DEPARTMENT OF COMMERCE

BAHAWALNAGR CAMPUS Contact # 0639240298

INTERNSHIP REPORT OF ZTBL

SUBMITTED TO: DEPARTMENT OF COMMERCE

SUBMITTED BY:

MUHAMMAD IKRAMB.COM (HONS) MS IT

ROLL NO. 06SESSION: 2007-2011

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Dedication

To my parents whose unconditional love & support helped me in making this report.

To my teachers for their cooperation and assistance.

To my siblings for their gentle encouragement & valuable support.

Also my dear mother for supporting me through out my tenure of learning as well as

praying for my success through out my life and also in my future.

Her prayers today make me so proud also my dear father for supporting me financially all

my life, fulfilling my basic necessaries as well as luxuries of life. I am thankful to my

parents for their support through out my study career. Today what I am, because of them.

Acknowledgement

Every praise to Allah Almighty the merciful, who knows about whatever is there in universe, hidden or evident. Who enables me to get such valuable

knowledge, which definitely helped me in my professional life.

I would like to thanks Mr. Murtaza Bodla who trust my abilities and gave me opportunity to use my skill. Thanks to all staff of ZTBL. They gave me their

precious time and I learned lot from them. Thanks to all my friends and family who helped me.

Table of Content

S.NO PARTICULARS PAGE #

1. Executive Summary 2. Ch#1 Introduction of the organization

Corporate setupOrganization ObjectivesOrganizational Chart

3. CH#2 Financial Statement Analysis

I. Common Size analysis (Horizontal+vertical)

II. Ratio Analysisi. Efficiency Ratiosii. Leverage ratiosiii. Profitability ratiosiv. Coverage ratiosv. Liquidity Ratios

4. CH#9 SWOT and PEST analysis5. Learning as Internee6. Recommendations7. Conclusion

B. Table of Annexure1. Annexure A Income Statement2. Annexure B Balance Sheet 3. Annexure C Sample Invoices

Executive Summary

The Zarai Traqiati Bank Limited (ZTBL) is single largest supplier of institutional

agriculture credit in Pakistan. ZTBL is corporate body enjoying sami- autonomy in the

conduct of its operations. The federal government together with state bank of Pakistan

exercise policy control over bank. Both the availability of financial resources and

quantum of lending programs of the bank are subject to their approval.

The funds for lending are provided by State Bank of Pakistan at 2% below bank rate. The

foreign loan obtained from IDA, Swedish International Development Authority, and

Asian Development Bank. Lending is done for uptake of modern technology, tapping of

underground water resources, application of chemical inputs and miscellaneous activities.

My internship goals are to learn about different functions that are performed in branch.

I have learned from internship how to carry out work, handle my responsibilities, and

learned how to interact with others and what kind of organizational behaviors are

acceptable and non acceptable. I leaned time management and work accomplishment

effectively and efficiently.

I observed there friendly environment, strong relationship among pears and computerized

system which enabled organization to avoid problems related to manual system.

CHAPTER # 01

Introduction to ZTBL

Zarai Traqiati Bank Limited (ZTBL) erstwhile Agricultural Development Bank of Pakistan (ADBP) is the premier financial institution geared towards the development of agriculture sector through provision of financial services and technical know how. The restructuring of former ADBP is being carried out with the aim to uplift the agriculture and rural sector by raising farm productivity, streamlining the institutional credit and increasing income generating capacity of the farming community. ZTBL was

incorporated as a Public Limited Company on 14th December, 2002 through repeal of ADB Ordinance of 1961.

The new corporate structure redefines the bank's status as a public limited company registered under companies Ordinance'1984 with an independent Board of Directors which aims at ensuring good governance, autonomy, delivering high quality.

