Beruflich Dokumente
Kultur Dokumente
On
Zarai Taraqiati Bank Limited
Submitted By:
ANEEKA NIAZ
MBK-M-12-04
MBA (B&F) Morning
41
Preface
The pre-requisite of internship program is to make the students of M.B.A, aware of the practical
expertise and to tell them with the real management process.
With an intention of grooming the best executives of the future, AIBF has organized a
comprehensive internship-training program. All of us were placed in leading organizations of
business arena to gain firsthand knowledge and insight into their management and working. So,
when I was given the chance of selecting an organization, I opted for Zarai Taraqiati Bank
Limited.
Getting a chance of working in ZARAI TARAQIATI BANK LIMITED prove to be very
beneficial for me. I think that I gained comprehensive insight into the working of a Bank. But
nothing could have been possible without the co-operation and guidance of the officers of Zarai
Taraqiati Bank Limited.
After the completion of internship program, internship report has been prepared just in
accordance with the practical exposure. In preparing this report, I have put all of my best efforts
and tried my level best to give maximum knowledge. Despite all of my coherent efforts, I do
believe that there will always be a room for improvement in the efforts of learner like me.
41
Acknowledgement
Every praise to Allah Almighty the merciful, who knows about whatever is there in universe,
hidden or evident. Who enables me to get such valuable knowledge, which definitely helped me
in my professional life.
I would like to thanks Mr. Luqman Basharat (Manager) that trust my abilities and gave me
opportunity to use my skill. Thanks to all staff of ZTBL. They gave me their precious time and I
learned lot from them. Thanks to all my friends and family who helped me.
Table of contents
Executive summary .
05
41
Introduction of ZTBL...
06
History of ZTBL...
06
Board of director...
09
10
Corporate objectives...... ..
11
12
13
Departments of ZTBL...
14
Products& Services...
28
Loan Schemes...
29
Recovery Schedule...
32
Types of securities........
33
Ratio Analysis
36
Horizontal Analysis..
43
Vertical Analysis.......
45
SWOT analysis
47
Working as internee
50
54
Conclusion
56
Executive Summary
41
Banking is one of the most sensitive businesses all over the world. Banks play very important
role in the economy of every country all over the world and Pakistan is no exemption. This
report is about one of the leading Agriculture Bank of the Pakistan known as Zarai Taraqiati
Bank Limited. ZTBL is playing its one of the most important role in the development of the
Agriculture Sector of the Pakistan. On 14 th December 2002, under the ordinance of the
Agricultural Development of the Pakistan 1961, ZTBL was incorporated as Public Limited
Company. This Bank severs its venerated customers in the form of different customized
products. It is providing both type of severs financial and non-financials mostly to its clients of
the rural areas of the Pakistan, which comprises of 68% of the Pakistans total population. The
Bank has country-wide network in the form of 379 branches and is severing round about half of
the million clients annually and over accumulated account holders with the average loan size of
around Rs.89, 000 serving 65%, 31% & 4% of subsistence, economic and large growers
respectively.
The Companys management, combining innovative strategies, aggressive marketing, creative
synergy and visionary approach together with a lean organizational structure capable of efficient
response, succeeded in establishing ZTBL as the largest loan provider to the agricultural sector at
international level
Introduction to ZTBL:
41
The Zarai Tarqiati Bank Limited (ZTBL) is
the largest public sector financial development
institution with a wide network of 31 Zonal Offices,
9 Audit Zones and 379 branches in Pakistan. The
bank serves around half a million clients annually
and has over one million accumulated account
holders.
Zarai Traqiati Bank Limited (ZTBL) previously
Agricultural Development Bank of Pakistan (ADBP)
is the premier financial institution geared towards
the development of agriculture sector through provision of financial services and technical
knowhow. The restructuring of former ADBP is being carried out with the aim to uplift the
agriculture and rural sector by raising farm productivity, streamlining the institutional credit and
increasing income generating capacity of the farming community. ZTBL was incorporated as a
Public Limited Company on 14th December, 2002 through repeal of ADB Ordinance of 1961
and by virtue of Finance Order, all assets, liabilities proceedings undertaking of ADBP stands
transferred to and vested in Zarai Taraqiati Bank. The new corporate structure redefines the
bank's status as a public limited company registered under companies Ordinance'1984 with an
independent Board of Directors which aims at ensuring good governance, autonomy, delivering
high quality. Now the bank is free in its function with no interference or pressure from any
quarter. Earlier the bank was functioning like a pure government institution and permission has
to be sought on every step for moving forward. Now for all practical purposes the Bank is an arm
for Government for implementing overall agriculture policy for credit front. The design of credit
is linked so for as possible with the periodic priorities and targets as laid down in annual
development plans.
History of ZTBL:
Agriculture is the back bone of any country, because it plays a major role in the development of
the country, by providing food items, and providing raw material to the industrial sector.
Agriculture is the main stay of our economy. It accounts for 26% of the GDP and employ about
44% of the countrys labor force. This sector is the largest source of foreign exchange earning
over 75% besides providing input for textiles, sugar, and vegetable ghee industries of the
41
country. More than 67.5% of the population is directly or indirectly dependent for their source of
revenue on agriculture. Some time finance is needed to fulfillment of the requirement of the
farmers. With a view to meet this basic need the Agricultural Development Finance
Corporation was set up in 1951, and was entrusted with the task of providing financial facilities
for the development and modernization of agriculture, including forestry, fisher, animal
husbandry, poultry and dairy farming.
To provide more easy access to loan on their door step Agricultural Development Bank was
recognized in September 1957 under the Agricultural Development Bank Act. The main purpose
of establishing this bank was to advance loan to the formers. This includes cash loan, loan for
fertilizers, loan for seeds, or loan for any other agricultural machinery like tub well, tractors etc.
