Internship Report

ZARAI TARAQIATI BANK LIMITED

Head Office Islamabad

SUBMITTED BY
Nadia Saddique
MBA-VII
SUPERVISED BY
Asif Ali Naqvi

Department of UIMS
Arid Agricultural University Rawalpindi

ACKNOWLEDGEMENT

All praises are for almighty Allah for guiding me in hardships and all respects for Holy Prophet
(PBUH) for showing me the light of truth and honesty. I am thankful to Sadia Ureeb under his
guidelines I was able to complete this Internship Report and she always helped us during the
extensive work of the project. I am also thankful to the respondents who gave me their precious
time for the interviews.

Nadia Saddique

Executive Summary
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 14th 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 349 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.

1.1 Company Background

Pakistan is one of the agricultural country, about 75% of its population is directly or indirectly
associated with agriculture. Due to its widespread and extensive canal system, its land is very
fertile. The Agricultural Development Finance Corporation was setuped in 1951, keeping in view
the need of finance to rapid development of agriculture sectored. It also provides financial
facilities for the development and modernization of agriculture, including forestry, fisher, animal
husbandry, poultry and dairy farming.
Under the Agricultural Development Bank Act, the Agriculture Development Bank of Pakistan
came in being in September 1957. Under this Bank, the agriculturists, co-operation societies and
others were provided the facilities of credit in cash, warehousing and storage. Agricultural
Development Finance Corporation and the Agricultural Development Bank were similar in
function and government provides capital to both of them. Later On February 18, 1961, due to
their similar functions these both came under the single banner of Agricultural Development
Bank of Pakistan.
Agricultural Development Bank of Pakistan (ADBP)
Under the ADB Ordinance 1961, the Agricultural Development Bank of Pakistan (ADBP) was
established originally. Then, ADBP was reorganized into a public limited company, with the
purpose of ensuring better governance and the provision of high quality financial services to its
rural clientele. Then all assets, business, contracts and liabilities of ADBP were taken by the
Zarai Taraqiati Bank Limited (ZTBL and on December 14, 2002 and started its countrywide
operations as a public limited banking company.
The ADBP had than become the single largest institution in the country catering to be viable
credit need of the agriculturists and in disbursing over Rs. 5000 million per annum for the
development and modernization of agriculture.

Conversion of ADBP into ZTBL

Agriculture Development Bank of Pakistan (ADBP) was converted into Zarai Taraqiati Bank Ltd
(ZTBL) by the Federal Government and it started its operations with profound effect. It was
restructured accompanied with new board of directors and was titled as public limited company.
Its aim under the presidential ordinance was to ensure good governance, autonomy, delivering
high quality, viable and timely financial services to a greater number of clientele in the
agricultural and rural segment of the country with adequate return to the stake holder. In 1984
Zarai Taraqiati Bank (ZTBL) under the companys ordinance was registered with SECP as a
public limited and by virtue of finance order, all assets, liabilities proceeding undertaking of the
ADBP stands transferred to and vested in Zarai Taraqiati Bank with effect from December 14,
2002.
The conversion 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
entailed ADBs Rural Finance Sector Development Program (RFSDP) with the objective to
transform ZTBL into a sustainable Rural Finance Institution. It also included the up-gradation 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 extend swore
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 out side 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 342 branches through out 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
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 Qamar-Uz-Zaman Shah

Chairman Board
Mr. Muhammad Zaka Ashraf

President/ CEO
Mr. Yawar Zia

Director
Mr. Qamar Zaman Chaudhry

Vision Statement
Emerge as a Leader in provision of agriculture credit by promoting and sustaining productivity
through a market/agribusiness focus. To bridge yield gaps of all agriculture commodities and to
ensure that the welfare of farming population is radically improved and the environment is
protected from harmful human interventions.

Mission Statement
To become a leader in guiding entrepreneurs & farmers implement an agribusiness and
marketing led approach that brings strong commercial orientation in production catering
domestic and international markets. As a specialized agriculture development bank, deliver
pragmatic technology and optimal solutions to farm communities and rural areas across all agroecological zones with sensitivity to economic growth and equity. Develop close partnership and
linkages with all its clients to dramatically transform, restructure and revamp the agriculture
scene and enhance its outreach by investing wisely and judiciously in new approaches, ideas and
means of mass communication.

