

account in the bank. This policy does not suit the reputation of the bank.

11. No Female Staff

The first thing one notice on walking into the bank is the lack of female

employees. At present, the bank employs two female personnel, all the rest

being male. This does not fit well with the international image of the bank,

giving out the negative impression that the bank policy might be

discriminatory, when it comes to human resource utilization.

12. Lack Of Advertisements

SCB lacks behind in advertisements, they only use direct selling as their

strategy and are missing verity of ways of marketing.

13. Lack of Customer Seating

Due to lack of customer, seating most of the customers have to stand and

wait for their turn. On busy days especially on Monday, mostly the bank is

crowded and some customers have to stand or leave come later.

14. Absence of Prayer Room



In Cantt branch there is not a single prayer room. Officers are seen in

different places offering their prayers and there is no proper arrangement

for female staff.

6.3.3. OPPORTUNITIES

“An area in the organization that, if exploited, may generate high

performance”

Opportunities, when exploited properly reap profits and earn success.

They are usually a matter of time. They are to be sought, picked, and made

use of, before anybody else gets up and do so. It is just about being smart

and accurate. SCB also have some opportunities it can utilize and obtain

good market position. Some of the opportunities SCB can make use of are

hinted below.

1. Attract Customers

The group from its survey and analysis of it companies has found out that

there are many companies that are not satisfied with its current bank, so

SCB with its superior service quality and long working hours can capture

those customers.

2. Investment In Agriculture Sector

To invest in those sectors which are given less importance i.e. agriculture,

small and medium enterprises and of the entire range of retail products



3. New Market

The greatest opportunity for the business sector that has manifested itself

in present times is of course, the development of the Afghan nation. A

peaceful and developed Afghanistan will present tremendous opportunities

for all types of businesses. Peshawar, due to its strategic geographic

position will no doubt play a crucial role in this economic development,

making it an ideal spot for banks to invest in. NWFP is the place where

the majority of purchases for the Afghan reconstruction are made,

meaning that a lot of capital is being circulated in the region. A bank like

SCB has the experience and resources to take full advantage of an

opportunity of this magnitude. In addition, SCB can venture out to be one

of the first banks to be established in the post war Afghanistan.

4. New Products for Travelling Customers

With the globalization of the world, large numbers of Asian students are

going abroad to study or to work. This is also true in Pakistan where every

year hundreds of students leave for foreign countries to study. To take

advantage of this development, SCB should concentrate on developing

products and services, which will be especially beneficial to traveling

students, taking advantage of this relatively new market segment. A

lending program can also be developed for students going abroad for

higher studies.

5. Conversion Facility

Bank can also implement the conversion facility for example if the ATM

receives the request for payment of amount in dollars then it should pay

the customer in Dollars.



6.3.4. THREATS

Threats are the unseen, futuristic, probable events that can occur and prove

dangerous in consequences. Every organization is faced by some category

of threats in its operations and functions.

The prevailing condition indicates the following as the possible threats.

1. War Situation In The Province

The growing tension in Pakistan and especially in NWFP since the start of

war on terror, has reached an unstable point now. The increase in bomb

blasts has leaded the business activities to a gradual cease. The so-called

war on terror would prove hazardous to the economy of the country.

Especially in north and south of the province, the conditions are worse.

Swat branch is closed due to these war situations.

2. No New Investments

Due to current war like situation, investors will be blocked. Several

countries have already asked their citizens to leave the territory of

Pakistan. In such circumstances, new investors and customers will not be

coming anymore to Pakistan for investment. This is one dangerous threat

that is showing very much its presence on the atmosphere of Pakistan.

3. Poor Law And Order Situations

The government must maintain the law and order situation in order to

attract foreign investor. The suicide bomb blasts in all over Pakistan and

daily blasts in Peshawar created an atmosphere of being unsafe amongst

the customers residing. Incidents like these enormously affect the



economies of countries. If the foreign investor will not feel safe in

Pakistan, then why is it possible that he will invest money here? SCB

seems to lose a number of possible foreign clients because of the uncertain

law and order situation prevailing inside the country.

4. Competition In The Market

New banks are entering the banking industry, which are providing same

services at lower rates thus posing a threat to the customers of the bank.

