AIOU-INTERNSHIP REPORT ON BANK ALFALAH

Monday, May 09, 2011

AIOU-INTERNSHIP REPORT ON BANK ALFALAH

Pakistan did not inherit a well established banking structure on independence, mainly because of restricted participation by Muslims in this sector. Before independence, the financial sector was in the hands of foreign banks and some of them were British by origin. The oldest bank operating from 1883 in this part of the world was the Chartered Bank while another bank namely the Grindlays Bank which was also working simultaneously from 1883. The only bank that was being operated by Muslims in sub-continent was the Habib Bank, which was established in 1941. After independence, Quad-e-Azam, Muhammad Ali Jinnah turned his attention towards this sector and urged the establishment of a central bank, and, his wish was materialized on July 1st, 1948. With the continuous concerted efforts from private and public sector, this segment of the economy started taking steps towards maturity.

Bank of Credit & Commerce International (BCCI) was a Pakistan based bank, established by Mr. Agha Hassan Abdi from UBL, in association with U.A.E and Europe. BCCI had its branches in 74 different countries of the world. It had its 3 branches in Pakistan. In 1991, the BCCI was banned, owing to allegations by European countries that the bank was involved in some illegal operations with Gulf countries. The main reason behind European accusation was that BCCI was of Islamic mode. Therefore, the bank was closed due to international pressure. Then, its 3 Pakistani branches were taken over by the Government of Pakistan, which were named as Habib Credit and Exchange Bank (HCEB) and these were working as subsidiary of Habib Bank Limited.

Following the privatization in July 1997, Habib credit and Exchange Bank assumed the new identity of Bank Alfalah on February 25, 1998. It is now Abu Dhabi based bank as the family of H. E. Sheikh Hamdan Bin Mabarak Al-Nahayan purchased 70% of its shares and 30% shares remained with Habib Bank on behalf of Government of Pakistan. Since its inception, as the new identity of H.C.E.B after the privatization in 1997, the management of the bank has implemented strategies and policies to carve a distinct position for the bank in the market place. Bank Alfalah has paid-up-capital of Rs. 7,995,000 as on 31-12-08 and Rs 3,166,056 as reserves. It is now offering a wide range of services under heads of General Banking, Financial Services, Consumer Finance, Treasury & International and Islamic Banking.

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This report will cover under below Content

Objectives of the Study (7)

Overview of the Organization (BAL) --------------------------------------- (8-33)

1.1 Brief history of Bank Alfalah

1.2 Nature of the organization
1.3 Business volume
1.4 Number of employees
1.5 Product lines

Organizational Structure ----------------------------------------------------- (33-38)

1.6 Main offices
1.7 Comments on the organizational structure

Structure of the Finance Department------------------------------------ (51-52)

1.8 Number of employees working in the Finance Department
1.9 Finance & Accounting operations

Functions of the Finance Department----------------------------------- (52-62)

1.10 Accounting system of the organization
1.11 Finance system of the organization
1.12 Use of electronic data in decision-making
1.13 Mobilization of funds
1.14 Generation of funds
1.15 Sources of funds
1.16 Allocation of funds

Critical Analysis --------------------------------------------------------------- (63-97)

1.17 Financial analysis (ratio analysis, horizontal & vertical analysis of the organization for the last five years)
1.18 Organization analysis with reference to the industries listed on the stock exchange
1.19 Behavior of the studied organization in allocation of various funds to different assets
1.20 Future prospects of the organization

Short-falls/weaknesses of the Finance Department----------------------(96-99)

1.21 Critical analysis of the management patterns of the organization with reference to financial operations, weak areas that need to be improved.

Conclusions & recommendations for improvement-------------------------(100-102)

References & Sources used--------------------------------------------------------(103)

Annexes--------------------------------------------------------------------------------(104-107

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