Professional Documents
Culture Documents
INTRODUCTION OF STUDY
Starting with th nam of Allah, I am going to writ my intrnship rport as part of th
acadmic rquirmnt for th compltion of four yars study in Bachlor of Businss
Administration. Thrfor, w th studnts of anagmnt Scincs ar rquird to undrgo
an intrnship program for th priod of 8 wks as an intrn in an organization. This
intrnship hlps m to gain th practical knowldg of working nvironmnt of th banking
sctor of Pakistan.
1.1
BACKGROUND OF STUDY
This Intrnship rport is aimd at studying and analyzing National Bank of Pakistan (NBP)
in gnral and its branch offic at andian, Abbottabad in particular. Th main purpos of th
intrnship is to prpar and submit a rport as a partial fulfillmnt for th award of BBA
(Financ) dgr in financ from COSATS, Abbottabad
1.3
SCOP OF STUDY
Th tim duration of two months is insufficint for conducting complt study and
obsrvation of a larg bank. Bing a studnt spcializing in financ, th focus of this study is
1
on its financial aspcts including th financial halth of th bank and its comparison with
prvious yars prformanc. Som of th problms facd by th bank hav bn idntifid
and som rcommndations hav bn suggstd to ovrcom ths problms and to improv
th prvailing financial condition of th bank.
1.4
LIMITATIONS OF TH WORK
Thr ar som limitations which intrn had to fac during th intrnship program, which
ar dscribd as undr:
Th priod of two months was too short to proprly undrstand and analyz all th oprations
of bank.
Staff mmbrs avoidd to giv all information du to th mattr of scrcy. So it was vry
difficult to collct th rlvant information and to larn accordingly.
anagr and othr staff mmbrs hav busy schdul du to this rason it was a grat
problm for thm to spnd tim with intrn, so it is not asy to larn or to gain knowldg
from thm.
Som of th data was confidntial and that was not mad availabl to m.
1.5
BNFITS OF TH STUDY
1.6
RSARCH MTHODOLOGY
from rgional had quartr and staff collg was also rviwd which gav vry usful
information about th functioning of th bank. I also visitd th national bank of Pakistans
official wb sit, which gav vry usful information about th srvics providd by th bank.
1.6.1
Prsonal obsrvation
Prsonal obsrvations during th intrnship priod
Intrviws of managmnt
Short intrviws of th banks managmnt
1.6.2
Books
Rlvant cours books
Intrnt
Official wb sit of NBP and som othr rlvant sits mntiond in th rfrncs
1.7
SCHM OF RPORT
CHAPTR 2
INTRODUCTION TO ORGANIZATION (NBP)
NBP contains its position as Pakistan's prmir bank dtrmind to st highr standards of
achivmnts. It is th major businss partnr for th Govrnmnt of Pakistan with spcial
mphasis on fostring Pakistan's conomic growth through aggrssiv and balancd lnding
policis, tchnologically orintd products and srvics offrd through its larg ntwork of
branchs locally, intrnationally and rprsntativ offics.
Practic intgrity, honsty and hard work. W bliv that ths ar masurs of tru
succss.
Ladrs in industry.
4
A numbr of banks closd thir branchs with th rsult that only 81 branchs
rmaind opn on 30th Jun 1948 out of 487. Th had offics wr in India and most of thir
mploys wr Hindu, and thy fld to India. Imprial Bank of India, Which was conducting
govrnmnt rcipts and paymnts, closd down most of its branchs thus blocking th funds
ndd by th govrnmnt?
Th country was in troubl and ndd most of th gnral commrcial banking and
crdit facilitis. This nd was a littl bit satisfid with th transfrring of th had offr of
th HBL. To Karachi on 7 th, August 1947. This bank playing a grat rol in th nxt yar in
th conomic dvlopmnt of Pakistan as th Habib Bank was also nw in th nw country it
was askd to opn mor branchs at nw plac this was a difficult tim fo H.B.L to opn
thir branchs in diffrnt placs.
In viw of th abov mntiond circumstancs and in ordr to rhabilit th banking
in Pakistan without furthr dlay, on th rcommndations of an committ it was dcidd to
stablish as arly as possibl a cntral bank to control th banning and currncy in Pakistan.
