Internship Report

On
The National Bank of Pakistan
Main Branch

BS COMMERCE

Submitted By:

MUHAMMAD DAWOOD

ROLL NO 65413

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES MARDAN

(Affiliated With)

Abdul Wali Khan University Mardan

(SESSION 2020-2024)

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 EXECUTIVE SUMMARY

The National Bank of Pakistan (NBP) is one of the major financial institutions in Pakistan’s
banking industry. The report analyzes its operations, issues, and prospects with special attention
to the Main Branch in Mardan. The analysis outlines areas that require attention and provides
actionable recommendations to improve efficiency and satisfaction.

Pensioners remain one of the largest segments in NBP’s clientele which requires the
introducation of a service register, specialized customer support, and trained personnel to serve
them better. Staff formation and equipping training centers needs modernization in order to
foster contemporary banking. Structural putputs such as performance management systems and
centralized power counters, with incentive mechanisms, can increase productivity and decision
making among the rest.

Retention of customer confidence and operational consistency relies heavily upon a stable policy
framework. The quality of the services provided can be improved by enhancing the hiring
criteria, coupled with instructive training for the staff. Expanding the range of the issued
financial instruments with credit cards will add flexibility for customers and additional income to
the company.

A more user-friendly infrastructure for banking could incorporate the addition of further
validator machines, ATMs, and even charging a minimal premium on overdrafts with the
implementation of puissant risk analysis on clean loans. Smooth transactions would improve
accessibility and enhance the overall financial standing of the business. Having effective
management of funds, such as charging interest on unused cash, would guarantee better
allocation of resources.

In doing so, these recommendations would allow NBP to improve customer satisfaction,
operational performance, and NBP’s contribution to the economic development of Pakistan.

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 Table of Contents
CHAPTER 01: INTRODUCTION TO REPORT................................................................................. 1
1.1 BACKGROUND............................................................................................................................................ 1
1.1 Introduction................................................................................................................................................ 1
1.2 Purpose of the Study................................................................................................................................ 1
1.3 Research Problem Statement............................................................................................................... 1
1.4 Importance of the Internship................................................................................................................ 1
1.5 Objectives.................................................................................................................................................... 1
1.6 Scope of Research..................................................................................................................................... 2
1.7 Research Methodology............................................................................................................................ 2
1.8 Limitations of the Study.......................................................................................................................... 2
CHAPTER NO 02: ORGANIZATIONAL OVERVIEW.......................................................................3
2.1 Evolution of Banking................................................................................................................................ 3
2.1.1 Banking in Pakistan.............................................................................................................................. 3
2.2 Chronology of the Development of the National Bank of Pakistan..........................................3
2.3 The Importance of NBP in the Economy of Pakistan.....................................................................3
2.4 Organizational Structure and Governance.......................................................................................4
2.5 Strategic Objectives and Future Outlook.......................................................................................... 4
TABLE 3.1: B OARD OF DIRECTORS................................................................................................................... 5
TABLE 3.2: E XECUTIVE COMMITTEE STRUCTURE........................................................................................... 6
3.2 Branch Network and Operations......................................................................................................... 6
Table 3.4: Number of NBP Branches in Major Cities...................................................................................6
Table 3.5: NBP's International Branches.......................................................................................................7
3.3 Human Resources and Training...........................................................................................................8
3.3.1 Basic Initial Training............................................................................................................................ 9
3.3.2 Actual Training....................................................................................................................................... 9
3.3. E-Learning Initiatives - NBP................................................................................................................. 9
3.4 Branch Network & Account Opening Procedures..........................................................................9
3.4.1 Opening a New Account....................................................................................................................... 9
3.4.2 Accounts for the Opening Procedure..............................................................................................9
3.4.3 Formal Forms....................................................................................................................................... 10
3.5 Types of Accounts................................................................................................................................... 10
3.5.1 Individual Accounts........................................................................................................................... 10
3.5.2 Joint Accounts...................................................................................................................................... 10
3.6 Types of Deposit Accounts.................................................................................................................. 10

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 3.6.2 Savings Accounts................................................................................................................................. 10
3.7 Banking Services and Products......................................................................................................... 10
3.7.1 Personal Banking Services.............................................................................................................. 11
3.7.2 Corporate Banking Services............................................................................................................ 11
3.7.3 Specialized Financial Solutions......................................................................................................11
3.8 Technological Integration and Innovation....................................................................................11
3.8.1 Digital Banking.................................................................................................................................... 11
Chapter 4: Financial Analysis........................................................................................................ 12
4.1 Introduction............................................................................................................................................. 12
4.2 Financial Performance Overview..................................................................................................... 12
4.2.1 Revenue Analysis................................................................................................................................ 12
4.2.2 Profitability Metrics........................................................................................................................... 12
4.2.3 Asset Management.............................................................................................................................. 13
4.2.4 Liquidity Ratios................................................................................................................................... 13
4.3 Study of Financial Statements............................................................................................................ 13
4.3.1 Analysis of Income Statement........................................................................................................ 14
4.3.2 Balance Sheet Analysis...................................................................................................................... 14
4.3.3 Cash Flow Statement Analysis........................................................................................................ 14
4.4 Comparative Analysis........................................................................................................................... 15
4.4.1 Profitability Comparison.................................................................................................................. 15
4.4.2 Comparison of Asset Management................................................................................................15
4.4.3 Comparison of Liquidity................................................................................................................... 15
4.5 Suggestions............................................................................................................................................... 15
4.6 Financial Ratios Analysis..................................................................................................................... 16
4.6.1 Profitability Ratios............................................................................................................................. 16
4.6 Accounting and Financial Overview.................................................................................................17
4.6.1 Profitability Indicators..................................................................................................................... 17
4.6.2 Efficiency Ratios.................................................................................................................................. 17
4.6.3 Liquidity Computations.................................................................................................................... 17
4.6.4 Solvency Computations..................................................................................................................... 17
CHAPTER NO 5.................................................................................................................................... 19
STRATEGIC ANALYSIS....................................................................................................................... 19
5.1 SWOT Analysis of National Bank of Pakistan (NBP)...................................................................19
5.1.1 Strengths................................................................................................................................................ 19
5.1.2 Weaknesses.......................................................................................................................................... 19
5.1.3 Opportunities....................................................................................................................................... 20
5.1.4 Threats................................................................................................................................................... 21
CHAPTER #6........................................................................................................................................ 23
FINAL REMARKS AND SUGGESTIONS........................................................................................... 23
6.1 Final Remarks and Suggestions......................................................................................................... 23
6.1.1 Special Register For Pensions.........................................................................................................23