They are also giving salaries, which are more as compared to the SCB,

hence the bank has to face completion to keep their employees and attract

new ones as well. SCB also faces competitors in the market. Citibank and

Abn Amro bank are already online. These two banks also enjoy sound

financial backing and come from a rich background. Also working are

other foreign banks like bank Alfalah, emirates bank and Faysal bank.

Bank Alfalah proposes serious threats to SCB in its auto loans market.

Various domestic banks like MCB and others have also shown

improvements. To survive amongst all these competitors, SCB needs to

keep in touch with modern technology, keeping flexible and customer

oriented policies, and adopting the latest trends of banking.

5. Global Recession

Economy is one of the major external factors influencing the existence and

functioning of a business entity. The economic situation in the year 2008

was dark. With global recession, and War on Terrorism, the business

sector scenario was bleak. There was uncertainty in global markets and

consumer confidence was badly hurt. Due to such calamities, business at

banks also slowed down and the rate of bad debts went up, as many

businesspersons went bankrupt. Even today, in the year 2010, the world is



still not out of the danger zone as far as the economic recession is

concerned and the business sector might take a long time in getting back

on its feet.

6. Threats Of Substitutions

The threat of substitution is always there as any business, which can

attract the money of the bank customer, is a threat, especially the

government bonds.



SECTION 4

FINDINGS AND RECOMMENDATIONS

CHAPTER 7

RECOMMENDATIONS

“Advice is seldom welcome; and those who want it the most always like it

the least.”

Recommendations suggest improvements in areas, which have room for

polishing and progress.

Criticizing several factors at SCB Peshawar branch does not mean that

these aspects are permanent flaws of the branch. Instead, it is intended that

these mistakes be removed. For the confiscation of these errors, certain

recommendations are forwarded.

7.1. Extension of Branches in NWFP

There are only four cities in NWFP in which SCB is present, which is not

enough so I recommend that branches should also be opened in cities like

Nowshera and northern regions to accommodate the large number of its

customers.

7.2. Check on Employees Activities



During my internship I observed that employees miss-use the bank’s

resources (e.g. telephone calls were made by the officers frequently for

hours for personal use) so I recommend to have a strict check on them.

7.3. Advertisements

The first thing that SCB needs to do is to prepare for the tough

competition impending, especially the arrival of a formidable competitor

such as Citibank. SCB at Peshawar needs to increase its advertising budget

and be creative and diligent in promoting its brand. It should start putting

up billboard signs; advertise in electronic and print media. The bottom line

is that SCB should no longer take its superior position and image in the

market for granted because soon new and better will be appearing in

NWFP. It must vigorously market itself and introduce new products to

stay at top.

7.4. Appointment of More Female Staff

There are only two female employees in the bank, which needs to be

increased because the female customers would feel more at ease talking to

a female than a male.

7.5. Proper Guidance of the Less Educated Customers

When the customers enter so they cannot read the different boards in the

bank so they stand in the wrong queue due to which a lot of time is wasted

so I recommend an officer to be on duty to guide these people properly, to

fill up slips for them etc.

7.6. Increase Number of Cash Counters

The bank should increase the number of cash counter, as this is main

branch and centrally located which is the reason it is approached by all



customers whether they are customers of the branch or not, this results in

long queues. To avoid it the bank should calculate the time consumed by

the customers in the bank along with the cost of making a new cash

counter. The new cash counter is cost must balance the waiting time of the

customer and the over burden on the employees.

7.7. Employee’s Behavior with the Customers

The bank staff should be properly educated about the customer’s value.

The bank should use the marketing approach and customer satisfaction

should be taken into account. There should be no status discrimination

between customers. The bank staff should be courteous to all customers. A

customer is fascinated and brings other customers to the bank if the

service is efficient and courteous.

7.8. Enough Space for the Customers

Customers, waiting for their turns, should be provided with proper seating

arrangements. Often it was visible that during peak banking hours many

customers use to stand anywhere they wanted to. This created stress for

the employees as well as other customers waiting for their job being done.

A specific place should be reserved for the customers by placing chairs

there. The staff should politely tell the customers to be seated until their

work is ready. This would ease the job of the employees as well as clients

will not bear the pain of being standing still and waiting.

7.9. Training and Development

Those employees who are not aware of the banking practices they should

be sent for on the job trainings instead of those employees who are well



trained and they need a break from their daily activities instead of going to

learn something.

7.10. Job Rotation

The employees in the bank are only concerned about what their job is.