Accordingly stat bank of Pakistan was Pakistan was inauguratd by Quaid--Azam
uhammad Ali Jinnah on 1st July 1948. This bank lost on tim in mting th national
rquirmnts of banking, currncy and took following rmdial masurs. Rqustd
Govrnmnt of stat a nw bank of nation wid srvics accordingly National Bank of
Pakistan was formd in 1949 which opnd many branchs and in 1952 took ovr th
5
mpror Bank of India. It will draw Indian Currncy nots of Rs: 125 cror from Gnral
Circulation and snd ths for rcovry to rsrv Bank of India.
commncd its opration in Novmbr 20.1949 at six cntrs of jut in th thn East
Pakistan. Lahor and Karachi officrs wr opnd subsquntly in Dcmbr 1949. Bfor
rstructuring in 2002, national Bank of Pakistan with its had offic at Karachi oprats
through 9 rgional hadquartrs at Lahor, Karachi Hydrabad, Qutta, Pshawar, ultan,
uzafrabad, Fasilabad and Islamabad.
Th bank was incorporatd with authorizd capital of 60 millions .in 960 this amount was
rdactd to th 30 millions banks issud 15 millions of which 25% was subscribd by th
govrnmnt and th balanc was offrd to th gnral public .shars to th public whr
issud in 1950 and whr quickly takn up. In 190 banks ordinanc was amndd so that it
tak ordinarily commrcial banking businss. On janvry-01-1974 national bank along with
thirtn othrs commotional banks whr nationalizd undr th promulgation of
6
nationalization act 1974 and th shars not hld by th govrnmnt whr rquird aftr
compnsation thm.
Th priod 1990s witnssd financial rfrs and th national bank also in coopratd th
chang in its working and offrd nw srvics and products to its clints .at prsnt th bank
is playing vry important rol in financing th trad .commrc ,agricultural and important
concrns and contributing th bst to word making th country prosprous. Th improv its
costumr focus rdactd dcision making layrs rstructurd its ntir command and control
systm in businss and oprational sphrs zons and audit offics in th yar 2002 and
liminatd th total numbrs of rgions in hands from 9 to 29 across th country .anw matrix
structur has bn introducd with th objctiv to sparat th offic and th bank offics .to
improv th good govrnanc and nhanc th intrnal control.
Opration group
Prsidnt Scrtariat
Board of Dirctor
Oprations Group
Complianc group
2.3.1
Oprational Group
Opration Group
Customr
srvics
and govt
businss
Trasury
sttlmnt
Logistic
support
and
scurity
Intr Branch
Rconciliatio
n
(IBR)
Constructio
n and
aintnan
c
2.3.2
Dr.
Shujahat
Ali
(mbr
Tariq
Kirmani
(mbr
)
10
2.4
Snior anagmnt
Qamar Hussain
Prsidnt
Naushrwan Adil
Tariq Jamali
Nadm A. Ilyas
anagmnt Group
Rmittanc
Tahira Raza
ahmood Siddiqu
11
Aamir Abbasi
Kashif Aziz
SVP, Had PO
2.4.1
Zubair Ahmd
SEVP & Rgional Chif Excutiv, iddl East, Africa & South Asia Rgion
. Rafiq Bngali
SEVP & Rgional Chif Excutiv, Amricas Rgion
Khawar Sad
EVP & Rgional Chif Excutiv, Cationntral Asian Rpublics Rgion
uhammad Hanif Khan
SVP & Coordinator, Afghan Oprations
2.5.1 ission
NBP will aspir to th valus that mak NBP truly th Nation's Bank by:
12
idntity,
National Bank of Pakistan also aims at providing assistanc to farmrs, so that thy can
utiliz thir funds ffctivly to gt th bst rsult.
Practic intgrity, honsty and hard work. W bliv that ths ar masurs of tru
succss.
CHART
RRC
RBC
Cad.
ROC
anagr
Officr
RCC
Oprating
anagr
Complain
Officr
Dposit Sctor
Rmittanc
Govt. Sction
Accountant
Forign
Exchang
Crdit
Dptt:
Sourc: Slf ad
Chif
Cashir
r. unr Kamal
Chairman
15
r. Tariq Kirmani
Dirctor
r. Shahid Aziz Siddiqi
Dirctor
r. Iftikhar A. Allawala
Dirctor
r. uhammad Nam
Dirctor
r. Syd uhammad Ali Zamin
EVP, Scrtary Board of Dirctors
2.8.1 LOCATION
Th Location of th Bank Branch is andian Abbottabad.