For all practical purposes the Bank is an arm for Government for implementing overall agriculture policy for credit front. The design of credit is linked so for as possible with the periodic priorities and targets as laid down in annual development plans.HISTORY OF ZTBL

It was considered after independence of Pakistan that the existing institutional sources of credit, such as, taccavi and cooperatives, were insufficiently meeting the credit needs of farmers. Therefore the need for establishment of a third source of agricultural credit was essentially percolated so as to fulfill the credit requirements of farmers not only for production but even for the development purposes. Consequently, the ADFC was brought into existence in 1952 for the purpose of expanding financial facilities and promoting the development and modernization of agriculture in the Pakistan. Subsequently in 1957, the ABP was established that can provide both short term loan for production and long term loan for development. The ADFC & ABP were merged together as the ADPB in 18th February 1961. The ADPB is the main credit supplier to the agriculture sector in the country. According to the “Companies Ordinance 1984”, the ZTBL was incorporated as a the public limited company on 23th October, 2002. The ZTBL is governed by Memorandum and Article of Association and registered with the SECP under “Companies Ordinance 1984”. Consequently, on 18th November, 2002, all the assets, contracts, liabilities, proceedings and undertakings of the ADBP were transferred and vested in the ZTBL on 14th December, 2002 by the Federal Government.

Organizational Setup

Board of Directors

Audit committee

Organization Objectives

To assist rural community, particularly the small farmers, in raising their

productivity and income levels through timely delivery of credit, advisory and

ancillary services.

Chief internal Auditor

Field Internal Audit Zones (7)

MCOs (1243)

Branches (358)

Zonal Offices(27+9 Area Offices)

Staff Office

Departments (36)

Divisions (10)

Head Office

President

To build the image of the ZTBL as a proactive, client friendly, financially &

operationally sustainable with indigenous product deployment.

To establish and provide backward and forward linkages to strengthen the

agriculture and industrial sector.

The ZTBL can engage in public and private, wholesale and retail partnership to

deepen outreach and reduce operating cost.

The ZTBL act as rural commercial bank to mobilize rural capital formation and to

commercialize the agriculture sector by delivering the true value of credit to the

client.

ZONES & BRANCHES LOCATIONS

With an integrated network of over 27 zonal offices and 358 branches in Pakistan

Sr. No. Provinces zone No of branches

1 Punjab 12 162

2 Sindh 6 93

3 Khyber Pakhtonkha 4 61

4 Baluchistan 3 32

5 Azad Kashmir 1 8

6 Gilgit Baltistan 1 2

Total 27 358

Products and Services

ZTBL Locker Facility Zarai Taraqiati Bank Ltd. apart from its core functional activity marked with country based agri-business, has started to serve its valued customers by offering lockers facility. Initially, this facility is being offered at following 11 branches:-

S.No Name of Branch 1 Islamabad Branch2 Main Branch Lahore 3 Peshawar Branch4 Gujranwala Branch5 Faisalabad Branch6 Multan Branch7 Sahiwal Branch8 Sargodha Branch9 Khan Pur Branch10 Shafi Court Branch 11 Main Branch Gulshan-e-Johar

Following are the approved rates for rent of lockers and key deposits against which lockers will be allocated:

Type Specification Rent Per Annum Rent after grace period Key Deposit Small 6-1/2"x4-

1/2"x23"Rs.1,200/- Rs.1,500/- Rs. 5,000/-

Medium 13-1/2"x4-1/2"x23"

Rs.1,800/- Rs.2,250/- Rs. 10,000/-

Large 13-1/2"x8-1/2"x23"

Rs.2,500/- Rs.3,125/- Rs. 15,000/-

Life Time Locker Facility

On lump-sum payment of locker rent for ten years entitle the lessee to avail the locker facility for life time, without key deposit.

Types of Loans Advanced1. Short Term Loans

Short term loans are loans for shorter period of less than a year. It includes, crop production working capital loans recoverable in lump sum commencing after the harvest/marketing of respective crops and within maximum period of 12 months.

2. Medium Term Loans

Medium term loans are for a period of more than a year but less than 5 years. In includes, dairy farming and livestock etc. The installments of these loans are usually paid able in quarterly or half yearly basis.

3. Long Term Loans Long term loans are for a period of more than 5 years. These are development loans which require large amount and also need some time to show its result in the shape of better production. It includes loans for tractor, agricultural machinery, poultry farming, godowns and orchard in yearly/half yearly installments within maximum period of 8 years.

Loan Schemes

ZTBL is offering the following loan schemes to the farmers.