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 6.1.2 Training Development...................................................................................................................... 23
6.1.3 Power Allocation................................................................................................................................. 23
6.1.4 Evaluation and Rewards Systems..................................................................................................24
6.1.5 Modifications In Policies Should Be Cautious...........................................................................24
6.1.6 Employee Enablement Issues and Staffing of Requirements...............................................24
6.1.7 Credit Card Introduction.................................................................................................................. 24
6.1.8 Validators and ATM Machines Installation................................................................................25
6.1.9 Overdraft Investment Interest....................................................................................................... 25
6.1.10 Clean Loans......................................................................................................................................... 25
6.1.11 Cash Funding...................................................................................................................................... 25
References....................................................................................................................................................... 27

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 CHAPTER 01: INTRODUCTION TO REPORT

1.1 BACKGROUND

1.1 Introduction

Income accounting is one of the measurement cornerstones in the banking industry because it
provides crucial information to analyze the economic development of a country. The Pakistan
banking system is multifaceted comprising a number of financial institutions to meet the diverse
needs of the economy. The National Bank of Pakistan (NBP) is a governmentowned corporation
which, as regards the country’s economy, is very important and one of the leading institutions in
the world. This is why it is important to analyze the financial performance of NBP as it
significantly influences the economy of the country.

1.2 Purpose of the Study

As part of the Bachelor of Commerce Finance program, the student is required to undertake a
technical internship and prepare an elaborate report which forms the basis of attainment of the
degree. The reason for choosing this internship was the importance and size of the Fellowship
National Bank of Pakistan. The objective of the internship was to learn about the operations of
the NBP and the problems that the organization has. The report sought to provide solutions to
these problems in order to improve the student’s overall educational and practical experience.

1.3 Research Problem Statement

Analyzing an entity's revenue composition is a crucial step towards ensuring its profitability. The
assessment allocated towards finances yields positive outcomes when measuring the company's
capital structure and efficiency in operations. This particular analysis will seek to assess the
operational revenue of the National Bank of Pakistan NBP from 2015 to 2018, including a
literature review alongside other data and information available.

1.4 Importance of the Internship

Internships are very important because some of them tend to be skill or industry specific which
need practical exposure. It facilitates the learning process of students. This project is focused on
improving the student's writing and analytical skills as well as providing them with measures that
can be taken to improve business operations. The internship is economically and educationally
motivated and in line with government policy objectives.

1.5 Objectives

The main goal of this study is to enhance the academic practicality which can be enacted with
details within a classroom setting through unethical and legal plagiarism. This research addresses
the gap in the attainment of knowledge by providing students an opportunity to have an industry

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practice along with more theoretical classes which will enable them to seek employment after
graduation.

1.6 Scope of Research

This research assesses NBP customer satisfaction specifically with the bank’s Internet Banking
Unit. The goal of this study is to determine reasons which lead to customer dissatisfaction and to
provide recommendations for enhancing the Unit’s performance as well as customer satisfaction.
It is focused on improving NBP’s service quality and operating efficiency.

1.7 Research Methodology

In order to prepare a detailed report, the following methods and resources were used:

• Primary Research: Accessing scholarly publication, industry reports, and other financial
documents to get the complete picture of the topic.

• Finacial Analysis: Reviewing financiual documents to extract trends and determine areas that
require improvement.

• Data Processing: Use data processing software to perform data analysis and other complex
necessary computations.

• Surveys: Administering surveys, interviews, and focus group discussions with stakeholders in
order to obtain information.

• Specialist Advice: Consulting with other financial experts and professionals in the field for
additional help.

• Report Writing: Preparing a formal document, outlining the entire research process and
discussing the results.

• Proofreading: Cross checking and editing the document with regards to citation, referring, and
other stated academic formattings.

1.8 Limitations of the Study

While preparing this technical report over a period of two months, the following limitations were
experienced:

• Fine-grained Access Restriction: Difficulties in retrieving particular pieces of financial

information.

• Restricted Access: The internet does not allow certain bank information to be accessed because
of the anonymity and confidentiality clauses.

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The degree of anonymity did not stop the author from carrying out a kritischer betrieb, or
detailed scrutiny of NBP's performance in the area of managing business’s financial performance
and monitoring customer satisfaction in the Unit servicing Internet Banking.

CHAPTER NO 02: ORGANIZATIONAL OVERVIEW

2.1 Evolution of Banking

The concept of a ‘bank’ is believed to have derived from the Italian word “banca,” which
translates to a “bench” or a “table,” owing to the medieval Italian money changers’ practice of
having benches or tables at their offices. Alternatively, it may stem from the German word
”back” reflecting the European model of a joint stock company. Furthermore, collective
ownership in companies could also suggest German and Anglo Saxon stereotypical forms. The
emergence of modern banking was profoundly shaped by the activities of financial institutions,
businessmen, and even jewelers.

2.1.1 Banking in Pakistan

After Pakistan's independence in 1947, some of the most daunting obstacles faced by the
government included division of resources with India and the creation of an appropriate
regulatory system. In the beginning, Pakistan was governed under the Indian Banking Statute of
1947, which completely omitted the presence of any regulatory body. With the aim of resolving
such problems, a Skills Board was set up to handle the trade of both goods and services as well
as money between India and Pakistan, in addition to managing the BOI's business activities and
debts. Ultimately, Pakistan was able to formulate its own policies and institutions for banking in
order to cater to the demands of the economy.