They do not know what their other collogues are doing. So whenever any

collogue is absent it creates problems for the employees and customers

too. As no one else, know how to perform the activities of their fellow

employee. To avoid such a situation it is important to train all employees

through job rotation so that the banking activities continue in a normal

way.

7.12. Revival of the Charges

Most of the potential customers cannot fulfill the high balance

requirements and high service charges. Bank should revise its policies on

charges for services it provides. This will result in more satisfied and

trustworthy relationship between clients and employees. Locker charges

are very high, due to which half of the bank’s lockers are unsold.

7.13. ATM Network Problem

I have found some problems with ATM network. Many customers have

complaints that their requests placed on ATMs do not carry out. ATM

cards are usually trapped in the machines and the customers are asked to

come the next day to pick them. The ATM cards should be given back to

the customers on the spot, as it is not a difficult or a time consuming task.

It gives a lot of trouble to the customers.

7.14. Fair Employee and Interns Selection



Candidates should be considered a merit for selection instead of their

references. Bank administration should give proper training to the interns.

They should educate them about the purpose of all the functions they

perform.

7.15. Encourage Team Work

The bank should be more participatory and team oriented. Departments

and employees should not be separated from each other. All employees

need to feel that they are part of one whole and they need to work as a

group. Employees need to understand that their personal goals and those

of the organization should match so that when they work to make the

organization a success they will know that they are also pushing their own

goals forwards.

7.16. Internship Program

One expects a bank like SCB to be more professional and better organized

than other banks in the region. However, when it comes to interns, the

bank is irresponsible as compared to its competitors. There is a lack of a

proper internship program and interns are trained in very discouraging

manner. They are not taken seriously enough and are often neglected or

given boring tasks just to get them out of the way and keep them busy.

This is a very wrong of attitude for a professional bank like SCB to adopt.

It needs to develop a proper and standard training program for interns and

make sure that the trainees get a thorough understanding of the bank and

its functions.

7.17. Work Burden



There is a lot of works load on each employee, specially the junior staff.

Usually, the CRO’s job is related with operations and customers relations.

However, here in SCB they are also given targets to bring in new

accounts. Due to this, they cannot attend the customers properly. In

addition, their work is sometime delayed which causes the dissatisfaction

among customers. CRO represents the whole organization so if their

attitude is not good then whole organization’s impression is inferior.

7.18. Centralization

Due to centralization, customers are facing problems. The head office is in

Karachi and everything is approved from there. Before centralization, the

account would be opened immediately and check books given on the spot.

Now it takes at least two days for an account to start functioning and the

check takes 5 to 6 days. It is recommended that steps should be taken to

overcome this time delay. Some authority must be given to the branches.



SECTION 5

ACTION PLAN

CHAPTER 8

IMPLEMENTATION PLAN

Analyzing the bank’s performance in several departments and evaluating

the strengths and weaknesses leads to some proposals. The implications of

this suggestion are a more important issue. SCB main branch is generating

profits and is targeting the market efficiently with its energetic young sales

force. Its location at the centre of business sector in Peshawar is also

adding to its easy accessibility by customers. Thus, the outlook

requirements of the bank are almost complete. The place for improvement

in the bank is inside.

The underlying problem of several other problems that was observed

during the internship period was that SCB is and “understaffed” bank. It

has enough vacant room for new employees. This hitch is the root cause of

many other problems. The situation that was taking shape of this inability

is as follows:

Over Burdened Staff

The under staffing directs to unfair work distribution. Several employees,

gets load of work, which is beyond their capacity. This leads towards

errors and irregularities in their work. They very clearly wanted assistance

in their work, so that their burden can be shared. Some of the tasks would



not even complete even still working for 4 hours after the bank working

hours had ended.

Poor Customer Service

Efficient, competent, and proficient customer service specifically at the

counters and down the line in an organization shows its benefit and

compensation later. The understaffed situation at SCB led the employees

to adopt aggressive attitude with clients. Customers would not be listened

with concentration and modesty. It was visible that often some customers

would roam around with deposits, cash or visa payment slips, they wanted

to be filled properly. This basic reason behind this was the extra load of

work, which did not allow the employees to indulge in unnecessary

talking. Ultimately, it was giving rise to the poor customer service.

Action Plan

Thus, now when the basic area of problem is identified, the understaffing,

several measures can be taken into account to deal with this problem.