Supervised agriculture scheme:

Under this scheme agriculture loans are given for short, medium and long term loans up

to Rs. 1.00 million per borrower/per case. The loans are sanctioned for In Fats, livestock,

orchard, tractor, agricultural machinery, tube well and irrigation facilities etc. under the

scheme besides provision of credit, information are provided to the farmers for planning

the farm, production, guidance for implementation of the scheme, marketing and

repayment of loans.

Zarkhaiz (one window operation)

For timely and conveniently provision of credit to purchase inputs, loans are provided to

the borrowers under One Window Operation being conducted twice a week during Rabi

and Kharif seasons. Applications processed on the same day whereas sanction payments

are made within three days at Branch. For Rabi Crops one window operation from

October to January and for Kharif Crops from April to September each year which is

extendable as per requirement of particular area.

Sada Bahar Scheme

For providing timely input loans for crops and working capital for poultry and fishery etc,

the Bank has launched a Sada Bahar Scheme. Assessment for inputs requirements for the

whole year is made at the time of first application. The amount so assessed is treated as

Revolving Limit provided it is within the security limit. The Managers are authorized to

sanction such loan limits up to Rs.O.500 million. Scheme’s main features are as under:

Revolving Credit Limit is fixed to cater production credit and ancillary requirements of the farmers during one year period.

The documentation once completed remains applicable for three years with yearly cleanup/renewal without any further documents.

The borrowers can draw the credit in lump sum or in installments according to his requirement.

Like-wise he can repay in lump sum or in installments during the year when his cash position allows him.

Pass Book containing transactions in his SBS Account is supplied to every borrower free of cost.

Tea financing scheme

In order to increase the tea cultivation in District Mansehra, Swat, Mutta, Shangla par and

Dir in Malakand Division, tea financing scheme has been introduced which would not

only save the hard earned foreign exchange but would also help improve the socio-

economic condition of the inhabitants of the area. The salient futures of the scheme are

given as under:

Maximum Credit Ceiling of Rs.60, 000/- per acre has been fixed.

Farmers owing land up to five acres are eligible to avail loans.

Credit will be given in 3 installments: first year Rs.30, 000/-, 2nd

year Rs.15, 000/- 3rd year Rs.15, 000/- provided the disbursed loan

is used properly.

The credit would be repayable within 1 year with 6 years grace

period with prescribed markup of 9% per annum. Rebate of 1 % will

be allowed in mark-up on timely repayment and proper utilization of

the loan.

Crop maximization project Ministry of Food, Agriculture and Livestock (MINF AL), Government of Pakistan has

launched Crop Maximization Project in 109 villages in various districts throughout the country

to increase the productivity/yield of crops. Under the project MINFAL has to provide funds of

Rs, 299.893 million to ZTBL for disbursing loans to the project farmers for purchase of inputs.

Till the time funds of Rs.468 Million have since been received by the Bank for the purpose.

These funds are to be revolved for meeting input credit needs in the project villages till 30th

June, 2014 after which Bank will return the principal amount to MINFAL. Accordingly Credit

needs of the project farmers are being met by respective ZTBL branches through Village

Organizations formed for the purpose. Duly the currency of the project Bank is authorized to

charge 4% per annum mark-up on loans to project growers to meet its operational cost,

however in case of default Bank’s normal rate of return i.e. 9% p will be applicable.

