Standard charted bank project report.docx

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Standard charted bank project report

Standard chartered management project

Group no :8

Submitted by :

1. Hira mehwish2. Safia anis

3. Anum ansari4. Shumaila Rashid

Submitted to : mam ifrah

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Standard charted bank project report

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Standard charted bank project report

“MULTINATIONAL ORGANIZATION

STANDARD CHARTERED BANK”

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Standard charted bank project report

Introduction:

Standard Chartered is a British multinational banking and financial services company headquartered in London, United Kingdom. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) across more than 70 countries and employs around 87,000 people. It is a universal bank with operations in consumer, corporate and institutional banking, and treasury services. Despite its UK base, around 90% of its profits come from Africa, Asia and the Middle East.

Standard Chartered has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. It had a market capitalisation of approximately £33 billion as of 23 December 2011, the 13th-largest of any company with a primary listing on the London Stock Exchange.[2] It has secondary listings on the Hong Kong Stock Exchange and the National Stock Exchange of India. Its largest shareholder is the Government of Singapore-owned Temasek Holdings

Standard Chartered is the world's leading emerging markets bank headquartered in London. It offers both consumer and wholesale banking services.

The bank employs 30,000 people in over 500 locations in more than 50 countries including the Asia Pacific Region, South Asia, the Middle East, Africa, the United Kingdom and the Americas.

The world-wide IT infrastructure features 5,000 servers and 35,000 desktops. IT supports 600 different applications.

says John Meakin, Group Head of Information Security, Standard Chartered Bank:

"Our aim is to achieve the right level of security on our global networks. This means a clear and accurate understanding of what needs patching and ensuring that it remains reliably patched. We rely upon QualysGuard to underpin this process."

"Being able to report on remediation and response plans has also helped us meet strict financial compliance requirements. QualysGuard reports give me and my security team an instant overview of the overall level of health of security in my organisation."

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Standard charted bank project report

Name:

The name Standard Chartered comes from the names of the two banks from which it was formed by merger in 1969: The Chartered Bank of India, Australia and China, and Standard Bank of British South Africa.[6]

History:

Standard Chartered Bank was formed in 1969 through the merger of two separate banks, the Standard Bank of British South Africa and the Chartered Bank of India, Australia and China.

These banks had capitalised on the expansion of trade between Europe, Asia and Africa.

The Chartered Bank

The Chartered Bank was founded by James Wilson following the grant of a Royal Charter by Queen Victoria in 1853.

The bank opened in Mumbai (Bombay), Kolkata and Shanghai in 1858, followed by Hong Kong and Singapore in 1859.  

The traditional trade was in cotton from Mumbai, indigo and tea from Kolkata, rice from Burma, sugar from Java, tobacco from Sumatra, hemp from Manila and silk from Yokohama.

The bank played a major role in the development of trade with the East following the opening of the Suez Canal in 1869 and the extension of the telegraph to China in 1871.

In 1957 Chartered Bank bought the Eastern Bank, together with the Ionian Bank's Cyprus Branches and established a presence in the Gulf.

The Standard Bank

The Standard Bank was founded in the Cape Province of South Africa in 1862 by John Paterson, and started business in Port Elizabeth in the following year.

The bank was prominent in financing the development of the diamond fields of Kimberley from 1867. It later exte nded its network further north to the new town of Johannesburg when gold was discovered there in 1885.

The bank expanded in Southern, Central and Eastern Africa and had 600 offices by 1953. 

In 1965, it merged with the Bank of West Africa, expanding its operations into Cameroon, Gambia, Ghana, Nigeria and Sierra Leone.  

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In 1987 Standard Chartered Bank sold its stake in the Standard Bank, which now operates as a separate entity

1969 to 2000

Standard Chartered Bank Building in Hong Kong

Both banks acquired other smaller banks along the way and spread their networks further. In 1969, the banks decided to merge,[6] and to counterbalance their existing network by expanding in Europe and the United States, while continuing their expansion in their traditional markets in Asia and Africa. In 1986, Lloyds made a hostile takeover bid for the Group.[7] The bid was defeated; however, it spurred Standard Chartered into a period of change, including a series of divestments notably in the US and South Africa.