Corporate Objectives
The prime objective of ZTBL incorporated under the companies ordinance 1984 is to provide
Srural and agriculture sector and mitigates poverty. The credit facilities in rural areas shall be
provided in cash or kind at a market based a mark-up rate that ensures operational and financial
sustainability of the bank.
The ZTBL is to Develop and operate as a financially and operationally sustainable R.F.I of the
country. To assist rural community, particularly the small farmers, in raising their productivity
and income levels through timely delivery of credit, advisory and ancillary services. Build
ZTBL's image as a proactive, client friendly, financially & operationally sustainable with
indigenous product deployment.
Establish and provide backward and forward linkages to strengthen agri. value added commodity
chains. Engage in public - private and wholesale - retail partnership to deepen outreach and
reduce operating cost. It functions as a rural commercial bank to mobilize rural capital formation
and to commercialize the agri. sector by delivering the true value of credit to the client. Provide a

wide range of risk insurance products to its clients. Open up it venues of operation to Domestic
& International Banking Industry to avail comparative advantages.

Nature of Business
Zarai Tarqiati Bank is to provide credit facilities to the farmers, including hiring and renting of
any thing which it may advance way of loan and the provision for ware hosing facilities of such
terms and subject to such conditions as may be prescribed by its rule to agriculturists for the
purpose of agriculture and to persons engaged in cottage industries in rural areas and provide
sustainable rural financing services, particularly to small farmers.

Types of loans
Banks provides loans through various products/schemes for short, medium and long term
depending on the cash flow of the borrowers.
The bank gives special focus and importance to fulfill the genuine and real needs of the small
farmers in terms of production loans (seed, fertilizers, pesticides, POL, labor charges etc) as well
as for working capital purpose. These loans are provided to the needy farmers in cash and kind
under various schemes like Sada Bahar, Awami Zarai, General Credit and One Window
Operations Zarakhazi Schemes.
The bank also provides Development loans to farming community like tractors, allied agriequipments/implements, besides loans for poultry and livestock, fisheries, orchards, plantation,
and irrigation schemes etc.

Security
The bank provides loans under Agri-Pass Book System as well as other collateral acceptable to
the bank. Simplification of loan documents is in order to facilitate the farmers, the Bank has
simplified the loan documentation to be applicable for three years of the loan period. The main
loan documents which are presently being used in the branches of the bank are as under loan
application

form

IB-7

Revised

loan

Agreement-cum-Guarantee

Certificate/Sanction Mutation entered in bank favor sanction latter for

Charge

Creation

Major lending scheme

Sada Bahar Scheme
One Window Operation/Zarkhaiz Scheme
Crop Maximization Project-II
White Resolution Scheme
Red Meat Financing Package Scheme
Green Revolution Scheme
Sairab Pakistan Scheme
Crop loan Insurance Scheme
Banazir Tractor Scheme
Establishment of Model Village

Performance and Progress of Projects

Pay Roll Unit
Payroll unit of ZTBL consists of 700 employees. Its role is to manage Advances given to the
employee, allowances, benefits and tax deduction over the salaries of the employees etc. there
are five types of the advances as mentioned bellow:
House building allowances
Computer allowances
Personal loans
Car loan
Motor cycle
There is 4% markup charged over the employees on the house building allowances while no
markup is charged over the personal loans, which is in the benefit of the employees. Non clerical
staff is given 18% allowance, while clerical staff is given 15% allowance on the basic pay.
Allowances and benefits are given on the basis of the scales of the employees. There are different
scales of the employees as mentioned bellow:
1 to 3 Scale for non clerical employees
4 to 7 scale for clerical employees
7 onwards for officers

The amount of allowances and advances are transferred through a transfer voucher. Different
types of the vouchers are used in ZTBL such as debit voucher, credit voucher and transfer
voucher. The credit and debit voucher are in the branches of the ZTBL, while transfer voucher is
used in the ZTBL Head Office.
Day 2: 20-7-2010, Munir hussain OG 3
ZTBL consists of staff training school, which facilitates the refresher courses in training program
to the existing employees of the ZTBL. Training school preplan the training schedule for the
upcoming year, which is approved by the higher authorities and send letter to different training
zonal offices for training purpose.
Employees coming form the different branches are entertained through lecture on banking sector
and are given techniques to improve skills required in this current world of competitive
environment. ZTBL hire the trainer of the program both internally as well as internally.