PER ACRE CREDIT LIMITS

Major CropsWheat 16,000

Paddy (Rice) 19,000

Sugarcane 30,000

Cotton 21,000

Maize 20,000

Minor CropsOverall Credit Limit Per Borrower Rs.1.000 Million

Sada Bahar Scheme under one window operation or otherwise Rs.0.500 Million

Potato 36000 Bajra 11000

Tobacco 29000 Jawar 11000

Mustard Mung 11000 Gram 12000

Tomato 19000 Guara 3000

Mash 3000 Caster Oil 6000

Lentil 11000 Barlay 9000

Groundnut 14000 Berceme 4900

Sunflower 15000 Janter 4000

Soyabean 12000 Garloc 26000

Canola 13000 Turmeric 25000

Rape Seed 11000 Ginger 30000

Til(Sesame) 12500 Lacern & Shaftal 4500

Suger beet 12000  

Mature Orchard/Fruits crops

Growing Orchards

S. No. Trees 1st Year 2nd Year 3rd Year 4th Year 5th Year

1 Mango 24,000 13,000 13,000 13,000 14,000

2 Citrus 21,000 12,000 11,000 13,000 13,000

3 Apple 23,000 12,000 12,000 12,,000 14,000

4 Banana 29,000 20,000 23,000 30,000 26,000

5 Jujuba 19,000 9,000 10,000 10,000 10,000

6 Guava 21,000 12,000 11,000 13,000 13,000

7 Coconut 29,000 6,000 6,000 7,000 8,000

8 Palm Oil 18,000 6,000 7,000 7,000 7,000

9 Dated 33,000 12,000 11,000 12,000 13,000

Types of Security

Immovable Property

Agricultural Land Under Pass Book System 80% Outside Pass Book System 70% Under Alienability Certificate 66% Commercial/Industrial Land under Pass Book 80%

Outside Passbook System Urban Residential/Commercial Plots in all localities outside Pass Book

75% Alienability Certificate 66% Residential/Commercial Buildings 70% Lease hold rights of a leased land of CDA/KDA with 99 years lease 70%

Moveable Property and Guarantees

1. Unconditional Bank guarantee from scheduled Banks

Up to maximum amount of an un-conditional Bank guarantee after keeping sufficient margin for un-paid mark-up, cost, charges and expenses.

2. Guarantee issued by Central or Provincial Government

Full amount of loan plus return and other charges.

3. Government securities

85% of face value or market values whichever is less.

4. Defense Savings & FEB Certificates

75% of value of certificates presented as security.

5. Fix Term Deposits Receipts

85% of face value of deposits receipts.

6. NIT Units

80% of the face value or market value whichever is less.

7. Life Insurance policies

85% of surrender value

8. Pledge of Potatoes/Seed Potatoes price or market value which ever is less Up to 75% of Govt. support.

Personal Surety

Against a bond with two sureties under General Credit and one surety in Special Schemes up to Rs.25,000/- or Up to 50% of appraised value of properties of sureties.

Recovery Procedure

A) Recovery Schedule Recovery schedule in each loan case as per terms of sanction of loan is

fixed and communicated to the borrowers after disbursement of loan. In case of default or failure in repayment of any installment on due date the

mark-up shall continue to be charged and last installment due to this may differ from the amount of installments fixed at the time of disbursement.

b) Issuance of Notices Demand notice is issued before the due date of every installment. A Legal Notice is issued one month after the due date informing the

borrower that if the amount is not repaid within next one month, further legal action will be taken to recover the dues.

c) Legal Action Legal action can be initiated against the defaulter if loan is not repaid even

after expiry of legal Notice period. Where the court in bank's favour has decreed a case, account is to be settled

by recovery of amount from the auction of the mortgaged property. The bank may purchase the mortgaged property if considered feasible to

dispose it off later on through auction or in any manner deemed fit for getting the best price.

The bank may dispose off the mortgaged properties of defaulters for satisfaction of its dues with out intervention of courts under Financial Institutions (Recovery of Finances) Ordinance 2001.Rescheduling of Loan Repayment Facility .

d) Rescheduling of Loan Repayment Facility

ZTBL allows rescheduling of repayment of installments to its borrowers in

order to maintain credit discipline and to mitigate their genuine problems in real hardship cases and in areas declared as calamity hit by the respective Provincial Governments

The Rescheduling facility is to be considered by bank on case to-case basis and is to be allowed on borrower's request only.

The relaxation in recovery period shall not be allowed beyond one year in any case.

The borrowers shall have to execute a supplementary loan agreement on Non Judicial

Stamp Paper of appropriate value to give legal cover to extended period. The borrowers shall have to pay the return for the extended period.

e) Down Payment for Rescheduling of Loans

Rescheduling Number Rate of down payment as against due installments to be rescheduled

1st 10%2nd 20%3rd 30%

Financial Analysis

In this report financial analysis is done in two ways:

Trend analysis Horizontal analysis Vertical analysis

Ratio analysis

Trend Analysis

Trend analysis is done in two steps and first one is Horizontal Analysis:

Horizontal Analysis

An analysis of percentage financial statements where all balance sheet or income

statement figures for a base year equal 100% and subsequent financial statement items

are expressed as percentages of their values in the base year. It is also called Index

Analysis.

