Report on United bank limited internship

Report on United bank limited
Internship report
On
United bank
limited
Presented to
Prof. Rizwan Qaisar Danish
Hailey College of Commerce
Presented by
Name
Hafiz Akif Zia
Roll no
BC12-630
Semester
8th
Class
B.com (hons)
Session
2012-2016
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Hailey College of commerce
LETTER OF TRANSMITAL
Prof. Dr Rizwan Qaisar Danish

Professor in Hailey College of Commerce,
University of Punjab, Lahore Pakistan
Being a reasonable student, I want to oblige my honorable and ambitious teacher. Whose
heroic step found our hidden capabilities and mental caliber and save us from brain rust and
provide us a chance to explain and elaborate this intern ship report.
He has skill of sharpening a diamond after filtering it from stones. It is only possible by his
matchless, amicable and devoted support. Not only, he encouraged me but he also guided
me with flying colors. I am feeling proud on finding a chance to visit the organizer closely. We
observed all the process and the concerned management. It endowed a opportunity to
assess and visualize the management and administration of the organizer. Being I was
unable to guess the very foundation of the structure. Practically view enhances the action of
entire evaluation. This project made it possible that the learning process is complete only
with the help of keen observation and experiment.
A major theme of this internship report is awareness of structure, management,
administration and public dealing of bank.
Regards;
Signature
Hafiz Akif Zia
Roll No.BC012- 630
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Area covered by the report

Followings areas are covered during my internship criteria
Accounts Department
Cash Department
Remittance Department
Foreign exchange Department
Advances Department
Hr. department
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Acknowledgment
By the Grace of Almighty, the most Merciful, the most Beneficial, I'm today submitting
my internship report, at the end of my first pragmatic experience and I'm glad to have it with
UBL, where you come first, only if you're the customer. Thirst of learning is inside you, and
whatever the environment, if you're willing to learn, you do. At UBL, I had a new, challenging,
yet a perfect environment to learn. My parents' prayers and their teachings were always with
me and hereby I will like to take this opportunity to show my gratitude to all those who made
my internship an adventurous outwit.
Here I am, from more professional and rather corporate environment of UBL Burewala road
Chichawatni branch. I never knew what it all going to be. As I enter the branch, it took me a
minute to realize that the person sitting in the half fortified walls is the manager. Maybe I was
expecting him in a glass sheeted room. At a glance, I grasped the interesting personality of
the manager and today at the end of my internship; hes one of the persons Ill always
remember. Sir whatever I learnt from you is always going to be respected, no matter
whatever business field I choose. Those tips are always in my memory bag.
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Table of content
Serial no
1
2
3
4
5
6
7
Content
Introduction to united bank limited
Core values
Mission statement /objective
Organizational structure
Organizational hierarchy
Management structure
Human resource management
Page no
7
9
11
12
19
21
24
8
9
10
11
process
Benefit scheme
Work done by student
Complementary services
Ratio analysis
34
43
50
52
12
13
14
15
16
17
18
Interpretation of ratios
SWOT analysis
Conclusion
Recommendations
Future prospective of UBL
References
Appendix
61
62
67
68
69
70
EXECUTIVE SUMMARY
The aim of an internship was to have the practical knowledge about the organizational
working. The organization I selected to me for an internship was UBL Branch. Departments
working in this building are Operations department, Credit department, Retail department,
Government department an HR department. I accepted this task as a challenge and tried my
best to explore & cover each and every aspect of UBL with in my 6 weeks internship.
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This internship report covers many important aspects which are basically related with the
operations and financial aspects of the bank.
From all of the departments following departments are covered mainly during my internship:
Accounts department
United Bank Limited providing the general banking services. United Bank Limited Pakistan
currently has a wide network of branches inside the country and in all commercial centers of
the world as well. Through this huge network of branches the Bank is providing all sorts of
services that have become part of the modern banking. United Bank Limited Pakistan
successfully adopts new innovations and new products, which are rapidly adding up in the
product mix of banking industry The Bank is providing deposits facilities to more than five
hundred thousand customers in the country and which is increasing day by the time.
INTRODUCTION OF UNITED BANK LIMITED
The reserve Bank of India which was given the responsibilities of exercising control over
banking sector did not perform its duties properly in Pakistan.
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The real momentum was given to banking system when the State Bank of Pakistan, was
established on 1st July 1948. But a real turn took place in the banking section when a
renowned banker Agha Hassan Abdi took initiative of opening a bank, which he announced
to the different mode from the others. His dream became true when the first branch of United
Bank Limited (UBL) was opened at Macleod Road (now 1.1. Chandrigar Road Karachi) on
7th November 1959.
This achievement was recurred after passing through many problems and after completion
of a lot of legal formalities. UBL was established on 24 th July 1959 as a public limited
company with registered office at 1.1 Chandrigar Road, Karachi. The authorized capital was
Rs. 2, 00,00,000 issued, subscribed and paid up capital was a Rs 1,00,00,000 share of Rs.
101 each. . The bank currently operating through 1300, branches in all the major cities of the
Pakistan and its registered office are situated at state life insurance corp. Building # 1, 11.
Chundrigar road, Karachi.
United bank limited is one of the most famous bank working in different area of Pakistan,
UBL is now officially the second largest private sector bank in Pakistan with its 25 percent
growth in deposits to RS 237 billion in 2004.
Progressive Banking was a vision that came true in 1959 with the birth of UBL. It brought in
an era of modern banking and customer care beyond the ordinary.
The Bank launched a variety of consumer banking products and services UBL Drive, UBL
Cash line, UBL Address, UBL Business Line, UBL Wallet ATM card and UBL Business
Partner.
UBL is one of the largest commercial banks in Pakistan with assets of over RS. 190 billion,
Net Assets of over RS. 13 billion and a solid track record of 47 years. UBL offers its services
through a nationwide network of over 1300, branches spread all over Pakistan and 15
overseas branches. The Bank earned RS 4.3 billion pre-tax profits in 2003, a 59 percent
increase over the previous year, and announced a dividend of 22.5 per cent. This
remarkable performance was based on a record growth of 38 percent in advances, which
grew from RS 72.8 billion in 2002 to RS 100.2 billion in 2003 driven by growth in deposits
from RS 158.3 billion in 2002 to RS 185.1 billion in 2003.
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The Bank was privatized in 2002, through the sale of 51 percent stake to a consortium of the
Abu Dhabi Group led by His Highness Shaikh Nahayan Mabarak al Nahayan and the
Bestway Group led by Sir Mohammed Anwr Pervez,. The issue is unsecured and
subordinated to payment of principal and profit to all other indebtedness of the Bank
including deposits.
United Bank Limited is one of the largest commercial bank in the country. With almost 47
years of good standing to its valued clients, it has stood the test of time, producing assets of
over RS. 282 billion.
It offers its services through a wide network of over 1300, domestic branches all over
Pakistan and 25 overseas branches as part of global network.
CORE VALUES
Trust
We are the trustees of public funds and serve with integrity & commitment. Ethical
behavior is of critical importance to us. We adopt full compliance with internal and external
policies and procedures, operating within the legal framework
Customer Focus
We continuously seek to exceed our customers expectations, forging and maintaining
long term relationships
Innovation
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We strive to be the market leaders in innovative products and services offering
customized financial solutions with flawless execution
Teamwork
The diversity of our people is our strength. We inspire and challenge each other working
together to achieve synergy
Achievement
Our people are our most valuable asset. We are committed to a result oriented culture. Our
goals are clear and merit is the only criterion for reward
Social Responsibility
As responsible citizens we contribute to the social welfare of the community we live in.
Brief History
United bank was established in June 1959 and the company was registered on July 24,
1959. United Bank Limited started the operations on 7 November 1959 with its first branch
namely McLeod Road now I.I Chunrigar Road at Karachi. On 9 th November 1959 the
Gazette of Pakistan notified and included UBL in its list of scheduled banks operating in
Pakistan.
Branches in overseas
United States of America
United Kingdom
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Qatar
UAE
Bahrain
Vision statement
To be a world class bank dedicated to excellence, and to surpass the highest expectations
of our customers and all other stakeholders.
Mission Statement of UBL
We shall dominate Pakistans financial markets and be the leading bank of Pakistan in term
of quality of customer services, assets, profits and reserves. We shall consistently try to be
among banks in the Pakistan. Comparing over selves to international standards. We shall be
a modern universal bank. Our employees will be efficient, motivated and have corporate
pride
Objectives Of UBL
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Objectives mean the end towards which an activity is aimed. An organization without
objective is like a person who is wandering with no purpose. All the activities of an
organization are due to its objectives and goals. And for the attainment of those objectives,
various types of financial products and plans are developed. UBL has also some objectives,
which are as under.
To ensure growth and development of the bank.
To use resources of the bank efficiently.
To get more deposits.
To participate in development of the country.
Paying special attention to the areas, which are under developed.
To develop SMES.
ORGANIZATIONAL STRUCTURE
Organizational structure of a firm provides boundaries for authority of persons and clarifies
individual responsibility and authority. It shows who is responsible to whom, and who has the
authority to give orders to someone. An organization having dual authority or vague structure
would not have clear direction and will face hurdles in getting its goals and objectives.
Therefore, it is very important for any organization to have a well-established structure of
responsibility and authority. An organization structure should be so designated to clarify the
environment so that everyone knows his duty and who is responsible for what. It results to
remove obstacle to performance caused by confusion and uncertainty of tasks and to furnish
a decision making communication network reflecting and supporting enterprise objectives.
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1
UBL ORGANIZATIONAL STRUCTURE:
UBL also has a well-defined formal organizational structure. UBL is a very vast organization.
In the organization set up of UBL, the highest authority rests with Board of Directors which
consists of Chairman, Deputy Chairman, President & CEO and the directors. In which four
directors are from UBL, one from Pakistan Banking Council, one from Ministry of Finance
and one who is also the secretary of the board. So the Board of Directors is an eight member
team, and is responsible for policy formulation and making important strategic decisions.
The names of the Board of Directors are as follows:
CHAIRMAN
H.H Sheikh Nahayan Mabarak Al Nahayan
DEPUTY CHAIRMAN
Mr. Muhammad Anwar Pervez, OBE, HPK
PRESIDENT & CEO

Atif R. Bokhari
DIRECTOR
Zameer M. Choudrey
DIRECTOR
Omar Z. Al Askari
DIRECTOR
Muhammad Tehsin Khan Iqbal
DIRECTOR
Ahmad Waqar
Director
Javed Sadiq Malik
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The authority, which is second highest, lies with executive committee. It consists of seven
members, including the president and secretaries are in charge of divisions. The members
are Senior Executive Vice President (SEVP) of UBL. There are twenty divisions, which have
their own Senior Executive Vice President (SEVT). Executive Vice President (EVP), or
Senior Vice President (SVP), the
SEVP to international divisions manages the operations of foreign countries branches.The
rest of the divisions work along their functional lines as shown in the organizational chart.
At the National level, UBL has a network of branches spread allover the country and
its field operations are one of the most extensive among the leading banks in Pakistan. At
provincial level the bank is managed by SEVP, who is assisted by General Manager (OM),
who is EVP or SEVP. The OM is responsible for either a number of regional areas or in
charge of various provincial departments such as Administration, General Recovery, Loans,
Inspection, etc. The complexity and extensiveness of the operations in a given province
determine the number of OMs. OMs are assisted by circles executives who are of the rank of
SEVP or VP.
The entire country is divided into Circles which are further divided into Zones.
The circles are administered by circle executive. Each zone is comprised of a number of
branches, which are managed by branch managers who are mostly Grade I or Grade II
officers. Some large sized branches are also managed by AVPs.
2
CONCEPT OF HUB AND SPOKES BRANCHES:
The concept of HUB and Spoke branches was introduced by ANZ Grind lays Bank (now
renamed Standard Chattered Bank). The bank couldnt get the deMr.ed benefits and
withdrew form it. Another bank which adopted the concept was National Bank of Pakistan
(NBP), which also couldnt get the deMr.ed results so both the banks disbanded it. Recently
UBL has implemented this scheme with high hopes. Under the concept big branches of a
zone are given the status of Hub branches. The Hub branches monitor the activities of
spokes branches. The number of branches under a Hub branch depends upon the resources
of Hub branch and the location of the spokes branches e.g. in Peshawar there are two hub
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branches one is Peshawar Cantt branch and the other one is Khyber Bazaar branch. All the
spoke and Hub branches work under the concerned area manager. He is responsible for the
performance of these branches. He sits in the Hub branch and is assisted by a Vice
President. In UBL this new concept of banking has shown tremendous results and is quite
successful here. Unlike ANZ and NBP, UBL is getting benefits from it, and has improved its
performance quite well.
3
DIVISION OF UBLS OFFICE