Establishment of Agricultural Development Bank of Pakistan (ADBP)
As the functions of the Agricultural Development Finance Corporation and Agricultural
Development Bank were similar and since both were working with capital provided by the
Government, they were merged into one organization known as Agricultural Development Bank
of Pakistan on February 18. 1961. Establishment of agricultural development bank takes place
under the ordinance by the merger of two agricultural institutes, Agricultural Bank of Pakistan
and Agricultural Development Finance Corporation. New institutes ADBP had then become the
single largest institutes in the country fulfilling the viable credit needs of the agricultural sector.
The ADBP's structural reforms focuses upon good governance, financial management, increase
in farm productivity, streamlining institutional credit and enhancing operational performance.
The resultant affect will be yielding to the rural and agriculture sectors for optimal growth.
Restructuring of ADBP into ZTBL
With a view to strengthen the institutional capacity of ADBP and to revitalize the agriculture
sector, the government felt it necessary to restructure the bank. The aim of the restructuring
exercise is to increase its performance by way of providing cheaper and timely provision of
funds to activate the entire value chain of agriculture.
The Government of Pakistan has injected in Rs.10 billion and structure of ADBP has also been
changed to a public limited company incorporated under companies ordinance 1984 and renamed
it as Zarai Taraqiati Bank Limited (ZTBL). The Federal Government has converted the
Agriculture Development Bank of Pakistan (ADBP) into Zarai Taraqiati Bank Ltd (ZTBL) and
the new venture has started its operation with immediate effect.
41
The new corporate structure redefines the bank statue as a public limited company with an
independent Board of Directors promulgated under the presidential ordinance which, aims at
ensuring good governance, autonomy, delivering high quality, viable and timely financial
services to a greater number of customers in the agricultural and rural segment of the country
with adequate returns to the stake holder. After this incorporation all the assets and liabilities of
ADBP became the assets and liabilities of ZTBL. This restructure was carried out with the aim to
improve the working and role of bank in the agricultural development. The bank is completely
owned by the government and it has head office in Islamabad.
The adaptation of ADBP into ZTBL had a conditionality of the Asian Development Bank (ADB)
loan framework as per which a restructuring exercise was initiated. The restructuring process
demand ADBs Rural Finance Sector Development Program (RFSDP) with the objective to
transform ZTBL into a sustainable Rural Finance Institution (RFI). It also included the upgradation of Information technology (IT) infrastructure for which funds from ADBs loan were
to be utilized. As part of the overall organizational revamping strategy, the bank has taken several
initiatives to enhance its lending activities while adopting a prudent approach with regards to
credit quality. Kisaan Support Services (Pvt.) Limited (KSSL), a subsidiary of ZTBL, has been
engaged to sell fertilizer to farmers at subsidized rates, while a Memorandum of Understanding
(MoU) is signed between KSSL and Pak Arab Fertilizer to ensure timely availability of
agricultural inputs.
The main aim behind the restructuring of ADBP and its conversion into ZTBL is to extend timely
credit to the needy segment of highly productive and yielding agri and non-farm activities. It was
done keeping in the mind that this step shall greatly add to the credit distribution mechanism.
National Operation:
The Zarai Taraqiati Bank Limited runs its operation in whole Pakistan and also outside Pakistan
and the persons conducting such business. The banks total manpower is 7665 having 4515
officers and 3150 staff. It has 49 regional offices and 379 branches throughout the Pakistan
including the Federally Administered Tribal Area (FATA), Federally Administered Northern Area
(FANA) and Azad Jammu and Kashmir. ZTBL while completing its period of 42 years
operational activities tried to serve the forming community through the country for their medium
and long-term development credit needs.
Organization:
41
First the head office of the ZTBL was located in Karachi and was shifted to Islamabad later
during 1973. Presently there are 9 division and 33 departments in the head office. It has 49
regional offices and 343 branch offices apart from 8 audit directorates in the field, two staff
colleges at Islamabad and Karachi. To cater for loan requirement of the forming community at
their door steps over 1408 Mobile Credit Officers have been deployed in the field, each covering
25 villages in an average.
Board of Directors
Syed Yawar Ali
chairman
president
Mr.Saeed Ahmad
director
director
Mr.Zia-ul-Mustafa Awan
director
Mr.Mohsin Aziz
director
director
Mr.Asif Sharif
director
Mr.Mehboob Hussain
Corporate Vision
company secretary
41
Dedicated to serve the needs of the farming community, by delivering financial products and
technical services on a competitive and sustainable basis, in a convenient, efficient and
professional manner, leading to success of the Bank and the farmers
Corporate Mission
To play effective role in the promotion of economic growth, by enhancing the availability of
credit to the agriculture sector, through reliable access to sustainable financing, special lending
programs, technical assistance, and other products & services, and to promote career
development opportunities for increasing professionalism and technical proficiencies of
employees.
Core values
Corporate Objectives
41
1. Develop and operate as a financially and operationally sustainable R.F.I of the country.
2. Assist rural community, particularly the small farmers, in raising their productivity and income
levels through timely delivery of credit, advisory and ancillary services.
3. Build ZTBL's image as a proactive, client friendly, financially & operationally sustainable with
indigenous product deployment.
4. Establish and provide backward and forward linkages to strengthen agri. value added commodity
chains.
5. Engage in public - private and wholesale - retail partnership to deepen outreach and reduce
operating cost.
6. To function as a rural commercial bank to mobilize rural capital formation and to commercialize
the agriculture sector by delivering the true value of credit to the client.
8. Open up its venues of operation to Domestic & International Banking Industry to avail
comparative advantages.
41
Management Hierarchy
41
The general direction and superintendence of the affairs of the bank are entrusted to a 12
members Board of Directors consisting of a chairman appointed by the Federal Government, the
Federal Government officers from the Ministries of Finance and Food and Agriculture. Four
officers of the four Provincial Governments and one non official nominated by each province.
One member on this board represents the State Bank of Pakistan also.