Here I have done Horizontal analysis using fixed base method. For which values of the

year 2008 are taken as base.

Formula:- Current Year / Base year * 100

Vertical Analysis

Vertical analysis helps us to show the actual increase or decrease in various items of

Profit and Loss Statement with regard to a specific base as Markup Interest Earned

and for balance sheet items Total Assets are taken as base. This analysis is also called

Common- size Analysis.

Vertical analysis of the balance sheet shows the percentage increase and decrease in

various items in terms of total assets. The above analysis is done by taking total assets as

base and considered this figure equal to 100%.

Ratio Analysis

Ratio Analyses is a tool used in financial analysis. It is the most popular technique of

financial analysis. A ratio is the indicator of the quantitative or arithmetical relationship

between two variables. it can be expressed in terms of fraction, percentage or proportion.

In financial analyses a ratio is used as a yardstick for evaluating the financial position and

performance of a firm.

Liquidity Ratios:-

Liquidity represents the ability of a bank to efficiently and economically accommodate

deposits withdrawal as well as fund increase in assets. A bank has a liquidity potential

when it has the ability to obtain sufficient funds in a timely manner at a reasonable cost.

Liquidity is a primary factor leading to a bank’s failure whereas high liquidity helps

otherwise weak institutions to remain funded during the period of difficulty.

I. Current Ratio

The calculation of current ratio of the ZTBL from 2006 to 2007 is calculated and

interpreted as under;

Formula: Current Assets/Current Liabilities

2006 2007 20081.32 1.40 0.99

Analysis: If we interpret the current ratio of the ZTBL, it is slowly increasing from

2006 to 2007. The current ratio in 2006 lower than rest of the years which is 1.32 which

means that the bank is able to pay the current liabilities 1.32 times from its current assets.

In 2007, the current ratio sharply increased to 1.40 and then decrease. However, the

higher the current ratio, the more the bank is considered to be liquid in order to satisfy

short term obligation.

II. Quick Ratio:

The calculation of quick ratio of the ZTBL from 2006 to 2007 is calculated and

interpreted as under;

Formula: Quick Assets/Current Liabilities

2006 2007 20080.26 0.37

Analysis: The quick ratio of 1.0 or greater is occasionally recommended but for the

organizations, the quick ratio cannot provides a better measure of overall liquidity only

when a firm’s inventory cannot be converted into cash, because the short term investment

is lower than short term financing from 2005 to 2007.

Leverage Ratios

Any ratio used to calculate the financial leverage of a company to get an idea of the

company's methods of financing or to measure its ability to meet financial obligations.

There are several different ratios, but the main factors looked at include debt, equity,

assets and interest expenses.

I. Debt Ratio:-

A debt ratio of greater than 1 indicates that a company has more debt than assets;

meanwhile, a debt ratio of less than 1 indicates that a company has more assets than debt.

Used in conjunction with other measures of financial health, the debt ratio can help

investors determine a company's level of risk.

Formula: Total Liabilities/ total assets) *100

2006 2007 200883.85 84.00 83.03

Analysis: The debt ratio of the ZTBL in 2007 is 84.00%, which is a highest from the rest

of the years while lower in 2006 which is 83.85%. The high the ratio, the more the bank

is risky & having more leveraged while low ratio will leads a firm less risky & having

less leveraged. The high leveraged consider to be unfavorable if the creditors of the bank

can start to demand repayment of debt.

II. Debt to Equity Ratio

To a large degree, the debt-equity ratio provides another vantage point on a company's

leverage position, in this case, comparing total liabilities to shareholders' equity, as

opposed to total assets in the debt ratio. Similar to the debt ratio, a lower the percentage

means that a company is using less leverage and has a stronger equity position.

Formula: (Total debt/ Total shareholder’s equity) *100

2007 2008 20090.29 0.20 0.18

Analysis

The debt to equity ratio of Zarai Taraqiati Bank of Pakistan does not show the strong

position of financial position. It is continuously decreasing from last years.

