Thursday, March 03, 2016
Internship Report on National Bank of Pakistan (NBP) 2023
Internship Report on National Bank of Pakistan (NBP) 2023
DedicationI dedicate to my dearly loved Parents whose supports remains always with me during my study session & courage me for achievement of my task.
The report is about my internship that I have completed at National Bank of Pakistan, New Bazaar Branch Bhalwal from 13th December 2017 to 27 January 2017. The purpose of internship finance report was to Looking for a good hand on experience in the practical field with an invaluable knowledge of my experience and to amass relevant information to pile up internship report on National Bank of Pakistan New Bazaar Branch Bhalwal.
The main thing is to enable the students to use the management techniques and find out the possible solution of management problems faced by the organization.
National Bank of Pakistan is at the forefront of international banking in Pakistan which is proven by the fact that NBP has its branches in all of the major financial capitals of the world. NBP was awarded as "Best Foreign Exchange Bank in 2008” by world's leading financial journal “Global Finance” and the bank with the highest return on capital in Asia and No.8 in the world by Banker Magazine in July 2003.
The report is based on my seven weeks internship program in National Bank of Pakistan. The methodology for collection of data is primary as well as secondary data. The biggest source of information is my personal experience.
The report is divided into different sections. 1st section is the sector in which NBP falls according to the current scenario; in 2nd section, I have discussed overview, history, vision, mission, core values, Nature of business& volume, product line, competitor & comments. 3rd I have discussed bank senior management & Branches networks
In 4th section, I have discussed the plan of my internship in which I mention the branch and the departments where I did an internship. The 5th section is about the training program which shows the operations of the departments and the details of the tasks which I have performed during my internship. 6th section is about Ratio Analysis.
The 7th section is about Finance & Accounts I worked in different sections of Finance & Accounts Department of NBP. All the sections play a vital role in the smooth working of the employees.
During my internship, I go through all sections. The concepts I studied in MBA with specialization in Finance is now clear. In the 8th Future prospects of NBP and in last I give conclusion and recommendation that is about what I learn in the internship in this I have discussed my duties, new knowledge acquired, and the problem at last how this experience will affect my career.
I have prepared this report after my internship which was the compulsory part of MBA degree. In this report, I mentioned that what I learned in NBP Model Town
In this report, I gave the history of NBP, its Board of Directors, audit committee, and bankers. Further, I mention in this report that what is the mission, vision, Objectives, Functions, Product Line of NBP. I noted in this report that how many numbers of employees are in NBP and which are its main offices.
After that, I noted my internship program in this report. In this report, I mention in which departments I worked and got practical experience. There are nine departments in Model Town Branch of NBP in which I got training e.g.
- Accounts Department
- Credit Department
- Account Opening Department
- Remittance Department
- Clearing Department
- Human resources Department
The internship is the great tools for gaining practical and professional knowledge. The virtual university has given me a task to a done internship in any company. Hence for the fulfillment of this university requirement, I have selected National bank of Pakistan. It is great bank supported by the Government. I worked in a said bank, only 7 weeks in a different department. During my stay in the department, I leaned a lot of activities performed by this department.
Historical Over View of National Bank of Pakistan
State Bank of Pakistan after its formation demanded from Indian Reserve Bank the assets against the Indian currency retired from Pakistani territory. The government of India refused to hand over the assets worth about five hundred million rupees. The dispute is still unsettled and these assets still not delivered to Pakistan.
Until June 1950, the bank was engaged exclusively in jute operations. Thereafter, it felt that it could expand its business to include other commodities as well. Bank took a big stride in 1952, when it replaced the Imperial Bank of India, as an agent of State Bank of Pakistan.
With a passage of time, its functions diversified as they take over the function of the different institution with the passage of time like in past they took over the function of the Imperial Bank of India and now of National Development Finance Corporation. It is working as the agent of the State Bank of Pakistan and performs its functions wherever State Bank of Pakistan is not present.
The government floated it's 10% of the shares in the open market in past and the ratio became 60:40 and in future they trying to make it 55:45.