2.8.2 OVERVIEW
Th building of NBP Nawan Shhr branch Abbottabad consist of singl floors .Th building
of NBP Nawan Shhr branch Abbottabad givs a plasant look as it is a wll furnishd and
dcoratd by frsh flowrs both insid and outsid th bank. Thr is sparat parking plac
16
for staff mmbrs and also for gnral public which is hlpful in rducing traffic on road
unlik othr banks. Insid th bank thr is a hall and on on sid is th managrs offic. In
th hall thr is sparat sating facility for mals and fmals customrs. In th hall all th
officrs of diffrnt dpartmnts has thir tabls. Th sating arrangmnt of all officrs is
sam dspit thir dsignation. Only cash dpartmnt and govrnmnt sction is sparatd.
Th facility of gnrator is also providd to th branch.
17
CHAPTR 3
JOB DSCRIPTION
NBP bliv in crating maximum conomic valu for our clints and sharholdrs whil
maintain th highst human valus and principl. NBP is on of th lading banks in
Pakistan. As on of th largst and oldst banking corporations in th country .th cultur of
NBP is strong and mploys ar profssional committd to thir work.
Bank is continuously focusing on dvloping a nw and innovativ product to attract thir
targt markt. Strong customr rlationship. Assts utilization is vry good .it has largst
AT ntwork in Pakistan.
I join NBP for intrnship in NBP andian branch I workd in rcord kping dpartmnt,
rmittanc dpartmnt offic I workd in dpartmnt.
18
During my intrnship in th NBP limitd, I rally njoyd to work with th staff of branch,
NBP HR and financ dpartmnt in andian, Abbottabad. It was almost impossibl to
work in all th dpartmnts within that limitd tim. But on my rqust th staff of branch
providd m th opportunity to work in th diffrnt dpartmnts within that limitd tim.
But on my rqust, th staff of th branch providd m th opportunity to work in th
diffrnt dpartmnt for th sak of practical knowldg .for providing m th grat
nvironmnt to work in diffrnt dpartmnt & sats and larnt th followings.
I workd as an intrn in NBP andian human and financ dpartmnt .th main
objctivs to work in NBP wr:
Purpos of intrnship
Intrnship is th capston xprinc that provids m with hands on, ral world
xprinc in a work stting. Idally, intrnship will nabl intrns to:
Bcom bttr acquaintd with th typs of work stting in which such comptnc
can b applid.
19
During this projct, I chckd all th mploys fils assignd to m and chckd thir
rlvant documnts and rportd to th concrnd officr.
3.3.2 Documntation
I was handd ovr th duty of documntation of appointmnt lttrs of nwly hird
mploys and to arrang thm in squntial ordr aftr chcking th lttrs and documnts.
3.3.3 Salary sction
I workd in salary sction, which is working undr HR dpartmnt of th bank .this sction is
rsponsibl for maintaining th rcords of mploys rgarding all typ if paymnts including
loans and bnfits. I larnt th procss of paymnt of salary, loans, bnfits and providnt
fund. In this dpartmnt I larnt th procdur of paymnt to mploys and larnt all th
ruls rgarding xpnss of th bank Calculation of mploys, turnovr:
During my intrnship, I prformd a spcial task with HR dpartmnt of calculating
mploys Turnovr and th rason for turnovr of th bank, for dcision making for highr
managmnt.
3.3.4 ID card
I prformd my duty in mploy, ID card sction, whr I compltd th ID card composing
procss aftr chcking mploys information, subsquntly comparing it from banks
rcord .i dalt with approximatly 4000 mploy cass. Th forum rlatd to mploys of
diffrnt citis of Pakistan.
3.3.5Arrangmnt of mploys, fils in th vault
I prformd duty in th fils stor whr I was rsponsibl for arranging mploy fils in
ordr with rspct to mploy.
3.3.6 Data ntry of blood rlation forums
I ntrd th data of blood rlativs of th mploys and th forum rang up to 7000
approximatly .this task was projct basd.