2.2 Chronology of the Development of the National Bank of Pakistan

Under the National Bank of Pakistan Ordinance of 1949, the National Bank of Pakistan (NBP)
was incorporated and began its operations on the 20th of November in the same year. The NBP
was set up to perpetuate the banking traditions of the erstwhile Bengal, and to improve the
banking facilities of the country. In this regard, NBP has expanded their operations as a foremost
institution for finance in Pakistan. In the year 2022, NBP has continous to operate in various
Sindh, Balochistan, Punjab, Central provinces (CPC), and Azad Kashmir, NBP having six zones
in Sindh, two in Balochistan, thirteen in Punjab, three in CPC and two in Azad Kashmir. This
broad coverage of branches serves as one of the main indicators on the importance of NBP in the
banks of the country and their participation in the affairs of the economy.

2.3 The Importance of NBP in the Economy of Pakistan

Like any other government enterprise, NBP serves the purpose of furthering the achievement of
several government developed projects to stimulate growth and foster economic development. In
addition to retail and corporate banking, the bank provides a diverse range of specialized services

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for specific industry demands. NBP's services cover not only the provision of credit services,
business accounts, and loans, but also other increase banking activities which include, but are not
limited to, undertaking developmental projects and implementing financial plans for
infrastructural development, industrialization, and economic development. Furthermore, NBP
facilitates economic development by extending loans and other financial services to key sectors
like agriculture and industry. Additionally, NBP’s secondary involvement activities emphasize
financing government expenditure and public sector projects and cements its role in the
country’s strategic economic planning and implementation.

2.4 Organizational Structure and Governance

The organizational structure of NBP is organized in a way that optimizes management and
operational activities. The bank is governed through a framework that incorporates a Board of
Directors, which steers the strategic and overall management of the bank’s operations. The
Board is organized into several committees, such as the Audit Committee, Risk Management
Committee, and Compensation Committee, which have specific mandates regarding governance
and oversight. Following the central management of NBP, the bank has various departments and
branch offices dealing with banking functions such as retail and corporate banking, finance, risk
management, human resources, etc. Moreover, the bank has offices in almost all provinces and
territories so that clients from various regions can be served according to their unique needs.
NBP strives to achieve best practices in governance and has put in place systems and policies
that allow them to comply with industry standards and rules. The bank regularly reviews and
changes its policies and procedures due to changing regulatory and industry conditions to ensure
compliance and operational effectiveness.

2.5 Strategic Objectives and Future Outlook

This gives the impression Pakistan has a competitive banking landscape. NBP endeavors to
leverage its advanced standing by broadening its clientele, enhancing its service portfolio, and
increasing operational efficiency. Essential goals include improving technology-assisted digital
banking, enhancement of customer relations, and pursuing new markets. NBP is earnestly
committed to promoting financial inclusion by delivering banking services in rural and
underserved regions which also promotes economic growth and helps in bridging financial gaps
in the country. By making investments in sophisticated technologies and broadening its scope of
coverage, NBP will be able to respond to the changing market conditions and continue to play a
significant role in the country’s economic development.

In conclusion, the holistic approach adopting by National Bank of Pakistan towards

accommodating the economy, robust internal structure, and clear strategic goals makes is critical
to the country’s financial framework. Further the undeterred commitment of the bank to diversify
it’s services and grow makes it an integral part of economic advancement and cater to growing
needs of the customers.

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 CHAPTER NO 03: ORGANIZATIONAL OVERVIEW
The National Bank of Pakistan (NBP) has its primary office at Karachi which supervises the
operations of the bank and formulates policies and procedures to be adhered to. The bank ensures
that all its branches, whether located within Pakistan or outside, conform to its policies and
standards. The highest organ of the NBP in terms of decision-making is the Board of Directors.
This group is charged with the purpose of determining policies, formulating goals as well as
making important decisions in regard to the banking institution. The Board has notable figures
including Dr. Asif Brohi, Chairman and Chief Executive Officer, Dr. Asif Brohi, and other
members such as Mr. Tariq Kermani, Mr. Shahid Aziz Siddiq, Mrs. Zahid Hussein, and Mr.
Sayed Mohammad Ali Zaman who serves as the Secretary to the Board. The Board is also
responsible for allocation of responsibilities to heads of departments and managers and
supervision of their performance in order to enhance productivity. Their main duty is to ensure
that the bank principles of management are adhered to and that the objectives of the bank are
achieved in an efficient manner.T

TABLE 3.1: BOARD OF DIRECTORS

Position Name Role

I Dr. Asif Brohi Chairman and CEO (by sponsorship)

II Mr. Tariq Kermani Director

III Mr. Shahid Aziz Siddiq Director

IV Mrs. Zahid Hussein Director

V Mr. Sayed Mohammad Ali Zaman Secretariat of the Board of Directors

Source: NBP Annual Report 2022

The Executive Committee, a crucial component of NBP’s governance, is responsible for

overseeing daily operations and budget management. This committee, which includes the
Chairman, the head of the relevant expert group, and five Senior Executive Vice Presidents
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(SEVPs), ensures that all budget requests are coordinated and approved efficiently. The
committee plays a significant role in promoting banking activities and managing the bank's
regional divisions. Each division, led by regional directors or SEVPs, reports back to the main
office, ensuring alignment with the bank's strategic goals.