During the 1960s the bank's network of branches increased, enabling it to give necessary service to a wider segment of the economy. By adopting a blood policy for promoting and developing a broad industrial base, it enhances its contribution to planned development. A loan to the industry is nearly one-third of the bank's total loan portfolio.
Product lines
National Bank of Pakistan Saiban Scheme
There are five types of products under this scheme
1. Home Purchase
2. Home Construction
3. Home Renovation
4. Purchase of Land and construction
5. Balance Transfer facility
These products are offered with a financing period of 3 to 20 years and Debt to Equity ratio of 85:15. The financing amount can be any amount Upto a limit of Rs. 35,000,000
Major Competitors
Now it is time is to write a report on the national bank of Pakistan importantly its banking procedure. You will be able to study the national bank History, its product lines, its competitors briefly in the next coming pages. After this portion, readers will be able to study about all NBP all departments information, its tasks, and procedure how it performs. In the next portion of my report will be consist on those Department where I got Training.
I will show my tasks that I performed during my internship period. After this the major portion of my report will start, it will be the Banking function. I have clearly written NBP banking function, allocation of funds, the source of funds, etc according to Virtual University given format. Another vital portion of my report is Critical analysis, where I have observed according to my theoretical perceptions towards national bank issues. At the end of the report after Conclusion, I have written some necessary recommendation and suggestion for NBP improvement.
Historical Over View of National Bank of Pakistan
The story of National Bank of Pakistan started from the beginning of the economic struggle in Pakistan in the year of 1947 when the non-Pakistani community of Hindus handled most of the country's economy. The involvement of this level by the Hindus in the Pakistani economy was the high attitude. The situation got worst when after the division in 1947, most of the banking professionals and employees of the import and export houses, left the country and economy of the country was brought down to a stand still position.
The number offices in Pakistan were 631 before the division. This number immediately fell into 193 after the independence of Pakistan. These remaining offices of the bank, most of which belonged to old Imperial Bank of India, were maintained for the partial operations with the help of skeleton staff body.
At the time of independence, it had been arranged between India and Pakistan that the Reserve Bank of India should act as the common monetary authority for the both countries up to end of September 1948. But unfortunately, this arrangement did not prove satisfactory. The main course of this malfunctioning of the whole plan was mainly because of the Indian aggression in the occupied Jammu and Kashmir, which caused some serious damage Indo-Pak relations.
As a result of this experience, Pakistan felt it could not place any reliance on the Reserve Bank of India. It was clear that its own Central Bank was an indispensable necessity, so in result State Bank of Pakistan came into seeing was in July 1948 and was inaugurated by Quaid-e-Azam Muhammad Ali Jinnah.
The normal procedure of establishing banking companies under the Companies Law was set aside and the bank was established through a promulgation of an Ordinance due to the crisis situation that had developed with regard to the financing of jute trade. The bank commenced its operations from November 20, 1949, at six important jute centers in the East Pakistan and directed its resources in the financing of the jute crop. The Bank’s Karachi and Lahore offices were subsequently opened in December 1949.
State Bank of Pakistan after its formation demanded from Indian Reserve Bank the assets against the Indian currency retired from Pakistani territory. The government of India refused to hand over the assets worth about five hundred million rupees. The dispute is still unsettled and these assets still not delivered to Pakistan.
Until June 1950, the bank was engaged exclusively in jute operations. Thereafter, it felt that it could expand its business to include other commodities as well. Bank took a big stride in 1952, when it replaced the Imperial Bank of India, as an agent of State Bank of Pakistan.
With a passage of time, its functions diversified as they take over the function of the different institution with the passage of time like in past they took over the function of the Imperial Bank of India and now of National Development Finance Corporation. It is working as the agent of the State Bank of Pakistan and performs its functions wherever State Bank of Pakistan is not present.
The government floated it's 10% of the shares in the open market in past and the ratio became 60:40 and in future they trying to make it 55:45.
In 1999 National Bank of Pakistan celebrated its golden jubilee during the last fifty years banks have made substantial strides in the financial services industry in Pakistan. In 1999 its market shares were around 22% and it remains the largest financial institution in Pakistan.