In ZTBL, the president supervises and directs the senior executive who supervises and directs the
senior vice president, and senior vice president control voice president, who control Assistant
vice president, who finally supervise officers. The management hierarchy of bank is as follows;
President
Senior executive
Senior vice President
Vice President
Assistant vice
Officers
DEPARTMENTS OF ZTBL
Non-clerical staf
41
Under this chapter we discuss different departments of ZTBL, there aims and objectives, their
functions and working environment. The material used in this department about their aims and
objectives are taken from bank. ZTBL have a great organizational set up, and lots of departments
are working under the head office. These departments are as fallows
Main departments of ZTBL
Policy Unit
Policy Unit plans accounting procedures of accounting in both head office and branches and
coordinate with other departments within the head office on the different policy meters. It deals
coordination of external auditors and arrange payment to them. It formulates bank charges
schedules and circulates among the branches and submits to SBP on half yearly basis. It deals
with management letter and executive summary and suggests guidelines for adjustment of
suspense account. It performs administrative functions for the department such as sanction of
41
leaves and budget preparation. This unit also provides guidelines to the branches regarding
rectification of accounting errors and audit observation.
ii.
Accounts unit
The Account unit of the Central Accounts Department coordinates with concerned departments
for the timely production of statement of affairs. It prepares financial statements whiling
compiling balances under relevant group of heads from trial balances. It makes the list of
abnormal entries for rectification. It prepares quarterly, half yearly and yearly financial
statements for the audit committee. It prepares annual capital adequacy ratio statement for
certification by external auditors.
iii.
Tax unit
The Tax unit of the Central Accounts Department of the ZTBL provides guidelines of deduction
of the tax under the ordinance of income tax 2001 and collects tax payment documentary
evidences for tax deducted. It communicates and coordinates with tax consultant, SBP and
income tax authorities and collects related to the tax refund case form consultant. It pays advance
tax and prepares the statement along with tax related audit.
iv.
v.
41
Pre-payment unit of the ZTBL Bank is designed to verify all payment structures related to the
Head Office. It checks availability and competence of sanction of the competent authority. It
works to check procedural compliance and completeness of documents.
i.
41
The Budget planning unit of the Budget and fund management department of the ZTBL develops
departmental polices procedures and standards for the financial management and budget
planning processes and parameters. It communicates with administrative and governance groups
in order to resolve the budget issues. It compiles and process necessary information for the
preparation of annual reports. It generally evaluates and review expenditures and submits to the
audit committee. Its further role is to provide information and analysis for the purpose of the
annual planning and effective efficient decision making.
ii.
iii.
Treasury Unit
Treasury Unit is engaged in the arrangement of the fund for the different purposes to the
branches and maintains their records. It manages Banks accounts with SBP and commercial
banks such as MCB, HBL, and UBL and so on. It checks out the appropriate balances in the
branches if there are excess balances then its calls for and if there is less balances then it transfer
the funds and also declare the deposit rates for the depositors. It performs the role of coordinator
while performing the role of coordination with SBP, commercial, Internal and External auditors
on the matters of treasury. It deals the matters of investment of surplus funds provided by the
branches.
iv.
41
The regulator gives instructions What to do, when to do and how to do as Government agencies
and SBP etc, while reporting means perpetrations of the reports and submission of the reports to
the regulators. Thats why this department reports certain information to the regulators and
ensures it that bank has compiled all instructions.
Aims and objectives
It aims to fulfill the statuary reporting requirements and provides financial reporting to the
management for the specific purposes. Its objective is to provide and ensure the effectiveness in
meeting statutory reporting obligations. It makes prompt and accurate analysis to aid effective
decision making. In last it ensures the implementation of the Basal-II.
Functions
It reformulates and redesigns system of data capturing, its consolidation and subsequent
reporting keeping in mind regulatory requirements. It ensures the implementation of updated
reporting requirements, which are update time by time. It analysis the financial results and repots
it to concerned authority and arrange compliance with external and internal auditors.
Furthermore it performs the job suggested by the regulatory authority.
Reporting process
There are mainly five steps in reporting process, which are defined bellow:
Data Capturing
This is the step in which data is gathered from various sources such as field offices, deportments
such as CAD and ISD and from financial reports such as Accounts, D/R Series etc.
Consolidation
In this step the gathered data is consolidated in to single hole, because this data is collected from
various sources.
Data verification
In this step collected data is verified weather the collected data is valid and true or not, because
the collected data is not all ways reliable. It needs very careful examination due to possible errors
and mistakes, which are later rectified for report generation purpose.
Report generation
41
On the basis of analyzed and verified data is injected in the form of reports which is provided by
SBP.
Submission
In this last step the complete formed reports are submitted to the regulatory authorities such as
SBP. The main sources of submission are courier and online.
Implement human resource strategy, policies, procedures and Programs in areas of employee
service matters, compensation and Benefits, human resources planning and recruitment.
Provide effective Human Resource services to line functions.
Functions
Ensure that all employee service matters are handled professionally and within the policy
framework.
Overall responsibility of leave-management and pay fixation of all employees.
Contribute to employee motivation through application of compensation and Benefits, promotion
and transfers and posting policies frameworks.
Recruitment and selection of the best talent in the market.
Organize work in various units of the Department to ensure that performance Metrics set for the
department are achieved.
Set performance parameters for the units and consistently monitor Performance of units against
41
Aim
Its aim is to communicate and upgrade knowledge, professional competence and develop
Positive mental attitude among all employees of the Bank.
Objective
Achieve and comply with the business plan and strategies of the Bank Through manpower
training and development.
Functions
Assess training and development needs of all employees in the Organization.
Identify best possible training and development innovations/solutions.
Ensure that the Bank possess trainers who are adequately trained to design, Deliver and validate
41
Functions
Formulate Bank-wide performance management system to ensure that Performance metrics are
set and measured across the Bank.
Initiate and manage annual performance management cycle. Identify Anomalies and adopt
measures to resolve them.
Maintain in current state a central performance management database of all Employees
concerned.
Organize work in various units of the Department to ensure that performance Metrics set for the
department are achieved.
Set performance parameters for the units and consistently monitor Performance of units against
the set performance metrics.
Overall responsibility of implementation of HR policies and programs in areas of performance
management and enhancement.
Obtain feedback on various HR policies, procedures and programs to Recommend
improvements.
Prepare departmental budget and monitor expense against budget.
Ensure that all relevant employment laws of Pakistan are complied with.