Basically there are two types of offices in UBL
a) Head Office
b) Regional Head quarters
a
Head Office
Head office of UBL is in Karachi. It exercises overall control over the bank. The head
office (HQ) has various functions.
It formulates polices and ensures its implementation.
To supervise and control the operations of the regional offices.
To formulate policies and ensure its implementation by the field offices.
To deal/liaison with foreign donors like IBRD (World Bank), Asian
Development Bank, Islamic Development Bank, KFW (German Bank),
FMO Netherlands etc.
To deal with Ministry of Finance.
To supervise RHQs.
To sanction loan applications received from the branches.
To deal with ministry of finance.
Regional Head Quarters
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There are Eleven Regional Offices of UBL which fully cooperate with the Head Office.
UBL Regional Offices performance with reference to sanctions, disbursement,
recoveries, and deposit mobilization is of vital importance to the bank operations. The
functions are as follows:
To implement the policies formulated by the Head Office.
To extend the credit facilities by keeping in view all the prescribed conditions.
To recover/collect the existing long-term credits extended by the bank as per

schedule.
To assist customers in the process of development by advancing loans for viable

financial projects.
All the 1056 UBL branches are the representatives of the bank. These branches
provide commercial as well as non-commercial banking facilities. Various structures involved

in the organization of UBL are given below.
4
CONCEPT OF CONSUMER ASSETS CENTERS:
As the UBL was privatized the management started thinking about the consumer products as
well the commercial products. For this purpose the management started hiring from all over
the world in order to collect the cream, and make a world class team without any doubt.
The management took the consumer head from the bank which is consider as the pioneer in
the consumer sector City Bank, and then he joined hands management and made all the
possible ways to make UBL a World Class Bank on the Consumer Side as well in the
Commercial Sector. They made collectively the plans to make Consumer Assets Centers in
all over the country which was introduced first time in Pakistan.
The UBLs Consumer Assets Centers are the state-of-the-art in the main cities like Karachi,
Lahore, Islamabad and Peshawar. The Consumer Assets Centers are divided in main Head
Office, Regional Centers and New Cities. At the time of launch the regions were 10 in the
country but now it has been increased to 14.
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In Consumer Assets centers the products are divided in to two types: The Secured, and Unsecured Products. The Secured include UBL Autos, UBL Address, and Credit Card while the
UBL Money and UBL Cashline comes under the canopy of Un-secured Products.
There is a Group Executive, a Global Sales Head, Head Secured Financing, Head Unsecured Financing, National Sales Managers, Regional Sales Managers, Relationship
Managers and the Relationship Officers.
5
TOP MANAGEMENT AT THE HEAD OFFICE:
I.
BOARD OF DIRECTORS
The executive authority for the general direction and supervision of the Bank
operations or the conduct of business of UBL vests in Board of Directors. The board
consists of a Chairman and seven other Directors.
The chairman of the Board of Directors is the Managing Director. All the members of
the Board of Directors, as well as the Managing Directors are appointed by the
government of Pakistan.
II.
EXECUTIVE COMMITTEE
Executive committee of UBL consists of seven members. With the expectation of the
president, and secretary all other members serves as In charge of many divisions.
These members are Senior Executive Vice President (SEVP), or consultants hired on
contract basis. The Division Heads that work under SEVP or consultants are either
Senior Vice President (SVP), Executive Vice President (EVP) or Vice President (VP).
The members of the executive committee other than the M.D. shall hold office for
such period as may be determined by the Board. The decisions of the executive
committee, other than those, which relate to matters specified by the board in this
behalf, shall be laid before the board
FUNCTIONS OF EXECUTIVE COMMITTEE
The members of the executive committee other than the M.D. shall hold office for
such period as may be determined by the Board of Directors.
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The decisions of the executive committee, other than those, which relate to matters
specified by the board in this behalf, shall be laid before the board for approval.
Subject to the general or special direction of the board, The Executive Committee
may deal with any matter within the competence of the board.
MANAGING DIRECTOR
The Managing Director is responsible for the efficient working of the organization. He
performs his duty according to the policies formulated by the Board of Directors and is
directly answerable to it.
The Federal Government on such salary and on terms and conditions shall appoint
the MD as it might deem fit.
The MD shall hold office for term of three years, which the government may extend
from time to time.
The MD shall be the Chief Executive of the organization and shall perform such
functions as required by the Ordinance and the rules and regulations made for the
past.
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Organizational Hierarchy C
Board of Directors
Executive Committee
President/CEO
SEVP
EVP
SVP
VP
AVP
Office Grade 1
Non Clerical Staf
Clerical Staf
Officer Grade III
Officer Grade II
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Organizational Hierarchy Chart of consumer sector in UBL

Board of Directors
Executive Committee
President/CEO
Group Executive
Global Sales Head
Head Secured Financing
Head Un-secured Financing
National Sales Manager
Senior Sales Manager
Regional Sales Manager
Relationship
Manager
Non-Clerical Staf
Processors
Relationship officers
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With an integrated network of over 1000 branches in Pakistan as well as Overseas,
UBL gives you direct access to a comprehensive range of better banking facilities to help
you monitor your business locally as well as internationally.
UBL MANAGEMENT STRUCTURE

Name
His Highness Shaikh Nahayan
Designation
Chairman
Mabarak Al Nahayan
Sir Mohammed Anwar Pervez, OBE,
Deputy Chairman
HPK
Mr. Atif R. Bokhari
President & CEO
Mr. Omar Ziad Jaafar Al Askari
Director
Mr. Zameer Mohammed Choudrey
Director
Dr. Ashfaque Hasan Khan
Director
Mr. Muhammad Sami Saeed
Director
Mr. Amin Uddin
Director
Mr. Arshad Ahmad Mir
Director
Mr. Aqeel Ahmed Nasir
SEVP/Company Secretary & Chief Legal

Counsel
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Mr. Aameer Karachiwalla
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SEVP/Group Chief Financial Officer
UBL
has

established and organized branches both inside and out side Pakistan. These are two
subsidiaries and joint ventures of UBL as under.
1.
Subsidiaries:
UBL A G. Zurich (Switzerland) established in 1968.
Its paid up capital of dollars 2722 thousand, deposits of dollars 5827
thousand and advances of dollars 5538 thousand as on Dec 31, 1962.
UBL of Lebanon and Pakistan established in 1968.
Its paid up capital of dollars 379000 deposit of dollars 125978 advances of
dollars 1983313.
2.
Joint Ventures:
a Commercial bank of Oman Limited (Mascot) established in 1982.
b United Saudi Commercial Bank Limited (Saudi Arabia) established in 1982.
c
UBL has been presenting a very good track record since its inception into banking
business.
3. Branches
UBL has a large network of branches, which extends to the remotest areas of the
country. In December 1983 there were 1623 branches where in 1974 it had only 1238
branches. At present UBL have 1096 domestic branches. and present 15 overseas
branches.
Role of UBL in KPK.

The role of UBL has developed largely; throughout the country in very short period of forty
seven years. The bank is operating in the entire country and has branches all over the
country and overseas. In N.W.F.P, UBL is operating successfully. The number of branches of
UBL in Peshawar region is 156 up to dec.2001 i.e. there are total 14 Hub Branches in
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Peshawar region and under these Hub branches, there are 142 spokes branches. These
156 branches come under the Peshawar Region, for which there is a Regional head Quarter
(RHQ) in Peshawar.
The list of hub branches come under the Peshawar Region is as under.
1.
Peshawar
6.
Haripur
11.
Mardan
2.
Bannu
7.
D.I. Khan
12.
Swabi
3.
Mansehra
8.
Mingora
13.
Kohat
4.
Timergara
9.
Nowshera
14.
Abbotabad
5.
Hangu
10.
Bathela
Human Resource Management Process
1 .Human Resource Planning (HRP) and Forecasting

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HR Process
As discussed here above HRM Departments plays vital role in business growth of bank. If
well qualified human resource are inducted, the result & performance of employees will
comparatively more better than unqualified staff. In the present snereo of banking industry ,
induction of fresh HR qualified in business management ,information technology, credit
marketing become need of the bank.
Although experience has its own significant importance but old aged staff performance dos
not meet the present challenges to banking industry. Therefore human resource divisions
continuously review the requirement of HR and plan to process how many HR is required?
And in what field of banking i.e. information technology, credit or marketing.
a. HUMAN RESOURCE PLANNING PROCESS
(HRPP)
UBL following these steps for Human Resource Planning;
Determined the organization mission
Scan the organizational environment
Set strategic goals
Formulate a strategic plan
b. Forecasting HR requirements
Human resource management at head office level make budgeting & forecasting of HR
requirement and in this connection review present HR at the branch and critically review their
performance/ output/productivity keeping in view the marketing and competitive pressure so
as to provide better quality service to its customers. Information/data regarding present HR
as well as future requirement is collected from the supervising/controlling offices i.e. regional
office & circle offices the field staff can judge better requirement.
HR requirement is forecasted for
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(a)
Replacement of staff resigned, opted for premature retirement or super

annuation.
(b)
Additional staff required to meet the challenged and to proved better

quality services to customer to compete in the market.
c.
Method of forecast HR need
Induction of fresh HR to replace the existing staff is need of the day. Budgeting and
forecasting HR need is a continuous process as competitive offer of better salary package,
incentives, attractive facilities offered by various banks in the market attract the young and
experience officer to resign from present job, beside regular retirement from bank service
also require HRM to review HR need, to bridge the deficit HRM regularly inductive trainee
officers, management trainee officer and also hire experienced officer from other bank.
HRM is responsible to have approved budget of head count before hiring, recruitment of HR
to meet the need for better quality services. The UBL used the following methods to forecast
HR needs:
a) Experts meet face-to-face

b) Group discussion facilities, exchange of ideas
c) Possible subjectivity, Group pressure
d) Experts work independently
Employee Recruitment and Selection

UBL is committed to employing the best qualified candidates for approved position in
compliance with all applicable employment laws. It is UBL
policy to provide equal
opportunities to all candidates.

All recruitments requests received by HR recruitment is compared with the budgeted head
count in the beginning of the year and HR then initial search process for all
budgeted/approved hiring request. HR coordinate for new hiring or replacement of suitable
candidate through
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a. Sources of Candidates
Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources:
Internal and external sources.
The sources within the organization itself (like transfer of employees from
one department to other, promotions) to fill a position are known as the
internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of
(a)
Internal source
(b)
External source
Internal Source
When segment wise requirement is calculated by human resource , with job specification
against the budgeted status of head count then it is decided either to announce internally. If
budget allow for such position human resource announce the vacancy internally to open the
job for all relevant personnel to apply who posses such qualification. Interested employees
are required to fill a form duly recommended by their unit/line manager and submit to HR for
further action at their end.
If an employee is applying for a job in the same grade as his existing grade, the
employee must have had at least one full performance before being considered for the next
job.
However, if a candidate is applying for a job grade higher then existing grade the HR
recruitment unit will ensure that the employee is transferred on his existing grade and
perform a period of one performance cycle before being considered for a promotion.
HR will then screen all applications on the basis of pre-defined requirements and short
requirement. Interview process is initiated according to pre-determined interview guidelines
to determine the candidate, suitability for the vacancy. If the candidate is suitable for the
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position HR will make all necessary arrangements for the transfer to take place smoothly.
Consequently, a replacement will be announced or identified immediately by HR to meet the
needs of the department/division where the candidate is being transferred from.
External source
Where senior or more diverse profiles are required and internal search has proved to be an
insufficient method, then search be carried out externally. The process has to be initiated by
the relevant group head
by providing jobs specification along with there request and
recommendation of to any HR.