TABLE 3.2: EXECUTIVE COMMITTEE STRUCTURE

Position Role

President Government Spokesman

SEVPs Various roles

PBC Representative Government Liaison

Source: NBP Almanac Report 2022

3.2 Branch Network and Operations

NBP's branch network is a vital component of its operations, with numerous branches
strategically located across Pakistan. The bank has established a strong presence in major cities,
facilitating efficient service delivery and access to financial products. The branches are
distributed as follows:

Table 3.4: Number of NBP Branches in Major Cities

City Number of Branches

Karachi 3

Lahore 3

Islamabad 1

Rawalpindi 1

Quetta 1

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City Number of Branches

Peshawar 1

Mirpur (AJK) 1

Faisalabad 1

Total 12

Source: NBP Annual Report 2022

In addition to its domestic branches, NBP has expanded its footprint internationally, establishing
a network of branches in 18 countries. This global presence enhances the bank's ability to serve
multinational clients and manage cross-border transactions. The international branches are
located in:

Table 3.5: NBP's International Branches

Country Number of Branches

United States 3

Germany 2

France 2

United Kingdom 3

Kyrgyzstan 1

Egypt 3

South Korea 1

Saudi Arabia 3

Bangladesh 3

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Country Number of Branches

Hong Kong 3

Afghanistan 3

Azerbaijan 1

United Arab Emirates 3

Japan 2

Bahrain 2

Turkmenistan 1

Kazakhstan 1

Source: RBA Annual Report 2022

3.3 Human Resources and Training

HRMG, or the Human Resource Management Group of the National Bank of Pakistan, NBP,
plays a crucial role in sustaining professional advancement and skill motivational workforce in a
bank, which is competitive in nature. The HRMG promotes responsive professional development
and leadership at all levels of the banking institution. This calls for a shift from more traditional
forms of training to a form of coaching known as facilitation that meets stakeholder needs while
creating an environment of trust and synergy.

nbp.com.pk

3.3.1 Basic Initial Training

NBP offers thorough employment prerequisite training aimed at developing particular skills role
for new recruits. These programs are offered in different locations and take at least six months.

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Young professionals are prepared to meet the demands of their positions. The training provides
both theoretical and practical application, and aligns with the NBP standard goals.

3.3.2 Actual Training

Apart from the first initiation training, NBP also incorporates continual on the job training for
employees. Managers also raise areas where additional skill development is needed, and suggest
targeted training development to enhance performance. This approach enables the industry to
maintain the quality of services while making the staff highly proficient and adaptable to
changing industry standards.

3.3. E-Learning Initiatives - NBP

Alongside conventional training approaches, NBP has put in place e-learning platforms, where
employees can access training materials, like Anti-Money Laundering (AML) and Know Your
Customer (KYC) guidelines. This approach fosters a culture of self-improvement and ensures
adequate knowledge of regulatory compliance among staff members which is done through
continuous learning.

3.4 Branch Network & Account Opening Procedures

The domestic and foreign branches of NBP serve as a strong indicator for the bank’s customers
regarding the availability of banking services. The bank also provides a simple procedure for
opening an account that includes the option of onboarding through the bank’s website for its
customer’s convenience.

3.4.1 Opening a New Account

The account opening procedure at NBP marks the formal recognition of a customer at the bank,
which is based on the conditions of the bank-customer contract. Customers must submit required
documents such as identification and income verification in order to comply with the relevant
regulations. All processed documents are stored securely by the bank ensuring the safety and
confidentiality of customer information.

3.4.2 Accounts for the Opening Procedure

When creating a savings account, the NBP staff evaluates the customer’s creditstanding and
background based on his or her established professional U/R ethic. For business accounts, a
certain information and documentation is needed to mitigate risks and comply with regulations.
The bank deals with the non-issues of inadvertent surplus deposits by a system of stringent
checks.

3.4.3 Formal Forms

The creation of an account is achieved through the filing of formal application forms or
documents that the bank supposed and, in the first place, took the pains to verify. This is in line

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with the policies, instruction, and rules of the NBP, which seeks for reliable and proper relations
with the customers of the bank.

3.5 Types of Accounts

As to NBP, it has various account types tailored to the different needs of its clients like personal
accounts, joint accounts, etc.

3.5.1 Individual Accounts

Individual accounts are owned by a single account holder and thus a seperate private account. To
open such an account, the customers must show an identification card, proof of their income, and
some other important documents as required by the bank’s policy. These guide the account
holder’s compliance with laws and also obviate the deceit of the account holder’s identity.

3.5.2 Joint Accounts

A joint account is an account that is opened and utilized by two or more individuals. All
registered account holders are required to sign any documents pertaining to the account and its
operation and administration are subject to the consent of all parties. This system enables direct
participation in and control over the funds for all registered holders.

3.6 Types of Deposit Accounts

To meet customer needs, NBP offers several types of deposit accounts such as current and saving
accounts.

3.6.1 Current Accounts

Current accounts also known as demand accounts are those from which account holders can
withdraw money anytime they want during business hours of the bank. These accounts do not
earn interest and may be held by individual citizens, companies and other institutions for
convenient settlement of routine financial activities.

3.6.2 Savings Accounts

Savings accounts enable and incentivize saving but normally restrict the number of withdrawals.
Interest is paid on the funds in these accounts albeit at a lower rate than what is offered on fixed
deposit accounts. These accounts for account holders wishing to have early access to savings are
disadvantageous and may incur costs per withdrawal or per maintenance of the account.

3.7 Banking Services and Products

NBP is involved in the provision and sale of various banking services and products, which
include personal banking, corporate financial services, and other specialized services. Within
these distinct segments, the needs of every customer are met.

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3.7.1 Personal Banking Services

In relation to personal banking, NBP offers a number of accounts, loaded financial products, and
loans with the purpose of improving financial literacy at the personal level. Among the services
offered are: ordinary savings accounts, ordinary current accounts, fixed-term deposit accounts,
personal loans, home loans, and vehicle loans. These loans facilitated filling various financial
gaps.

3.7.2 Corporate Banking Services

Advancing the development of small, medium, and large businesses, NBP serves them with a
comprehensive package of corporate banking services. The services comprise of business
accounts, trade finance, working capital, and other treasury services that include foreign currency
operations and investments, which help in administration of financial risks and investment
portfolios.

3.7.3 Specialized Financial Solutions

NBP enhances value to customers by offering specialized investment products that include
mutual funds, retirement forms, estate planning, and wealth management services. It empowers
the customers to realize critical long-term goals while simplifying asset ownership.

3.8 Technological Integration and Innovation

To enhance the digital services that NBP offers, NBP is actively working to automate its
functions and services further. The NBP promises to improve customers' experiences with its
services.

3.8.1 Digital Banking

NBP customers can utilize various products such as mobile and internet banking which enables
them to manage their accounts, transfer money, pay their bills, and access multiple other
services.