III. Debt to Total Assets Ratio:-

Indicates what proportion of the company's assets are being financed through debt

This ratio is very similar to the debt-equity ratio.

A ratio under 1 means a majority of assets are financed through equity, above 1

means they are financed more by debt. Furthermore you can interpret a high ratio

as a "highly debt leveraged firm". 

Formula: (Total debt ÷ Total assets)*100

2006 2007 20080.17 0.13 0.10

Analysis:

The trend in above given table shows that the Total Debt to Total Asset Ratio decreases

continuously, as in 2007 it was 0.17 and in 2009 it is 0.10. The reason is that the

company is equity based and low financial leverage, accordingly there is very low

Debt/Total assets ratio. This trend is continuing over the past five years.

Profitability Ratios:-

The profitability ratios indicate the efficiency of operations and the organization’s pricing

policies. Profitability imitates not only the quantity but also the trend of earning during a

specified period but also influences the maintenance of earnings.

I. Earning per share:-

The EPS of the ZTBL is calculated & interpreted as under;

Formula: Net Income / # of Outstanding Shares2006 2007 20080.350 0.870 2.077

Analysis:

The EPS from 2006 to 2007 is gradually increasing from 0.350 to 0.870 respectively. A

small increase is seen in 2006 due to increase in net income which is 419,806. While in

2007, the EPS is sharply increased to 0.870 and then continuous increase to 2.077 in

2008. Due to further increase in net income with same amount of total number of

ordinary shares. Higher the EPS indicates that the ZTBL can earn on behalf of each

share, but not the amount of earnings actually distributed to shareholders.

II. Total Asset Turnover:-

This ratio shows the overall efficiency of the bank in utilizing its assets to earn mark up

return.

Formula: (Interest of markup of return earned ÷ Total Asset)*100

2006 2007 20086.63 7.45 8.27

Analysis:

In 2007 it was 6.63and in 2008 it was increased to 7.45and it increased to 8.26 in 2009.

So the year 2009 was best year from profitability point of view in these years

.

III. Return on Total Assets:-

This ratio indicates the profitability of the bank based on total assets, it means that what

is the ratio of net profit after tax to total assets

Formula: (Net profit after tax ÷ Total assets)*100

2006 2007 20080.49 1.11 4.43

Analysis:In 2007 it was 0.49% and then increased to 1.11% . This decrease shows the bank’s

efficiency to generate net profit as compared to last year. The Higher the ROA ratio

shows that the bank has efficiently managed its assets portfolio to earn a more money

on total assets, achieving economic efficiency & more opportunities of financing in the

year 2007 as compared to the rest of years.

IV. Return on Equity:-

This ratio shows that what the ratio of profit is after tax to capital funds

Formula: (Net profit after tax ÷ capital fund)*100

Capital fund = Share Capital + Reserves + Inappropriate Profit

2006 2007 20088.25 13.65 14.062

Analysis:In 2006 this ratio was 8.25% and it increased to 14.062% in 2008 that was a good sign

especially for shareholders. This is a healthy increase in view to 2007 and 2008 and is

due to the increase in profit after tax. The higher the ROE ratio, the greater will be the

opportunities to earn high return & consider being favorable while lower the ROE ratio,

the lower will be the opportunities to earn low return & consider to be unfavorable.

SWOT Analysis of Organization

The unique strengths are internal abilities of an

organization that can be used to have a competitive

advantage for the organization. Weaknesses inherent in organization are those that need

improvement for better functioning of an organization. Opportunities are those which are

available to organization currently as well as in the foreseeable future. Threats are those that

organization faces from its competitors, regulatory bodies, and technological change or

customer preferences. The identification and analysis of strengths, Weaknesses, opportunities

and threats is focal to any strategic process.