HR will carry the process forward by the searching for the potential candidate through up
dated the database, marketing EP or conducting the assessment of the identified candidate.
Management trainee probationary officer have been introduce to build an external resource
pool for entry/junior level hiring. Potential candidates. An offer for employment to candidates
are made through
1 Direct advertisement
2 Consultants
Direct advertisement
This method for attracting quality applications is used when there is need to hire in large
numbers within a shortest deadline and at different locations. HR will assist the department
to draft advertisement which must be approved by group head HRM and group head of
concerned department.
Consultant
Some time management of the bank engages the services of consultant for hiring the
candidates from the market. This is very costly option and needs to bee exercised with
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restraint. Sometime it is the only option available. However it is important hat this option
must be exercised with caution and through HR recruitment policy.
b. Employment selection process
While offering an appertunity in bank UBL bank first introduce itself and then give the
criteria/job requirement
Have bachelor degree
Have an age not exceeding 26 years.
Be self-motivated and able to work independently
Excellent presentation skill
All short listed candidates will have to clear written test and interview.
To ensure a consistent and transparent process of all such Job Experience will be
an additional consideration.
employees on permanent cadre the following process is adopted.

Unit head/line manager prepare a job description and raise a hiring request to HR
duly approved by group head against budgeted head count.
HR will screen the applications on the given selection criteria.
Short listed candidates are requested to appear for assessment test.
Panel interview are conducted with in two/three week of short listing the
candidates who clear the test.
Selected candidates then informed through letter of appointment.
Joining formalities
Before joining the bank the candidates is required Acceptance of employment offer within
15 days
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Candidates has to undergo for medical examination from doctor a panel of bank.
Completion of all documents duly witnessed and attested a joining the bank as per
list of joining documents provided by HR relationship manager.
References provided by the candidates are checked by within a letter referee in
accordance with the regulations of SBP.
An employee is confirmed after completion of sis month probationary period. However
confirmation is withheld if
Documents submitted are incomplete
No response is given by referee.
HR have its discretion to
Extend probationary period.
Not extend any finance facility.
May stop salary employee fail to provide the missing documents provide to HR.
If the performance of an employee during probationary period is not satisfactory the
competent authority may at its sole discretion extend the probation period or terminate
employee and decision of termination of employment shall be communicated to the
associate follow by an exit interview by the concerned department.
3.
Training and Development

UBL management has established three training colleges one at Karachi one at
Islamabad and one at Lahore which impart necessary training to newly appointed officers.
Management trainee for period of minimum six weeks.
In the training college basis procedure for operational activities State bank of Pakistan
prudential Regulations credit manuals forex letter of credit are highlighted in the training
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sessions and then the officers are posted in the branches for job training where they take
opportunity to practically utilize the knowledge they learned in staff training college.
At branches supervising manager of trainee officer critically review the employee interest in
job training and his performance, normally after sis month, probationary officer are confirmed
a satisfied performance. However management feel that employee needs further training
probationary period may also extend.
EMPLOYEE TRAINING AND DEVELOPMENT
An Effective Training Program
The quality of employees and their development through training and education are major
factors in determining long-term profitability of a small business. Hiring and keeping good
employees is the key to the first factor. If you hire and keep good employees, it is good policy
to invest in the development of their skills, so they can increase their productivity. Training
often is considered for new employees only. This is a mistake because ongoing training for
current employees helps them adjust to rapidly changing job requirements.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which
enhances the company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives
from training and developing its workers, including:
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and wellbeing
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as they become more valuable to the firm and to society. Generally they
will receive a greater share of the material gains that result from their increased productivity.
These factors give them a sense of satisfaction through
the achievement of personal and company goals.
Select the Training Methods & Mode
Your business should have a clearly defined strategy and set of objectives that
direct and drive all the decisions made -- especially training decisions. Firms that plan their
training process are more successful than those that do not.
Most business owners want to succeed, but do not engage in training designs
that promise to improve their chances of success. Why? The five reasons most often
identified are
Time -- Small businesses managers find that time demands do not allow them to train
employees.
Getting started -- Most small business managers have not practiced training employees.
The training process is unfamiliar.
Broad expertise -- Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.
Lack of trust and openness -- Many managers prefer to keep information to them. By doing
so they keep information from subordinates and others who could be useful in the training
and development process.
Skepticism as to the value of the training -- Some small business owners believe the future
cannot be predicted or controlled and their efforts, therefore, are best centered on current
activities -- i.e., making money today.
A well-conceived training program can help your firm succeed. A program
Structured with the company's strategy and objectives in mind has a high probability of
improving productivity and other goals that are set in the training mission. For any business,
formulating a training strategy requires addressing a series of questions.
Who are your customers? Why do they buy from you?
a. Training need assessment
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Training need during calendar year are assessed in the very beginning of the year and the
field management ate requested to select the topics in which m most of employees need
training. The objectives of imparting training is t6o increase their performance efficiency as
well at improve quality services. Moreover subjects related are day to day banking
operations State Bank of Pakistan prudential regulations etc. after calling information
recommendations of topics selected for staff training unit head training approved the training
need and advise training schedule date, duration of course participants on monthly basis.
The field management again requested for nomination of the employee who need training to
improve his working efficiency to meet the required standard. Training session are conducted
at staff training colleges at Karachi, Islamabad and Lahore. Further mobile training is also
arranged at circle region level for maximum participation.
b.
Employee Development
When training need assessed and the course for qualitative as well as quantitative training
of employee are selected that it is decided to nominate the officer for subject training which
help in grooming the employee for their career development so as to provide efficient
personalized services to customers at the one end increase employee performance more
efficiently at the other hand. Motive behind training courses is to increase customer services
efficiency as well to improve working standard in compliance with procedural instruction,
manual, credit policy as prudential regulation of State Bank of Pakistan. The training itself
inculcate sense of responsibility compliance of procedure set by bank as well as regulations
of SBP and other regulatory authority. when employee is updated with the procedure, SBP
PRs, the efficiency of working of an employee is increased and chances of noncompliance
are almost minimized.
4.
Performance management
Performance is the central theme of the management at UBL and is at the heart of our
management practices. The performance management system focuses on key areas such
as
Create an environment that encourages employee deliver high performance.
Distinguish good performance from poor performance and recognize good

performance through process defined below and reward high performances.
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Provide all possible means and resources to help poor performance to improve and
Where the poor performers fails to show progress/improvement, define a uniform

process that address such situations.
a.
Setting Performance Standards And Expectation
Performance Management itself measures the performance of employees with regard to

achievement of goals assigned and accepted by the employee indivisibly to share to
participate in achievement of collective goals. It also distinguishes between the performer
and no performer so as to regard the actual performance. More ever it also inculcates the
sprite which create heartily competitive atmosphere among the employee to increase their
efficiency.
The performance result, achievement of business goals/target can be achieved if all
employees dont contribute his share in achievement of collective goals.
In the very beginning of financial year, employees are allocated target which are
accepted/acknowledge by them and the performance of an employee are according
reviewed a monthly/year basis.
Performance standard measure the performance is classified/defined as under.
1 Below average
2 Marginal but above average
3 Achievement or target set.
4 Above target marginally
5 Excellent performance in overall segment of business.
As discussed here above performance standard are set to create and environment to
encourage to real performer in shaper of salary increase, reward of bonus or career
promotion.
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How performance report are written
The main objective of the performance management system is to create an environment
which encourages employee to deliver high performance to archive collective goals of the
bank; more over the policy also distinguish good performance from poor performance.
Performance Report
The appraisal of a regular employee performance is conducted
Once in a year however mid-year performance is also reviewed.
Before finalizing the appraisal report of the employee performance and its ranking is
discussed in detail. The employee advice is short coming /weakness and also appraised is
strength. Further he is advice how employee can improve his performance and where he
need training to increase working efficiency. He is recommended for the training he need. If
the employee is not the satisfied with the appraisal ranking he is giving the opportunity to
discuss with line manager and has to convinces his boss with his performance and
achievement of target accept by him.
Performance Related as under
1. below average
2. marginally above average
3. who achieve the target
4. marginally over target
5. perform well in most sector of business
Under Performance/Non performer

In meddler performance review, if some employees are not performing good and are
identified as non-performer/underperformance they are serve notice three month before final
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appraisal and warrant to improve their performance otherwise management will be
concentrating to place them nonperformance will not be awarded graded Increment,
performance bonus and career promotion. If the employee take the benefit from the
opportunity and improve performance he is place in list of performance.
5
Employee Compensation and Benefits
UBL management offer privatization revised salary package of employees in all category and
remained on `top in banking industry paying good salary and remuneration to its staff which
was acknowledged through high performance by staff for rapid growth in upward trend and
business of achievement rapidly grow.
The management of bank continued to award performance through salary adjustment,
career promotions and extra ordinary bonuses.
SECTION 1: PAY
COVERAGE AND SCOPE
Except as otherwise provided in these rules, the pay allowances of an employee shall be
regulated in accordance with the staff service rules.
PAY AND GRADES
Pay of each employee shall be determined as pay defined in each employment grade
approved by the Board of Directors.
REFIXATION OF PAY
In the event of revision of pay at any time, the president shall have the power to lay down the
Principles for the reification of the pay of the employees affected.
SPACIAL PAY AND ALLOWNCES
The grant of special pay or allowances to the holder of any post or to any other employee
shall require the section of the Authorized Person.
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a. TYPES OF COMPENSATION AND BENEFITS
SECTION II
KINDS OF ALLOWNCES
At UBL following allowances shall be admissible to all employees at the
predetermined rates;
House rent allowance
Utility allowance
Medical allowance
Petrol ceiling
Education
Along with the above mentioned allowances, employees shall be entitled for any other
allowances and benefits which may be approved by the President from time to time. The pay
packages of local based staff are prepared in accordance with the local labor laws
/regulatory requirements of respective countries.
PROVIDENT, PENTION FUNDS AND OTHER BENEFITS

SCEMES.
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All employees at UBL in the permanent service of the Bank in Pakistan shall become
members of Banks Provident fund, benevolent fund, Pension and /or gratuity and group
insurance scheme.
LEAVES
There are different types of leave at UBL detail as given below;
CASUAL LEAVES
PRIVILEGE LEAVES
SICK LEAVES
Employees shall be allowed to avail leaves as per the Leave Policy of Bank e.g.
LEAVE ENCASHMENT;
15 days mandatory Leave must be availed by each employee and after availing that leave
encashment is provide to the employees.
EOBI
Employment Old Benefit facility has been provided to every Person working in the UBL.
Each employees is deducted Rs 60/= from their salaries which submitted against the fund.
Medical Program
Provides comprehensive medical coverage for employee and his family. Coverage choices
include different levels of medical coverage and cost levels including options that allow
employee to enroll in a Health Savings Account (HSA).
Systematic, low-cost way through payroll deductions.
Organizational Career Management
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Promotion:
Every year the management of the banks announce promotion of officer/executive on the
basis of their performance and recommendation of the regional manager and general
manager.
So for as the promotion of the non-clerical to clerical and from clerical to officer grade are
suggest to qualification.
Clerical staff that are graduate is eligible for promotion subject to clear written test and
interview.
Non-Clerical who are intermediate are eligible for promotion for clerical if they pass written
test and interview. During 2006/07 promotion is Sargodha circle declared by the
management as under,
Promotion
AVP-to-VP
GR1-to-AVP
GR2-to-GR1
GR3-to-GR2
CLERICAL-to-GR3
NON CLERICAL-to-
2007
NIL
6
6
14
NIL
NIL
2008
1
3
11
15
5
NIL
CLERICAL
Transfer:
As per policy of bank every staff member who complete three year stay in branch, and office
is transferred to other branch/office, sometime for adjustment purpose some employee are
transferred before three years stay.
Regional Manager is competent to transfer clerical and non-clerical staff. whereas he
recommended for their transfer to General manager who issue transfer order of officers to
grade 1 and recommended the transfer of executive AVP and above to group head who
issue order posting of manager is based on recommendation of regional managers.
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However frequent transfer of an employee is not considering a good change/on his
performance.
Demotion
Demotion of adverse of promotion. Demotion is only recommended when an employee
commits an act of gross misconduct, violation of procedural instruction.
The accused is charged sheeted for the gross misconduct committed and later on detained
enquiring conducted where accused is given fully opportunity to defend himself.
a. Separation
Lay off
Bank offers Golden Shake hand scheme to its employee when the work in the bank
becomes very less and increase in cost due to large number of employee , This is because
of computerized banking which reduce the workload as well as cost also as a result bank
offer attractive golden handshake scheme & other incentive to its employee so that cost
could be minimized with increase in productivity and bank take the step of laying off its
employee, but redundancy have to pay to the layoff employee as a compensation .
Termination
An employee terminated when he is involved for
Misappropriation of bank fund for customer money
Pocket banking
Commitment of fraud or intentionally involving fraud
Stock Shortage
Resignation
In present competitive atmosphere in banking industries employee allows to resign from
service subject to give notice are deposit salary in lieu of three months notice period. If he is
confirmed employee. When an employee submit resignation his immediate boss in request
to immediately send notice/resignation to Human Resource Division for their information.
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Simultaneously supervisor/manager is also required to conduct exit interview and forward
with recommendation.
Retirement
Retirement from service is off two natures.
1)
Retirement on attain the age of super annotation(60) years
2)
Pre mature retirement