Chapter 4: Financial Analysis

4.1 Introduction

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Analyzing the finances of an institution is one of the critical aspects in assessing the
organization’s status at hand. This examination is particularly relevant with financial institutions
such as National Bank of Pakistan (NBP) because it reflects the adequacy of internal operations
as well as indicators of profitability and stability. This chapter analyzes NBP’s financial
performance alongside particular metrics and other available data from 2015 and 2018 to 2024,
which brings a thorough analysis to light. The purpose of this is to check overall weakness,
strengths, and health of the bank and recommend steps towards improvement.

4.2 Financial Performance Overview

To determine NBP's performance financially, we will focus on some key indicators which
include revenue, profitability, asset utilization, and liquidity ratios. These measures determine
the productivity of the bank as well as its operational and financial viability.

4.2.1 Revenue Analysis

Revenue is one of the foremost indicators of a bank’s progress and expansion. NBP's revenue
comprises interest income on loans and advances, fee-based income from diverse banking
activities, and other non-operating income. Evaluating revenue tendencies assists in
understanding the operational efficiency of the bank and its diversification towards sustenance of
revenue.

NBP’s revenue from 2015 to 2018 has been consistently growing. The adoption of new interest
earning loans along with the rise in the interest rate enabled the bank to earn more revenue from
interest. Fee-based income also grew due to an increase in transactions and the new financial
products introduced. But non-operating income which consists of profits from investment and
other activities changed with market conditions and the performance of the investments.

Since 2015, NBP's total income as of 2018 stands at PKR 96.8 billion with an annual growth rate
of 5.1%. The increase is attributed to the increase in total assets by 6.6% amounting to PKR 7
trillion. The bank was also able to pay better rates on deposits as well as had higher rates on
anticipated loans on their portfolios. Revenue from fee based income also increased on account
of higher transactions and the launching of new financial instruments.

4.2.2 Profitability Metrics

Profitability metrics reflect the level to which income and expenses are effectively balanced at
NBP. The most notable profitability ratios are the net interest margin (NIM), return on assets
(ROA), and return on equity (ROE).

• Net Interest Margin (NIM): NIM is the difference between income from interest earned and
interest paid to depositors as a proportion of average earning assets. Net Income of NBP has
been steady from 2015 to 2018 which indicates the borrower is above paying deposits and cost-
controlled at the same time, showing a significant interest balance.

• Return on Assets (ROA): ROA shows how much profit is being generated from the assets of
NBP. A company with higher returns on assets is more profitable, and better at managing its

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assets. For NBP, during the period under consideration, there was a small positive change in
ROA as a consequence of improved net income and active utilization of assets.

• Return on Equity (ROE): The ratio of pay out on share holder's equity to capital. From the
standpoint of shareholders, NBP's ROE shows positive tendency as it means high return both for
held earnings and for money invested into share capital. The improvement in ROE is a result of
higher net income and better cost control.

4.2.3 Asset Management

Appropriate management of assets allows for liquidity maintenance along with maximizing
returns on assets. Asset management ratios, in particular, the loan-to-deposit ratio and the asset
utilization ratio, are significant.

• Loan-to-Deposit Ratio: This ratio represents the fraction of deposits that are loaned out and
income loans issues versus other deposits. A higher value suggests that the deposits of the bank
are used to earn income. For instance, NBP loan-to deposit ratio has increased over the years,
which indicates that the bank is increasing its loan portfolio while deposit funds are being put to
effective use.

• Asset Utilization Ratio: This ratio demonstrates the effectiveness of revenue production by the
assets of the bank. NBP's asset utilization improved during the analyzed period. Moreover, it has
been noted that increased lending activities boosted NBP’s operational asset utilization alongside
enhanced operational efficiency.

4.2.4 Liquidity Ratios

Liquidity ratios help determine NBP's short-term obligations along with the management of cash
flow. NBP's current ratio and the liquidity coverage ratio are fundamental.

• Current Ratio: This ratio indicates the value of NBP’s current assets against its current
liabilities. A higher current ratio shows superior liquidity and ability for short term obligation a
higher. NBP’s current ratio remained stable, and that was due to good liquidity and efficient
management of current assets and current liabilities.

• Net Funding/Liquidity Coverage Ratio (LCR): LCR quantifies how the bank can deal with a
short-term liquidity shock by measuring the bank's high quality liquid assets against net cash
outflows. In this regard NBP's LCR complied with regulatory requirements indicating that the
bank is able to manage liquidity risks and sustain financial stability.

4.3 Study of Financial Statements

Understanding the information in NBP's financial statements aids to deeper understanding of the
performance metrics. The three primary financial statements are the income statement, balance
sheet, and statement of cash flows.

4.3.1 Analysis of Income Statement

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The income statement is a comprehensive schedule of revenue and expense and details NBP’s
net income for a specific period. The major items include:

• Interest Income: The largest revenue component, yields from loans and advances.

• Interest Expense: Cost of funds acquired from deposits and debt instruments.

• Operating Expenses: Includes employee related expenses, administration costs, and other
expenditures for operations.

• Net Income: Revenue remaining after deducting all operational expenses from total revenue.

From 2015 to 2018 NBP's income statement disclosed a continued increase in net income that
stems from growth in interest income and effective cost control measures. With regard to net
operating expense, there was a remarkable performance which directly contributed to the
increased profit.

4.3.2 Balance Sheet Analysis

The balance sheet summarizes NBP's resources, claims on resources, and net worth at a
particular date. It consists of the following main parts:

• Assets: Comprises loans, investments, and other financial assets.

• Liabilities: Comprises deposits, borrowings, and other financial obligations.

• Equity: Consists of the shareholders’ funds mostly in the form of equity and retained earnings.

The analysis of NBP’s balance sheet reveals a gradual growth of total assets and equity which
portrays the increase in its value and strength. There was also an increase in liabilities, which
mainly resulted from growth in deposits and borrowings to facilitate higher lending.

