oct – dec 2008

Oct – Dec 2008

NEWS VIEWS COMMENTS ANALYSIS

OFFICIAL NEWSLETTER OF UNITED BANK LIMITED

UBL & PSO launchPakistan’s first Auto Credit Card

President’s Message

02 October - December 2008

Editorial NoteThis issue of Dialogue for the last quarter of 2008comes at an auspicious time at the start of UBL’sGolden Jubilee Year. Although the anniversaryof the bank’s commencement of business falls onthe 7th of November 2009, the occasion is beingused to build a more positive bonding withcustomers by raising the bar and providing thembetter service in these troubled times.

During 2008, although Pakistan was spared thebrunt of the economic disaster that struck mostdeveloped markets, we had our own array ofindigenous problems to deal with; that emanatedfrom unremitting political and economicuncertainty during a large part of the year.Banking went into a phase of consolidation almostby default, as the euphoria of Consumer Bankingthat had prevailed over the last 5 years had to bereined in. Overall business activity slowed downas inflation and currency devaluation, amongother issues, took their toll.

UBL’s Golden Jubilee Year will see a series ofthematic activities at the bank. Some are outlinedin our lead article on the subject. A bank-widesurvey reflects the sentiments of a cross-sectionof our people as they prepare for the occasion.

The launch of Pakistan’s first auto credit card,co-branded as UBL-PSO Auto Credit Card is ahighlight of the issue. The Retail Bank’s NationalSales Conference held at the Marriott in Karachi,to honour the “high-achievers” of 2008, and settargets for the new year is also covered.

Progress on the on-going branch brandingcampaign with special focus on branding of ABEP(Annual Branch Expansion Plan) branches is alsofeatured.

An article on Business Continuity Planningunderscores the growing importance of thediscipline at UBL and makes for good reading.

The spate of activities and initiatives taken by theHuman Resource Division including inductionof RBOs and Training & OD activities are alsocovered, along with a Management Trainee’sperspective on getting down to business at UBL.

Contribution from our Middle East office onInternational Division activities reflects the bank’sgrowing presence as well as prominence beyondthe boundaries of Pakistan. UBL’s participationin the UAE National Day celebration at the UAEEmbassy in Islamabad, also reported, is anaffirmation of our long-standing ties with theEmirates. Read on...!

Atif R. BokhariPresident & Chief Executive Officer

I would like to start off by congratulating everyone at UBL at thecommencement of our Golden Jubilee Year 2009.

Fifty years is a major milestone in the life of any organization. But forus at UBL it has a special significance. Labeled as the progressive bankearly in life, UBL has lived up to its reputation by introducing innovativeproducts and setting new trends in banking over the years.

Since our return to private ownership in 2002, we have not only continuedto revitalize banking in Pakistan but also repositioned ourselves inPakistan and in markets overseas. With 17 branches, subsidiary companies

and representative offices in 10 countries today, our international business contributes nearly20% to our revenues and profits.

Year 2008 has been a very trying time for most businesses including ours. Globally, we witnesseda meltdown of the financial system, with some of the most revered institutions taking hits on anunprecedented scale. Fortunately, Pakistan was spared the brunt of the global financial crisis butuncertain economic and political conditions within the country took their toll.

Given such circumstances, the banking industry was fortunate to have held its own in 2008.UBL’s third quarter consolidated profit before tax of Rs.14 billion, 23% higher than the sameperiod last year, reflected the institution’s inherent strength, but the year end picture is unlikelyto remain so robust. Yet, we have delivered on several qualitative targets set for the year.

During the year, we implemented our new Retail Banking model, brought about by the mergerof Consumer and Commercial banking. Good progress was made in restructuring the branchnetwork and rolling out the “Proxima” (BPR) program. 100% of our branches were automatedand the implementation of a new technology platform started in a phased manner.

The Corporate Banking Group managed to grow selectively and at the same time rationalize itsasset portfolio in line with the bank’s overall industry concentration strategy. Year 2008 witnessedgrowth primarily in the power and fertilizer sectors. Our leading market position in the CashManagement area was maintained, servicing the sector with new, more innovative andtechnologically supportive solutions for both collections and payments.