Adopt measures for risk identification and mitigation.
Ensure that all change management initiatives of the Bank are implemented Down the line.
Provide guidance to units under supervision in resolution of problems and complaints.
Perform administrative functions for the Department such as sanction of Leaves, approval of tour
programs, approval of travel allowance etc.
Evolve HR strategy and development of policies, programs and procedures in line with HR
strategy.
Cascade down HR programs for implementation.
Functions
41
Undertake comparative policy and program analysis of related industry To recommend HR
policy and program changes.
Maintenance of employee records and database thus ensuring that Accurate and updated
employee records are available for decision-making.
Design, implement and monitor HR tools for bringing efficacious Improvement to HR system.
Prepare recommendations for formulation of pay-package.
Organize work in various units of the Department to ensure that performance metrics set for the
department are achieved.
Set performance parameter for the units and consistently monitor performance of units against
the set performance metrics.
Overall responsibility of formulation and implementation of HR policies And programs. Obtain
feedback on various HR policies, procedures and Programs to recommend improvements.
Prepare departmental budget and monitor expenses against budget.
Define financial & administrative powers for all functionaries of the Bank.
Define job description of all positions in the Bank in consultation with The concerned
Division/Department/Office.
Up-dating of HR manual.
Adopt measures for risk identification and mitigation.
Recommend change management initiatives.
Perform administrative functions for the Department such as sanction of Leaves, approval of tour
programs, etc.
Arrange maintenance/destruction of old record of the bank.
41
Develop business and product strategies for the Bank, including new product Development for
liability and assets products that would entail specific development of product features, pricing
and positioning.
Issuance of instructions and guidelines on various products.
Evaluate current products and services offered, based on market information And feedback, bring
improvements in the features, pricing and positioning to derive the maximum value out of them.
Prepare advertisement, promotional programs, product brochures, brand Development programs,
marketing database management, lockers/ banking services and other related activities.
Deliver targeted customer propositions through well-planned campaigns, including radio and
television advertising, direct mail and sales promotions.
Deal with insurance matters related to liability product/services.
Analyze particular customer segments and predict market changes that the Bank can turn into
opportunities.
Implement policies and directives of BoD, SBP and the GoP on deposit, utility bills, lockers and
other products.
Support users in the application of systems, attending to and resolving system problems in
conjunction with systems specialists.
Ensure that procedures, systems, stationery, documentation etc. related to credit are in place and
in compliance with internal and external rules/ regulations for all present and new products and
services of the bank.
Devise procedure system to implement product/ services and monitoring/ evaluation with due
1.
41
Deal insurance matters related to deposit.
Support users in the application of systems, attending to and resolving system problems in
conjunction with system specialists
Develop and adopt early warning system to proactively mitigate these risks.
2. Marketing Unit
Enhance and establish a positive corporate image for the Bank through various marketing
mediums including brochures printed material, press, outdoor advertisement, electronic media
and website.
Responsible for product lifecycle management initiatives including product launching and
product repositioning activities.
Conduct needs assessment/ market survey of the target market to gather the
requisite intelligence to design products and services that meet the market expectations thus
improving the market- penetration of the Bank.
Prepare training material in coordination with HR Division. Arrange workshops for the relevant
staff for all new products and services developed.
Prepare effective marketing and promotional campaigns to ensure achievement of product
revenue targets.
Work closely with the Training and Development Department and be responsible for preparing
and carrying out Training to select Trainers.
Ensure that procedures, systems, stationery, documentation etc. related to credit are in place and
in compliance with internal and external rules/ regulations for all present and new products and
services of the bank.
Develop and adopt early warning system to proactively mitigate these risks.
Devise procedure system to implement product/ services and monitoring/ evaluation with due
coverage of internal control.
Perform any other work/ job assigned by the higher management.
41
The aims and the objectives of the Data Management Department in ZTBL are as follows:
Ensure efficient operations of regional computer centers and training of computer personnel by
latest tools and techniques.
Ensure timely supply of input by the branches to regional computer centers. The other operation
of this department is to make sure that all the data from the branches should be sent to the
regional office by the every Saturday of the week.
Processing and timely supply of output to branches. The instructions from different departments
are sent to the branches and one copy of this information is sent to the Data Management
Department. So it is also the responsibility to make sure that all the information is sent to the
branches.
It is also the responsibility of this department to make ensure coordination of computerization of
activities between users and MIS division.
It is also the responsibility of the data management department to provide feedback to system
development department (SDD) for improvements in the application software.
Wings of data base department
Data base department have three wings which are:
Policy and coordination wing
The policy and coordination wing controls all the policy matters and the management matters of
the department. It is the responsibility of the wing to ensure coordination and close interaction
with regional offices and their sub branches.
Field batch processing wing
The functions of the field batch processing wing are to coordinate with all the regional offices
and provide the data to the head office on required time. The other functions of the wing are to
coordinate with hard ware development department. It is the responsibility of Field Batch
Processing wing to ensure timely production of weekly, monthly, half yearly and yearly outputs
at R.C.Cs in respect of the entire region. This wing is liable to ensure timely supply of data from
the field to head office in the form of computer diskettes and in written form.
Technical support wing
Technical support wing provides the technical assistance to the department in case of storing of
data and any problem occurs in the hardware as well in the software. It is the responsibility of
this wing to provide technical assistance to solve operational problems, as reported by RCCs
from time to time in case of storing the data as well as in case of any fault in the hardware. It is
41
also the responsibility of technical support wing to receive software from system development
departments and provide it to the Data Management Department.
NADRA'S
CNIC
Verification
System,
41
Islamabad Branch
Peshawar branch
Gujranwala Branch
Faisalabad Branch
Multan Branch
Sahiwal Branch
Sargodha branch
41
Types of Loans Advanced
1. Short Term Loans
Short term loans are loans for shorter period of less than a year. It includes, crop production
working capital loans recoverable in lump sum commencing after the harvest/marketing of
respective crops and within maximum period of 12 months.