4.3.3 Cash Flow Statement Analysis

The cash flow statement includes all cash receipts and payments in a particular period and
classifies them into NBP's operational, investment and financial activities. It consists of the
following main parts:

• Operating Activities: Cash inflows and outflows through the principal revenue generating
activities of the bank such as interest earnings and expenditure.

• Investing Activities: Cash movements linked with purchase and sale of securities, assets,
properties and equipment.

• Financing Activities: Cash movements linked with issuance and buy-back of capital and debt.

NBP's cash flow statement provided evidence of cash receipts exceeding payments in operating
activities, which demonstrate the ability to satisfy operational requirements while spending on

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 expansion. The management of the investing and financing activities was effective, which
improved the liquidity position.

4.4 Comparative Analysis

Evaluating NBP’s financial performance against its peers sheds light on how the institution fares
relative to others in the industry. The principal measures of comparison are profitability, asset
management, and liquidity ratios.

4.4.1 Profitability Comparison

Against the running averages of the industry, NBP appeared reasonably profitable. The bank’s
NIM, ROA, and ROE were in line with or surpassing the benchmarks, which suggests that the
bank was effectively managed and operated efficiently.

4.4.2 Comparison of Asset Management

The asset management ratio for NBP, which focuses on the loan-to-deposit ratio as well as the
asset utilization ratio, performed well compared to other competitors. The effective allocation of
assets and the allocation of deposits helped the bank achieve its primary goals.

4.4.3 Comparison of Liquidity

For liquidity purposes the National Bank of Pakistan has been maintaining the liquidity ratios in
line with industry standards. Both the Current Ratio and Liquidity Coverage Ratio of the bank
indicate that it is at least meeting the industry standard or in some cases, exceeding it. As at June
30 2024, NBP's total assets were PKR7 trillion which represents a 6.6 percent growth year on
year that shows effective liquidity management.

pacra.com

4.5 Suggestions

The following suggestions are made in light of the financial analysis conducted NBP
performance enhancement:

1. Diversification of Revenue Sources: Reinstate revenue sources by broadening the scope of

service based on provided charges and new financial instruments. This would help alleviate the
over-reliance on interest income and improve revenue predictability. For example, Barclays
reported $300 million in investment banking fee increase in 2024, up 28 percent, as a result of
increased underwriting of debt securities, which serves as a great example of why revenue
diversification is needed.

2. Cost Management Strategy: Maintain efforts towards curbing operating expenses and increasing
effectiveness. Taking measures to save costs while reducing the complexity of work done can
improve profits. A McKinsey & Company study shows how forward looking banks that utilize
advanced analytics for cost management are able to reduce their costs by 15% or more.

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3. Risk Management Improvement: Strengthen the practices that handle risks concerning change in
regulations or changes in the economy. It is essential to have a thorough guard against risks as
well as a responsive strategy for mitigating them. The Basel Committee on Banking Supervision
mentions the need to have a strong risk management system to support overall financial stability.

4. Improved Technology Adoption: Dedicate more resources towards improving and transforming
the bank’s technology in order to achieve greater operational efficiency as well as enhance the
consumer experience and competitive advantage. As a Deloitte survey suggests, banks that
undertook digital transformation initiatives report an increase in customer satisfaction by 20%
and a decrease in operational costs by 15%.

5. Increase Recognition And Presence: Look for ways to expand the bank’s reach both in the
domestic and foreign markets. There is potential for growth by reinforcing relationship with the
bank’s key markets and forming new branding partnerships. For instance, the goal of the recent
partnership between NBP and one of the largest fintech companies is to improve NBP’s digital
banking services and broaden it’s market scope.

4.6 Financial Ratios Analysis

In order to get a deeper perspective of NBP’s financial conditions, we will analyze specific
financial ratios that provide insights into particular areas of the bank's performance. The ratios
focused on in this analysis will assess profitability, efficiency, liquidity, and solvency; all of
which are crucial to the health of a bank.

4.6.1 Profitability Ratios

• Net Interest Margin (NIM): The difference between the income generated from interest earning
assets and the outflow on interest bearing liabilities, expressed as a percentage of average
earning assets, is referred to as Net Interest Margin. NBP’s NIM during the analysis period
suggests resilience and stability, which indicates that an effective interest rate on liabilities and
income from core banking activities was achieved. Over the years, the NIM has improved, which
suggests that the bank has been able to strengthen the income earned from the loan and
investment portfolios in comparison to the interest expenses incurred.

• Return on Assets (ROA): Return on Assets is an index of efficiency with which a NBP
manages its assets to achieve net income. Higher values of the ratio ROA indicates better asset
utilization efficiency. NBP did manage to control the costs and expenses, which is clearly
reflected in the positive trends of ROA. The constant growth of the ROA indicates that the assets
of the bank are utilized to earn profits judiciously, which reflects strong management within the
bank.

4.6 Accounting and Financial Overview

4.6.1 Profitability Indicators

• Return on Equity ROE: Return on Equity assesses how well the bank is able to profit against
the equity owned by its shareholders. A higher ROE indicates that more profits are been earned

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in comparison to the equity capital invested. NBP’s ROE improved over the years, which was
evidence of the considerable returns the bank was able to provide to its shareholders. The
increase in ROE indicates positive financial outcomes and capital effective utilization.

4.6.2 Efficiency Ratios

• Cost to Income Ratio: This ratio reflects spending on the bank’s operating activities as a
fraction of the total revenue generated by these activities. Lower ratio means greater efficiency
since less spending is done on the operating activities relative to the revenue earned. NBP cost to
income ratios were fairly stable, which shows proper management of costs relative to revenue
generated. Actions aimed at limiting the operating expenditures but raising the revenue were
successful and improved the cost to income ratio for the bank.

• Asset Utilization Ratio: This ratio indicates revenue generation in relation to the assets of the
bank. An increase in an asset utilization ratio indicates improving efficiency where income is
earned via asset value. NBP's asset utilization improved over the period due to improved
strategies for the management of the assets and generation of the revenues.