The Investment Banking Group had a very successful year in 2008 with transactions worthPKR.189 billion closed, while increasing share of non-book based earnings. Real growth waswitnessed in the areas of debt capital markets and syndication transactions including syndicateddeals, privately placed and listed TFC's, sukuks and cross-border transactions. In addition, IBGalso established a Middle-East Desk in 2008 to facilitate the bank’s geographical diversificationin the region in years to come.

The year 2009 however will bring daunting new challenges. We would therefore have to remainfully focused on our targets, manage expectations, continue to raise our work standards, growdeposits, maintain a strong vigil on non-performing loans, control all wasteful expenditure,improve asset quality – in short, do whatever it takes to achieve an exemplary performancedespite the difficult circumstances.

I am confident, that we will overcome most obstacles, and prove to the world that thetraditions of success established at UBL, shall be upheld in our Golden Jubilee Year.

The Dialogue Editorial Team

Contents

On December 26, 2008 a memo went outfrom the office of the President & CEO Mr.Atif R. Bokhari, announcing UBL’s GoldenJubilee Celebration and felicitating theemployees and staff of the bank. As thememo clearly spelled out, November 7, 2009would precisely mark the fiftieth anniversaryof the opening of UBL’s first branch.However, it was considered prudent todeclare the whole of 2009 as UBL’s GoldenJubilee Year. At a time when the overallbusiness and economic environment isfraught with pessimism the announcementcame like a much needed breath of fresh air.

As most customers and other people onemeets outside the bank too readily accept,UBL has had a very unique and eventfuljourney over the last nearly fifty years. Fromits earliest days it was seen as a bank thatwas more upbeat, forward looking and alsoquite happy to “go against the grain” oftraditional banking in the country. Thecatalogue of UBL’s firsts is not onlyimpressive – it is almost legendary. It istherefore hardly a matter of surprise thatthe bank has been epitomized as “theprogressive bank”.

If one were to look back and analyze the lastfifty years of the bank’s life, one could easilysee three distinct phases. Between 1959 and1973, which constitutes the first phase, thebank rose to become the second largestprivate bank in the country with a numberof overseas branches as well. During thesecond phase that lasted nearly 28 years,the bank was nationalized along with otherbanks in the country. However, there wasstill a certain amount of friendliness andcare that customers experienced at UBL.

In the third phase starting from 2002, UBLwas privatized by the Government ofPakistan in an open auction. A consortiumof investors – the Abu Dhabi Group of UAEand the UK-based Bestway Group acquiredmajority ownership and management controlof the bank. A new management team wasinducted and given the mandate tosignificantly restructure the Bank and setthe direction for its new positioning in the

minds of customers and other stakeholders.Since privatization the Bank has grown fromstrength to strength. Management has placedspecial emphasis on investing in people,processes and technology and leveraging itto achieve even higher standards of serviceexcellence and stronger customerorientation. That is why UBL today has aspecial place amongst Pakistan’s largestprivate banks and an expanding regionaland global presence. The Bank has alsoearned the enviable reputation of being aninnovator and a trend-setter within thebanking and services sector.

A series of celebratory events are plannedfor the Golden Jubilee Year 2009. Somewould be directed at UBL customers andother external stakeholders, while othersespecially focused on the Bank’s employees.Custom-designed, competitiveevents will generate healthycompetition, a stronger senseo f b e l o n g i n g a n d a naugmented spirit of serviceamong the employees andstaff. This will ultimatelybenefit customers who wouldenjoy better service in a moreconducive environment.

Several other events areplanned including customernetworking events that willbecome more pronounced aswe approach other milestoness u c h a s t h e d a t e o fincorporation or the day weopened the doors of our firstbranch for customers. Apartfrom the three c lusterheadquarters in Pakistan andthe Head Office, our offices inDubai , UAE and otherlocations will also use theopportunity for networkingand earning greater goodwillfor the Bank beyond ournational boundaries.

It is hoped that UBL’s GoldenJubilee Celebrations, though

modest and mindful of the difficult economicenvironment in the country and indeed theworld, will keep the spirits of our employeeshigh. We are confident that every UBLemployee will play their part in making theGolden Jubilee year an outstanding one forthe Bank as a fitting tribute to the generationsof men and women who have labored overfive decades to make UBL worthy of respectand adulation.

To close, it would be apt to quote from thememo that was sent out by the President &CEO: “Let us therefore pray to the Almightyto take our beloved institution to greaterheights and grant each and every oneof us progress and prosperity throughits glory”.