In 1987, Standard Chartered sold its remaining interests in the South African bank, and since then the Standard Bank Group has been a separate entity. In 1992, scandal broke when banking regulators charged several employees of Standard Chartered in Mumbai with illegally diverting depositors' funds to speculate in the stock market. Fines by Indian regulators and provisions for losses cost the bank almost ₤350 million, at that time fully a third of its capital. In 1994, London's Sunday Times reported that an executive in the bank's metals division had bribed officials in Malaysia and the Philippines in order to win business. The bank, in a statement on 18 July 1994, acknowledged that there were "discrepancies in expense claims [that] ... included gifts to individuals in certain countries to facilitate business, a practice contrary to bank rules".[8]

In 1997, Standard Chartered sold its metals division to Toronto-based Scotiabank for US$26 million. In 1994, the Hong Kong Securities and Futures Commission found Standard Chartered's Asian investment bank to have illegally helped to artificially support the price of new shares they had underwritten for six companies from July 1991 to March 1993. The bank admitted the offense, apologized and reorganized its

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brokerage units. The commission banned the bank from underwriting IPOs in Hong Kong for nine months. Standard Chartered's Asian investment banking operations never recovered, and in 2000 the bank closed them down. [9]

In the late 1990s, a business consortium purchased a 35% stake to fend off Lloyds. A member of this consortium was Malaysian-born property tycoon Khoo Teck Puat, who purchased 5% of the bank's shares, which he later increased to 13.4%.

2000 to 2010

In 2000, Standard Chartered acquired Grindlays Bank from ANZ, increasing its presence in private banking and further expanding its operations in India and Pakistan. Standard Chartered retained Grindlays' private banking operations in London and Luxembourg, as well as the subsidiary in Jersey, all of which were integrated into its own private bank. This now serves high net worth customers in Hong Kong, Dubai, and Johannesburg under the name Standard Chartered Grindlays Offshore Financial Services.

In India, Standard Chartered integrated most of Grindlays' operations, becoming the largest foreign bank in that country. Ethics issues and financial losses triggered turmoil; the bank went through three CEOs in three years: Malcolm Williamson was replaced in 1998 by Rana Talwar, who was unseated by Mervyn Davies in 2001. By the time Davies took over, his predecessors had systematically sold off the bank’s holdings in continental Europe and the Americas. Former CEO Talwar has claimed Standard Chartered's troubles over the years is due to its failure to hire local talent. The Indian-born Citigroup Inc. veteran became the bank's first non-British CEO when he was appointed in 1998.[9]

Leading to the incorporation of Standard Chartered (Hong Kong) on 1 July 2004, the Legislative Council of Hong Kong amended Legal Tender Notes Issue Ordinance. The amendment replaced Standard Chartered Bank with its newly incorporated subsidiary - Standard Chartered Bank (Hong Kong) Ltd - as one of the note-issuing banks in Hong Kong.[10] The same year, Standard Chartered Bank and Astra International (an Indonesian conglomerate, a subsidiary of Jardine Matheson Group) took over PermataBank and in 2006, both shareholders increased their joint ownership to 89.01%. With 276 branches and 549 ATMs in 55 cities throughout Indonesia, PermataBank has the second largest branch network in Standard Chartered organization.[11]

