Meezan Bank Limited

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iistory & Back Ground

ë A publicly listed company.

ë It was first incorporated on January 27, 1997, starting
operations as an Islamic investment bank in August of that
year.
ë The Banks main shareholders are financial institutions,
including the;
ë Pak Kuwait Investment Company,
ë The ¶Islamic Development Bank of Jeddah·,
ë The ¶Shamil Bank of Bahrain·.
iistory & Back Ground
ë In January 2002, Meezan Bank was granted Pakistan's first
full-fledged commercial banking license dedicated to Islamic
Banking, by the State Bank of Pakistan.
ë The first and largest Islamic Bank in Pakistan.
ë One of the fastest growing banks in the history of the banking
sector of the Country.
ë Having the largest branch network and product range.
 iistory & Back Ground
 Meezan Bank has 203 branches in 54 cities across Pakistan:

 Southern Region:
Hub, Hyderabad, Karachi, Nawabshah, Quetta, Sakrand, Sukkur,Tando
Adam,Tando Allah Yar.
 Central Region:
Bahawalpur, Daska, Dera Ghazi Khan, Faisalabad,
Gojra, Gujranwala, Jhang, Kasur, Lahore, Mandi Bahauddin, Mian
Channu, Multan, Okara, RahimYar
Khan,Sadiqabad, Sahiwal, Sargodha, Sheikhupura, Sialkot
 Northern Region:
Abbottabad, Attock, Dera Ismail Khan, Gujjar
Khan, Haripur, Islamabad, Kohat, Mansehra, Mardan, Muzzafarabad, Peshawar,
Rawalpindi, Swat.
›ervices
 Personal Banking and Finance
 Corporate Finance
 Commercial Finance
 Syndicated & Structured finance
 Project Financing
 Islamic Financial Advisory Services
 Treasury
 Car Ijarah - Car Financing
 Home Financing
 Asset Management
porporate Banking (pBD)
ë Meezan Bank·s Corporate Banking is geared towards
providing comprehensive and innovative financial solutions
through a diverse product offering.
ë Catering to a large number of multinational and local clients
representing various sectors of the economy.
ë Dedicated Relationship Managers at all branches, supported
by Branch staff provide high quality service at competitive
and market-driven pricing to all customers.
Management ›tructure pBD

Gulberg Branch Lahore.

pBD Problems

ë CBD·s Portfolio wasn·t growing.

ë Dedication & hard work was there.
ë Staff was a bit over burden.
ë Regional Manager was also busy in looking at other issues.
 Country Head

Regional Manager

Corporate Branch Head

Relationship Relationship Relationship Relationship

Manager Manager Manager Manager
pBD ›tructural p ange

ë President decided to formulate hubs in the main branches

where work from all other branches & sub branches should
be processed & approved.

ë Regional Managers decided to induct Regional CBD head to

supervise & look after all this including taking responsibility
for portfolio growth.
 Country Head

Regional Manager

Regional Corporate Head

Corporate Branch Head

Relationship Relationship Relationship

Relationship
Manager Manager Manager
Manager

Relationship Officer Relationship

Officer Relationship Officer
pountry porporate iead
 Mr. 
r H r
Country Head Corporate Banking

 Mr. Zubair Haider is a business graduate from the Institute of Business

Administration, Karachi, with major in Finance/MIS, and has also done
his LL.B. from S.M. Law College, Karachi. He has over nineteen years of
experience in the areas of Corporate & Commercial Banking in various
financial institutions in Karachi such as Hongkong & Shanghai Banking
Corporation (HSBC), Natlease Group, and NDLC. He has also held
senior positions in Commercial Banking Department of Banque Saudi
Fransi (CALYON Group), Saudi Arabia.
egional Manager
 Mr.   
 Joined Meezan Bank in 2002 on the official inauguration day of the bank. His commercial
banking career stretches over 22 years during which he has held various senior positions.
Before joining Meezan Bank he has been associated with Emirates Bank International for
13 years holding key positions in the Punjab Region.

 He has a Master degree in business from USA, with a major in Strategic Marketing. For
advance study he recently completed his MBA-Executive from LUMS. He attended
advance business courses on Leadership, Finance & Islamic Banking & Finance in both
Pakistan and abroad.

 His primary responsibilities include marketing & management of the Bank·s various
Corporate, SME/Commercial portfolios and retail branch functions in the central
Region. He is also involved in internal-trainings.
egional porporate iead
Mr. r--H 
 Joined Meezan Bank in 2002 on the official inauguration day of the bank. He possesses over 16 years
of rich and diversified commercial banking experience in different positions as Manager, Area
Manager, Regional Corporate Head-Central.
 Before joining Meezan Bank he was associated with Emirates Bank International for 08 years mainly
in the field of Corporate Banking.

 He has done MBA-Finance with distinction (Gold Medallist) from University of Agriculture,
Faisalabad. He is also partly qualified in the field of Chartered Accountancy (CA-Inter) from The
Institute of Chartered Accountant in Pakistan. He attended various advance business courses on
Leadership, Corporate Financial Management, Strategic Management and Islamic Banking &
Finance.

 His primary responsibilities include marketing & management of the Bank·s various Corporate,
SME/Commercial portfolios and retail branch functions in the Faisalabad Region widely spread
over 12 cities of Punjab. He is also involved in internal-training.
egional porporate iead Induction
ë Business portfolio increased
ë More customers were facilitated
ë Big financing groups were catered
ë Employee dissatisfaction increased
ë Low morale
ë Low motivation
ë Employees started looking for an escape
ë Employed a lot of Faislabadi·s.
egional porporate iead Induction
ë Turn over increased
ë People started switching to even small organizations
ë Work load doubled
ë Other branches processing started taking long
ë Poor salary structure in comparison to the tasks they were
doing
ë Poor management
ë Poor delegation of authority
egional porporate iead Personality
ë An experienced professional
ë Banking expertise
ë Rigid work style
ë Abusive behavior towards employees in terms of language
ë Strict
ë Made employees work over time till late night without any
compensation
Managements View Point
ë The management was happy with generating high business &
catering to a large number of clients along with achieving
business targets.
ë Question of concern was to retain Islamic banking
experienced employees, to motivate them to work and to
create employee satisfaction.

ë Started thinking from the option of retaining employees or to

move on with RCH ideally with fulfillment of all portfolio
targets.
p ange
ë Elevated RCH to Faisalabad Region as Regional Manager.

ë Ex Employees started reproaching the bank for rehiring & they got
rehired.

ë Organizational structure changed

ë No regional corporate Head

ë Relationship associates & Team Leaders were added

ü ects
 Portfolio growth was less than the targeted growth
 Employees still remain over burdened
 Pay scale still an issue
 Management is pondering about options available including
bringing him back.