Lecture Fee
These trainers charge the lecture fee, which is disbursed by the HO Account Department. The
entry is passed in the GL Head (General Leger Head) as debit the speaker fee and credit the
ZTBL. Above transaction is done, while using the excel format as mentioned bellow:
S. No. PP No. Account No Speaker Amount

Amount of the lecture is given to the speakers with respect to the grade vice. Minimum amount
is Rs400 for grade 16 to 18, and maximum amount is Rs600 for 19 grade officer.
It is required for the external speaker to open account into the ZTBL for error free transaction.
This transaction usually takes two days to take place.

Leave In Cashment
When leave of the employee is not approved by the bank then that leave is changed into cash.
The criteria for this mentioned by the SBP, which stats that it is only possible when there is 180
days balance of the employee, below this it would not work. This transaction takes place as
follow
Employee Credit
Bank credit

Education Stipend/ Allowance

Education stipend is special relief for all staff including non clerical, clericals and officers, where
as education allowance is only opportunity available to non clerical and clerical staff. The
employees apply through the application forms, while submitting that to the Staff Welfare
Department Three children are allowed for the stipend allowance and 300 are added in the salary
of the employee. For the education stipend minimum 65% marks criteria is set by the bank.
Students of the 6th to 8th are given Rs224 per month, 9th and 10th are given Rs376 per month,
where as students of the XI and XII are given Rs388 per month and bachelors to master are given
Rs400 per month. Top 10 students in their studies are awarded Rs1200 per child.

Payment of Special Duty Allowance

It is the criteria of the bank that if the employee will perform special duty after the bank timings
then he will be given special duty allowance. Employees who perform special duty from 5 PM to
8 PM or 10 PM then they are given Rs200 per day.

Arrear of Salaries
Arrears are the result of increment, promotion of the employees or other differences of the actual
salary and paid salary. These arrears are handled by the payroll unit

Budget and Fund Management Department

Aim and Objective
The main aim of Budget and Fund Management Department of ZTBL Bank is prepare the
financial plane for the credit limits, fund review and to arrange additional resources for
maintenance of additional liquidity for efficient distribution, timely discharge of liabilities and
operations of Bank.

Functions
Budget and fund management department of ZTBL mainly develops the policies, procedures and
standards for the budget planning and analysis. It coordinate and cooperate with administrative
and government in order to resolve budget issues. It automates budget process and preserves the
data and obtains approval from Board of Directors for annual budget. It gather the data of
various departments and analysis that for their performance. Further it consists of four units as
described bellow.
Budget Planning Unit
Budget Analysis Unit
Treasury Unit
Fund Reconciliation Unit

Budget Planning Unit

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.

Budget Analysis Unit

It generally analyzes and monitors financial activities of departments which show their
performance. On the basis its analyzed results performs the highly effective steps. It develops
assumptions and strategies for future budget cycle.

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.

Funds Reconciliation Unit

It mainly plays the role of reconciliation of Bank accounts with other commercial banks at Head
Office, due maintenance of check and balance of funds received or remitted from other branches.
Advices issued by branches are responded by Funds Reconciliation Department. It also monitors
the reconciliation of bank accounts with other commercial banks.

Regulatory Reporting Deportment

The regulator gives instructions What to do, when to do and hoe 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. Further
more 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
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.

Personal Experience
My internship was started on 6th of July at Staff Collage of the ZTBL Islamabad. Firstly we met
with Sir Mahmood Karim Qureshi Sahib, he is the Senior Vice President of BD & MD
department. We were the under supervision of SVP BD & MD department. He warmly
welcomed in the ZTBL Head Office and gave us the Brief introduction of the ZTBL and purpose
of the organization. After meeting with SVP of BD & MD department I moved to the ZTBL
Islamabad Branch, to the operation branch as Schedule given in the internship letter issued by
ZTBL Head Office. I spend my first two weeks of Internship at ZTBL Islamabad Branch at
operational Branch. As I wanted to the get information and knowledge about work which is
going on grass root level, where the basic work is performing.

During internship period (6 weeks) in ZTBL (Training Department), I learned a lot of knowledge
from the experts and highly qualified persons. It was necessary to fulfill the practical
requirements of the degree of master of business administration.