The employee who reach age of 59 years are given notice by Human Resource Division at
least 6 month earlier to officer to apply for 90 days PL(Privilege leave)if in their credit as the
officer are allowed engagement of 365 or 180 days leave balance in their credit.
Whereas clerical /non clerical are allowed 365 days leave.
If an employee who complete 25 years since appointment, retirement before attaining the
age of super annotation the retirement is termed as Pre matured Retirement.
On complete of leave in both case Pre mature retirement or super annuation. The
employee is required to submit following papers for statement of retirement benefits.
1)
written request for the release of retirement benefits
2)
detail of family members
3)
residential address and account number
4)
clearness / liability certificates

Clerical and non-clerical are allowed monthly pension whereas gratuity / retirement benefits
to officers / executive are allowed in one time.
6.
Labor Management Relation
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In UBL no union, Federation or association exists therefore in that particular context it is not
easy to discuss the nature of labor and management relations, Howe ever as a whole and in
General management earned a good name among the working and field staff and Bank
Management providing all essential facilities like medical, performance bonuses, pension
/gratuity to its worker and have good relationship to each other which resulting progressive
trend of business of the bank.
Work done by student
United bank limited functions are very prearranged in arrange to maximum effectiveness.
The distributor of work and labor is very respectable behavior and all the work necessities in
different departments in properly.
Each section fulfills its own work correctly. These are the followings departments of the
United bank limited.
Accounts department
Remittance department
Cash department
Forign exchange department
Advance department
I work in five of upper mention section. During the work in these sections I learned how and
what work is done in these sections.
Activities in accounts department

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The Accounts department of UBL mainly deals in the accounts of customer maintained at the
bank. The accounting book maintained for this services is known as cashbook. The
summary book and ledger are maintained through computer.
The cashbook is used for balancing the cash received and cash paid at the end of the day.
Kinds of Accounts:
i
Current Account
ii Saving Account
iii Fixed Account
Activities in remittance department
This department is concerned with the transfer of money from one place to another. In this,
various modes of transferring money are available which are discussed below.
A.
Mail Transfer (MT):
In this the money is transfer from one place to another by mail. If the person is account
holder of the bank, then the banker debit his account with the amount of money he wants to
transfer. The concerned bank officer will prepare the necessary vouchers to make the mail
transfer complete. It contains on;
1 Debit Voucher: Debiting the account holder for the amount to be sent plus the
commission and postage charged.
2 Credit Voucher: credit the drawer branch
3 Mail Transfer Register: The remittance is entered in the mail transfer issue register.
But if the person is not an account holder in the initiating branch, then he has first to
deposit the stated money with the same bank and then the above process starts.
B.
Telegraphic Transfer (TT):
People who want to transfer money quickly and without delay use this type of transferring
money. This type of transfer is also very simple. The person who wants to transfer money
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fills the TT application form. The applicant asked to deposit money to be remitted plus the
amount of commission and telegraph charges. After the amount is deposited with cashier,
the officer incharge remittances will prepare the TT message. The TT message also carried
a test number which is a sum of values derived from number items like date, amount, and
the drawer branch consecutive number etc. then this telegram is sent to the bank where the
money is to be transferred. After receiving the telegram the drawer bank makes payment
after the test number is correctly decoded according to the procedure prescribed.
C.
Demand Draft (DD)
In this way the person who wants to remit money goes to the bank and fills the application
form by filling the name of the drawer branch, amount and the payees name. The amount to
be remitted is deposited with the cashier along with the commission on DD and the in charge
of remittances department will prepare the instrument. It is signed by two officers of the
branch and is then handed over to the applicant. The amount can be received by presenting
DD to the drawer branch personally or through a bank.
D. Uniremote (ON LINE TRANSFER).

It is the most faster transfer of money from one bank to another with in the country.
Thorough on line facility you can transfer the amount from one city to another city in no time
without commission (if you are account holder of the Bank).
In this method the transferor A/c are Debited by the Bank and the transferee A/c are Credited
(to whom the amount is transferred) by his Bank where he has A/c.
The amount is transferred in no time. Online transfer bring great revaluation in the business
world and make business more secure and fast.
The trader transfer money to the seller through bank, and the seller sent goods to the buyer
as soon as possible, and thus buyer save his traveling charges , as well as he also not close
his business of the buying of goods for the business.
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Activities in cash department
One of the important functions of the bank is to receive surplus money from the individuals,
firms and institutions etc. It can be said about the deposit that it is the lifeblood of any bank.
A bank cab not runs its business without the deposits.
The bank usually receives deposits in the following type of accounts, which are as under.
1 Current Account
2 Saving Deposit Account
3 Fixed Deposit or Time Deposit
4 Call Deposit
`The classification of deposit chiefly on the basis of time and the purpose for which the
account is opened with the bank.
FOREIGN EXCHAGE DEPARTMENT

In todays world no one country can keep itself self-sufficient in every area of life. So they
have to trade with other countries for the things, which she does not have.
But such
Business required a medium of Exchange, which is acceptable to the countries concerned.

So they usually do business through the medium of stable currencies of the world.
For such International Business transaction the bank utilize the service of its Foreign
Exchange Department. The department plays very crucial and important role in international
trade. The service, which Foreign Exchange Department of the banks offers, is the parallel
banking with general banking and additional function of import and Export Business
controlled by State Bank of Pakistan. The rules and regulations are framed by the SBP.
In UBL its foreign exchange department as per SBP regulations carries out the international
banking. The SBP exercises full control over the Foreign Exchange Business.
No
transaction is considered effective without permission from the SBP under Foreign Exchange
control Act 1947. Foreign Exchange regulations are issued though the Exchange control
Department of the SBP.
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Any transaction in the international Banking shall be carried out at rates determined by the
SBP. For this purpose the SBP fix the rate of US dollar with other currencies. Foreign
Exchange rate committee in Karachi Head Office does this by the formula approved by SBP
and as published daily. It also makes sure the rates approved are conveyed to the braches
on the same day.
Foreign Exchange Department provides the following services to the customer.
Foreign Exchange Currency Accounts
Foreign Exchange Remittance Facility
a.
Foreign Currency Account:
Government of Pakistan has introduced many important reforms in foreign exchange control
in the county in February, 1990, for the purpose of strengthening foreign exchange reserve.
UBL as an authorized commercial bank offer the facility of foreign currency account in four
currencies, which are US Dollar, Japanese Yen, German Mark, and UK Pound sterling.
The foreign currency account facility by UBL is available both for Pakistani citizen currency
account is similar to opening of local currency account. The account may be an individual or
joint account. There are two types of foreign currency account.
i.
Current Account
Saving Account
Current Account:
Just like local currency current account holder no interest is given to the foreign
currency account holder. Foreign Currency A/C are also exempted from Zakat, Income Tax,
Wealth Tax, the Account holder can shift his money abroad through Foreign Exchange
remittance services.
ii.
Saving Account:
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UBL offers a very handsome rate of return foreign currency saving accounts. The
profit is paid in currency in which is opened. This account too is exempted form. Zakat,
Income Tax and Wealth Tax. The facility of inward outward remittances is granted to the
customer.
Purchase and Sale Of Foreign Currencies:
Foreign currency department of UBL also has a very extensive system for the
purchase and sale of foreign currencies. UBL is an authorized dealer in the touring currency,
given the authority by SBP. UBL deals in the sale and purchase of the following foreign
currencies.
US DOLLARS
UK POUND STRELING
JAPANES YEN
GERMAN MARK
SAUDI RIYAL
UAE DARHAM
ADVANCES DEPARTMENT:
Besides deposits the other major function of the bank is to advance money to the clients.
This function of the bank contributes a great deal to the revenues to the bank. Due to its
utmost importance to the bankers success, this area is given special importance and
attention.
Bank normally makes advances of the types:
Commercial Finance
Agriculture Finance
Industrial Finance
Export Finance
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Import Finance
The banks also advance to small size businesses and construction companies etc. Many
UBL Branches are having departments for granting advances to the borrowers. Normally, it
is responsible for performing the following functions.
a To handle all the cases of short or long term loans.
b To process all the cases concerned.
c To
forward
the
cases
for
approval
and
consideration
to
the
authorities.
d Direct dealing with the borrowers.
e To insure the disbursement of loan.
f To inform the high authorities about various loans.
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higher

COMPLEMENTARY SERVICES
Banc assurance:
Banc assurance is the selling of insurance and banking products through the same channel,
most commonly through bank branches.
Product Offering:
UBL Better Life plans are advanced insurance products specifically designed to benefit the
customers, providing the better and secured future to your family and loved ones.
Initially, UBL plan to offer the following product types:

Plan Name
Description
UBL Better Life Child
Accumulation of target funds for
Education Plan
education of your children and ensuring

that goal is achieved even if the parent
UBL Better Life Marriage
dies earlier
Endowment funds for your children in an
Plan
organized and disciplined manner for
UBL Better Life Savings Plan
use in later life

Flexible open ended savings product
with life insurance protection to your
UBL Better Life Retirement
family and loved ones

Accumulating retirement funds for your
Plan
regular retirement income.
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The above plans can be customized further to meet your needs by attaching the
following riders with the basic plan:
Additional term assurance

This rider increases the level of life cover by providing an additional amount in
The range of 50% to 300% of the sum assured / insurance cover of the main plan.
Life-care benefits
On the diagnosis of a critical illness, this rider provides an additional amount equal to
the basic sum assured / insurance cover. The basic policy continues after this payment.
Waiver of premium rider

In case the life assured is unable to continue his/her occupation due to
sickness or accident, the contribution to the plan will be made by EFU Life.
Family income benefit rider

In case of death of the individual during the term of this rider, a monthly income of 1%
or 2% of the basic sum assured / insurance cover is paid for the remaining term to his family.
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Ratio analysis
Non interest income to income ratio
Formula
Non-Interest
Year 2015
21356117/45577477
Year 2014
19416361/37915118
income/income
=46.85%
=51.21%
non interest income to income ratio
year2014
non interest income to
income ratio
year 2015
44 45 46 47 48 49 50 51 52
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Spread Ratio
Formula
Interest Earned/
Year 2015
85760646/38846686
Year 2014
75709170/36199807
Interest Expense
=2.21times
=2.09times
Spread ratio
year 2014
spread ratio
year 2015
2.022.042.062.08 2.1 2.122.142.162.18 2.2 2.22
Return on Assets ratio
Formula
Net Income/Total
Year 2015
24024803/1182453113
Year 2014
19730771/1083632716
Assets
=2.03%
=1.82%
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Return on asset ratio
year 2015
return on asset
year 2014
1.7
1.75
1.8
1.85
1.9
1.95
2.05
Return on Equity
Formula
Net Income (after
Year 2015
24024803/102035541
Year 2014
19730771/95499445
tax)/
=23.5%
=20.6%
Shareholders
Equity
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Return on equity ratio
year 2015
year 2014
19
20
21
22
23
24
Debt ratio
Formula
(Total
Year 2015
1044948502/1182453113
Year 2014
972359569/1083632716
Liabilities/Total
=0.88%
=0.89%
Assets)
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Debt ratio
year 2015
Debt ratio
year 2014
0.87 0.88 0.88 0.88 0.88 0.88 0.89 0.89 0.89 0.89
Debt/Equity Ratio
Formula
Liabilities/ Equity
Year 2015
1044948502/102035541
Year 2014
972359569/95499445
=10.24times
=10.18times
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Debt to equity ratio
year 2015
year 2014
10.14 10.16 10.18 10.2 10.22 10.24 10.26
Advances/Deposits Ratio
Formula
Advances
Year 2015
455078880/951902296
Year 2014
404946323/889525603
/deposits
=47%
=45%
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Advances to deposits ratio
year 2015
Advances to deposits
ratio
year 2014
44
44.5
45
45.5
46
46.5
47
47.5
Operating Cash Flow Ratio
Formula
Year 2015
Cash Flow from 37971267/9559255+9519022
Year 2014
99783642/16600691+8895256
operation/Curre
96
03
nt Liabilities
=3.9%
=11%
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Operating cash flow ratio
year 2015
3.9
year 2014
10
12
Axis Title
Earning Per Share (EPS)
Formula
Net Income
Year 2015
24024803/1243579
Year 2014
19730771/1252747
/Number of
=19.32
=15.75
Outstanding
Shares
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Earning per share
year 2015
Earning per share
year 2014
10
15
20
25
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Interpretation of financial ratios
Non-interest income to income ratio