On 15 April 2005, the bank acquired Korea First Bank, beating HSBC in the bid.[12] The bank has since rebranded the branches as SC First Bank. Standard Chartered completed the integration of its Bangkok branch and Standard Chartered Nakornthon Bank in October, renaming the new entity Standard Chartered Bank (Thailand).[13] Standard Chartered also formed strategic alliances with Fleming Family & Partners to expand private wealth management in Asia and the Middle East, and acquired stakes in ACB Vietnam, Travelex, American Express Bank (Bangladesh) and Bohai Bank (China). The largest shareholder, Khoo Teck Puat, died in 2004; and two years later, on 28 March 2006, the Singapore state-owned private investment firm, Temasek, became the bank's largest shareholder, when it bought the 11.55% stake held by the estate of billionaire Khoo Teck Puat.[3][4][5]

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Standard Chartered Bank China in Guangzhou

On 9 August 2006, Standard Chartered announced it had acquired an 81% shareholding in the Union Bank of Pakistan in a deal ultimately worth $511 million. This deal represented the first acquisition by a foreign firm of a Pakistani bank and the merged bank, Standard Chartered Bank (Pakistan), is now Pakistan's sixth largest bank. On 22 October 2006, Standard Chartered announced that it had received tenders for more than 51% of the issued share capital of Hsinchu International Bank (“Hsinchu”), established in 1948 in Hsinchu, Taiwan.[14] Standard Chartered, which had first entered Taiwan in 1985, acquired majority ownership of the bank. Prior to the merger, Hsinchu was Taiwan's seventh largest private sector bank by loans and deposits as of 30 June 2006, but had suffered extensive losses on defaulted credit card debt. Standard Chartered merged its existing three branches with Hsinchu's 83 branches, and delisted Hsinchu International Bank, changing the bank's name to Standard Chartered Bank (Taiwan) Limited; Standard Chartered is the largest foreign bank in Taiwan in terms of branch network. In 2007, Standard Chartered opened its Private Banking global headquarters in Singapore.[15]

On 23 August 2007, Standard Chartered entered into an agreement to buy a 49% share of an Indian brokerage firm (UTI Securities) for $36 million in cash from Securities Trading Corporation of India Ltd., with the option to raise its stake to 75% in 2008, and, if both partners were in agreement, to 100% by 2010.[16] UTI Securities offers brokering, wealth management and investment banking services across 60 Indian cities. On 29 February 2008, Standard Chartered PLC announced it had received all the required approvals leading to the completion of its acquisition of American Express Bank Ltd (AEB) from the American Express Company (AXP). The total cash consideration for the acquisition is US$823 million.[17]

[18][19][20][21]

On 13 November 2008, Standard Chartered Bank (Hong Kong) Limited, entered into an agreement to acquire 100% of Cazenove Asia Limited, a leading Asian equity capital markets, corporate finance and institutional brokerage business, from JPMorgan Cazenove.[22]

On 27 November 2009, Dow Jones Financial News reported that Dubai will restructure its largest corporate entity. Among international banks, Standard Chartered has one of the largest loan portfolios in the Dubai market and the UAE as a whole, estimated to be $7.77 billion in total. This amounts to 4.2% of Standard Chartered's total loans outstanding. Other impacted banks included HSBC, Barclays, and RBS. The bank stated that any impairment arising from this exposure would not be material.[23]

2010 to present

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Standard Chartered Bank Tower in Pudong, Shanghai, People's Republic of China

Standard Chartered announced an agreement on 27 April 2010 to buy the African custody business from Barclays PLC.[24] On 13 May 2010, Standard Chartered PLC launched the first-ever Indian Depository Receipt “IDR” offer[25]

On 17 June 2010, Standard Chartered Bank and the Agricultural Bank of China (ABC) strengthened their strategic partnership. Hong Kong has been identified as a potential pilot region for the two banks' co-operation journey. The two banks' declared aim is to co-operate to provide their corporate and individual customers with world class financial markets products. A joint co-operation committee will be formed by both banks to drive the strategic direction of the partnership. The committee was to be co-chaired by Peter Sands, CEO of Standard Chartered, and Zhang Yun, President of ABC.[26] In December 2010, Standard Chartered was recognised as the Global Bank of the Year in The Banker's Bank of the Year 2010 awards.[27]