Cover Story

03October - December 2008


As we were finalizing the contents of thisissue of Dialogue, which was planned to gointo print in January 2009, we thought itwould be quite opportune when the first issueof Dialogue hits the road, in our GoldenJubilee Year, to include a story based on howUBL employees feel about their associationwith UBL spanning over months, years andin some cases decades.

We sent out an email containing three simplequestions to all employees, on the heels of thePresident & CEO, Mr. Atif Bokhari’s memoof December 26, 2008, announcing 2009 asour Golden Jubilee Year. The response we

received within the allotted two week wasmarvelous. The questions were:

1. What has been your most interestingexperience while in the service of UBL?

2. What is the one single achievement inyour career that you are proud of?

3. How, in your opinion, do UBLcustomers look at UBL compared toother banks?

“During my three and half years of service”says Israr Hussain based in Shinkiari in theNorthern Areas, “[In addition to] learningRetail banking... I also learned a new languagethat is ‘Sheena’ which is local language spokenin Gilgit... it is because of UBL.”

Working with a large institution like UBL haschanged the lives of many individualsirrespective of their backgrounds, educationand cultural leanings. Some have narratedtheir experience in terms of their professionalgrowth whilst others in terms of their personalembellishment. A unique sense of prideprevails among the employees of this bankand at the same time there is an expresseddesire to make UBL a still better bank.

Among the employees who have been withthe bank during its grim days of

nationalization the experience of returning toprivate ownership has been most gratifying.Khwaja Rehanuddin of HR who has beenin the bank for 29 years sums his mostinteresting experience in one word:“Privatization”. Another experiencedcampaigner Junaid ur Rahman workingat the Corporate Centre, Abdali Road, Multancalls it: “Revival of UBL after privatization”.Sardar Hussain Khattak, DM at the AreaOffice in Timergara near Peshawar expressessimilar sentiments when he says:“...privatization has taken the bank to [it’s]climax.”

But a most interesting personalanecdote came in the form of a“true story” from MuhammadAshraf Shahid, DM BankSquare, Faisalabad who has beenwith the bank for a quarter of acentury. His story: “When Ijoined UBL there used to bemetal token system. The numberof ‘staff’ also used to be surplusand rotation policy was hardlyimplemented. There was aperson [handling tokens] for 15consecutive years in the...branch.One day an executive visited thebranch and was stunned to[learn] that the man was workingon the same [job] for 15consecutive years. The executiveasked him how is the experienceof [sitting] on the same seat for

such a long time. The ‘staff’ replied: ‘It is verygood sir. If a token falls on the table or floorI can tell its number from the sound itgenerates’.”

A young lad Faizan Khalid, AssistantManager – CQA with 7 months servicedescribed how he was unnerved by a suddenburst of gunfire outside a branch he wasvisiting for a regular quality-check. The firingerupted on account of a “...police encounterjust outside the branch. One of the dacoitswas killed just outside our UBL branch.”Experience of a dramatic kind!

Talking about their most treasuredachievements at UBL, people have focusedmainly on their professional success.Muhammad Nawaz Awan, BM ImamiaColony Branch at Sheikhupura, who has beenwith the bank for 20 years, says: “My fatherwas Security Guard in UBL and... retired fromImamia Colony branch in 1999. Now I havetaken charge as Branch Manager... I am veryproud of my success.”

A proud Zaffar Ali Khan, BM Tehkal PayanBranch, Peshawar, who has spent 5 years withUBL claims: “I gave LSF the highest growthrate in the country as TL-LSF PeshawarRegion in my 2 months tenure. Highest sales

of Wiz Card from a Hajj Booth [is] yet anothermedal on my chest. So I believe I am a proudmember of [the] UBL Family.”

As regards how our customers feel about thebank, most responses suggest that they aregenerally quite happy with UBL, because ofits personalized service, variety of productsand extensive branch network. However, somepeople have candidly shared the need toimprove our service levels in their branches.

Muhammad Aakash Bin Nasir in HR atthe RHQ in Faisalabad, who has been withthe bank for nearly 3 years attributes thebank’s positive image to “...new and uniqueConsumer & Commercial Products UBL isintroducing...[at] regular intervals andproviding Financial Services according to itsvision ‘where you come first’.”