Non-interest income is lower in 2015 as compare to 2014 means intrest is increasing and
proportion of income is more by interest .
Spread Ratio
The interest earned is 2.21 times greater as compare to the interest expenses. The ratio is
higher for the year 2015 as compare to the recent years. This shows that the bank is striving
towards success and controlling their expenses very well.
Return on asset ratio

The Return on Assets Ratio is the relationship between the profits of your company and your
total assets. It is a measure of how effectively you utilized your companys assets to make a
profit. It is a common ratio used to compare how well you performed in relationship to your
peers in your industry.
ROA ratio is good in 2015 as 2.03 more than previous in recent years it was effected by flood
but now bank has recovred and therefore ratio has increased in year 2015.
ROE means return you get on your equity it was 20.6 in 2014 but now in 2015 3.5 means
increased so bank is toward success.
Debt ratio
In 2015 88% means total liabilities are 88 percent more than assets of bank but debt ratio is
less as compared to 2014 which is good for bank to process.
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The liabilities are 10.24 as compare to equity in 2015 but less from 2014 as 10.18 in recent
so increased a little bit ok but should controlled.
Advances to deposit ratio
This means percentage of advances given by bank in 2015 it is 47% increased 2
Operating cash flow ratio
Cash flow from operations is lesser in 2015 which should be managed well.
Earnings per share
Earnings per share are increased in 2015 by 19.32 which is good.
SWOT ANALYSIS
The SWOT analysis consists of analyzing organizational strengths and weaknesses, and its
environmental opportunities and threat. It helps to identify a strategic niche that the
organization might exploit. SWOT analysis of UBL is as follows.
STRENGTH
UBL has got a well reputed on line system in most of its branches.
Remittance department is working very efficiently in transferring the funds to peoples

due to this system
The bank also has started ATM facility in most of the branches 24 hours banking is
now the trend in Pakistan.
Bank is providing quick credit services to all the customers at all branches. Because
the credit manager cooperates with the borrowers while making a loan request to the
bank.
Management is well organized.
Services provided by the branches are very good.
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The bank has stable growth in deposits since its emergence.
The loan facility provided by the bank is on sound basis. They have many checks and
documentation that secure their money after advancing.
Because of its 1056 Domestic Branches they have very good infrastructure and are
prevailing now outside Pakistan also.
Very important aspect of UBL is its fast service. Everything goes very quickly. If you
are looking for a loan, or you want to deposit money or you want to pay your bills their
services are so fast that they respond the customers very quickly.
UBL has financial strength as they are gaining profit from the advances that they
provide to the organizations.
UBL is providing lot of services to its customers like incase of remittances they have
services like online services.
The Management has changed; employees which are useless are fired and new
experienced graduates are hiring to enhance the operations of the banks & the
employees which are efficient they are getting promoted.
Because of its quality management, marketing, innovation in products and services

they have established a good reputation in the banking sector.
In UBL the working environment is very good. Every employee comes there and
works with zeal & heartily.
Certain training programs are arranged outside the working environment to train and
refresh them or entertain them.
WEAKNESSES
The human resource department is not performing well in the organization.
Bank is not introducing new products these days, so bank should boost the product
development and increase the range of facilities offered for customers. And the rates
of interest on its various products have been reduced.
Bank is under staff so absence of members create problem
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All the branches are not computerized.
UBL is centralized. It means authority is not delegated to branch level. Manager

cannot take initiative regarding different decisions such that for giving finance.
The majority of people are not well aware about the products of UBL. It is due to their
very low services of promotional activity.
There is low level of motivation in the employees of the bank
UBL Management has adopted reactive approach they respond to the market very
slow and are reluctant to take initiative before the problem arises.
OPPORTUNITIES
Government is taking very bold steps to promote IT in Pakistan. UBL has an

opportunity to improve in IT stock exchange is very volatile and takes immediate
effect so in times of crises conservative investors turns to saving deposits.
UBL is surrounded by many competitors it has an opportunity to aggressive marketing

to increase its business.
One could find opportunities in good marketing; it could also helpful in banks
promotion.
Mobile banking is a concept that has started to find its roots in the banking sector. So
it is a big opportunity for UBL to avail this chance at big level.
Opportunities exist for expansion of UBL chains in the International Arena; Particular
Invention must be given to the individual countrys customs and cultural practices to
be successful.
UBL should organize trade shows for the promotion of export for that they should
finance the companies those who wanted to internationalize and wanted to introduce
their product and services outside Pakistan.
Liberalization is a concept that is under discussion around the world as this is going to
be implemented by WTO in a few years to come. So keeping in view these
perspectives there is great opportunity for UBL to be stronger.
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An external opportunity exists in efforts to improve the social environment of local

communities and society in general by offering innovative, community involvement
programs.
THREATS
UBL has many competitors who are continuously increasing their products and
marketing aggressively it may cause its customer to shift to its competitors.
The rapidly changing environment in the banking sector and the quick response of the
other banks to these changes can be a threat for UBL.
What customer really wants is a difficult thing to identify as to identify the customer
perception and its behavior is complex procedure. So the changing needs of the
customer can be a threat for the banks.
Changing Governmental Policies instability in Politics can be seen as a threat for the
banking sector.
Competition can be the greatest threat for the UBL. As old banks have started
changes and many new banks are emerging as a strong entity so UBL will face a
strong threat from this competition unless adopt pro active approach to handle
these threats.
The political conditions of the country affect the banks performance.
The analysis of strengths, weaknesses, opportunities and threat as narrated above

tells us about the present vital concern accounting atmosphere. Understanding the
financial system.
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CONCLUSIONS
United Bank Limited (UBL) is the one of the largest bank in Pakistan and
Ranked 1 to 3 in Asia. When I got a deep study about this bank, it was very
Difficult for me to check out the key factors which make UBL, THE BEST. A
huge network, largest number of branches, it is very difficult to control,
Organize and
keep the institute on a progressive way. When I studied about
UBL, I am on the point that top level management, policy makers had a huge
contribution for UBL but the most important role is played by Human
Resource Department (HR).
As the Bank is the Financial Institution and its major dealings are in deposit
and lending but without Human Resource nothing is possible. As human
resource is the most important in any Organization and as said earlier Human
Resource Department plays a vital role for UBL. There is a specific structure
Of HR Dept. that is called human resource management (HRM) in the
Organization and it has a particular process of HRM.
The role of HRM is just like a hub to manage its human capital in order to
meet the organizational goals and objectives. HRM process in the
organization involves all the stakeholders to have their input in organizing,
planning, developing and controlling the human resource. Human resource
dept. also forecast future HR needs (demand), forecast future
Internal/external candidates (supply). Monitor and evaluate results and
forecasting HR requirements. There are different methods and approaches
used to forecast HR need and demands.
Human Resource Department plays the key role in employee recruitment
and selection. And therefore internal and external sources used as well. The
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recruiting process initially starts within the organization. The recruitment
section tries to explore the required human capital within the organization
but as we know UBL is the largest Bank in Pakistan and day by day its requirements
regarding staff are more and more so it need to recruit from
external sources as well.
The working atmosphere of the bank is quite friendly. This very culture of the
UBL is seen in the norms of expected behaviors, values, philosophies, rituals
and symbols used by its employee. This culture and atmosphere have been
evolved over a period of time. Managers and supervisors must consider the
culture of the bank as a key factor because otherwise excellent strategies can
be negated.
So, a good and satisfied human resource is valuable and has no alternative.
As a human being we always expect a lot from any other one and the same
with the UBL. Clients always comes to you with a hope and its the
responsibility of employee to fulfill that, and its only because of the growth
and development of the employee. And the growth and development should
be the result of both the bank responsibility and the employees initiative.
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Recommendations
Since the Bank was established in 1959 and has completed 50 years of its life successfully.
It is strongly recommended that bank management should pay special attention towards this
important issue for the mental satisfaction and better future of the employees. No doubt the
employees are satisfied with the banks present management.
The counter service be improved further for customer satisfaction, through modern
facilities for rapid delivery of financial products & services.
Risk management on part of manager is key player in credit management which needs
improvement. He is recommending officer, sanctioning authority (depends upon
documents of empowerment), credit administrator, & in true sense a monitor of the
same. That should be discouraged.
Implementation of the rules, regulations and policies should be ensured, through better
management.
Human resource development needs a lot of input.
Physical infrastructure is to be improved.
Advances to the non-productive investments should be stopped
The bank should develop a comprehensive recruitment policy in order to have the
competent people.
For the development of the human capital the bank should conduct a series of training
program to achieve the mission.
Fast communication and transportation facilities should be provide to sales and

marketing staff.
Staff retirement benefits should be introduced.
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Future Prospects of UBL

.
UBL is not only working for the corporate sector, but it also working for the development of
ordinary man by facilitating himself by various program. The UBL is looking forward for the
better of low income people especialy. Recently UBL has developed small business
schemes. Als ogood rates accounts for ordinary pepole and Businessmen. The UBl Recently
issues the Perdais Card, for free foreign remittencce, Also issueing many other WIZ cards for
students, House Wives, and children.
The UBL is growing at a rapid rate not only in Pakistan, but also in UAE and sojme european
countires. UBL make banking easy and comfortable for an ordinary person. It is the most
relaible bank, where you come first.
The UBL can enjoy handsome return any diversify its funding base by investing into capital
market of other countries. So it will enable it to establish name recognition in the world.
Despite of poor customer service of other Banks people still come to UBL because of its
good will as they feel its secure therefore bank improve its deposits by giving facility of
night banking and also can compete its competitors with positive steps.
It can establish advisory services division in order to facilitate the customers investing in
the securities.
In order to facilitate the nation the UBL can play an important role in the development of
the following sector.
Business & Industry
Import & Export
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References
All of the references and sources from where the data gathered for this report are
mentioned herewith for your kind concern.
Organization
Annual Reports of United Bank Limited
http://www.ubl.com.pk/
http://www.ubl.com.pk/Products/index.aspx
http://www.ubl.com.pk/Publications/AnReport.aspx
http://www.ubl.com.pk/Islamic/index.aspx
Web Portals:
http://www.sbp.com.pk
http://accountancy.com.pk/forum
www.investopedia.com
Books:
Human Resource Management By Gary Dessler, Edition 10th
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STATEMENT OF FINANCIAL POSITION AS AT DECEMBER 31, 2015
Note
2015
2014
------- (Rupees in '000) -------
ASSETS
Cash and balances with treasury banks
Balances with other banks
Lendings to financial institutions
Investments
Advances
Performing
Non-performing - net of provision
6
7
8
9
94,081,133
15,234,326
21,953,458
349,590,182
86,216,168
14,385,823
11,890,082
294,410,661
10
10
Operating fixed assets