20
2013
cntral banks
29728764
28582626
5501077
355234
90766297
7442732
Invstmnt
114089252
151613933
Advancs
175711942
127622868
6273239
5594914
530564
130939
Othr Assts
Total Assts
14804823
437405958
5182385
329724631
Bills payabl
5619826
1437639
Borrowing
15465418
50250684
380421569
1037784947
Othr liabilitis
12021378
53628666
Liabilitis
subordinatd loans
liabilitis against
assts
subjct to
financ las
21
Total
413528191
1158061555
Shar Capital
23877767
18500114
Rsrvs
10027379
28818528
Unappropriatd profit
7276191
68715995
56412120
35243113
Total Liabilitis
159953035
15127750
Assts
2013-
2012-
2014
2013
290,086,15
174,57,523
526,530,41
663,068,742
118,248,691,8
554,036,48
554,036,48
296,774,062,5
12.4%
4.91%
2.81%
27.6%
44.6%
3.4%
12.3%
6.39%
3.62%
22.0%
49.7%
1.52%
4.06%
4.26%
63,513,271,1
100
100
0.92%
1.42%
77.6%
1.66%
1.84%
79.0%
0.004
0.0020
4%
0.66%
4.05%
%
0.37%
3.69%
2013-2014
2012-2013
161,767,165
318,870,653
357,812,66
873,370,008
123,562,271
651,752,62
210,597,5
972,336,55
Total Assts
762,193,593
Liabilitis
2013-2014
Bills payabl
7,061,902
Borrowing
10,886,063
Dposit unit and Account
591,907,435
subordinatd loans
liabilitis against assts subjct to
2012-2013
10,605,663
11,704,079
50,187,224,3
-
financ las
Dffrd tax liabilitis
othr liabilitis
13,235
23,870,73
23,496,910
33,554
5,097,831
30,869,154
22
Total
645,855,939
55,317,859,3
Shar Capital
8 ,154,319
7 ,090,712
1.06%
1.11%
Rsrvs
1 5,772,124
1 3,879,260
2.06%
2.18%
Unappropriatd profit
4 5,344,188
3 2,074,677
5.94%
5.05%
4 7,067,023
2 8,909,469
6.17%
4.55%
Total Liabilitis
762,193,593
63,513,271,1
100%
100%
INTERPRETATION:
On vrtically analyzing assts sid of balanc sht w s that cash balanc portion is
slightly high and it should b rducd. Bank should lnd mor to financial institutions to
gnrat intrst incom, othr assts should also b rducd and must b utilizd in arning
assts. On liabilitis sid Shar capital portion of total liabilitis is vry low it should b up to
th mark and bank should mak ffort to dcras xtrnal funds as possibl.
2013-2014
2012-2013
78,625,227
2013-
2012-
2014
120%
2013
100%
23
37,472,832
40,641,679
92.2%
100%
21,464,600
210,787,868
23,012,732
139,946,995
93.2%
150%
100%
100%
Advancs
Oprating Fixd Assts
340,677,100
25,922,979
316,110,406
96,819,74
108%
267%
100%
100%
30,994,965
27,113,932
114.31
100%
Total Assts
762,193,593
63,513,271,1
120%
100%
2013-2014
Liabilitis
Bills payabl
7,061,902
Borrowing
10,886,063
Dposit unit and Account
591,907,435
subordinatd loans
liabilitis against assts subjct to
2012-2013
10,605,663
11,704,079
50,187,224,3
-
2013-
2012-
2014
66.5%
93%
117.9%
2013
100%
100%
100%
100%
100%
100%
financ las
Dffrd tax liabilitis
othr liabilitis
33,554
5,097,831
30,869,154
13,235
23,870,73
23,496,910
253.5%
213.5%
131%
Total dbt
645,855,939
55,317,859,3
116.7% 100%
Shar Capital
8 ,154,319
7 ,090,712
115%
100%
Rsrvs
1 5,772,124
1 3,879,260
113.6%
100%
Unappropriatd profit
4 5,344,188
3 2,074,677
141.3%
100%
4 7,067,023
2 8,909,469
162.8%
100%
Total Liabilitis
762,193,593
63,513,271,1
120%
100%
INTERPRETATION:
As compard to 2012-13, 20% hav bn incrasd in both assts and liabilitis in 201314which is bcaus of mor invstmnts and on th liability sid also 20% incrasd bcaus
of incras in Dposits and Shar capital. Bank should mak ffort to improv this ratio by
gnrating funds intrnally and making mor invstmnts.