Strengths

Enrich Agri-relation ship of 40 years

Extensive countrywide network of 343 branches

Grass root level contact with the farmers through functionaries

Predominant position in agriculture finance market

Support of Government, State Bank of Pakistan and International Development

Institution in respect of restructuring

Supervised and diversified credit system

Marketing is done with customer friendly cues and language

Employs having first hand experience with farmers hired from remote areas

Availability of Staff training facilities

Weaknesses

poor perceived image

political interference in operational and administrative matters of bank

centralized administrative and financial authority

Skill mis-match of staff

Aging work force

Over- supervised management structure

Lack of commercial mindset

Weak and cumbersome systems and procedures

Strongly entrenched resist to change

Around 600 pending disciplinary cases

Opportunities

Huge untapped ruler market potential of about Rs. 300 billion

Huge untapped micro finance market segments

Potential for bringing huge uncultivated areas under production

Potential for expansion through mobilization of rural and urban savings

Potential for marketing new product lines on commercial basis

Post restructuring potential for obtaining financial credit lines

Threats

Competitive commercial banks

External pressure to implement non-commercial directives

Various unrecovered loans taken by big guns

Political and economic instability and law and order situation

Water disputes within country

Public sector organization

10.1 Pest analysis

10.5.1Political

Pakistan despite all international and public perceptions, today is a functioning

democracy and gradually there is a change in complexion and composition of legislatures

with more educated people and women (27% of National Assembly and 17% of Senate)

entering into politics. Similarly it helps in designing best strategies to implement that

could support the revival of bank industry. Like in the era of nationalization bank had to

suffer as other industry that¶s why that impact is still found in the performance of this

industry.

10.5.2Economical

Although banking sector development is important at the early stage of economic growth,

general liberalization presuming a homogeneous bank role may not necessarily promote

growth. The estimated cost structure indicates that state-owned commercial banks are

large enough, while development financial institutions and private banks can expect to

obtain cost-saving advantages by expanding their operations. Since scope economies are

significant, portfolio diversification generally increases bank profits. In addition,

privatized banks are the most efficient, followed by foreign and private banks. Public

banks are the least efficient.

10.5.3Social

Banks always helped people in improvement of living condition of poor people in various

forms like giving loans to poor for starting business or directly providing them the

instruments that could enhance their living conditions. Similarly ZTBL always tried to

provide the needy people loans on soft terms and also helped to eradicate unemployment

by providing job opportunities Recent high growth trends coupled with enhanced

spending on social and 2007/2008 has together begun to pay some dividends.

10.5.4 Technological

There is Inadequate Communication infrastructure.

Smaller and lowest computer facilities.

Inadequate IT training.

Their must be an efficient IT department.

Learning’s

During my stay in ZTBL (6 weeks) I worked in

Dispatching System

Beside this I also worked in Dispatching System

Main purpose of this system is to keep record of all incoming and outgoing letters,

emails, and applications. These letters are circulated inside (between departments and

units) and outside organization (stake holders or suppliers). For this purpose using MS

Office “Master File” is produced in which details about letter received (receiving date,

from whom it is received and whom to forward with date) and then detail about letter

Delivery (delivered date and name of department or person where it has to be delivered.

A copy of letter is attached in hard form in Master file.

Another record is maintained side by side called Employee Diary

In this record of sender and receiver is kept.

Analysis

New knowledge Acquired

The core of my internship was the knowledge I acquired. Before internship I was

entirely ignorant of a bank’s business processes. But this internship program has

made me aware of most of bank’s business processes and hence it has built in me,

immense confidence to step into bank and carry out the routine banking tasks.

New Exposure

My internship experience has given me a completely new industry exposure in the

banking sector, which includes both the consumer banking and branch banking.

People Diversity:

Being an introvert personality, I never had the precious experience in people

diversity. During this internship period, I interacted with so many people both

customers and employees with diverse personalities and behaviors, different age

groups, some far too senior and experienced that it has given me confidence to

interact efficiently with people.

Tactful communication; a MUST

From this internship program, I have realized that the skill to communicate tactfully is

the thing we should learn and polish, especially in dealing with customers. It is not

the most important if you don’t have the required skills at this moment. Rather, being

creative in problem solving and being a quick learner are the keys to success in the

fast growing banking sector.

Career Awareness

This program was a career awareness program as well in the sense that it helped me

in identifying my interests. What I have identified is that I want to do some thing

dynamic and not an assembly line kind of job. Moreover, I have found that in

Pakistan, it doesn’t matter what is your field of education meaning that as long as you

have the slightest idea of job in hand and you are an active learner, you can work

wonders.