The NBP with its head office at Karachi operates through the regional headquarters comprising on Zones. It has a total branch network of branches. It has overseas branches all in important financial branches of the world i.e. USA, UK, Germany, Japan, France, Korea, Bangladesh, Central Asia and representative offices in Egypt and China. National Bank of Pakistan is the only bank of Pakistan, which qualify international standards of "Capital Adequacy Ratio". In short, NBP performing a major both core and non-core banking functions of the country.
There has been no looking back since. The bank is extending a loan to industry both in public and the private sector in diversified areas, ranging from dice husking and cotton ginning to finished products, light engineering, iron & steel, oil refineries, telecommunication and emerging non-traditional items.
Besides the traditional industries, which continue to receive funding, the bank has in the recent past diversified its loan portfolio. New units being extending financing include among others, Tiles and Ceramics, Manufacturing of Chinese type Rickshaws, consumer Goods, Sell Phone Companies, Poultry, Carpets and Jute bags, Hotels & Housing.
In short National Bank of Pakistan through its wide network of branches has contributed to the industrial development of the country. It has rendered active help and assigned the government in its endeavors towards the financing of new sectors so to bring about an all around prosperity and development of the country.
Executive Summary:
This internship report offers a comprehensive analysis of the National Bank of Pakistan (NBP) with a focus on its organizational history, structure, market dynamics, project analysis, financial performance, human resources, operations, and marketing strategies. The report highlights key findings, recommendations, and insights gathered during the internship.
Chapter 1: Organization Brief History:
The history of NBP is explored, tracing its origins, growth, and significant milestones. The bank's evolution within Pakistan's financial landscape is detailed, showcasing its pivotal role in the nation's economic development.
Organogram:
A detailed organogram provides insight into NBP's organizational structure, depicting hierarchies, departments, and key personnel roles.
An organogram serves as a visual representation of an organization's hierarchical structure, delineating the relationships and roles of various departments and personnel. In the context of the National Bank of Pakistan (NBP), a critical analysis of its organogram provides valuable insights into the bank's organizational structure and its impact on operational efficiency and communication.
Hierarchical Clarity:
A well-designed organogram should offer clarity in understanding the reporting relationships within the organization. A critical analysis of NBP's organogram would examine whether the hierarchy is clearly defined, ensuring that employees understand their reporting lines and superiors. Any ambiguities or overlapping responsibilities could lead to confusion, affecting decision-making and productivity.
Communication Channels:
The organogram should facilitate effective communication across the organization. A critical assessment of NBP's organogram would explore how information flows vertically and horizontally. Are there efficient channels for communication between departments and upper management? An effective organogram minimizes bottlenecks and ensures that critical information reaches the relevant stakeholders in a timely manner.
Departmental Alignment:
Analyze how NBP's organogram aligns with its strategic goals and business functions. Are departments arranged logically, reflecting the bank's core operations? A thoughtful analysis would assess if the organogram supports synergy between different departments, enabling collaboration and cohesive functioning.
Managerial Span of Control:
Examine the span of control for managers at different levels. An overly narrow span might lead to micromanagement, while an overly broad span could hinder effective supervision. A critical review would determine if NBP's organogram optimizes the balance between managerial oversight and employee empowerment.
Flexibility and Adaptability:
A dynamic business environment requires an organogram that can adapt to changes. Analyze whether NBP's organogram is flexible enough to accommodate expansion, restructuring, or new initiatives. The analysis should highlight if the organogram can accommodate growth without causing disruptions in operations.
Centralization vs. Decentralization:
The degree of decision-making authority allocated to different levels of the hierarchy is crucial. A critical analysis would examine whether NBP's organogram reflects a centralized or decentralized decision-making structure. This evaluation could shed light on the organization's responsiveness to market changes and customer needs.
Employee Empowerment and Engagement:
A well-structured organogram should empower employees to take ownership of their roles. Assess whether NBP's organogram supports a culture of empowerment, where employees have clear responsibilities and room for creativity. An analysis might reveal whether the structure fosters engagement and innovation.