Iran money laundering settlement

On 6 August 2012, the New York Department of Financial Services led by Benjamin Lawsky accused Standard Chartered of hiding $250 billion in transactions involving Iran, labeling it a "rogue institution". The bank was ordered to appear and defend its actions, or risk losing its license to operate in the state of New York. The New York Department of Financial Services (DFS) claimed to have documents showing a cover up of transactions allegedly used to fund terrorist groups in the Middle East.[28]

The next day, the share price bounced back almost 7%, after certain British politicians claimed the bulk of the accusations on the bank were from an "anti-British bias", as US authorities try to undermine London's banking sector, and blamed US economic problems partly on the UK.[29]

On 14 August, Lawsky announced that the New York Department of Financial Services (DFS) and Standard Chartered reached a settlement that allows the bank to keep its license to operate in New York State. According to the terms of the settlement, the bank agreed to pay a $ 340 million fine to DFS.[30] The

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bank agreed to install a monitor to oversee the bank's money laundering controls for at least two years, and appoint "permanent officials who will audit the bank's internal procedures to prevent offshore money laundering".[30] The monitor will report directly to the DFS.[31] Lawsky's statement said "the parties have agreed that the conduct at issue involved transactions of at least $250bn."[32] The bank issued a statement confirming that a settlement with the DFS had been reached and that "a formal agreement containing the detailed terms of the settlement is expected to be concluded shortly".[32]

Other US agencies—including the Federal Reserve, the Federal Bureau of Investigation, the Treasury Department, and the Justice Department—had also begun investigations into the laundering allegations and were reportedly taken off guard by the speed of the settlement.[30] The Treasury stated that its own investigation of Standard Chartered will continue.[33] Several financial analysts predicted that, due to its strong financial position, the bank would be able to easily cover the $340 million fine without having to raise extra capital.[33]

Senior management

Peter Sands is the current chief executive of Standard Chartered. His total annual reward package is $4,142,000, consisting of $1,516,000 salary and a bonus of up to $2,626,000.[35]

Sponsorship

In September 2009 it was announced that Standard Chartered had agreed to become the main sponsor of Liverpool Football Club for the period between July 2010 and the end of the 2013–14 football season.[36]

[37] The deal was reported to have a total value of £80 million.[36][37]

Notable employees

John Major, who served as prime minister of the United Kingdom from 1990 to 1997, was employed by Standard Chartered from May 1965, when he joined them as an executive.[38] He was transferred to Nigeria in 1967, and worked for the bank at home and abroad until he was elected to parliament at the 1979 general election as Conservative Party MP for Huntingdon.

Standard Chartered locations worldwide:

Standard chartered are one of the world's most international banks, with over 1,700 branches, offices and outlets in 68 countries across the globe

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Reports and reviews:

We're committed to achieving a positive socio-economic impact, while also maintaining our strong financial performance.

We aim to have a sustainable business presence in the countries in which we operate, providing both a positive social and economic impact on our markets.

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Banking services:

We combine global capabilities with deep local knowledge to provide innovative products and services to meet the needs of our customers and clients.

CONSUMER BANKING:

Consumer BankingStandard Charted provides services for

  Mortgages

Credit Cards

Personal Loan Auto Loans

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  Islamic Banking

  Wealth Management products.

In order to maximize customer convenience, they offer

  24-hour Phone Banking

eStatements

  SMS Banking

  ATM Cards and VISA Debit Cards

  Online Banking

Personal Banking:

Banking services to support you as you go through life.

Preferred Banking:

More rewarding, more convenient, more personal.

Priority & International Banking:

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Experience the perfect blend of exceptional service.

Priority banking is a new way of banking that understands what is significant to you through perfective tense services unequalled benefits and solution

Private Banking:

Creating partnerships that go beyond the purely financial.

SME Banking:

Achieve greater success for your business.