Recommendations

I. Although sill, there is cooperative environment in the ZTBL, but there is a

need to further boost it up. There must be cooperation among staff members,

management, customer and shareholders.

II. The job rotation of duties of employees should be implemented to improve the

performance which will enhance their skills and confidence.

III. The motivation level of the employees should be enhanced by increasing

compensation and giving extra fringe benefits.

IV. The advertisements of the products and the services of the ZTBL should be

done in a proper way with a strategic management.

V. To hire creative, skillful and young employees on the basis of their eligibility

and experience but not on discrimination basis. The recruitments should be

strictly on merit basis and induction should be after proper and extensive training.

VI. To remove the file keeping barriers, which waist a lot of time on searching of

files. There should be a proper check and balance. The documentary records of

the ZTBL should be correct and complete.

VII. More rewards and bonus schemes should be for management as well as for

employees and promotion should be based on performance of employees and not

on favoritism.

VIII. The ZTBL has developed a web site but still only its front home page has been

developed while other banks have good attractive sites.

IX. The efforts should be made to reduce the employee turnover and absenteeism

rate because it creates misunderstanding and conflicts in the ZTBL.

X. In order to increase cooperation among employees, management has to

arrange different parties or get together which will create love, care and

cooperation among employees.

XI. The MIS is still not fully understood by all of the employees. To cope with this

situation, the management should arrange workshops and short courses, so that

the employees can benefit fully from the MIS.

XII. The employee’s attitude and behavior towards work and customers must be

positive and polite way at time of conversation.

XIII. In order to increase the motivation, job satisfaction, and organizational

commitment the organization should give special incentives to all the old as well

as new employees. This may be in the form of promotion or increase in pay or

other facilities provided to them on performance basis.

XIV. The promotions should be given to the employees of ZTBL on the basis of

performance rather than seniority, time period or designation.

XV. The job rotation techniques should be adopted so as to make the staff

knowledgeable of the operation of various departments of the ZTBL.

Conclusion

At the completion of six weeks business internship in ZTBL As an internee

draws the following:

I am able to work in financial institutions.

Deal with various types of people have different attitude

As an internee draws the following about ZTBL:

The premier financial institution geared towards the development of agriculture sector

Enrich Agri-relation ship of 40 years

Lack of commercial mindset

Around 600 pending disciplinary cases

Potential for bringing huge uncultivated areas under production

Potential for expansion through mobilization of rural and urban savings

Reshaping and reconstructive.

BIBLOGRAPHY

WWW.ZTBL.COM.PK

WWW. GOOGLE .COM.PK

AUDIT REPORT 2007

AUDIT REPORT 2008

Annexure C

Sample of Debit/Credit Voucher

Zarai Tarqiati Bank Ltd.Branch-----------------

Name------------------Parentage------------ Debit Cash VoucherVillage---------------- (Cash Receipt)Tehsil-----------------

No. Particulars Loan Case no./ A/c no./Advice no.

G.LHead

TRCode

RO Code

Effective Date

Amount Contra Voucher/Contra Branch no.

Record no./CA Code

Total

Amounts in words:---------------------------------------------Enclose:-----------------------------------------------------------Prepared by:-----------------------------------------------------Checked by:------------------------------------------------------

Authorized Signature:---------------------------------------

Branch Code Date

Serial No. 154700

Zarai Tarqiati Bank Ltd. Branch-----------------

Name------------------Parentage------------ Transfer VoucherVillage---------------- Tehsil-----------------

No. Particulars Loan Case no./ A/c no./Advice no.

G.LHead

TRCode

RO Code

Effective Date

Amount Contra Voucher/Contra Branch no.

Record no./CA Code

Total

No. Particulars Loan Case no./ A/c no./Advice no.

G.LHead

TRCode

RO Code

Effective Date

Amount Contra Voucher/Contra Branch no.

Record no./CA Code

Total

Amounts in words:---------------------------------------------Enclose:-----------------------------------------------------------Prepared by:-----------------------------------------------------Checked by:------------------------------------------------------

Authorized Signature:---------------------------------------

Annexure C II

Sample of Transfer Voucher

Branch Code Date

Serial No. 154700