In conclusion, a critical analysis of the organogram of the National Bank of Pakistan provides valuable insights into its impact on the organization's efficiency, communication, and alignment with strategic goals. By examining hierarchical clarity, communication channels, departmental alignment, managerial spans, flexibility, decision-making, and employee empowerment, one can gain a deeper understanding of how NBP's organizational structure influences its overall functioning and success.
Chapter 2: Market Analysis:
This chapter delves into the bank's market presence:
Market Size: The scope of NBP's operations and its role in the financial sector.
Market Growth Rate: The historical and projected growth of the bank in the market.
Market Share: NBP's market share and its competitive positioning.
SWOT Analysis:
An analysis of NBP's strengths, weaknesses, opportunities, and threats helps understand its strategic positioning.
Market Size and Scope of Operations:
The National Bank of Pakistan (NBP) occupies a prominent position within Pakistan's financial landscape, boasting an extensive network of branches, both domestically and internationally. With branches strategically located across urban and rural areas, NBP caters to a diverse customer base, including individuals, businesses, and government entities. Its extensive reach positions it as a key player in serving the banking needs of a wide spectrum of clients.
Market Growth Rate:
NBP's historical and projected growth rate showcases its evolution over time. Through a blend of innovative services, digital advancements, and responsive customer engagement, the bank has endeavored to maintain steady growth. This growth trajectory aligns with NBP's commitment to adapt to changing market dynamics and customer preferences.
Market Share and Competitive Positioning:
NBP's market share provides insights into its competitive positioning within the financial sector. As one of the largest banks in Pakistan, NBP competes with both domestic and international financial institutions. Its market share is a reflection of the trust it has garnered from its customers and its ability to offer a diverse range of financial solutions. The competitive landscape is characterized by NBP's efforts to differentiate itself through its customer-centric approach and innovative product offerings.
SWOT Analysis:
Strengths:
- Extensive Network: NBP's wide branch network and diverse service portfolio contribute to its accessibility and convenience for customers.
- Government Partnership: As a government-owned bank, NBP has a strong connection to the public sector, which can provide stability and opportunities for collaboration.
- Legacy and Reputation: NBP's longstanding presence in the market has established its reputation as a reliable financial institution.
- Innovative Services: The bank's introduction of digital and tech-driven services reflects its adaptability and commitment to modernization.
Weaknesses:
- Bureaucratic Processes: Being a government entity, NBP might face challenges related to bureaucratic procedures that could impact agility.
- Technology Adoption: While NBP has made strides in digitalization, there might be room for further enhancement in adopting cutting-edge technologies.
- Competition: The competitive landscape challenges NBP to continually innovate and differentiate itself from other players.
Opportunities:
- Digital Transformation: Embracing digital channels can open doors to new customer segments and enhance user experiences.
- Untapped Markets: Exploring underserved regions and demographics offers opportunities for expansion.
- Financial Inclusion: NBP can play a pivotal role in extending financial services to the unbanked and underbanked population.
Threats:
- Intense Competition: Competition from both traditional banks and fintech disruptors poses a threat to market share.
- Economic Volatility: Economic fluctuations can impact NBP's financial performance and customer behavior.
- Regulatory Environment: Evolving regulatory requirements can pose challenges in compliance and risk management.
- In conclusion, NBP's market presence, growth trajectory, market share, and strategic positioning are pivotal factors shaping its role in the financial sector. A SWOT analysis underscores the bank's strengths, weaknesses, opportunities, and threats, enabling a comprehensive understanding of its competitive landscape and strategies for future growth and resilience.
PESTLE Analysis:
The external factors influencing NBP are assessed through a PESTLE analysis, covering political, economic, social, technological, legal, and environmental aspects.
PESTLE Analysis of the National Bank of Pakistan (NBP)
A PESTLE analysis is a strategic tool used to evaluate the external macro-environmental factors that can impact an organization's operations and decision-making. In the case of the National Bank of Pakistan (NBP), a PESTLE analysis provides insights into how various external factors may influence the bank's strategic positioning and future endeavors.