Standard Chartered Small Medium Enterprise banking provides services for Small to medium sizecompanies to expand their enterprise.

  Tijarat Accounts

  Business Installment Loans

  Industry Specific Solutions

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Wholesale Banking:

Committing our expertise to power your ambition.

Wholesale banking provides Transactional banking, Debt Capital Markets, Corporate Finance,Derivatives & Fx Options, Commodity Finance and deposit products

Islamic Banking:

Innovative Shariah compliant banking solutions.

Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensiveinternational banking services and a wide range of Shariah compliant financial products that are based on Islamic values

online Banking:

Get complete control of your accounts and manage your finances anytime, anywhere

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Mobile Banking:

Our Breeze mobile banking application puts you in control, so you can do more with your time.

Standard Chartered Breeze is a mobile banking application for the iPhone & iPad that can also be used on the computer. It is largely similar to the online banking services offered by other banks, with the exception of its function to issue electronic bank cheques. Launched in summer 2010 and aggressively marketed, the reviews have been generally positive. In addition, it has attracted an uncommon amount of attention due to many innovative marketing strategies it used to promote its product, mostly focussing on social media. Standard Chartered Breeze organised a blogger's meet for bloggers to preview Breeze, and its Twitter campaign to give away a free iPad was extremely successful.[34]

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TOTAL OFFICES AT NATIONAL AND INTERNATIONAL LEVEL:

Standard chartered is operating more then 150 branches in about 25 cities of Pakistan.StandardChartered has a history of over 150 years in banking and operates in many of the world's fastest-g r o w i n g m a r k e t s w i t h a n e x t e n s i v e g l o b a l n e t w o r k o f o v e r 1 , 4 0 0 b r a n c h e s ( i n c l u d i n g subsidiaries, associates and joint ventures) in over 50 countries in the Asia Pacific Region, SouthAsia, the Middle East, Africa, the United Kingdom and the Americas.As one of the world's most international banks, Standard Chartered employs 60,000 people,representing over 90 nationalities, worldwide. This diversity lies at the heart of the Bank's valuesa n d s u p p o r t s t h e B a n k ' s g r o w t h a s t h e w o r l d i n c r e a s i n g l y b e c o m e s o n e m a r k e t .

MAIN OBJECTIVES:

Standard Chartered Bank is an international bank, focused on the established and emergingmarkets of Asia, Africa, the Middle East and Latin America with an extensive global network of more than 600 offices in over 50 countries. The three principal business groups are Treasury,Consumer Banking and Corporate and Institutional Banking. Their main objective is to offer outstanding value to their customers by providing knowledgeable, efficient and reliable servicein a personal, helpful and responsive manner. Central to this service philosophy is the professional consultative approach they take with each customer. By getting to know thecustomer better, they can identify the customer's needs and match them with quality productswhich suit their best.

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SWOT ANALYSIS OF STANDARD CHARTERD BANK :

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Context Diagram of ATM Machine:

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Hierarchy of   IT Department:

Networks & Communications:

The department is responsible for managing all the network and communication that took placeinside the bank which includes Internet, Intranet, Extranet, Voice, Fax services. The coreresponsibilities of this department is

  Managing existing data network.

  Managing the voice network.

  Managing the Fax network.

Service Management:

The department is responsible for providing services to the new as well as existing applicationsrunning inside the organization. The department is also responsiblefor monitoring the applicationuptime and providing maximum uptime to the critical applications toavoid any financial & serviceloss and assigning the privileges to the employees.

Security & Risk:

The department is responsible for all the security issues that couldhappen in the existing systemwhich includes Internet Banking securities, network securities, external & local access etc.

Technical Support Services:

The department is responsible for all the hardware s that are placed insidethe organization; theyprovide support and services to any kind of hardware issues from a single desktop pc to theirservers.