2. Medium Term Loans
Medium term loans are for a period of more than a year but less than 5 years. In includes, dairy
farming and livestock etc. The installments of these loans are usually paid able in quarterly or
half yearly basis.
3. Long Term Loans
Long term loans are for a period of more than 5 years. These are development loans which
require large amount and also need some time to show its result in the shape of better production.
It includes loans for tractor, agricultural machinery, poultry farming godowns and orchard in
yearly/half yearly installments within maximum period of 8years.
Loan Schemes
ZTBL is offering the following loan schemes to the farmers.
Development Loans:
These type of loans advanced for the Installation of tube wells Pumping sets/lift irrigation pumps
(including peter engines) Open Wells. Purchase of improved farm machinery (including tractors,,
power tillers, implements, cutter binders (reaper wind rover), threshers, trolley, spraying
equipment, cane crusher and miscellaneous agricultural equipment, tractor pulled harvesters, self
propelled combines.
Production Loan:
Those types of loans which are advanced for seed, fertilizer, pesticides, labor charges and POL
etc. to grow crops and vegetables including working capital for poultry, dairy, orchard, fishery
and are recoverable within 18 months.
Production/Seasonal Loans Items:
Seeds
41
Fertilizers
i.
The company shall recommend good dairy farmer to ZTBL and send the loan request
to the bank along with necessary documents.
ii.
The concerned branch of the bank will process the case as per prescribed procedure
of the bank.
iii.
The modernization of dairy farm will be carried out through financing milk cooling
tank, generator, voltage stabilizer, hot water geezer, water pump, cooling pad and other dairy
equipment. The loan will be considered against securities acceptable to the bank excluding
surety, hypothecation of animal and assets created out of banks loan.
iv. There would be maximum limit of loan of Rs. 1 million per borrower/party
Initially the scheme will be for modernization of 5,000 farm during 5 years period which
involved Rs.700 million, 1000 farm would be covered under the scheme on yearly basis. The
project shall be started on pilot basis in potential area namely Lahore, Hyderabad, Quetta and
Peshawar zones and its expansion would be made gradually.
PDDC would bear the entire amount of mark-up charged in the loan cases. Provided the 50% of
principal part of loan is repaid in time by the borrower. The remaining 50% amount of principal
along with the amount of mark-up would be paid by PDDC.
Supervised agriculture scheme:
Under this scheme agriculture loans are given for short, medium and long term loans upto Rs.
1.00 million per borrower/per case. The loans are sanctioned for In Fats, livestock, orchard,
tractor, agricultural machinery, tube well and irrigation facilities etc. under the scheme besides
41
provision of credit, information are to the farmers for planning the farm, production, guidance
for implementation of the scheme, marketing and repayment of loans.
Zarkhaiz (one window operation):
For timely and conveniently provision of credit to purchase inputs, loans are provided to the
borrowers less than One Window Operation being conducted twice a week during Rabi and
Kharif seasons. Applications processed on the same day whereas sanction payments are made
within three days at Branch. For Rabi Crops one window operation from October to January and
for Kharif Crops from April to September each year which is extendable as per requirement of
particular area.
Sada Bahar Scheme:
For providing timely input loans for crops and working capital for poultry and fishery etc, the
Bank has launched a Sada Bahar Scheme. Assessment for inputs requirements for the whole year
is made at the time of first application. The amount so assessed is treated as Revolving Limit
provided it is within the security limit. The Managers are authorized to sanction such loan limits
up to Rs.O.500 million. Schemes main features are as under:
Revolving Credit Limit is fixed to cater production credit and ancillary requirements of the
farmers during one year period.
The documentation once completed remains applicable for three years with yearly
cleanup/renewal without any further documents.
The borrowers can draw the credit in lump sum or in installments according to his requirement.
Like-wise he can repay in lump sum or in installments during the year when his cash position
allows him.
Pass Book containing transactions in his SBS Account is supplied to every borrower free of cost.
Tea financing scheme:
In order to increase the tea cultivation in District Mansehra, Swat, Mutta, Shangla par and Dir in
Malakand Division, tea financing scheme has been introduced which would not only save the
hard earned foreign exchange but would also help improve the socio-economic condition of the
inhabitants of the area. The salient futures of the scheme are given as under:
Maximum Credit Ceiling of Rs.60, 000/- per acre has been fixed.
41
Credit will be given in 3 installments: first year Rs.30, 000/-, 2nd year Rs.15, 000/- 3rd year
Rs.15, 000/- provided the disbursed loan is used properly.
The credit would be repayable within 1 year with 6 years grace period with prescribed markup of
9% per annum. Rebate of 1 % will be allowed in mark-up on timely repayment and proper
utilization of the loan.
Crop maximization project:
Ministry of Food, Agriculture and Livestock (MINF AL), Government of Pakistan has launched
Crop Maximization Project in 109 villages in various districts throughout the country to increase
the productivity/yield of crops. Under the project MINFAL has to provide funds of Rs, 299.893
million to ZTBL for disbursing loans to the project farmers for purchase of inputs. Till the time
funds of Rs.468 Million have since been received by the Bank for the purpose. These funds are
to be revolved for meeting input credit needs in the project villages till 30th June, 2014 after
which Bank will return the principal amount to MINFAL. Accordingly Credit needs of the
project farmers are being met by respective ZTBL branches through Village Organizations
formed for the purpose. Duly the currency of the project Bank is authorized to charge 4% per
annum mark-up on loans to project growers to meet its operational cost, however in case of
default Banks normal rate of return i.e. 9% p will be applicable.
Recovery Schedule:
Recovery schedule in each loan case as per terms of sanction of loan is fixed and communicated
to the borrowers after disbursement of loan.
In case of default or failure in repayment of any installment on due date the mark-up shall
continue to be charged and last installment due to this may differ from the amount of
installments fixed at the time of disbursement.
Issuance of Notices:
Demand notice is issued before the due date of every installment.
A Legal Notice is issued one month after the due date informing the borrower that if the amount
is not repaid within next one month, further legal action will be taken to recover the dues.
41
Legal action:
Legal action can be initiated against the defaulter if loan is not repaid even after expiry of legal
Notice period.