Political Factors:
Government Policies: Being a government-owned entity, NBP's operations are influenced by government policies and regulations. Changes in policies related to banking, taxation, and economic stability can impact the bank's operations.
Political Stability: Political stability is crucial for NBP's sustainable growth, as any political instability can affect customer confidence and investor sentiment.
Economic Factors:
- Economic Growth: NBP's performance is linked to the overall economic growth of Pakistan. A growing economy can lead to increased demand for banking services, while economic downturns may affect loan portfolios and profitability.
- Interest Rates: Fluctuations in interest rates set by the central bank can impact NBP's lending and borrowing activities, affecting its profitability and customer behavior.
- Social Factors:
- Demographic Changes: NBP's offerings need to align with the changing demographics of Pakistan, including urbanization, population growth, and evolving customer preferences.
- Financial Literacy: The level of financial literacy in society can impact the demand for various banking services, including savings, investments, and loans.
Technological Factors:
- Digitalization: Technological advancements are reshaping the banking industry. NBP's ability to embrace digital innovations can enhance customer experiences, operational efficiency, and competitiveness.
- Cybersecurity: As digitalization increases, cybersecurity becomes paramount. NBP needs robust measures to protect customer data and maintain trust.
Legal Factors:
- Regulatory Compliance: NBP operates within a regulated environment governed by banking and financial regulations. Compliance with these regulations is essential to avoid penalties and maintain a positive reputation.
- Consumer Protection Laws: NBP needs to align with laws protecting consumers' rights and interests, ensuring transparent practices and fair treatment.
- Environmental Factors:
- Sustainability: Environmental considerations, such as green banking initiatives and sustainable practices, are gaining prominence. NBP's commitment to environmental responsibility can enhance its reputation.
- Climate Risks: Environmental risks, such as climate change-related events, can impact NBP's asset quality, particularly loans tied to vulnerable sectors.
- In summary, a PESTLE analysis of the National Bank of Pakistan illuminates the external factors that shape its strategic decisions and operations. By assessing political, economic, social, technological, legal, and environmental elements, NBP can proactively address challenges and capitalize on opportunities in the dynamic banking landscape.
Porter's Five Forces:
The competitive landscape is analyzed using Porter's Five Forces model, evaluating the bank's bargaining power, threats, and market competitiveness.
Porter's Five Forces Analysis of the National Bank of Pakistan (NBP)
Porter's Five Forces is a framework that assesses the competitive intensity and attractiveness of an industry. In the context of the National Bank of Pakistan (NBP), a Porter's Five Forces analysis provides insights into the bank's competitive position within the banking sector and the dynamics that influence its profitability and strategy.
1. Threat of New Entrants:
- The threat of new entrants in the banking sector can impact NBP's market share and profitability:
- Barriers to Entry: High capital requirements, regulatory compliance, and established customer relationships create barriers for new entrants.
- Existing Competitors: The presence of established competitors in the banking industry can deter new players from entering.
2. Bargaining Power of Suppliers:
- In the banking sector, suppliers primarily refer to the sources of funding and technology providers:
- Funding Sources: NBP's access to funding sources, such as deposits and capital markets, can impact its cost of funds and lending rates.
- Technology Providers: Dependence on technology providers for digital solutions may influence NBP's innovation and operational efficiency.
3. Bargaining Power of Customers:
- Customers' influence on NBP's pricing and services can affect customer loyalty and revenue generation:
- Switching Costs: High switching costs for customers make them less likely to switch to other banks.
- Customer Information: Banks rely on customer information to tailor services, impacting their bargaining power.
- 4. Threat of Substitutes:
- Substitute products and services outside the banking sector can impact NBP's offerings and customer retention:
- Fintech Disruption: Technological innovations and fintech solutions offer alternatives to traditional banking services.
- Non-Bank Financial Services: Non-bank financial institutions offering similar financial products pose a threat to NBP's customer base.
5. Intensity of Competitive Rivalry:
- The competitive rivalry within the banking industry influences NBP's positioning and market share:
- Number of Competitors: A large number of banks in Pakistan intensify competition for market share.