Deferred tax asset net
Other assets
11
12
13
350,500,822
13,862,980
364,363,802
24,431,069
24,744,682
894,398,652
314,187,793
11,159,415
325,347,208
22,981,878
1,991,185
20,836,736
778,059,741
7,600,633
67,214,445
699,935,518
9,319,264
277,970
18,886,996
803,234,826
91,163,826
5,879,043
49,953,251
612,980,139
11,317,080
18,777,320
698,906,833
79,152,908
12,241,798
29,044,219
36,341,135
77,627,152
13,536,674
91,163,826
12,241,798
24,847,019
33,534,116
70,622,933
8,529,975
79,152,908
LIABILITIES
Bills payable
Borrowings
Deposits and other accounts
Subordinated loans
Liabilities against assets subject to finance lease
Deferred tax liability net
Other liabilities
15
16
17
18
12
19
NET ASSETS
REPRESENTED BY:
Share capital
Reserves
Unappropriated profit
20
Surplus on revaluation of assets - net of deferred tax
21
CONTINGENCIES AND COMMITMENTS
22
The annexed notes from 1 to 48 and annexures form an integral part of these unconsolidated financial statements.
Atif R. Bokhari
President and
Chief Executive Officer
Rana Assad Amin

Director
Sir Mohammed Anwar Pervez, OBE, HPk

Deputy Chairman
Nahayan Mabarak Al Nahayan

Chairman
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PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED DECEMBER

31, 2015
Note
Mark-up / return / interest earned

Mark-up / return / interest expensed
Net mark-up / interest income
Provision against loans and advances - net
Provision against lendings to financial institutions - net
Provision for diminution in value of investments - net
Bad debts written off directly
24
25
73,507,415
34,947,698
38,559,717
70,450,897
31,025,869
39,425,028
10.4
8.4
9.3
10.5
3,245,268
168,492
438,149
284,991
4,136,900
34,422,817
6,194,973
345,858
410,085
340,416
7,291,332
32,133,696
8,162,535
2,664,242
1,862,585
464,386
6,949,191
786,496
2,078,260
518,710
9.4
27
2,236
3,975,234
17,131,218
51,554,035
(43,750)
2,429,346
12,718,253
44,851,949
28
29
30
31
23,528,112
361,928
531,106
103,962
24,525,108
27,028,927
19,784,894
226,204
513,121
104,939
20,629,158
24,222,791
32
32
32
8,947,398
497,000
(422,199)
9,022,199
18,006,728
8,946,039
679,290
(902,201)
8,723,128
15,499,663
Net mark-up / return / interest income after provisions

Non mark-up / interest income
Fee, commission and brokerage income
Dividend income
Income from dealing in foreign currencies
Gain on sale of securities net
Unrealized gain / (loss) on revaluation of investments classified as
held for trading
Other income
Total non mark-up / interest income
Non mark-up / interest expenses
Administrative expenses
Other provisions net
Workers' Welfare Fund
Other charges
Total non mark-up / interest expenses
Profit before taxation
Taxation Current
- Prior years
- Deferred
2015
2014
------- (Rupees in '000) -------
26
Profit after taxation
----------- (Rupees) ----------Earnings per share - basic and diluted
33
14.71
12.66
Atif R. Bokhari
President and
Rana Assad Amin

Director

Deputy Chairman

Chairman
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STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED

DECEMBER 31, 2015
2015
2014
------- (Rupees in '000) ------Profit after taxation
Other comprehensive income:
Exchange differences on translation of net investment in foreign branches
Gain on cash flow hedges
Related deferred tax liability on cash flow hedges
Comprehensive income transferred to equity - net of tax
18,006,728
15,499,663
2,355,526
1,541,259
63,078
(22,077)
41,001
2,396,527
20,403,255
103,319
(36,162)
67,157
1,608,416
17,108,079
The surplus arising on revaluation of assets has been reported in accordance with the requirements of the Companies
Ordinance, 1984 and the directives of the State Bank of Pakistan in a separate account below equity.
Atif R. Bokhari
Rana Assad Amin
President and
Director

Deputy Chairman

Chairman
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CASH FLOW STATEMENT FOR THE YEAR ENDED

DECEMBER 31, 2015
Note
CASH FLOW FROM OPERATING ACTIVITIES
Profit before taxation
Less: Dividend income
2015
2014
------- (Rupees in '000) ------27,028,927
2,664,242
24,364,685
24,222,791
786,496
23,436,295
1,506,194
405,878
531,106
629,431
3,245,268
168,492
438,149
(1,753,199)
249
(24,879)
284,991
63,078
(2,236)
190,619
5,683,141
30,047,826
1,234,055
300,667
513,121
422,027
6,194,973
345,858
410,085
(350,995)
4,144
(39,679)
340,416
103,319
43,750
89,935
9,611,676
33,047,971
(10,231,868)
(3,774,334)
(42,546,853)
(1,473,415)
(58,026,470)
(301,162)
15,167,282
1,849,575
(1,716,492)
14,999,203
Staff retirement benefits paid

Income taxes paid
Net cash inflow from operating activities
1,721,590
17,261,194
86,955,379
(723,869)
105,214,294
77,235,650
(233,436)
(12,270,353)
64,731,861
833,228
4,848,402
62,334,372
(591,477)
67,424,525
115,471,699
(223,725)
(9,030,163)
106,217,811
CASH FLOW FROM INVESTING ACTIVITIES

Net investment in securities
Dividend income received
Investment in operating fixed assets
Sale proceeds from disposal of operating fixed assets
Net cash outflow from investing activities
(42,282,964)
2,708,558
(3,433,626)
97,907
(42,910,125)
(84,544,558)
737,762
(2,165,297)
112,861
(85,859,232)
(1,997,816)
(668,668)
Adjustments:
Depreciation
Amortization
Workers' Welfare Fund
Provision for retirement benefits
Provision against loans and advances net
Provision against lendings to financial institutions - net
Provision for diminution in value of investments - net
Reversal of provision in respect of investments disposed off during the year
Provision against off balance sheet items
Gain on sale of fixed assets
Bad debts written-off directly
Amortization of cash flow hedges
Unrealized (gain) / loss on revaluation of investments classified as held for trading
Provision against other assets
Decrease / (increase) in operating assets

Lendings to financial institutions
Held for trading securities
Advances
Other assets (excluding advance taxation)
(Decrease) / increase in operating liabilities
Bills payable
Borrowings
Deposits and other accounts
Other liabilities (excluding current taxation)
NET CASH OUTFLOW FROM FINANCING ACTIVITIES

Repayments of subordinated loans
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Dividends paid
Net cash outflow from financing activities
Exchange differences on translation of net investment in foreign branches
Increase in cash and cash equivalents
(13,465,978)
(15,463,794)
2,355,526
8,713,468
(6,732,989)
(7,401,657)
1,541,259
14,498,181
Cash and cash equivalents at the beginning of the year
100,601,991
86,103,810
109,315,459
100,601,991
Cash and cash equivalents at the end of the year
34
Atif R. Bokhari
President and
Rana Assad Amin

Director

Deputy Chairman

Chairman
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR

ENDED DECEMBER 31, 2015
Share capital
Statutory
reserve
Capital reserves
Exchange
Cash flow
translation
hedge reserve
reserve
Unappropriated profit
Total
---------------------------------------------------- (Rupees in '000) ---------------------------------------------------Balance as at January 1, 2015
12,241,798
14,446,898
7,370,891
(129,152)
26,250,489
60,180,9
Transactions with owners recorded directly in equity

for the year ended December 31, 2015
Final cash dividend - December 31, 2010 declared
subsequent to the year end at Rs.4.0 per share
(4,896,719)
(4,896,7
(1,836,270)
(6,732,989)
(1,836,2
(6,732,9
Profit after taxation for the year ended December 31, 2015
Other comprehensive income - net of tax
Total comprehensive income for the year ended December 31, 2015
67,157
67,157
15,499,663
15,499,663
15,499,6
1,608,4
17,108,0
Transfer from surplus on revaluation of fixed assets

to unappropriated profit - net of tax
Transfer to statutory reserve
Interim cash dividend - June 30, 2015 declared

at Rs.1.5 per share
Total comprehensive income for the year ended

December 31, 2015
Balance as at December 31, 2015
12,241,798
1,549,966
15,996,864
1,541,259
1,541,259
66,919
66,9
(1,549,966)
33,534,116
70,622,9
8,912,150
(61,995)
Transactions with owners recorded directly in equity

for the year ended December 31, 2015
Final cash dividend - December 31, 2015 declared
subsequent to the year end at Rs.6.0 per share
(7,345,078)
(7,345,0
Interim cash dividend - March 31, 2015 declared

at Re.1.0 per share
(1,224,180)
(1,224,1
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Interim cash dividend - June 30, 2015 declared

at Rs.2.0 per share
(2,448,360)
(2,448,3
(2,448,360)
(13,465,978)
(2,448,3
(13,465,9
Profit after taxation for the year ended December 31, 2015
Other comprehensive income - net of tax
Total comprehensive income for the year ended December 31, 2015
41,001
41,001
18,006,728
18,006,728
18,006,7
2,396,5
20,403,2
Transfer from surplus on revaluation of fixed assets

to unappropriated profit - net of tax
Transfer to statutory reserve
Interim cash dividend - September 30, 2015 declared

at Rs.2.0 per share
Total comprehensive income for the year ended

December 31, 2015
Balance as at December 31, 2015
12,241,798
2,355,526
2,355,526
1,800,673
17,797,537
66,942
66,9
(1,800,673)
36,341,135
77,627,1
11,267,676
(20,994)
Appropriations made by the Board of Directors subsequent to the year ended December 31, 2015 are disclosed in note 46 to these unconsolidated
financial statements.
NOTES TO AND FORMING PART OF THE

UNCONSOLIDATED FINANCIAL STATEMENTS FOR
THE YEAR ENDED DECEMBER 31, 2015
Note
6.
2015
2014
------- (Rupees in '000) -------
CASH AND BALANCES WITH TREASURY BANKS

In hand
Local currency
Foreign currency
With State Bank of Pakistan in
Local currency current accounts
Local currency deposit account
Foreign currency current accounts
Foreign currency deposit account
With other central banks in
Foreign currency current accounts
Foreign currency deposit accounts
With National Bank of Pakistan in local currency current accounts
National Prize Bonds
6.1
6.2
6.3
6.4
6.5
19,179,233
4,514,737
23,693,970
19,497,872
3,499,452
22,997,324
22,998,175
1,646,896
4,732,230
29,377,301
21,787,307
3,864
1,317,252
3,857,969
26,966,392
16,588,955
2,946,037
21,377,121
97,749
94,081,133
11,264,675
2,646,161
22,250,603
91,013
86,216,168
NOTES TO AND FORMING PART OF THE UNCONSOLIDATED FINANCIAL STATEMENTS
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FOR THE YEAR ENDED DECEMBER 31, 2015

Effective date (annual
periods beginning on or
after)
Standard or Interpretation
IAS 1 - Presentation of Financial Statements - Presentation of Items of Other
Comprehensive Income
July 01, 2015
IAS 19 - Employee Benefits (Revised)
January 01, 2014
IAS 32 - Offsetting Financial Assets and Financial Liabilities - (Amendment)
January 01, 2015
NOTES TO AND FORMING PART OF THE UNCONSOLIDATED FINANCIAL

STATEMENTS
9.
INVESTMENTS
Note
9.1 Investments by type
2015
Given as
Total
collateral
-------------------------------------------------- (Rupees
Held by Bank
2014
Given as
Total
collateral
in '000) --------------------------------------------------
Held by Bank
Held for trading securities

Market Treasury Bills
Pakistan Investment Bonds
Ordinary shares of listed companies
3,797,712
514,070
498,289
4,810,071
3,797,712
514,070
498,289
4,810,071
692,705
386,782
1,079,487
123,020,634
63,327,795
9,043,880
9,466,364
6,537,756
422,057
242,926
2,021,199
114,075
18,966,614
233,163,300
100,056,116
28,741,922
7,666,532
7,373,609
5,806,294
477,816
445,474
2,146,271
2,114,075
14,529,330
169,357,439
692,705
386,782
1,079,487
Available for sale securities

Government of Pakistan Sukuk
Government of Pakistan Eurobonds
Preference shares
Ordinary shares of unlisted companies
Term Finance Certificates
Units of mutual funds
Foreign bonds
Held to maturity securities
78,285,856
63,327,795
9,043,880
9,466,364
6,537,756
422,057
242,926
2,021,199
114,075
18,966,614
188,428,522
44,734,778
44,734,778
28,236,295
28,236,295
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128,292,411
28,741,922
7,666,532
7,373,609
5,806,294
477,816
445,474
2,146,271
2,114,075
14,529,330
197,593,734