Where the court in bank vs. favor has decreed a case, account is to be settled by recovery of
amount from the auction of the mortgaged property. The bank may purchase the mortgaged
property if considered feasible to dispose it off later on through auction or in any manner deemed
fit for getting the best price. The bank may disposes-off the mortgaged properties of defaulters
for satisfaction of its dues without intervention of courts under Financial Institutions (Recovery
of Finances) Ordinance 2001.
Rescheduling of Loan Repayment Facility
Rescheduling of Loan Repayment Facility ZTBL allows rescheduling of repayment of
installments to its borrowers in order to maintain credit discipline and to mitigate their genuine
problems in real hardship cases and in areas declared as calamity hit by the respective Provincial
Governments.
The Rescheduling facility is to be considered by bank on case basis and is to be allowed on
borrowers request only. The relaxation in recovery period shall not be allowed beyond one year
in any case. The borrowers shall have to execute a supplementary loan agreement on Non
Judicial Stamp Paper of appropriate value to give legal cover to extended period.
The borrowers shall have to pay the return for the extended period.
Rescheduling Rate of down payment as against due
Number
installments to be rescheduled
1st
10%
2nd
20%
3rd
30%
Types of Security
1
Immovable Property
41
2
Movable Property
Personal Sureties
Immovable Property
Agricultural Land
Personal Surety
Against a bond with two sureties under General Credit and one surety in Special Schemes up to
Rs.25,000/-
41
RATIO ANALYSIS
Financial analysis is the process of identifying the financial strengths and weakness of the firm
by properly establishing relationship between the items of balance sheet and profit and loss
account, in order to make rational decision in keeping with the objective of the organization, for
that purpose the management use analytical tools. To evaluate the financial condition and
performance of the business entity, the financial analyst needs to perform "checkups" on various
aspects of the business financial health.
A tools frequently used during these checkups is a financial ratio analysis, which relates two
piece of financial data by dividing one quantity by the other we calculate ratios because in this
way we get a comparison that may prove more useful than the raw number by themselves. The
business itself and outside providers of capital (creditors and investors) all undertake financial
statement analysis. The type of analysis varies according to the specific interest party involved.
The nature of analysis is depending at the purpose of analyst.
Liquidity Ratios
Liquidity ratios measure the companys ability to meet its short-term obligations in the short
span of time. There are many ratios of liquidity such as, current ratio, quick ratio and
networking capital. Data is taken from 2010 to 2012 to calculate liquidity ratios of ZTBL.
The Current Ratio:
Current ratio is calculated and interpreted as under;
Year
Current Assets
Current Liabilities
2012
2011
2010
11846996
65887460
111024570
63632110
106259151
64370348
Current
Ratio
1.798
1.74
1.65
41
Thus the higher the current ratio, the more the bank is considered to be liquid in order to satisfy
its short term obligation. It is depend on the items which comprises the current assets. The major
part of current assets of ZTBL consists of cash, cash with other banks so the lesser current ratio
is also considered favorable.
Quick Ratio:
Year
2012
2011
2010
Quick Assets
Current Liabilities
12525067
65887460
14232906
63632110
13662350
64370348
Quick
Ratio
0.19
0.226
0.212
Year
T.C.A T.C.L
2012
2011
2010
118469963 65887460
111024570 63632110
106259151 64370348
Net Working
Capital
82582503
47392460
41888803
Interpretation of NWC:
The NWC of the ZTBL from 2010 to 2012 is increasing gradually. It shows that the bank has
positive working capital that can be used to meet its current needs. Because the total current
assets are greater than total current liabilities and the bank is better able to pay its short term
obligation as they become due. So it is favorable for the bank and positive working capital is
always recommended for any organization.
41
Leverage Ratios
Leverage ratios, also referred to as gearing ratios, measure the extent to which a company
utilizes debt to finance growth. Leverage ratios can provide an indication of a companys longterm solvency. Leverage ratios include debt ratio, total debt to net worth ratio & time interest
earned ratio which are given as under;
Debt Ratio:
Year
2012
2011
2010
Total Liabilities
Total Assets
104463319
131859354
98146493
122467960
95881306
117585949
Debt Ratio
0.7922
0.80
0.815
Total Liabilities
Net Worth
104463319
27396035
98146493
24321467
95881306
21704643
Total Debt
to Net Worth
3.81
4.03
4.41
41
and consider being unfavorable. The lower the debt to net worth ratio, lower will be the business
is considered to be risky and consider being favorable. The high leverage usually indicates the
business has a lot of risk because it must meet principal and interest on its obligations.
Time Interest Earned Ratio:
The time interest earned ratio of the ZTBL from 2010 to 2012 is calculated and interpreted as
under;
Year
2012
2011
2010
EBIT
Interest Expense
10936065
7046657
8103670
4826511
9150536
6261631
Times Interest
Earned ratio
1.552
1.67
1.46
Year
2012
2011
2010
41
117585949
Interpretation of income before tax ratio:
The RIBT is the ratio that shows that how much money is retained by the bank before deducting
the money to be paid as taxes. The RIBT is steadily increasing from 2010 to 2012 due to increase
in the amount of total assets and total income before tax. The RIBT in 2010 is lower from the
rest of the year. The Higher the RIBT ratio shows that the bank has good operating performance
without tax implications and efficiently managed its assets to earn a more money.
Income after tax ratio:
Year
2012
2011
2010
Net Income
Total assets
3074568
131859354
2616824
122467960
2269967
117585949
Return on Assets
2.33%
2.1%
1.93%
41
less money on more investment. The Higher the ROA ratio shows that the bank has efficiently
managed its assets portfolio to earn a more money on total assets, achieving economic efficiency
& more opportunities of financing.