Muhammad Saleem, Regional CIU, Lahorewho has been at the bank for only 3 yearssays: “...I think, UBL has a very good imagein customers’ eyes. 200,000 plus Credit Cardscustomers and 90,000 plus CashlineCustomers means [that] UBL has good marketshare as compared to other banks. It showsUBL’s goodwill and value in the eyes ofcustomers.”

Fazal-e-Hassan of the Civic Center branch,Islamabad who has been in the bank’s servicefor about 4 years unabashedly credits hiscolleagues by stating: “UBL is providing thebest customer service, [and] products are alsoup to the mark. Employees are very vigilantand co-operative.”

Syed Muhammad Wahaj, CustomerServices Manager at Clifton, Karachi who isrelatively new and has been with the bank foronly 5 months is moved by the ‘Proxima’ aka‘business process re-engineering experience’and states: “At present, UBL customers arealso excited by the transformation phasethrough which the organization is [passing]and they believe that these changes show thecommitment of the top management... tomake this institution, one of the best financialinstitutions in the... global market.”

Zaheer Ahmed, ACO, based in Okara in theSahiwal Region who has still not completeda year with the bank speaks like a sage indescribing UBL as: “...a wise and strong oldtree which can withstand all adverseconditions and anything put under its shadewill be 100% safe.”

Being proud of an organization that one serveswith dedication is but a natural thing, but thereal sense of pride comes from the realizationthat success in any organization comes asmuch as a consequence of high-quality,farsighted leadership as it does through thecommitment of its employees and the time,energy and devotion they bring to it. Therecurrent theme of wanting to see UBLbecome an even better bank, expressed bymany respondents, was reflective of a widelyprevalent belief that if there was a bank in thecountry capable of achieving its vision ofbecoming a world class bank, it had to beUBL.

Proud to be UBL!Cover Story

A survey for the Golden Jubilee

Training & OD - A Key HR Priority


Human Resource

During the last quarter of 2008, the Training & OD Division offered a broad range of learning solutions to various business unitswith a predominant focus on the Retail Banking Group. Some of the major programs offered were:

Credit Risk Management Training (October 2008)

A four-day high intensity training on Credit Risk Managementwas conducted by Dr. Salman Shah in Karachi in October 2008.Thirty-seven senior managers from Credit Policy & Risk, CorporateBanking, Investment Banking, Commercial Assets and Auditunderwent this comprehensive day-long training. At the closingsession, the President & CEO Mr. Atif Bokhari distributedcertificates amongst the participants. A similar training sessionwas held at Lahore in the third quarter of 2008.

Banking Operations Training (November 2008)

This two-week training was designed and implemented especiallyfor the new inductees across Pakistan within the GCCA Group.Areas pertinent to Branch Banking Operations, Trade, Advancesand Loans were incorporated in the training along with functionalaspects of compliance that were delivered by both an in-housetrainer and experts from the outside. This training provided aplatform for 20 Compliance Officers to gain insight into branchbanking as well as affording them the opportunity to interact withsenior team members of their Group. This was especially usefulin that it helped them gain insights into how to perform thecompliance function with respect to various banking operations.

Regulatory Trainings: Anti-Money Laundering &KYC Series

This important regulatory training series continued well into thelast quarter of the year 2008. Reaching out to regions where suchtraining sessions had never been organized before, more than 200employees from various parts of Pakistan benefited from thesetraining sessions.

Customer Services Group Trainings

During the last quarter, Training & OD’s focus remained onextending strategic support to the Customer Services Group at theRetail Bank in a dynamic business environment, following theextensive organizational restructuring under the ‘Proxima’ program.Multi-modular training sessions targeted towards the front linestaff offered them the support that was needed during the ‘processchange implementation’ in branches in every regional network.

This program resulted in the training of over 1300 employees fromall regions, including participants from major cities, during Qtr 4,2008. The types of training included:

Regional Universal Teller Training Program:A 4-day program focused on preparing the existing tellers for ‘onewindow operation and customer service’ in addition to polishingtheir work knowledge under the modified system.

Basic Banking Skills Training

Credit Risk Management Training

CBO Refresher Training

Tapping fresh talent and providing trained resources to different departments

and divisions of the bank has always been one of the main aims of UBL’s Human

Resource Division. After the successful induction of MT Batch VIII, work has

begun on the MT Program for 2009.