Government of Pakistan Guaranteed Bonds
Sukuk Bonds
Participation Term Certificates
Debentures
Foreign bonds
Recovery note
Commercial paper
CDC SAARC Fund
54,799,452
31,273,156
300,000
42,654
3,971,848
1,498,551
4,939
4,392
210,727
307,517
211
92,413,447
54,799,452
31,273,156
300,000
42,654
3,971,848
1,498,551
4,939
4,392
210,727
307,517
211
92,413,447
50,545,793
23,468,779
300,000
51,202
3,832,169
1,863,468
10,661
4,392
1,994,978
289,214
50,438
450
82,411,544
50,545,793
23,468,779
300,000
51,202
3,832,169
1,863,468
10,661
4,392
1,994,978
289,214
50,438
450
82,411,544
3,030,136
6,307,994
250,000
200,000
250,000
100,000
350,000
90,000
90,000
100,000
100,000
100,000
240,000
832,485
6,981
12,047,596
3,030,136
6,307,994
250,000
200,000
250,000
100,000
350,000
90,000
90,000
100,000
100,000
100,000
240,000
832,485
6,981
12,047,596
3,030,136
5,100,000
250,000
200,000
250,000
100,000
2,600,000
1,600,000
90,000
90,000
3,100,000
240,000
6,981
16,657,117
3,030,136
5,100,000
250,000
200,000
250,000
100,000
2,600,000
1,600,000
90,000
90,000
3,100,000
240,000
6,981
16,657,117
1,482,011
589,837
100,000
1,322,014
30,100
3,523,962
345,958,376
1,482,011
589,837
100,000
30,100
2,201,948
271,707,535
(1,412,174)
(2,726,226)
Associates
United Growth and Income Fund
UBL Liquidity Plus Fund
UBL Shariah Stock Fund
United Islamic Income Fund
United Stock Advantage Fund
UBL Capital Protected Fund II
UBL Savings Income Fund
UBL Islamic Sovereign Fund
UBL Islamic Retirement Savings Fund
UBL Retirement Savings Fund
UBL Principal Protected Fund I
UBL Government Securities Fund
UBL Islamic Cash Fund
UBL Insurers Limited
Khushhali Bank Limited
Oman United Exchange Company, Muscat
9.7
Subsidiaries
United National Bank Limited, UK
9.8
United Bank AG Zurich, Switzerland
UBL Fund Managers Limited
UBL Bank (Tanzania) Limited
9.9
United Executors and Trustees Company Ltd.
Provision for diminution in value of

Investments
9.3
Investments (net of provisions)

Surplus / (deficit) on revaluation of available
for sale securities
Surplus / (deficit) on revaluation of held for
trading securities
Total investments
1,482,011
589,837
100,000
1,322,014
30,100
3,523,962
301,223,598
(1,412,174)
44,734,778
-
28,236,295
-
1,482,011
589,837
100,000
30,100
2,201,948
299,943,830
(2,726,226)
299,811,424
44,734,778
344,546,202
268,981,309
28,236,295
297,217,604
21.2
4,648,328
393,416
5,041,744
(2,796,114)
32,921
(2,763,193)
9.4
2,236
2,236
(43,750)
349,590,182
266,141,445
304,461,988
45,128,194
28,269,216

UNCONSOLIDATED FINANCIAL STATEMENTS FOR THE
YEAR ENDED DECEMBER 31, 2015
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(43,750)
294,410,661
Note
2015
2014
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------- (Rupees in '000) ------9.2
Investments by segment
Federal Government Securities
Government of Pakistan Eurobonds
Government of Pakistan Guaranteed Bonds
159,837,863
95,115,021
9,343,880
9,466,364
42,654
273,805,782
167,434,994
52,210,701
7,966,532
7,373,609
51,202
235,037,038
21,779,935
14,432,021
211
307,517
4,745,320
41,265,004
12,095,915
12,330,289
329,231
450
289,214
4,194,019
29,239,118
7,036,045
242,926
7,278,971
6,193,076
445,474
6,638,550
Preference shares
422,057
477,816
Units of Mutual Funds
114,075
2,114,075
2,777,101
3,215,946
5,993,047
2,686,884
3,291,556
5,978,440
1,498,551
4,392
4,939
-
1,534,237
4,392
10,661
50,438
15,571,558
18,859,065
345,958,376
299,943,830
Foreign Securities
Government bonds
Government Sukuk
CDC SAARC Fund
Recovery note
Other bonds
Ordinary shares
Listed companies
Unlisted companies

Listed companies
Unlisted companies
Sukuk Bonds
Debentures
Commercial paper
Investments in subsidiaries and associates
9.7, 9.8 & 9.9
Total investments at cost

Provision for diminution in value of investments
9.3
Investments (net of provisions)

Surplus / (deficit) on revaluation of available for sale securities
Surplus / (deficit) on revaluation of held for trading securities
Total investments
(1,412,174)
344,546,202
21.2
9.4
5,041,744
2,236
349,590,182
(2,726,226)
297,217,604
(2,763,193)
(43,750)
294,410,661
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9.3
Provision for diminution in value of investments:
9.3.1
Opening balance
Charged during the year
Reversed during the year
Net charge for the year
Reversed on disposal
Transfers out net
Exchange difference
Written off during the year

Closing balance
2015
2014
------- (Rupees in '000) ------2,726,226
2,658,000
496,390
(58,241)
438,149
456,777
(46,692)
410,085
(1,753,199)
(50,036)
51,617
(1,751,618)
(350,995)
(21,542)
30,678
(341,859)
(583)
1,412,174
2,726,226
362,722
135,366
40,194
312,060
850,342
1,705,848
145,468
37,209
354,405
2,242,930
115,639
129,345
4,939
307,517
4,392
561,832
1,412,174
104,136
74,893
10,661
289,214
4,392
483,296
2,726,226
362,722
135,366
312,060
810,148
1,705,848
145,468
354,405
2,205,721
115,639
129,345
307,517
40,194
4,939
4,392
602,026
1,412,174
104,137
74,892
289,214
37,209
10,661
4,392
520,505
2,726,226
9.3.2 Provision for diminution in value of investments by type

Available for sale securities
Ordinary shares of unlisted companies
Foreign bonds
Preference shares
Held to maturity securities
Sukuks
Recovery note
Debentures
9.3.3 Provision for diminution in value of investments by segment

Equity securities
Listed companies
Unlisted companies
Preference shares
Debt securities
Sukuks
Recovery note
Foreign bonds
Debentures
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OTES TO AND FORMING PART OF THE UNCONSOLIDATED FINANCIAL STATEMENTS

11.2
Property and equipment
Note
COST/ REVALUATION
At January Additions / Exchange /
At
1, 2015
(deletions)
Other
December
adjustments 31, 2015
2015
ACCUMULATED DEPRECIATION
At January Charge for
Exchange / At December
1, 2015
the year /
Other
31, 2015
(deprecadjustments
iation on
deletions)
Net book
value at
December
31, 2015
Annual
rate of
depreciation %
(Rupees in '000) ----------------------------------------------------------------------------
----------------------------------------------------------------------------
Owned
Freehold land
3,041,776
Leasehold land
11,782,784
Buildings on
freehold land
374,216
Buildings on
leasehold land
2,096,283
Leasehold
Improvements
1,936,497
Furniture and
Fixtures
1,009,999
Electrical, office
and computer
Equipment
Vehicles
11.8
2015
Note
60,873
-
24,421
-
259,141
-
97,073
(20,332)
933,061
(97,679)
376,906
47,548
(34,644)
732,087
892,403
(205,926)
2,339,641
(358,581)
26,585,990
25,121
-
5,235,442
Assets under
operating lease
Ijarah assets
3,041,776
107 11,808,012
832
48,846
9,710
292,822
292,914
11,515,098
52,923
382,166
(238)
327,484
1,794,052
24,197
977,897
1,266,587
668,001
428,449
20,513
-
2,121,536
223,542
104,180
-
2,244,484
748,436
592,971
205,264
85,284
(19,043)
6,124,831
3,698,924
767,243
(96,010)
393,961
164,930
55,062
(27,919)
(19,167) 1,399,397
98,486 28,665,536
-
290,867
268,648
(142,581)
1,506,194
(285,553)
COST/ REVALUATION
At January Additions /
Exchange
At
01, 2015 (deletions) Adjustment/ December
Other
31, 2015
adjustments
6,044,902
92
32,410
1,096,450
4,151
-
3,041,776
435,089
54,007
-
10 - 20
8,789
10 - 25
46,380
3,128
-
82,348
-
4,416,537
1,708,294 20 - 33.33
195,201
198,760
416,934
982,463 20 - 33.33
7,347,891
2014
ACCUMULATED DEPRECIATION
At January Charge for
Exchange At December
01, 2015
the year /
Adjustment/
31, 2015
(deprecOther
iation on
adjustments
deletions)
20 - 25
21,317,645
Net book
value at
December
31, 2015
Annual
rate of
depreciation %
(Rupees in '000) ----------------------------------------------------------------------------
----------------------------------------------------------------------------
Owned
Freehold land
Leasehold land
Buildings on
freehold land
Buildings on
leasehold land
Leasehold
Improvements
Furniture and
Fixtures
Electrical, office
and computer
equipment
Vehicles
Assets held under
3,041,776
11,721,185
314,892
2,026,522
1,661,185
945,272
61,535
59,324
-
64 11,782,784
292,767
374,216
15,002
69,263
-
249,305
-
94,443
(37,793)
3,041,776
498
26,007
8,077
2,096,283
1,936,497
1,009,999
122,471
562,856
544,095
17,408
101,339
173,575
78,019
(35,222)
4,562,070
732,357
(84,179)
25,194
-
5,235,442
3,054,986
698,845
(82,323)
281,949
162,050
(67,675)
582
376,906
168,108
45,639
(50,560)
55
3,041,776
292,822
11,489,962
32,410
341,806
223,542
1,872,741
748,436
1,188,061
592,971
417,028
(268)
12,005
10 - 20
6,079
10 - 25
27,416
1,743
-
3,698,924
164,930
1,536,518 20 - 33.33
211,976
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20 - 25
operating lease
Ijarah assets
2015
11.8
739,979
25,294,830
237,151
(250,227)
1,665,428
(439,874)
5,184
732,087
65,606 26,585,990
-
368,474
5,128,759
119,230
(196,837)
1,234,055
(364,942)
47,298
(268)
290,867
6,044,902
441,220 20 - 33.33
20,541,088
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UNCONSOLIDATED FINANCIAL STATEMENTS FOR THE
YEAR ENDED DECEMBER 31, 2015
Note
2015
2014
------- (Rupees in '000) -------
12. DEFERRED TAX ASSET - NET

Deferred tax (liability) / asset - net
12.1
(277,970)
1,991,185
12.1 Movement in temporary differences during the year

2015
Recognised
Others
in profit and
loss account
------------------------------ (Rupees in '000) -----------------------------At January 1,
2015
Deductible temporary differences on

- Workers' Welfare Fund
- Cash flow hedge reserve
- Provision against off balance sheet items,
post retirement medical benefits and
Advances
Taxable temporary differences on
- Surplus on revaluation of fixed assets
- Surplus on revaluation of investments
- Ijarah financing
- Accelerated tax depreciation
179,593
33,383
6,295
-
(22,077)
185,888
11,306
6,384,470
6,597,446
477,299
483,594
62,684
40,607
6,924,453
7,121,647
(5,106,310)
967,118
(14,371)
(452,698)
(4,606,261)
1,991,185
36,046
(97,441)
(61,395)
422,199
(233)
(2,731,728)
(2,731,961)
(2,691,354)
(5,070,497)
(1,764,610)
(14,371)
(550,139)
(7,399,617)
(277,970)
2014
Recognised
Others
in profit and
loss account
------------------------------ (Rupees in '000) -----------------------------At January 1,
2014
Deductible temporary differences on