Particulars
2013-2014
2012-2013
ark-up/rturn/intrst arnd
ark-up/rturn/intrst xpnsd
Nt markup/intrst incom
provision against loans and
50,569,481
16,940,011
33,629,470
4,723,084
44,100,934
13,947,218
30,153,716
3,075,723
64,685,47
29,927,93
34,757,54
16,473,61
(709,461)
(74,970,9)
5,284
2,371,546
27,782,170
34,615
23,511,89
advancs
provision for diminution in th (40,248)
valu of invstmnt
Bd dbts
ark-up incom aftr provisions
NON
ARKUP/INTEREST
39,899
4,722,735
28,906,735
chang
11,245,65
INCOE
2013-2014
2012-2013
120085131/17947965 =6.69
142279638/22309742 =6.37
COENTS: Currnt ratio shows that bank has improvd its liquidity. Thr is a slight diffrnc in
both yars which can b improvd by having a strong control ovr rcivabls and
rducing th oprating cycl.
25
2013-2014
2012-2013
19,033,773/33,629,470 =0.56
17,022,346/30,153,71=0.56
COENTS: 2: Nt profit margin rmaind sanm for both priods .This ratio can b improvd by
lowring th intrst xpnss and administrativ xpnss which impacts highly on
th profit margins.
2013-2014
2012-2013
479070133/635132711 = 0.754
COENTS: 3: This ratio shows ngativ trnd. Earning assts of should b incrasd through
mor invstmnts, lnding and advancs and by not allowing cash to rmain idl at
bank.
4.Rturn on Earning asst= Nt Incom/ Earning asst
2013
2012
36363570/572929568 = 0.634
30657493/479070133 = 0.639
COENTS: 4: This ratio also shows a slightly ngativ trnd .It can b improvd by lowring th
intrst xpnss and administrativ xpnss which will improv th nt incom.
2013-2014
2012-2013
26
30153716/479070133 =.0629
COENTS: 5: This ratio shows ngativ trnd. It can b Improvd by incrasing intrst margin
and lowring th intrst and administrativ xpnss.
2013-2014
33629470 / 572929568 = 0.0586
COENTS: -
2012-2013
30153716/479070133 =.0629
6: This ratio shows that as compard to 2009 ratio of dbt to total assts has bn
rducd for bank. It can b improvd by not making dbt financing as possibl as thy
can.
6. Dbt to total assts ratio = total dbt/total assts
2013-2014
2012-2013
645855939/762193593 =0.847
553178593/63513271= 0.870
COENTS:
7: Favorabl trnd found in this ratio. Dposits should b incrasd to gnrat mor
incom.
8.Loan to Dposit= Loan / Dposit
2013-2014
2012-2013
340677100/595907435 = 0.575
316110406/501872243 = .6298
COENTS: -8: This ratio suggsts that bank has incrasd intrnal sourc of
27
28
CHAPTR 4
CONCLUSION AND RCOMMNDATIONS
4.1
CONCLUSION
4.2
RCOMMNDATIONS
National bank of Pakistan is an ffctivly oprating and profit making organization and
carrying out its activitis undr a spcifid systm of procdurs. Ths procdurs and
rgulations changs with th passag of tim. Th stat bank of Pakistan, which is th main
rgulatory body, provids all th procdurs and information to nsur th ffctiv
oprations of th commrcial banks.
which provid th policy guid lins and nsur that th mony markt oprat on sound
29
profssional bass. Whil th had offics spcifis th whol procdur of functions and
oprations.
Hr som suggstions ar rcommndd, which can incras th fficincy of th workrs
and as wll as th prformanc of th NBP.
Rcommndations ar givn in th following,
4.5.1) Profssional Training:
Th staff mmbrs do not hav th strong profssional background. Thy do not hav modrn
tchniqus and knowldg rgarding th bank procdurs.
Although staff training collgs ar working in all major citis but thy ar not prforming
wll. For this purpos ths staff collgs should b rorganizd and thir syllabus should b
mad in such a way to hlp th mploy undrstand th vr-changing conomic conditions.
Banking council, of Pakistan should also initiat som programs to quip th staff with much
ndd profssional knowldg.
4.5.2) Dlgation of Authority:
To mak th nvironmnt of th work plac mor cohsiv propr authority dlgation is
rquird in th bank. Staff mmbrs of th bank should b givn a task and authority and h
or sh should b ask for thir rsponsibility. In this way no on can put th blam of thir
mistak on othrs.
4.5.3) Prformanc Appraisal:
Th managr should strictly monitor th prformanc of vry staff mmbr. All of thm
should b awardd according to thir prformanc. Spcial bouncs and incntivs should b
givn to motivat thm.