There are three plans, which are suggested for dealing for this problem.

a. Longer Duration Internship Program

(For students)

This will be a short-term plan. The short-term plan is devised for students

who would be given the chance to serve in the bank for a limited period.

The bank normally offers an 8 weeks internship program. During this

period the employees of the bank helps the interns to understand various

procedures regarding different departments. After the coaching and



teaching of these 6 or 8 weeks, the interns is able to comprehend most of

the functions of the bank and he or she is able to follow the appropriate

procedures, which is to be followed for the completion of that function.

Therefore, at a time when an intern learns most of the jobs and can prove

more beneficial to the bank than before, he is supposed to leave. The bank

can set a particular quota for long internship duration. Many graduates

after the completion of their degree roam around and wander uselessly.

The bank can introduce a long internship program for its own benefit as

well as these graduates. To keep the normal interns unaffected, it can

reserve a special quota for these kinds of long duration interns. The

selection can be made in the local branches. A specific date can be set for

interviews and the applicants may be chosen on merit. The bank can offer

a six months or a year internship program. The bank can make a promise

that at the end of the program it can give a recommendation report about

the applicant. To get good recommendation on this kind of a report the

applicant will be motivated and will work hard. This will help him in

getting experience as well knowledge about the delicacies of practical job.

Most of the organization requires earlier experience in the field, thus SCB

can be helpful in developing the youth into a positive direction as well.

Since the name of SCB already means quality, this will build many

people’s career in good organizations. The bank will benefit in the shape

of obtaining a motivated and energetic employee and that also at a lesser

cost than the normal employees obtain. The cost would be less because

since these would be fresh graduates seeking experience and

recommendation, hence they can take as interns. They can be paid the

interns stipend and the main purpose of these interns would be to achieve

experience and recommendation, not salary. Thus, they can prove



economical workers for the bank. They would prove useful because after

the initial 2 months period the applicant will be aware of the banks

policies, he can be of great use to the bank. He will also be more devoted

towards the customers, to win their recommendations and sympathies.

More customer-devoted staff will improve the bank’s image also. If the

worker shows extraordinary performance, the bank can also take him as a

permanent employee. Since his last one-year’s performance and his

attitude towards fellow colleagues and customers will be proofs of his

ability or inability, the bank will find it easier to decide about him.

b. Contract Staff

(For fresh graduates)

The bank can also employ contract workers also. If the bank wants to be

careful in choosing a better lot among the pool of candidates for its

operations, it can offer contract seats. Contracts seats will be for applicants

who will be employed on contract basis. This program will be different

from the long internship program, as the above program will be just meant

for fresh graduates and new applicants who will get recommendation and

will be paid the interns stipend. However, full salary will be paid to

contract workers. This program will include other banks personnel as well

as experienced people. This can be a sort of brain drain technique that the

bank can use. This will bring experienced, energetic, and capable

employees to the bank, which can work hard and share the responsibilities

of the other workers. As they will be on contract basis, so if the bank, after

the completion of the contract period wants them to leave, it can exercise

the liberty to ask them to leave. Alternatively, if the bank considers them



worthy and wants to take use of their expertise, it can reassign them some

job as well.

c. Training And Development

(For permanent employees)

This plan would be designed for the permanent employees of the bank, so

that they can prove beneficial to the bank in future. This program would

include picking up the most competent employee amongst the employee

and sending him for further training and higher studies about the bank

policies. Now the question arises that how can he be of any use to solve

the problem of understaffing. The answer is that a more efficient, able,

experienced and motivated employee can handle the job of several

persons. The bank can select amongst the employees based on the

performance the employees show and on achieving targets.

When a selection about an employee is made, thus he will be sending for a

period to get training and education. More emphasis is to be given to the

sensitivities and delicacies involved in the operations of different

functions. He would be taught specifically the policies about the bank, the

broader goal the bank want to achieve and the ways of cumulative efforts

that are required. His appointment is to be made rotational, thus he would

work in other branches too and would understand the inner environment of

the branches, and he will work in. This will help him in dealings in future.

This kind of training program would enable the employee to understand

the whole banking structure precisely. When returned to the branch, he

can be of great use as his expertise on many issues will be authentic and

accurate. The bank will bear all the expenses that are to be made during



the training program. The employee in return is to be made bound to stay

with the bank for over a period.