- Price Wars: Competing banks may engage in price wars to attract customers, affecting profit margins.
- Differentiation: Banks differentiate through service quality, technology, and product innovation to gain a competitive edge.
- In conclusion, a Porter's Five Forces analysis of the National Bank of Pakistan reveals the complex dynamics shaping its competitive environment. By evaluating the threat of new entrants, bargaining power of suppliers and customers, threat of substitutes, and intensity of competitive rivalry, NBP can develop strategies to maintain its market share, enhance customer satisfaction, and sustain profitability amidst the challenges posed by the banking industry's competitive landscape.
Industry Life Cycle:
NBP's position within the industry life cycle is discussed, shedding light on its growth phase and future prospects.
Key Success Factors:
Factors driving NBP's success, including customer service, innovation, and technology adoption, are identified and examined.
Chapter 3: Project Analysis:
A week-by-week breakdown of the intern's experience at NBP is presented, offering insights into various projects and tasks undertaken during the internship.
Chapter 4: Financial and HR Analysis:
Financial Analysis: Key financial ratios such as current ratio, debt to equity ratio, gross profit margin, ROE, EPS, ROA, and quick ratio are evaluated.
HR Analysis: Absenteeism rate, turnover rate, employee satisfaction, cost per hire, diversity metrics, performance appraisal, HR manual evaluation, and training effectiveness are discussed.
Operation Analysis:
Operational metrics including cycle time, downtime, on-time delivery, WIP, first pass yield, cycle time, and throughput time are examined.
Marketing Analysis:
Metrics such as customer acquisition cost, customer lifetime value, conversion rate, retention rate, marketing ROI, churn rate, social media engagement, and email click-through rate are analyzed.
Chapter 5: Recommendations:
Practical recommendations for NBP's improvement in various areas are provided, drawing from the analysis.
Personal Reflection:
The intern's personal reflection on the learning experience and insights gained during the internship is shared.
Appendix:
Financial Report: Detailed financial data and calculations.
HR Manual: Evaluation of the HR manual.
Marketing Analytics Report: Detailed analysis of marketing metrics.
In summation, this internship report provides a holistic view of NBP's operations, financial health, HR policies, operational efficiency, and marketing strategies. The insights and recommendations offered contribute to a comprehensive understanding of NBP's functioning within the Pakistani banking landscape.
Product lines
National Bank of Pakistan Saiban Scheme
There are five types of products under this scheme
1. Home Purchase
2. Home Construction
3. Home Renovation
4. Purchase of Land and construction
5. Balance Transfer facility
These products are offered with a financing period of 3 to 20 years and Debt to Equity ratio of 85:15. The financing amount can be any amount Upto a limit of Rs. 35,000,000
Major Competitors
- Habib Bank Limited
- United Bank Limited
- Muslim Commercial Bank Limited
- Allied Bank Limited
- Askari Commercial Bank Limited
- Soneri Bank Limited
- Bank Al-Habib Limited
- Bank Al-Falah Limited.
- Standard Chartered Bank Limited
- The Bank of Punjab
Introduction to All Departments
Deposit Department
Deposit department deals with the money being deposited in the bank. For depositing money into the bank a customer is required to open his account with the bank. There are two types of accounts opened at NBP i.e. PLS saving account and the Current account. PLS saving account is mostly used by individuals and the current account is mostly used by businessmen or corporations. Saving account holders are offered profits on their deposits whereas current account holders enjoy the facility of payment on demand.
Advances/Sales Department
This department deals with the provision of credits to customers and as the main product of the bank is credit so it is also called as sales department or credit department. The bank has different kinds of credit schemes for different kinds of target customers. These schemes are the main products offered by the bank.
NBP has a huge product portfolio examples include Cash Finance, Agricultural Finance, Gold Loan, Personal Loans, Running Finance, Corporate Finance, Export Import Financing, House Building Finance (Saiban) and NBP Karobar Scheme etc.
Selling is mainly done right at the desk of this department in every branch. Every region has a business manager which is usually a SEVP of NBP and he is responsible for managing marketing and selling activities in the region.