4.5.4) On Th Job Training:
On th job training should b carrid out by th managmnt to mak thir staff bttr
concrning th global changing conomic nvironmnt. For ths purpos sminars,
confrncs and dbats should b organizd.
4.5.5) Transfr:
30
\
4.5.11) Crdit Cards:
National bank of Pakistan should start its oprations in crdit cards. Ths cards ar vry
hlpful for th ordinary customr in gnral and th businss in particular.
To mak it mor scur and to liminat th misus of it, th managmnt is rquird to kp
propr scurity against th card.
4.5.12) Installing Valuator
Valuator machin is usd to count th currncy nots and its installation will hlp to liminat
th counting rrors and will sav tim as wll.
So for th purpos of saving tim th installation of valuator is compulsory.
4.5.13) Forcasting:
Efficint forcasting may incras th profitability of th any organization. So Forcasting
nds to b introducd at NBP. Bfor taking any major dcision it is ncssary to judg
dcision, which thy ar likly to tak. Whthr it has good or any bad impacts for th bank
and for th conomy as a whol. It will also hlp in bttr planning.
4.5.14) Intrst On Ovrdraft:
Ovrdraft is a short trm crdit facility providd by th bank to its trustworthy customrs fr
of intrst. Only bank commission is charg on th amount of crdit availd. It is
rcommndd that th bank should charg small amount of mark-up on th ovrdraft, which
will hlp th bank to improv its rvnu position.
4.5.15) Clan Loan:
Clan loan or clan ovrdraft is th crdit facility xtndd to th customrs without any
scurity. Ths typs of small trm loans should not b xtnd to any body, bcaus som
tims ths loans ar providd to blu-yd popl of th managmnt and thy bcom a
part of bad dbts.
32
th jobs and th working nvironmnt intrsting. And this transfr should b for a rasonabl
tim priod.
4.5.21) arkting Policy: Th branch should adopt various markting stratgy and
promotion stratgy to promot th bank and its products. Ths markting stratgis may b
vry hlpful. For this purpos th bank should conduct th sminars and confrncs within
and outsid th bank.
Th NBP should adopt various prizing schm just lik allid bank (kar amd schm) bank
Alfalah (monthly incom arning schm) and various othrs. dia and nwspaprs can b
hlpful in this rgard.
4.5.22) Facilitis In branch:
Thr is no propr facility for th customrs in th bank whn thy ntr th bank. Th propr
furnitur is not availabl for th customrs. In th tim of rush th popl mov hr and
thr in th bank which rally crat th disturbanc.
So in ordr to maintain th good working nvironmnt th customr should b srvd
proprly so that thy can fl that thy hav takn th right dcision to choos this bank for
th safty of thir mony. If th bank taks stps in this dirction thn, it will incras th
goodwill of th bank.
4.5.23) Complaint Of Customr:
Thr should b an inquiry dsk to provid th information and to rciv th complaints of
th customr in th bank.
Thr is no complaint box availabl in th branch and not any prson appointd to har th
complaints.
So I suggst that managmnt should install a complaint box in th branch, and rcruit a
spcial prson for th guidanc of th customr in th bank.
4.5.24) Analysis of th Businss:
Propr analysis of th businss should b conductd bfor xtnding any typ of loan. For
this purpos profssional training of th staff mmbr is rquird.
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RFRNCS
1. Gibson, Charls H, (2002); Financial Rporting & Analysis, 7th Edition. Prntic Hall
Intrnational Corporation.
2. Lawrnc J.Gitman, (2008); Principls of managrial Financ. 11th Edition, San Digo Stat
Univrsity.
3. Siddiqi, Asrar H (2008); Practics and law Banking in Pakistan, (8th Ed), Royal Book
Company, Karachi.
4. NBP Annual rport (2012), (2013), (2014 Half Yarly Rport); National Bank of Pakistan
5. National bank of Pakistan 2012, xcutiv committ, viwd 05 may, 2014, <http://
www.nbp.com.pk>
6. National bank of Pakistan 2014, publications, annual rports, accssd on 09 ay
2014<http:// www.nbp.com.pk/Publications/indx.aspx>
7. Businss rcordr 2012, highst rating, viwd 05 may,2014, <http://www.brcordr.com/top-
storis/0/1175012/>
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