- Deficit on revaluation of investments
- Workers' Welfare Fund
- Cash flow hedge reserve
- Provision against off balance sheet items,
post retirement medical benefits and
Advances
Taxable temporary differences on
- Surplus on revaluation of fixed assets
- Ijarah financing
- Accelerated tax depreciation
At December
31, 2015
At December
31, 2014
1,162,302
144,740
69,545
34,853
-
(195,184)
(36,162)
967,118
179,593
33,383
5,204,300
6,580,887
1,158,098
1,192,951
22,072
(209,274)
6,384,470
7,564,564
(5,142,198)
(14,371)
(125,915)
(5,282,484)
1,298,403
36,033
(326,783)
(290,750)
902,201
(145)
(145)
(209,419)
(5,106,310)
(14,371)
(452,698)
(5,573,379)
1,991,185
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Note
13.
2015
2014
------- (Rupees in '000) -------
OTHER ASSETS
Income / mark-up accrued in local currency
Income / mark-up accrued in foreign currency
Advance taxation - net of provision for taxation
13.1
Receivable from staff retirement funds
Receivable on account of encashment of savings certificates
Receivable in respect of derivative transactions
Receivable from other banks against telegraphic transfers and demand drafts
Unrealized gain on forward foreign exchange contracts
Branch adjustment account
Unrealized gain on derivative financial instruments
19.3.1 & 23.2
Advance against Murabaha
Advance against Ijarah assets
Suspense accounts
Stationery and stamps on hand
Receivable against redemption of units of mutual funds
Non banking assets acquired in satisfaction of claims
13.3
Advances, deposits, advance rent and other prepayments
Advance against Pre-IPO investment
Others
Provision held against other assets

Other assets (net of provisions)
13.2
11,478,549
2,647,110
14,125,659
5,917,699
5,377
14,586
18,033
842,483
779,924
208,866
489,130
17,531
110,382
392,516
211,031
1,004,226
1,094,305
956,200
364,000
1,768,728
28,320,676
(3,575,994)
24,744,682
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11,595,686
1,675,153
13,270,839
3,091,744
99,182
18,892
18,033
817,422
1,671,007
345,007
394,924
31,039
3,722
338,017
162,521
584,337
798,851
100,000
1,869,028
23,614,565
(2,777,829)
20,836,736
NOTES TO AND FORMING PART OF THE UNCONSOLIDATED FINANCIAL

STATEMENTS
43.3 Capital Adequacy Ratio
The capital adequacy ratio, calculated in accordance with the SBP's guidelines on capital adequacy was as follows:
2015
2014
--------- (Rupees in '000) --------Regulatory capital base
Tier 1 Capital
Fully paid-up capital
Statutory reserves
Un-appropriated profit
Total Tier 1 Capital
Deductions:
Book value of intangibles
Shortfall in provisions irrespective of relaxation provided
Reciprocal cross holdings by banks
50% of investments in equity and other regulatory capital of majority owned
securities or other financial subsidiaries not consolidated in the statement
of financial position
Total eligible Tier 1 Capital
Supplementary Capital
Tier 2 Capital
General provisions or general reserves for loan losses - upto a maximum
of 1.25% of risk weighted assets
Revaluation reserves up to 45%
Foreign exchange translation reserves
Subordinated loans - upto a maximum of 50% of total eligible Tier 1 capital
Cash flow hedge reserve
Total Tier 2 Capital
Deductions:
50 % of investments in equity and other regulatory capital of majority owned
securities or other financial subsidiaries not consolidated in the statement
of financial position
Total eligible Tier 2 Capital
Total eligible Capital
Risk weighted exposures
Credit risk
Claims on:
Federal and Provincial Governments, SBP
and other sovereigns in foreign currency
Public Sector Enterprises
Banks
Corporates
Retail portfolio
Secured by residential property
Past due loans
Listed equity investments
Unlisted equity investments
Investments in fixed assets
Other assets
Market risk
12,241,798
17,797,537
36,341,135
66,380,470
12,241,798
15,996,864
33,534,116
61,772,778
1,626,018
738,125
19,498
1,603,587
756,000
5,998
2,301,714
4,685,355
61,695,115
1,224,465
3,590,050
58,182,728
1,262,832
9,167,301
11,267,676
6,115,067
(32,298)
27,780,578
1,008,694
5,701,125
8,912,150
6,783,480
(95,377)
22,310,072
2,301,714
1,224,465
25,478,864
87,173,979
21,085,607
79,268,335
Capital requirements
Risk weighted assets
2015
2014
2015
2014
--------------------------------- (Rupees in '000) ---------------------------------
4,974,474
1,088,721
4,019,364
22,434,817
2,355,548
155,967
1,856,233
182,635
1,677,854
2,280,505
1,042,511
42,068,629
2,912,091
894,849
3,945,216
22,290,315
2,586,963
164,803
1,874,084
134,042
2,588,180
2,137,829
803,222
40,331,594
49,744,740
10,887,206
40,193,636
224,348,168
23,555,479
1,559,671
18,562,333
1,826,351
16,778,535
22,805,050
10,425,110
420,686,279
29,120,906
8,948,485
39,452,164
222,903,149
25,869,631
1,648,031
18,740,841
1,340,416
25,881,796
21,378,291
8,032,224
403,315,934
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Interest rate risk

Equity exposure risk
Foreign exchange risk
Operational risk
Capital adequacy ratio
Total eligible regulatory capital held
Total risk weighted assets
Capital adequacy ratio
4,555,843
1,117,071
144,654
5,817,568
7,621,902
55,508,099
3,580,837
955,828
627,128
5,163,793
6,992,693
52,488,080
87,173,979
588,679,665
14.81%
79,268,335
555,272,011
14.28%
56,948,038
13,963,390
1,808,180
72,719,608
95,273,778
588,679,665
44,760,466
11,947,850
7,839,103
64,547,419
87,408,658
555,272,011
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Credit exposures subject to Standardized Approach
Exposures
Cash and cash equivalents
Claims on Federal and Provincial Governments and
SBP, denominated in PKR
Foreign currency claims on SBP arising
out of statutory obligations in
Pakistan
Claims on other sovereigns and on
Government of Pakistan or provincial
governments or SBP denominated in
currencies other than PKR
Rating
category /
risk
weights
-
23,791,720
2014
----------------- (Rupees in '000) ----------------Amount
Deduction
Net amount
outstanding
CRM
23,791,720
23,088,337
23,088,337
121,016,072
167,163,379
51,224,862
115,938,517
121,016,072
1
2
3
4,5
6
Unrated
6,323,688
1,665,551
2,603,426
10,730,934
2,220,842
27,758,497
44,979,250
26,422,834
39,039,389
150,868
662,516
216,560,541
282,836,148
612,611
3,381,066
3,993,677
41,874,325
34,576,645
3,027,661
5,873,036
6,369,567
91,721,234
7,556,089
70,046,865
77,602,954
34,157,061
4,456,204
38,613,265
4,247
18,159,153
18,163,400
6,451,430
6,451,430
1,072
51,294,459
51,295,531
2,749,755
2,749,755
6,323,688
1,665,551
2,603,426
10,730,934
2,220,842
27,758,497
44,979,250
26,422,834
39,035,142
150,868
662,516
198,401,388
264,672,748
612,611
3,381,066
3,993,677
35,422,895
34,576,645
3,027,661
5,873,036
6,369,567
85,269,804
7,555,017
18,752,406
26,307,423
31,407,306
4,456,204
35,863,510
5,175,221
1,432,766
2,076,447
7,583,570
1,883,061
15,353,848
28,329,692
42,570,159
19,831,207
350,906
650,243
216,878,069
280,280,584
1,991,733
4,128
1,995,861
65,915,937
28,676,942
9,187,990
3,333,656
5,982,615
113,097,140
1,597,643
49,823,364
51,421,007
36,865,824
4,708,661
41,574,485
Corporates
0
1
2
3,4
5,6
Unrated
Claims on banks with maturity less than 3 months

and denominated in foreign currency
1,2,3
4,5
6
Unrated
Banks - others
0
1
2,3
4,5
6
Unrated
Public sector enterprises
0
1
2,3
4,5
6
Unrated
Retail portfolio
2015
----------------- (Rupees in '000) ----------------Amount
Deduction
Net amount
outstanding
CRM
75%
35%
2,522
8,940
1
13,725,850
13,737,313
28,242,244
28,242,244
299
32,565,331
32,565,630
2,372,983
2,372,983
5,175,221
1,432,766
2,076,447
7,583,570
1,883,061
15,353,848
28,329,692
42,567,637
19,822,267
350,905
650,243
203,152,219
266,543,271
1,991,733
4,128
1,995,861
37,673,693
28,676,942
9,187,990
3,333,656
5,982,615
84,854,896
1,597,344
17,258,033
18,855,377
34,492,841
4,708,661
39,201,502
Equity investments
- Listed
- Unlisted
100%
150%
1,826,351
11,185,690
13,012,041
1,826,351
11,185,690
13,012,041
1,340,416
17,254,530
18,594,946
1,340,416
17,254,530
18,594,946
Past due loans secured against mortgage

of residential property:
- less than 20% provided
- greater than 20% provided
100%
50%
173,111
353,437
526,548
173,111
353,437
526,548
178,257
536,227
714,484
178,257
536,227
714,484
Past due loans - others

- Less than 20% provided
- Between 20% to 50% provided
- More than 50% provided
150%
100%
50%
8,464,060
8,171,304
3,488,318
20,123,682
22,805,050
10,425,110
803,917,746
5,531,360
8,171,304
3,488,318
17,190,982
22,805,050
10,425,110
671,100,068
5,903,702
7,707,316
3,463,203
17,074,221
21,378,291
8,032,224
731,772,565
Fixed assets
Others
100%
85
2,932,700
2,932,700
132,817,678
76,918,170
5,903,702
7,707,316
3,463,203
17,074,221
21,378,291
8,032,224
654,854,395

SEGMENT DETAILS WITH RESPECT TO BUSINESS ACTIVITIES
Corporate
finance
For the year ended December 31, 2015

Trading and
Retail
Commercial
Others
sales
banking
Banking
(Rupees in '000) ----------------------------------------------------
---------------------------------------------------
Total income
Total expenses
Profit before tax
Segment return on assets (ROA)
Segment cost of funds
246,954
(371,504)
(124,550)
-7.7%
0.8%
Corporate
finance
11,244,132
(673,840)
10,570,292
1.9%
7.7%
470,136
(266,567)
203,569
2.8%
0.3%
Corporate
finance
1,433,174
1,016,151
441,892
1,069,695
Corporate
finance
6,723,574
(2,553,581)
4,169,993
0.9%
7.9%
Trading and
sales
1,890,059
616,212
149,404
1,606,252
1,668,716
(965,592)
703,124
-
Inter segment
elimination
35,052,073
(20,221,694)
14,830,379
1.7%
4.1%
8,943,499
(4,556,496)
4,387,003
1.0%
7.3%
As at December 31, 2014

Retail
Commercial
banking
Banking
953,999
(322,152)
631,847
-
Others
Inter segment
elimination
84,050,176
200,110
60,153
13,757,283
(553,297,871)
(553,297,871)
Others
Inter segment
elimination
81,161,845
13,153
13,153
14,887,182
(559,311,497)
(559,311,497)
(Rupees in '000) ----------------------------------------------------
414,116,266
2,122,695
1,520,078
401,751,874
Trading and
sales
667,040,326
25,272,491
20,660,063
637,495,291
324,520,391
28,735,549
20,781,624
302,458,554
As at December 31, 2014

Retail
Commercial
banking
banking
(Rupees in '000) ----------------------------------------------------
---------------------------------------------------
Segment assets (gross of NPLs provisions)

Segment non performing loans (NPLs)
Segment provision held against NPLs
Segment liabilities
8,515,021
(6,512,949)
2,002,072
0.4%
7.7%
(Rupees in '000) ----------------------------------------------------
---------------------------------------------------
Segment assets (gross of NPLs provisions)

Segment non performing loans (NPLs)
Segment provision held against NPLs
Segment liabilities
34,016,112
(20,138,123)
13,877,989
1.5%
4.1%
For the year ended December 31, 2015

Trading and
Retail
Commercial
Others
sales
banking
Banking
---------------------------------------------------
Total income
Total expenses
Profit before tax
Segment return on assets (ROA)
Segment cost of funds
Inter segment
elimination
363,569,373
2,158,898
1,674,325
361,147,814
86
641,206,230
25,341,535
20,996,611
611,180,253
289,494,457
22,987,026
17,117,233
269,396,829

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