Learning and personal Internship experience

Practical world is different from that we studied in books. When students getting their degrees
from their institutions, every one have its mind set goal, either he wanted to start his personal
business or wanted to get a good job. Internship is the compulsory academic requirement where
you are studying in the institute. As Im student of MBA and I selected the ZTBL Bank for my
learning experience because ZTBL is the developmental organization of the Pakistan. Its
technology is used for the high production development, so that it was our nicer chance to get
into this to enhance the learning approach and get good experience from the organization.

Head Office Accounts Department

Team Members
Mr. Haider Ali Jan Arbab

(Senior Vice President)

Mr. Ghulam Muhammad

(Vice President)

Mr. Muhammad Ali

(Assistant Vice President)

Mr. Tariq Ejaz

(Assistant Vice President)

Mr. Muhammad Naseer

(Assistant Vice President)

Mr. Zulfiqar Ahmed Satti

Mr. Shaheen Iqbal
Mr. Sher Alam Khan

(Grade - 1)
(Assistant Vice President)
(Assistant Vice President)

Fund Management Department

Team Members
Mr. A.D Abid

(Senior Vice President)

Mr. Iftikhar Hussain

(Vice President)

Mr. Shahid Tuafel

(Grade - 1)

Mr. Aftab Udin

(Grade - 1)

Mr. Khalid Qamar

(Grade - 1)

Mr. Hammid (LATE)

(Junior Manager)

BUDGET DEPARTMENT

Team Members
Mr. A.D Abid

(Senior Vice President)

Mr. Waqar Hussain

(Vice President)

Mr. Zafar Iqbal

(Assistant Vice President)

Mr. Ahmad Aleem

(Grade - 2)

Mr. Ashraf Siddique

(Grade - 2)

Mr. Khalid Khatak

(Grade -3)

Mr. Amjad

(Senior Assistant)

Central Accounts Department

Team Members
Mr. Rana Mujahid Ali

(Senior Vice President)

Mr. Ali Abbas

(Vice President)

Mr. Farooq Aftab

(Vice President)

Mr. Ali Hassa

(Assistant Vice President)

Mr. Muhammad Saleem

Mr. Muhammad Iqbal

(Grade - 1)
(Grade - 1)

Regulatory Reporting Department

Team Members
Mr. Khalid Mehmood

(Senior Vice President)

Mr. Mubashir Umar

(Vice President)

Mr. Muhammad Ali

(Assistant Vice President)

Mr. Jameel Ahmad

(Assistant Vice President)

Mr. Kashif ur Rehman

(Grade - 1)

BUSINESS OPERATIONS
a) SWOT ANALYSIS
Strengths

It provides the loan at cheaper interest rate as compare to the other Banks.

In Pakistan, majority of the farmers is poor thats why farmers are required to get loan
from the bank so ZTBL has a very vast market to operate in.

ZTBL gets most of the funds from different developmental institutions including
Government, ADP, and SBP etc. so in case of bad debts the bank wont have to suffer a
lot.

It is affiliated with different research institutions and it has all sort of agricultural
machines and technology so it can easily achieve its aim which is the development of
agriculture in Pakistan.

ZTBL has a staff college for the training of its employees in Islamabad, through proper
training more efficient team of employees can be made which shall be beneficial in tough
banking competition.

One of the core competency of the bank is its MCOs because ZTBL is the only bank
which has a team of highly experienced and properly trained MCOs who can easily
disburse loan and can achieve recovery target quickly hence risk of bad debts is reduced.

Through different computer softwares data is kept and maintained. Some of these
softwares are CFOCS, DMS, MIS, and HRIS etc.

ZTBL has no competitors in the market, some banks started lending facility for agri
business but due to lack of efficient team of MCOs those banks had to suffer heavy loss.

The farmers have a trust on ZTBL because of its operations and the behavior of mobile
credit officers.

Audit zone performing its job in a better way to rectify the errors and fraud cases.

Weaknesses

Sometimes the lending is done on political basis. Due to the influence of political leaders
the recovery system is affected which leads to bad debts.

The bank has no treasury department due to which funds are not being properly utilized
and the bank is missing a great opportunity to earn profit.