Return on Equity (ROE):
The ROE of the ZTBL from 2010 to 2012 is calculated and interpreted as under;
Year
2012
2011
2010
Net Income
Stock holder equity
3074568
12522441
2616824
12522441
1864286
12522441
Return on Equity
24.5%
20.89%
14.88%
Year
2012
2011
2010
loan
Deposit
88060424
11096956
84743706
8962457
84792594
9602772
Loan to Deposit
7.93
9.45
8.83
41
Interpretation of Loan to deposit: Loan to deposit ratio of the ZTBL show negative trend in
2012. The ratio in the year of 2010 is 8.83 which is sharply increasing 9.45 in 2011. In 2012 the
ratio decreases from 9.45 to 7.93 which is unfavorable. The increase in ratio favorable for the
organization and if the ratio decrease it will be unfavorable for the organization.
Earnings Per Shares (EPS): The EPS of the ZTBL is calculated & interpreted as under;
2012
2011
2010
Net Income
No. of ordinary shares
3074568
2500000
2616824
2500000
1864286
2500000
EPS
1.23
1.05
0.75
Interpretation of EPS:
The EPS from 2010 to 2011 is gradually increasing from 0.75 to 1.23 respectively. In 2012, the
EPS is increased due to further increase in net income with same amount of total number of
ordinary shares. Higher the EPS indicates that the ZTBL can earn on behalf of each share, but
not the amount of earnings actually distributed to shareholders.
41
LIABILITIES
Bills payable
Borrowings
Deposits and other accounts
Sub-ordinated loans
Liabilities against assets subject to finance lease
2012
2011
2010
%
128.36
82.44
0.000
228.06
103.85
104.28
75.26
122.22
%
111.32
102.37
0.000
153.63
99.94
103.130
75.55
102.32
%
100
100
0.000
100
100
100
100
100
96.07
100.068
115.55
100
0.000
68.00
100
93.33
100
0.000
100
100
100
100
0.000
41
Deferred tax liability
Other liabilities
122.42
109.53
100
100
150.25
158.67
100
122.76
126.58
100
100
100
213.6
156
100
NET ASSETS
REPRESENTED BY
Share capital
Reserves
Unappropriated profit
Surplus on revaluation of assets - net of tax
2012
127.25
100.63
146.32
2011 %
106.8
102.18
110.27
2010 %
100
100
100
76.90
207.07
49.92
92.69
100
100
77.93
170.89
49.95
131.85
100
100
158.63
48.62
97.09
101.5
133.88
85.86
94.37
70.32
70.56
99.20
100
100
100
100
100
133.75
120.14
133.19
135.15
85.11
161.70
91.23
113.87
100
100
100
100
41
PROFIT BEFORE TAXATION
Taxation - Current
- Prior years
- Deferred
PROFIT AFTER TAXATION
Unappropriated profit brought forward
Profit for appropriation
Profit after taxation for the year
Comprehensive income for equity
Net Change In Value of Securities
Deferred Income Tax
Total comprehensive income
135.15
113.45
113.87
90.36
100
100
128.24
138.90
164.61
157.59
138.90
138.90
123.5
176.55
135.44
111.68
115.06
130.04
125.95
115.06
115.06
120.14
171.69
115.28
100
100
100
100
100
100
100
100
LIABILITIES
Bills payable
Borrowings
Deposits and other accounts
Sub-ordinated loans
Liabilities against assets subject to finance lease
Deferred tax liability
Other liabilities
NET ASSETS
2012
%
2.67
6.82
13.56
66.78
0.895
0.25
9.00
100
2011
2010
%
2.495
9.126
9.837
69.19
0.953
0.27
8.12
100
%
2.33
9.284
6.66
72.11
0.962
0.37
8.26
100
0.222
38.99
8.415
2.430
29.24
42.915
7.31
2.616
28.182
0.26
43.59
8.166
2.625
(26.798)
32.729
14.307
3.948
41
REPRESENTED BY
Share capital
Reserves
Unappropriated profit
Surplus on revaluation of assets - net of tax
9.496
2.147
7.768
10.225
1.889
6.672
10.649
1.602
0.716
1.364
100
1.072
100
0.716
100
41
2012 %
100
39.00
61.00
9.27
0.00070
0.127
0.000
9.400
57.58
2011 %
2010 %
100
39.90
61.90
7.26
0.00073
0.0068
0.000
7.17
52.9
100
41.74
58.26
15.34
0.007
0.007
0.000
15.35
42.90
1.007
0.15
2.07
(0.26)
36.94
39
0.075
0.35
0.005
31.85
32.28
0.094
0.39
48.41
48.90
100.000
62.50
(0.27)
0.014
62.24
100.000
47.34
3.37
0.023
50.75
100.000
59.46
(0.13)
0.015
59.46
33.91
11.94
(0.46)
11.48
22.87
72.17
95.05
22.87
22.87
4.76
(0.47)
27.15
34.45
11.32
0.57
11.90
22.55
67.88
90.43
22.55
22.55
5.51
(0.55)
27.51
32.96
13.39
(2.00)
11.39
20.95
55.79
76.75
20.95
20.95
4.90
(0.34)
25.51
41
ZTBL is a leading institute which offers loans to the country peoples at simple terms and
conditions.
ZTBL advance loans to the farmers at their door step after fulfilling the loans security
requirements.
Professional and experienced team is available in the entire department at Head Office.
Professionals and experts team of mobile credit officers is available in ZTBL for advancing and
recoveries of loans.
New technologies and machineries are introducing by ZTBL for the agriculture purpose.
Fringe benefits are given to the employee of the bank that plays key role in the motivation of the
employees.
The bank also gives the substantial loan to their employee.
ZTBL has a proper training institute for their MCO (Mobile Credit Officers) in order to make
office, and head office to the regions and regions to the breaches.
Through the restructuring process the over staff have highly decrease by Golden Hand Shake
scheme.
There is coordination and good communication environment between the departments of ZTBL.
The head office Audit Department also checks the whole payment process. So proper system of
reports (MRO) received and checked by the branches development and control department.
Employees performance is also cheeked down by ACR system.
No competitor in the field of loaning to agriculture sector.
For the proper training and development to the staff, the staff colleges are available at Karachi
and Islamabad.
41
41
Recovery of the loan depends upon the crops the farmer have maintained, flood and drought
made causes destruction of the crops which will make the farmer defaulters.