4.6.3 Liquidity Computations

• Current Ratio: The Current Ratio examines the level of NBP's current asset relative to their
current liabilities, thus indicating the level of the bank’s ability to satisfy its short-term
obligations. A higher current ratio signifies greater liquidity. The current ratio of NBP has
remained strong, which reflects the bank’s ability to satisfy its short-term liabilities with its
short-term assets. This points to a viable liquidity position and efficient cash management
practices within the organization.

• Liquidity Coverage Ratio: The ratio is known as LCR. It measures the bank’s liquidity
coverage ratio during net cash outflows due to its sustained high-quality liquid assets within
short periods. NBP's LCR satisfied the regulations on at least one third capitalization since the
bank was actively working and prepared to deal with the liquidity issues while sustaining the
LCR requirements and protecting the overall liquid position of the bank.

4.6.4 Solvency Computations

• Debt to Equity Ratio %: The debt to equity ratio studies the debt financing in the bank assets
compared to the shareholders' equity. A lower ratio suggests lower levels of financial leverage
which translate to lower levels of risk. The debt to equity ratio of NBP has managed to remain
within reasonable levels. This reflects the balance of equity and debt financing the bank chooses
to use as a source of capital. The reasonable level of debt to equity enables the bank to
responsibly operate which supports the financial stability and solvency of the bank.

• Capital Adequacy Ratio (CAR): The Capital Adequacy

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 CHAPTER NO 5

STRATEGIC ANALYSIS

5.1 SWOT Analysis of National Bank of Pakistan (NBP)

The SWOT analysis of NBP is a critical approach for evaluating the strategic position of the
National Bank of Pakistan NBP. It gives a systematic analysis of the internal strength and
weaknesses of the bank and the external opportunities and threats to the bank. This analysis helps
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 in the gaining competitive strategies that ensure maximization of NBP’s strengths and
opportunities while prescribing activities that will reduce risks associated with the weaknesses
and threats.

5.1.1 Strengths

1. Market Leadership and Size: As the largest commercial bank in Pakistan, NBP has the most
customers and the highest market share in the industry. The bank’s assets as of June 30, 2024
stood at PKR 7 trillion representing 6.6% growth year to date.
theazb.com

The firm’s asset base allows NBP to make and market as well as serve through a wide range of
banking services the different market segments.

2. Extensive Branch and ATM Network: The bank runs a substantial local network of over 1,200
domestic branches and an additional 22 branches abroad
slideshare.net

. This broad coverage enables high accessibility for customers in the urban and rural to The
Philippines, hence increasing customer satisfaction and loyalty.

3. Diversified Product and Service Portfolio: NBP captures a comprehensive array of banking
products and services, running the gamut from retail banking to corporate, investment, and
Islamic banking. This diversification allows the bank greater customer appeal - from simple
savings accounts to complex corporate financing solutions.

4. Strong Brand Reputation: NBP has built a reputation for reliability and stability since it was
established in 1949. This long standing history has established it as a trusted financial institution
in Pakistan, and thus a major asset for maintaining customer confidence, and attracting new
clients.

5.1.2 Weaknesses

1. Bureaucratic and Slow Decision-Making Process: NBP's hierarchical structure has drawn
complaints leading to bureaucratic and slow decision making. This tendency impedes the bank's
and market strategies responsiveness, which can negatively affect its competitiveness in the
highly dynamic structure of the financial industry.

2. Non-Performing Loans (NPLs): The bank has had problems with non-performing loans, which
can undermine its profitability and financial viability. The heightened levels of NPLs demand
higher provisions for oustanding loan losses which will reduce the bank’s processions with
regards to net earnings and capital adequacy.

3. Emphasis on Traditional Banking: NBP's reliance on conventional working methods could spell
trouble for its competitiveness in the digital banking realm. The bank's focus on traditional

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 services could prove to be a weakness as the financial sector shifts towards more modern digital
solutions.

5.1.3 Opportunities

1. Middle Class Growth: The growing middle class in Pakistan poses a great opportunity for NBP
to expand its customer reach. As income levels rise, there is scope for increasing demand for
retail banking services, personal loans along with investment products that are specifically
designed for this group.

2. Adoption of Digital Banking: The more people use digital banking services in Pakistan, the more
chances there are for NBP to improve its digital offering. Expanding focus to mobile and internet
banking services will result in improved customer satisfaction and access to more
technologically adept markets.

3. New Market Opportunities: NBP has the capability to tap into new regions and markets overseas.
Expansion into underdeveloped countries, or areas where there is an increase in the need for
financial services will aid in increasing the bank's revenues and decreasing the financial
dependency on the domestic marketplace.

5.1.4 Threats

1. Intense Competition: The nature of the competition concerning Pakistan's banking sector is a
threat that could obversely affect the market share growth prospects of NBP. The numerous
banks competing for a share of the market’s customer base puts NBP under pressure to perform
better as regards service, products, and pricing.

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2. Economic and Political Instability: The economic and political conditions prevailing in Pakistan
may impact the profits and operations of NBP. The ever changing environment with shifting
economic conditions, regulatory uncertainty, and even aggressive political landscapes can largely
influence the financial health and performance of the business concerning the bank.

3. Cybersecurity Threats: Increase in the number of cybersecurity threats coupled with data
breaches poses a greater challenge to NBP. In order to protect the sensitive information of
customers and trust, the bank leadership must ensure a solid reputation and operational capacity
for the organization.

5.2 Strategic Recommendations

Having done the SWOT analysis, there are several NBP market position strengthening
recommendations as follows:

1. Enhance Digital Transformation: The bank can broaden its advanced digital breakage interface
and technologies of operation to enhance the customer’s experience concerning the services,
improve productivity, and maintain competitiveness with ease in the changing market.

2. Streamline Decision-Making Processes: In order to sharpen the speed of execution and overall
responsiveness, decision-making processes should be cut down in levels and complexity. The
bank will be able to respond to market conditions at an optimal level with less red tape and
cumbersome processes.

3. Tackle Non-Performing Loans: Devising a target strategy to manage and reduce non-performing
loans is critical. The regular assessment of a borrower’s ability to repay, the assessment of the
loan recovery skills, and the general risk management within the firm must be strengthened to
reduce the negative impact of NPLs on overall business profitability.