This practice will create a more motivated, efficient and skillful staff. In

addition, it will produce a competitive and healthy environment. A skilful

employee would be more efficient and productive. Hence, his expertise

would replace any additional employee place. This indirectly will replace

the expenses; the bank has endured during the training and development

program.

The above plan if implemented can produce better results for the bank.

The short-term plan would save the bank from unnecessary costs. The

long internship program is economical as well as beneficial. Similarly, the

contract workers can be experienced workers, whose expertise of

invaluable to the bank. The long-term plan would surely cost a little, but

the bank can reap its fruitful benefits in the end.

Wrapping Up

Though 2009, has not been a year of significant progress

Still it has achieved a number of strategic goals. In 2009, SCB made a

number of acquisitions and alliance complementing organic growth. Most

recently, it entered into an agreement to acquire Union Bank Limited.

This will give SCB competitive advantage in its chosen markets. In its

unique position as an international bank with strong franchise, Standard

Chartered combines an in-depth knowledge of local markets with global

product expertise to offer effective financial solutions. The bank



capitalizes on its onshore presence across Asia, Africa, and the Middle

East to offer customers convenient and reliable access to the widest range

of currency markets, to date local market information, country-specific

global risk management strategies, and customized capital raising and

liquidity management solutions.

With 150 years of emerging market experience, SCB’s in-depth

understanding of the local market is unrivaled by most other financial

institutions, especially in the currencies of Asia, the Middle East and

Africa. It is able to meet the needs of local corporate, multinational

companies, development organizations, investment and financial

institutions, and central banks around the world.

Understanding that each customer’s needs are unique, Standard Chartered

customizes Client Solutions for risk management, yield enhancement,

liquidity management, and debt financing.

Innovative Client Solutions standard chartered leverage a global

perspective to develop creative and effective financial solutions based on

its in-depth local market knowledge and understanding of its customers’

needs. One-Stop Range of Products and Services it has a full range of

foreign exchange and risk management solutions to meet the needs of

clients across the world.

It serves both Consumer and Wholesale Banking customers. Consumer

Banking provides credit cards, personal loans, mortgages, deposit taking

and wealth management services to individuals and small to medium sized

enterprises. Wholesale Banking provides corporate and institutional clients

with services in trade finance, cash management, lending, securities

services, foreign exchange, debt capital markets, and corporate finance.



Standard Chartered is well established in growth markets and aims to be

the right partner for its customers. The Bank combines deep local

knowledge with global capability.

The Bank is trusted across its network for its standard of governance and

corporate responsibility as well as its commitment to making a difference

in the communities in which it operates.

SCB believes that good governance and good performance reinforces

each other.

In the past year, there has been an intensified focus on regulation in the

financial services industry and it is working even more closely with

regulators around the world.



PERSON INTERVIEWED

Name Of Person

Interviewed

Designation Department

M. Adil Khan Floor Manager Sales Department

Mr. Akmal Khan

Khattak

Customer Relation

Manager

Priority Banking

Section

Mr. Mughes Ahmad Accounts Manager Sales Department

Mr. Zulfiqar Ahmad Banca Financial

Consultant

Sales Department

Mr. Zeshan Locker In Charge Operations

Department

Miss. Mehwish Teller Operations

department

Miss. Noor Ul Ain Customer relations

officer

Sales department



BIBLIOGRAPHY

1. Van Horne, James c. In addition, Wachowicz, jr., john m., (1998).

Fundamentals of financial management. Tenth edition. USA:

prentice hall, inc

2. Dale Kennedy, Ralph and Yarwood McMullen, Stewart. (1973).

6"'Edition, Financial Statements; Form, analysis, and interpretation.

Illinois: Richard D. Irwin Inc.

3. Bateman, Thomas S. and Snell, Scott A., (1996). Management

Building Competitive Advantage. Third Edition. USA: Richard D.

Irwin, Times Mirror Higher Education Group, Inc.

4. Standard chartered (2009). Brochures. Peshawar branch.

5. Standard chartered (2008 & 2009). Semiannual reports.

6. Hamid, Sannya, “internship report on standard chartered”,

department of business administration, IMS, session 2008

7. (On-line). Available. Http://www.standardchareted.com.

8. (On-line). Available. Http://www.wikipedia.com

9. (On-line). Available. Http:// www.economist.com10. (On-line). Available. http:// www.standardchartered.com


http://www.standardchartered.com/

http://www.economist.com/


http://www.standardchareted.com/


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