Collection and disbursement department
This department deals with the receipts and payments done by the bank is an agent of SBP. NBP is the only bank that is working as the agent of SBP and it’s a heavy duty of collecting government receipts like FBR taxes collection, Traffic Challans, Revenue Receipts, Agri tax, Utility bills etc.
Similarly, the bank is also disbursing money on behalf of SBP. Pension payment is one of the heaviest functions performed by the bank. Along with pension salaries of government servants, Zakat and Tax refunds etc are also disbursed by NBP
Cash Department
Bills/ Remittances Department
Conclusion
1. NBP have lower customer satisfaction
2. NBP has a poor record management and filing system
3. There is an injustice distribution of work in NBP
4. According to my finding, NBP have poor marketing system
5. Practical work is very different from the theory at NBP. Rules, procedures, and policies are not fully in practice.
6. NBP have more accounts in terms of number of accounts but have fewer deposits
7. My findings highlight that manager has the very limited authority he or she has to take approval from the upper management for every new decision.
8. NBP staff lacks in specialized training and highly professional education.
9. NPB has a very poor job rotation system and there is a lack of appreciation for staff
10. NBP has improper communication flows with improper communication standards.
11. Promotions are not justly and timely awarded at NBP
Cash Department
This branch deals with the withholding of cash money or currency notes. The main function of this department is to have an eye on cash flows. Currency is kept in chests inside strong rooms at the branch level. Some branches have chest, some have sub-chests and others have no chests. Currency is supplied by SBP and SBP also monitors its flow.
There are only a few persons at each branch who can open the chest. There is a limit on the amount of money kept outside of the chest at any time. Cash In-charge is responsible for any discrepancy in the cash balance.
Compliance Department
This branch deals with the monitoring of loan repayment and balances with other banks. This department investigates about pending reconciliation items. Usually, this is done half yearly. Main duty is to ensure that transactions are treated correctly and in compliance with rules and regulations and the balances are reconciled. This department is actually performing the internal control function to ensure the achievement of objectives and mission of NBP.
Bills/ Remittances Department
A very important department in the bank is bills/ remittances branch. This branch deals with the disbarment and collection of money that is not directly paid or received by NBP. The money is collected and disbursed at NBP counters but this money pertains to accounts of other banks or institutions and not of NBP accounts. Various ways used by people to send and receive money are Bank drafts, Telegraphic Transfer, Mail Transfer, Government Draft and Western Union Money Transfer etc.
The money is transferred to both inside the country and abroad. Customers can also collect their money through bills by presenting cheques, bills for collections and drafts drawn at some other bank or another branch of NBP within Pakistan. The instrument is presented at clearing house of SBP where the bank got the credit and it is further disbursed to the payee. Online banking is more famous for this purpose these days.
Conclusion
As I have written in my executive summary, this report has done over the National bank of Pakistan at Lahore. The main reason behind this report is to the fulfillment of the Virtual University Degree requirement; hence I have done my internship at NBP. This report aim is to analyze the current NBP banking position, it's banking function as I have written in the critical analysis.
Secondly, the report was presented in order to dig out the over all condition of the NBP regarding Banking provocative, management, HRM perspective. As I have written in my training program, I worked in the different departments and have learned a lot of work, activities in professional manners. I have observed some true facts regarding National bank of Pakistan while writing my report. These are under below.
1. NBP have lower customer satisfaction
2. NBP has a poor record management and filing system
3. There is an injustice distribution of work in NBP
4. According to my finding, NBP have poor marketing system
5. Practical work is very different from the theory at NBP. Rules, procedures, and policies are not fully in practice.
6. NBP have more accounts in terms of number of accounts but have fewer deposits
7. My findings highlight that manager has the very limited authority he or she has to take approval from the upper management for every new decision.
8. NBP staff lacks in specialized training and highly professional education.
9. NPB has a very poor job rotation system and there is a lack of appreciation for staff
10. NBP has improper communication flows with improper communication standards.
11. Promotions are not justly and timely awarded at NBP
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