Banking Software’s:

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Standard Charted has more than 80 different business software s running to fulfill their businessneeds. Each software is specifically designed for a specific department and intended to performsome specific task in order to help the bank run their everyday business process effectively. Somesoftware s are cross functional helping different departments.

Management Information System:

Definition:Management Information Systems (MIS) is the term given to the discipline focused onthe integration of computer systems with the aims and objectives on an organization.The evolution and direction of info engineering tools assists executives and the universal workforce in acting any tasks accompanying to the physical process of information. MIS and concernsystems are especially utile in the bite of concern information and the product of reports to beexploited as tools for decision making

Applications of MIS:

With computers existence as present as they are 24-hour interval location s hardly for any sizeconcern that does not rely extensively on their IT scheme.However there are several fact fields inwhich MIS has become invaluable.

 Strategy Support:

While computers cannot create concern strategies by themselves they can aid direction inapprehension the personal effects of their strategies and aid enable effectualdecision making.MIS scheme can be exploited to transform information into info utile for decision making.Computers can provide business statements and public presentation reports to aid in thepreparation, observance and execution of strategy. MIS system provides a treasure function in that they collate into coherent reports unmanageablevolumes of accumulation that would otherwise be broadly ineffectual to conclusion maker.Bystudying these reports conclusion makers can identify patterns and trends that would haveremained unseen if the raw data were consulted manually. MIS systems can also use this raw accumulation to run simulations theoretical scenarios thatresponse a reach of what if questions regarding alterations in strategy.For illustration MISsystems can provide predictions about the result on income that an adjustment in terms wouldindividual on a product. These conclusion reinforcement Systems DSS enable many advisedconclusion fashioning within an endeavor than would be achievable without MIS system ofrules.

Data Processing:

Not exclusive do MIS systems allow for the bite of big amounts of concern information but theyalso provide a valuable good welfare to the workforce.

Where in the past business concerninformation had to be manually pure for formation and psychoanalysis it can now be entered

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Management by Objectives:

While MIS systems are extremely useful in generating applied mathematics reports and dataanalytic thinking they can also be of use as a Management by Objectives MBO tool.MBO is a management cognitive process by which managers and subordinates agree upon a seriesof objectives for the underling to endeavor to achieve within a set clock time frame.Objectivesare set using the SMART quantitative relation that is objectives should be fact Measurable Agreed,Realistic and Time Specific.The aim of these objectives is to provide a set of key public presentation indicators by which anendeavor can justice the public presentation of an worker or project.The achiever of any MBOclinical depends upon the around-the-clock trailing of progress.In tracking this performance it can be extremely utilitarian to shuffle use of an MIS system.Sinceall smartness objectives are by distinctness measurable they can be tracked through with thecontemporaries of administration reports to be analyzed by conclusion maker. 

Benefits of MIS:The field of battle of MIS can deliver a extraordinary m benefits to enterprises in everyindustriousness. Skilled organizations much as the association of MISalong with equal reviewed journals much as MIS period continue to discovery and study new shipway to use MIS to achieveconcern objectives. 

RECOMMENDATIONS and Conclusion :

After spending six weeks at different departments of the bank, interacting with theemployees, getting their views, observing the organizational structure and design, Ihave come up with the following suggestions that in my view, will definitely improvea few weaknesses observed in the bank by me.

Flexible PoliciesThe bank should be adopt flexible policies, specially in the areas of the recruitment, promotions, evaluation of the employees otherwise the high turnover observed in the bank will continue to create problems for the bank now and in the future.

Job securityThe employees in the organization should be insured job security so that there is no pressure on the employees while performing their tasks.