There is exuberance of old, non technical and uneducated employees in ZTBL. These
employees are promoted to senior level management on the basis of seniority due to
which performance is affected.

Some cases of nepotism are often seen in the bank when loans are given by the branch
managers to their relatives and fake data is maintained.

Most of the employees even seniors managers are computer illiterate. They can even
check their emails properly. So IT implementation seems to be failed in the bank due to
rigid attitude of employees because they are not adaptable to change.

They are lacking of banking online system.

Opportunities

By utilizing the efficient team of MCOs the bank can have heavy amount of deposits.

The bank can set up its treasury department in Karachi for proper utilization of the funds
and for maximum profit earning.

The bank can reduce its expenses by laying-off non performing employees.

The bank has a good reputation in the market and its employees are highly trained for
agri business development planning so it can also operate in Middle East because the
Arabs are now focusing on agriculture.

ZTBL can become a leading commercial bank by slightly changing its culture. It is
already equipped with highly experienced bank officers.

Threats

As the economy situation is very bad and the country is facing liquidity crunch thats why
ZTBL may have to face difficulty in getting funds.

In order to overcome the liquidity problem the bank has started operating in commercial
banking market but due to inefficient commercial banking practices ZTBL may have to
face a severe situation.

The climate of the earth is rapidly changing due to which heavy rains and floods are often
anticipated. This is an alarming situation for ZTBL to operate in the market being an agri
lender.

The bank has a very small profit margin because it gets funds from SBP at 6% and
provides funds to the farmers at 8% only.

Agricultural crop rate decreasing each year

b) SWOT ANALYSIS
Organizational Structures

Regulatory Reporting Department

Budget & Funds Management Department

Grades of Bank

SEVP

EVP

SVP

VP

AVP

OG-1

OG -2

OG -3
Assistants

Nonclerical
staff

Clerical
Staff

Ratio Analysis

Current Ratio
Formula: Total current assets/Total current liabilities
(Values are in %)

Ratio

2006

2007

2008

Current Ratio

0.86

0.99

0.96

Current ratio has improved last year as the traditional value of the current ratio is 2. In 2008 the
current ratio of ZTBL was 0.99 last year in 2007 it decreased to 0.96 but the difference is very
low as compare to last year. The analysis of current assets showed that almost 50% of current
assets comprise cash. This is a healthy sign for the ZTBL.

Debt to Equity Ratio

Formula: Total Debt/Total Equity
Ratio

2006

2007

2008

2009

Debt to Equity Ratio

0.34

0.29

0.20

0.18

The debt to equity ratio of the ZTBL is decreasing since last years as in 2006 D/E ratio is was
0.34 and in 2009 it is 0.18. The reason is that the company is mainly financed by equity, which is
evident from low Debt/Equity ratio. The debt is being paid over the period of time. Hence the
company apparently not properly utilizes this source of finance.

Total Debt to Total Asset Ratio

Formula: Total Debt/Total Asset
Ratio

2006

2007

2008

2009

Total

Debt to Total0.17

0.17

0.13

0.10

Asset Ratio

The trend in above given table shows that the Total Debt to Total Asset Ratio decreases
continuously, as in 2006 it was 0.17 and in 2009 it is 0.10. The reason is that the company is
equity based and low financial leverage, accordingly there is very low Debt/Total assets ratio.
This trend is continuing over the past five years.

Interest Coverage Ratio

Formula: EBIT/Interest Charges

Ratio

Interest

2006

2007

2008

2009

Coverage10.16

13.69

36.7

65.42

Ratio

The interest coverage ratio of ZTBL increases as we move from 2006 to 2009. The company has
very high interest coverage ratio. This is mainly due to low debts and increase in the profits over
the years. It is evident from the previous five years data.

Total Assets Turnover

Formula: Sale/Total Assets
Ratio

2006

2007

2008

2009

Total Assets Turnover 0.41

0.51

0.51

0.52

The Total Assets Turnover Ratio of ZTBL in 2007 is 0.51 and in 2009 is 0.52. There is slit
difference it suggests that the assets turns over ratio over the period remain static especially
during last two years.

Net Profit Margin

Formula: Net Income/Sale

Ratio

2006

2007

2008

2009

Net Profit Margin

0.29

0.29

0.34

0.39

The Net Profit Margin of the ZTBL increases as we move from 2006 to 2009 which suggests that
there is decrease in expenses and expansions.