Due to shortage of water the agricultural land is going to be expired in Pakistan.
WORKING AS INTERNEE
Writing of vouchers
Vouchers are the important evidence of all the transactions takes place in the bank. In the
accounts department of ZTBL it is the back bone, every transaction of bank with reference to
cash required a voucher to be drawn against it.
The vouchers are of three types:
1. Debit Voucher (Receipt of Amount)
2. Credit Voucher (Payment)
3. Transfer Voucher
1. Debit Voucher
Debit Voucher is used when bank received any amount from anyone. The example is of
deposited amount by the depositors, the payment of loan by the loanee etc.
2. Credit Voucher
It is used for the payment of any amount by the bank to anyone. Like the cheque drawn on bank,
the expenses of bank itself etc.
41
3. Transfer Voucher
As the name shows it is used when the amount is required to transfer from one head to another.
The example is the transfer of utilities bills accepted by the bank to the respected utilities
provided company (MEPCO, PTCL etc.). The transfer of return to the income account of bank, it
is also used when the loan is sanctioned so it is required to transfer amount of loan to the loanee
account.
Another use of transfer account is to correct mistakes in the ledger, for example if an account is
mistakenly debited in place of another account. So the transfer voucher can be written to credit
the first account and debit the second one to correct the mistake.
In the end of day all the vouchers written during the day is required to be write down in the daily
Scroll (which will be discussed later on) and then all the vouchers of day is sewed and then
sealed so that no new voucher can be placed or removed from the record. These vouchers used to
store in record room and they keep piling up there. Every voucher has at least two copies, one
for the customer and one for the bank record. For easy recognition the vouchers are made of
different colors.
Branch Code
D
at
e
41
Sheet Number
The above are the sketch of columns used in the upper side of scroll page. Sheet number is used
when there are more vouchers to write and they cannot be written on a single sheet so the next
sheet is required to use in such situation the number of sheet should be written so that they can
be arranged in a proper way.
S
V G D
r.
it
it
Credit
it
N
1
o.
1
7
0
0
2
3
4
701
568900
768200
Total
500
5
11
500
000
000
4 000
4 000
4 000
4 000
The above view is of the rest of the page where all the vouchers are recorded. The sheet is
divided into two sections the left side part is used to write the debit and credit vouchers and their
amounts, while the right side is used to write the debit and credit of transfer vouchers.
41
The above is the example of writing of different vouchers. The first two vouchers are debit
vouchers that are why I have written the amount (11,000 and 500) in the debit column. The 2 nd
voucher name is not written completely which is an ease which can be used if the same serial is
going on and only the last number is changing. The third voucher is a credit voucher and its
amount (5,000) is written in the credit side in front of it. The fourth voucher is representing a
transfer voucher so its effect will be shown in the right side of the sheet. In both Debit and Credit
column of the right side of sheet is filled with the same amount because in transfer voucher one
account will be going to be debit and the other will be credit so the net effect will be zero.
In the end all the amounts of all the vouchers are totaled in their respective columns. Like in this
example the debit vouchers total amount is 11,500 and the total of credit vouchers is 5,000. The
debit and credit side of transfer vouchers side will always be the same, which are 4,000 in the
example. After getting this total the next step is to calculate and write the closing balance.
1. Opening Balance
2. Debit Balance
3. Total Balance (1 + 2)
4. Credit Balance
5. Closing Balance (3 4)
400,000
11,500
411,500
5,000
406,500
To calculate the closing balance first step is to write the Opening Balance which is absolutely the
Closing Balance of last day. Here in the example I have assumed it 400,000. After it the debit
balance will be written in the 2 nd row and in the 4th row both 1st and 2nd row will be added to get
the total balance. Now the credit balance will be written and to get the closing balance the credit
balance is required to deduct from the total balance of 3rd row.
To close the cash, this closing balance should match the closing balance in the books of cashier.
When comparing with the cash scroll of cashier the Total Balance, Credit Balance and then
Closing Balance all should be similar otherwise there will be something which is skipped during
writing even by the Officer or by the cashier.
When closing cash, in the end of this scroll sheet the number of total debit, credit and transfer
vouchers is required to be written so that nothing can be added or erased from the above scroll by
any one.
Number
of
Debit
Credit
Transfer
Total
41
Vouchers
As you can find that in the above given example of scroll, there are two debits, one credit and
one transfer vouchers have been written so the same number is written in the ending column of
scroll sheet.
41
The communication tools must be efficient for the proper communication and the working of the
department.
The ZTBL has to improve its recovery system in order to meet the future credit requirements.
The data collection tools must be improved.
The additional computers must be provided for the timely collection of data and also for the
outreach through efficient governance which will alleviate poverty in the rural sector.
Provide cheaper rate of interest thus every former avail the opportunity of credit.
Branches and Mobile Credit Officers have to direct contact with the farmers and rural people
therefore both are playing an important and vital role for the development and uplift of
agriculture sector.
ZTBL has to eliminate the seniority base promotional strategies.
There is need to recruit new energetic talent from the market thus new ideas are introduced in the
operations.
It is ensure to reduce the involvement of political leader during the loan disbursement thus one
providing effectively.
Concentrate on small farmers instead of large farmers to reduce the poverty percentage from the
country.
There must be a research department in the ZTBL that focus the problems in the agricultural
41
CONSLUSION
During my internship here in ZTBL, I found that ZTBL has high level of professionalism and
challenging environment and its culture is friendly. ZTBL seems Top Agriculture Financing in
the future as indicated by the financial indicators. It keeps energy and potential to serve the
deserving clients in all over the world. The bank has set itself a vision to be a world-class bank.
This can only be achieved with dedication and a passion to excel in every activity. I really admire
ZTBLs policy makers for designing investor friendly and customer oriented products. The bank
is really working well and contributing a valuable part in the economy of Pakistan through tax,
giving loan to government, giving loans to the businesses for their survival and expansion,
generating a well skilled human resource and employment etc. During this internship, I really
learned Professionalism, leadership skills, communication skills, problem solving skills, situation
analysis skills and how to become a good mentor etc.