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Foreign banks disadvantages:

 U n d e r s t a n d i n g a n d t h e e f f e c t i v e m a n a g e m e n t o f t h e h u m a n r e s o u r c e s i s t h e m o s t d i f f i c u l t c h a l l e n g e f a c e d n o t o n l y b y t h e b a n k b u t b y a l l t h e o r g a n i z a t i o n s . E v e n though the people have been sacrificed in the new organizational developments, it is  b e c o m i n g   c l e a r   t h a t t h e   t r u e   l a s t i n g   c o m p e t i t i v e   a d v a n t a g e   c o m e s   t h r o u g h   h u m n r e s o u r c e s a n d h o w t h e y a r e m a n a g e d . S C B s e e m s t o n o t f o c u s s i n g o n t h i s h i g h l y critical issue as the job satisfaction level of the employees working at SCB, tufail roadwas quite low. These are some of the possible reasons of this low morale based on my personal judgement.•Contractual Hiring•Low Salary Package•Job In security•Sales Pressures• No additional perquisites, facilities, allowances•Management performance oriented and not employee oriented•Centralized decision making and low empowerments•Strict rules & regulations•Delayed Promotions•Lack of recreational facilities

Lack of specialisation

This famous and useful concept given by Adam Smith in 1776 seems to be missing inthe bank. The employees are constantly rotated from one job to  another job of totallydifferent characteristic in the view of giving them the know-how of the  working in allthe

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departments. But I think this is not a very good tactics used by the management. Otherwise the situation might be like this ‘Jack of all and master of none.’

Basic Banking Service

T h e B B S s o f t w a r e u s e d b y t h e b a n k i n p r e p a r i n g p a y o r d e r s a n d d r a f t s i s n o t a s e f f i c i e n t a s i t o f t e n g e t s l o w o r s t u c k e v e n r e s u l t i n g i n a r r o g a n c e a n d d e l a y f o r t h e customer. The job also becomes hectic for the employee.

CentralizationThere is a high degree of centralisation in the bank. Almost all the decision-making isi n   t h e   h a n d s   o f   t h e   u p p e r   m a n a g e m e n t   l o c a t e d   i n   K a r a c h i .   B u t  c e n t r a l i s a t i o n   i s effective upto a certain level otherwise it becomes inefficient and at times costly too. I personally observed that delay occurred in the operations of the employees only due to the fact that they had not got any instructions from the head office.

Lack of training facilitiesPresently there is no specific training program arranged for the new recruiters. They have to learn based on their observations and also their mistakes. It takes a bit time for the fresh one to learn the banking the result is  huge amount of blunders, mistakes etc. r e s u l t i n g i n m o n e t a r y a n d n o n - m o n e t a r y l o s s e s f o r t h e b a n k . T h e r e i s p r e s s u r e n o t only on the new learner but also on the person placed upon with this responsibility.

Ambiguity in Job DesignThere is not a clearly defined set of activities for the employees of the bank apart froma f e w . G e n e r a l l y t h e s a m e P e r s o n i s f i n d w o r k i n g i n C a s h d e p a r t m e n t a n d a t s o m e other time in the Govt. Sec.

Threats and OPPORTUNITIES faced by foreign banks:

Apart from the ones discussed in External Factors Evaluation Matrix, the followingthreats and opportunities are being faced by the bank currently: Wholesale/Corporate bankingThe corporate bond market is still in its infancy in Pakistan.  Few companies such asP a k i s t a n   T e l e c o m m u n i c a t i o n s   L t d .   ( P T C L )   a n d   W a t e r   a n d   P o w e r  D e v e l o p m e n t Authority (WAPDA) introduced corporate bonds for general public and received goodresponse but no similar initiative was taken by other companies. Market for corporate bonds needs to be developed as it will offer greater opportunities to the bank.

Joint VenturesIn order to capitalize on the emerging market opportunities, joint ventures offer the best strategy. Standard Chartered so far has just three joint ventures, one with MCB,the other one with McDonalds and the last one with the Akbar Group of Companies.But if we look at some of it competitors, we find out that they have formed a no. of  joint ventures such as Alfalah Bank with 42 and Prime Commercial Bank with 33. Sothe bank should also undertake joint ventures in order to be successful opportunist.

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less attractive rate of return

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The end…..