ROA
Formula: Net Income/Total Asset
Ratio

2006

2007

2008

2009

ROA

0.13

0.15

0.18

0.20

The ROA of ZTBL in 2006 is 0.13 and in 2009 is 0.20, which increases as we move from 2006
to 2009. The return on Assets ratio has increased over the period of time, which indicates that
assets are effectively managed and utilized. We saw a trend of 2 to 4 percent increase in each
year.

ROE
Formula: Net Income/Equity
Ratio

2006

2007

2008

2009

ROE

0.26

0.26

0.28

0.34

ROE of ZTBL in 2006 is 0.26 and in 2009 it is 0.34. It is due to increase in net profit. We have
observed an increase of 5 to 8 percent in return on equity in previous year from 2006 to 2009.

Earning per Share

Formula: Net Income/Share O/S

Ratio

2006

2007

2008

2009

Earning per Share

2.61

3.56

4.53

5.72

The Earning per Share of ZTBL increased in 2006, which is 2.61 and in 2009 it is 5.72. As a
result of proper utilization of resources and decrease in costs, the net profit of the company has
been increased over the years. The second reason is that the company enhances its infrastructure
at a low cost. All these arrangements results in increase of earning per share.

Payout Ratio:
Formula: Dividend per share/Earning per share

Ratio

2006

2007

2008

2009

Payout Ratio

0.86

0.67

0.77

0.87

The Pay out Ratio of ZTBL in 2006 is 0.86 and in 2009 it is 0.87. The dividend payout ratio has
increased tremendously. This shows that less percentage of funds is re-invested during the year.

The company is being operated in highly technological area should make comprehensive
planning for sustainability in post deregulation era of interest sector in Pakistan. If we observe
the recent year trend, all the described items on top have a positive sign showing future growth
and compact current position. If we look at profit after tax we see that it improves significantly
over the years due to reduction in cost and increase in assets. This is a good sign for the
organization to expand the business. The organization also expanded its Assets significantly
showing the worth of the organization. Interest coverage ratio of the organization is increased
due to reduction in debt to equity ratio. Debt to equity ratio depict that company is more equity
financed and financial charges are reduced. However in my opinion company should utilize

optimal financial structure and enhance debt side of financing to reduce more fixed cost of the
company profit.

Liquidity ratios:
Liquidity reflects the ability of company to meet its short term obligations using assets that are
most readily converted into the cash. Assets that may be converted into cash in a short period of
time are referred as liquid assets that are listed in financial assets as current assets. Current assets
are often referred as a working capital because these assets represent resources needed for the
day to day operations of the companys long term, capital investments. Current assets are used to
satisfy short term obligations. The amount by which current assets exceed current liabilities is
referred as the net working capital.

Conclusion and Recommendations

Recommendations
ZTBL should improve the Management system.

They should be employee and customer oriented.

They have to introduce the dress coat into the organization.
Loaning procedure should be easier and convenient to the customers and easy processing system.
They should adopt the new agriculture technology for the high level production to increase the
GDP level of the country.
ZTBL has to play vital role for introducing new energies to overcome the problems of the fuel
and bio gas.
Political involvement should be eliminated so that they can take good decision and actions for
the better disbursement.
Marketing department should play vital rol for introducing new products.
They should also play role for advertise their products and features and functions of the products.
ZTBL Head Office has to update the annual reports and manuals annually.
They should hire the employee on the merit basis.
Their employees have to knowledge about their organization and about its department where
they are working.
Employees should be qualified and productive.
ZTBl has to introduce again for Project Financing scheme. Because the scheme was successful
before but due to the some hurdles it was closed. But it really highly benefited the whole country.
The banks logo and its color should be changed.
Fresh and energetic graduates should be select for the recruitment on the merit base.
Bank should also be male and female oriented for the better performance of the organization.
ZTBL has to started Online banking system so that their customer will get benefit from their
services and number customer will increase to their organization.
ZTBL has to introduce ATM card service to facilitate their customers
ZTBL has to focus on commercial banking also
Introduction of New Branches to expand their business.
Introduction of DMS to overall branches.

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.

Regulatory and reporting deportment

ZONES & BRANCHES LOCATIONS

With an integrated network of over 27 zonal offices and 342 branches in Pakistan