CHAPTER NO# 03 HBL AT A GLANCE

3.1 ORGANIZATION STRUCTURE

Organizing is a function of management. Organization is end result of organizing. So organizing is a part of management that involves establishing intentional structure of roles for the people to fill an enterprise. It is a process of breaking down the overall tasks of the enterprise into individual assignments/ activities and then getting them put together in units or department or groups along with the delegation of authority to a manager of a unit/ department/ group. Organizational structure implies a formalized intestinal structure of Roles/ position. This is not the end in its self rather mean which help achieve certain ob ectives. ! well"developed and properly coordinated structure is an e#tremely important re$uirement for the successful operation of any organization. It provides the basis framework with in which functions and procedures are performed. The organization structure of %abib &ank is described below. !t present the %abib &ank 'td. Operation through (ine )*+ Regional %ead$uarter, -. zones, /01. branches, /2 corporate centers and 3- corporate sub"centers.

3.2

AN OVERVIEW OF MANAGEMENT

4uring second $uarter /**0, the &ank5s (ationalization !ct was amended with a view to inculcate a commercially oriented culture in the nationalized commercial &anks. The ma or changes brought about by the amendment were the introduction of an independent &oard of 4irector by the 6ederal 7overnment with total representation from the 8rivate Sector and of professional senior management. This change was a break through to inoculate commercial sense in orthodo# banking

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system of the country, to modernize the financial institution to improve the operations and to prepare the bank privatization in the shorts possible period of time. In September /**0, the bank was recognized throughout its domestic and overseas operations on functional lives creating discreet business groups, to focus against the customer profile available to the &ank. Through this process, the following business groups have been created9 Retail &anking 7roup. :orporate and Institutional &ank 7roup. !sset Remedial ;anagement 7roup )!R;+. International operations and !dministration 7roup and 6inance and !udit 7roup. The creation of business group has allowed the bank to focus and develop products within these business groups for its customers. !nd in the retail banking group, to date the bank have successfully launched 3 different products which include9 ;ahafiz Rupee Travelers :he$ue. :onverted Rupee Saving !ccount. ;onthly Income Scheme. (ew 6oreign :urrency !ccounts. The corporate and institutional bank group, have bee successful in establishing significant relationships with some of the top tier industrial groups and various multinationals, which include <ngro, Sapphire, !l"=aram, 7ul !hmed, Siddi$ui Sons, I:I, 'ever &rothers and (estle. !s the bank was facing problems in addressing the recovery of classified portfolio, an !sset Remedial ;anagement 7roup was created. The total classified were incorrectly Internship Report on Habib Bank Limited /0

rescheduled or restructured in the past. This unit has been staffed with some of the best e#ecutive within the bank and its primary goal is the speedy recovery and resolution of the classified portfolio. The overseas operations have been consolidated under International Operations 7roup. 4uring the year, local markets in the larger operations, for e#ample >=, >!< and Oman were reviewed and country specific business strategies have been put in place, in order to build these important franchises. In addition, emphasis has been placed in improving the &ank operations in important money centers, for e#ample Singapore, %ong =ong, &ahrain, (ew ?ork and 'ondon. The 6inance and !udit 7roup &ank independent of the business groups and looks after the financial, regulatory and a management reporting of the bank. The audit process is being improved taking into consideration the nature, sophistication and level of risk within the business group. The groups are head by the 7roup <#ecutives who are specialists in their relevant fields. These groups have regional offices in all the * regions, from where they look after their respective operations in each zone and branch under them. Regions are headed by Regional chief e#ecutives, zones by zonal chiefs and branches by branch managers.

3.3

RETAIL BANKING GROUP

The retail business compresses of the following9 !ll e#isting and potential relationships with an e#posure up to R s. -1, 11. <#cluding :ooperate and institutional relationship, advances against foreign currency deposits irrespective of the amount of funded e#posure. <#cluding deposit of corporate and institutional relationships, solicitation of deposits from all other e#isting and potential customers.

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 Solicitation and surviving of all deposits booked in 8akistan from non resident 8akistanis based in overseas countries. Rationalization of all branches country avoids including renovations upgrades ;arge5s and closures. !ll institutional and product related marketing advertising, publicity media contact and in @ house newsletter related activities. 8lan, develop and implement strategies leading to the launch and development of retail corporate business. 4evelop and implement comprehensive customer5s service strategy and culture. ;anage all current consumer business related activities like credit cared. 4evelop and launch all new mass @ market consumer products like credit cards, mortgage finance, auto financing and share finance. Service :ash ;anagement products and services by leveraging the distribution network.

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3.4
3.4.1

ORGANIZATIONAL SET UP OF HABIB BANK LIMITED

Bo !" o# D$!%&'o!

Bo !" o# D$!%&'o!( o# H )$) B *+ L$,$'%"

Aakir ;ehmood Sultan !li !llana 4r. !bdul Bahab Cahangir Siddi$ui 8ervez !hmad =hawa a I$bal %assan 4r. Shams =assim 'akha Shoukat R. ;irza !li ;unir

8resident and :<O :hairman 4irector 4irector 4irector 4irector 4irector 4irector :ompany Secretary

M%,)%! o# M * -%,%*' Fo!.,

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Senior 8osition

Po($'$o*

F.*&'$o* / R%(0o*($)$/$'$%(

S1 .+ ' T !$* K1 /%%2 K 3 $

8resident Senior <#ecutive Dice 8resident

International Operations :orporate &ank E Treasury

N %%, I2) / M. * A($# S $"

7roup <#ecutive 7roup <#ecutive

Retail &anking 7roup :orporate &anking 7roup

S /%%, A. S1$%+1 K14 5 R 6 So1 $/ M /$+

7roup <#ecutive

!ssets Remedial ;anager !udit 7en. !dministration

W 1%%" 7roup <#ecutive

7roup <#ecutive

:redit 8olicy

3.7

ORGANIZATIONAL STRUCTURE OF HBL

PRESIDENT 8 CEO R. Z +$! M%1,oo"

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Bo !" o# D$!%&'o!( D$!%&'o! Do* /" / $* D$!%&'o! S 5$" Z 1$" D$!%&'o! A1,%" 9 4 " CHAIRMAN S./' * A/$ A// * E:%&.'$;% Co,,$''%% M%,)%! A3 6 A1, " SEVP M%,)%! 9 ,$/ K1 * SEVP M%,)%! S$, K ,$/ SEVP M%,)%! 9 ,$/ I2) / SEVP M%,)%! A)$" ( '' ! SEVP M%,)%! N ., * +. D ! SEVP D$!%&'o! M.(1' 2 M /$+

E.V.P. S.V.P V.P. A.V.P OGI OGII OGIII C/%!$& / S' ## N.C.S.

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