4. Broaden The Scope Of Operations: Look for expansion opportunities through international trade
and conquest of new markets with prospects. Fundamental investments within the growing
regions as well as broadening of the revenue base will serve the purpose of steady growth in the
business and decrease the dependence on the local market.

5. Improve Cybersecurity Investments: Make higher investments in cybersecurity for better

protection against data breaches and other malicious risks. Setting up the relevant security
controls, carrying out regular control and monitoring activities, as well as training the personnel
will ensure the security of customer base data as well as the trust.

With regards to these strategic recommendations, the NBP will be able to utilize its strengths,
cancel out its weaknesses, take advantage of the opportunities presented and also threats, which
will lead to success and further expansion in the competitive world of banking.

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 CHAPTER #6

FINAL REMARKS AND SUGGESTIONS

6.1 Final Remarks and Suggestions

Strategic improvements are required to keep NBP’s industry-leading position while aligning it
with international standards. Major Branch in Mardan, along with the overall performance of the
bank, may benefit from the recommendations provided to address challenges that currently NBP
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is facing. NBP, like other national banks, enjoys allocation from government expenditures, as
well as funding from the public sector. This in turn makes NBP crucial for the economic uplift of
the country. Asher 6.1.1 indicates, NBP already has some systems in place that require
restructuring to improve efficiency and user experience for the specific user groups.

6.1.1 Special Register For Pensions

NBP Mardan Main Branch, especially for the first ten days of each month, is flooded with
pensioners who make up a large base of those who transact. To better facilitate the users:

• Seating Arrangements: Designated seating should be made available for users to rest while
waiting.

• Fast Track: Pensioners placing transactions should not have to wait as long before their
transaction is processed.

• Staff: Allow staff to communicate with users in a more empathetic manner, considering their
age and condition.

6.1.2 Training Development

As with most other issues, a proper diagnosis of the problem requires a change in attitude in
action. Services Provided by NBP are increasingly becoming more complex in nature which
results in the competition nimble banks posing problems for NBP. As a suggestion, NBP should
consider the following:

• Soft Core: NBP should focus on preventative measures and from the onset consider self-service
and easily approachable friendly businesses.

• Continuous Development: Ongoing professional development activities will improve the skills
of the staff in accordance with the changes in the industry and regulations.

• Certification Programs: There is a need to motivate staff to acquire relevant skills and
certifications to justify their positions.

6.1.3 Power Allocation

Delegated authority to employees increases efficiency productivity. Suggestions below could

achieve that:

• Clear Authority: Responsibilities need to be established and defined along with people's
management so that they are empowered to undertake them independently.

• Training on Empowerment: Training on delegation and management of responsibilities must

also be provided for effectiveness. They competence.

6.1.4 Evaluation and Rewards Systems

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Productivity can be enhanced by evaluation of performance with rewards. Suggestions include:

• Performance Metrics: There should be an appraisal system that measures individual

performance as well as that of a group.

• Incentive Programs: Plans should be prepared to reward employees for reaching or exceeding
targets.

6.1.5 Modifications In Policies Should Be Cautious

Changes in policies too frequently tend to negatively influence trust from customers.
Recommendations Include:

• Consistent Policy Framework: This will clearly set the direction of service in the organization
through long term service planning.

• Customer Communication: Give sufficient prior notice about alterations in terms of explain
policy as well as changes so that the customer acclimatizes.

6.1.6 Employee Enablement Issues and Staffing of Requirements

Fulfilling staffing requirements by matching the qualifications of employees aligned to the

positions is important. Recommendations include:

• Hiring Standards: Applying these approaches requires that HIGH standards have to be set.

• Continuous Training: Conduct training sessions frequently to ensure that competency levels
remain high.

6.1.7 Credit Card Introduction

The greatest ease to customers comes from including cards on their list of items, hence
expanding product offerings. Suggestions are offered as follows:

• Introduction of Credit Card Products: Design and issue credit cards under various family
brands within the customer reward and benefits program.

• Fraud Prevention: Secure and guard against unauthorized use and other forms of sophisticated
fraud.

• Customers Responsibility Education: Customers need to be enlightened on the appropriate use

of their cards in order to achieve maximum benefits.

6.1.8 Validators and ATM Machines Installation

Use of tools and technology in operational processes will enhance productivity. Suggestions
include:

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• Validator Machines: Cash validator machines should be erected for quick counting to improve
efficiency and accuracy.

• ATM Machines: Cash Dispensing Automatic Machines should be positioned at strategic sites
to allow ready access to accounts for local businesses and customers.

6.1.9 Overdraft Investment Interest

Applying slight percentages of mark up on overdrafts is beneficial as it increases revenue with

satisfied customers. Suggestions include:

• Overdraft Marking Expansion: Imposing minimal percent mark on targets is advisable in order
to attain income without being a burden to the overdraft users.

• Easy Understanding Conditions: Customers should clearly understand within sight the
conditions and explanations that were set regarding over draft.

6.1.10 Clean Loans

The extension of clean loans or clean overdrafts is a sensitive matter that should be approached
with caution to limit possible losses. Suggestions include the following:

• Eligibility Criteria: Ensure that clean loans are only offered to individuals with a healthy credit
record by setting a clearly defined eligibility threshold.

• Risk Assessment: Set an aggressive approach towards risk assessment by having a thorough
examination for the creditworthiness of applicants to ensure a low default risk.

6.1.11 Cash Funding

Limitations within cash funding must be properly dealt with to assure sound finances.
Suggestions include the following:

• Interest on Unused Funds: A small fee should be placed on the portion of the advance which is
not spent in order to counterbalance the opportunity cost of the idle funds.

• Fund Management: Oversee cash funding with the aim of restricting the use of earmarked
funds so as to make certain that cash reserves are well managed.

In conclusion, if NBP were to apply these suggestions, it would be able to operate more
effectively, increase satisfaction levels among its customers, and enhance its competitiveness in
the banking industry, and for this reason, formulate a better contribution towards the
development of the economy of Pakistan.

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References

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