The first phase of the program involves identifying quality human resources from

top business schools of Pakistan. UBL HR Teams will, as they have done in the

past, visit these schools to brief the students on the diverse opportunities that

the bank offers to the educated youth, especially those who wish to make a career

in the banking and financial services sector.

Batch IX that will be taken on board in 2009 will see an induction process that

has been made more stimulating and effective and shall enable MTs to be better

prepared to take on important assignments in an increasingly challenging business

environment.

Human Resource

MT Programnow on the anvil

2009


Regional Chief Teller Training Program:

One full-day training designed for senior tellers totake on their roles as Chief Tellers was arranged.In-depth awareness created through discussions andpresentations covered areas such as branchmanagement, ATM operations as well as handling offoreign currency accounts.

Systems Training:

This training was conducted for the support of newbusiness initiatives and launch of new web basedsystems applications for cheque books as well as WIZPrepaid VISA Debit Cards.

Apart from the above, training efforts were also aimedat conducting multiple runs of 15-day Basic BankingTrainings as well as the month long CBO RefresherPrograms.

Banking Operations Training for GCCAG

Executive Summary Jan '08 to Dec '08

No. of No. ofPrograms Participants

1 In-house Technical 111 8470

2 External Technical 142 463

3 In-house Soft Skills 28 1046

4 External Soft 38 136

5 International 25 39

6 Management Trainee 1 37

Total 345 10191

A total of 345 training programs were offered by Training and OrganizationalDevelopment benefiting 2,384 employees through various learninginterventions.

Recruitment24/7/365 at‘Careers @

UBL’UBL’s recruitment portal Careers @ UBL

provides prospective candidates with an easy

way to apply against vacancies that exist

anywhere in the bank. Since October 2008 a

number of candidates who had applied were

short-listed for different positions based on the

requirement of various business areas. The

portal remains accessible on a 24/7/365 basis

and is a great way for people looking for jobs to

send in their CVs.

DescriptionS. No.


Human Resource

The 2nd batch of Retail Banking Officers (RBOs) joined the bankin December 2008 after successfully completing UBL’s standardhiring process formalities. These new RBOs have been posted acrossthe Retail Banking network, covering 21 regions across Pakistan.

The RBOs have been assigned positions in Sales as well as CustomerServices, ensuring that the two divisions of the Retail Bank benefitfrom the program’s key objective of upgrading the quality of people

across the network. These RBOs will receive training on and offthe job under a clearly defined training program.

Following on the heels of the first batch of RBOs, the second batchof high quality RBOs will further strengthen UBL and help thebank reinforce its positive image particularly in terms of offeringbetter banking services to its customers.

2nd Batch of RBOs Report for Duty

The internal job postings exercise hasproven to be a major success ever since itwas initiated at the bank, back inSeptember 2007. Its aim has been toidentify talent within the bank for anyplacement opportunity that may arise asa consequence of a new position beingcreated or a vacancy resulting from thedeparture of an employee.

These placements have resulted in makingquality resource available to businessesand supporting functions, whilst openingup new avenues for career advancementfor existing employees. Identifying

resources internally also helps the Bankovercome the dearth of trained people ata challenging time in the market, andspeeds up the induction of personnel inpositions that cannot be left vacant for anyextended period of time.

Over 50 internal postings were madeduring 2008. In the last quarter of 2008,13 internal jobs were posted in areas suchas Retail Bank, BDSI, IT & Compliancethat received an overwhelming response,and helped the achievement of greaterefficiencies in the recruitment function atUBL HR.

I still remember my first day at UBL, 28th July2008, as vividly as if it were yesterday. As Ientered the hall at Avari Towers, Karachi, I wassurrounded by thirty seven young professionals,like me, from many different universities – rivaluniversities. Some of them knew each otherbefore joining UBL, but for the most of us,including myself, there were thirty sevenstrangers in the hall.

Throughout the day we were guided by peoplefrom HR as they told us about the ManagementTrainee (MT) program: what was expected ofus, the challenges that lay ahead and what weshould expect. This Orientation Day concludedwith a group picture of all MTs as we sized eachother up for a fierce placement battle due in amonth. HR managers laid down the rules veryclearly – we had to prove our value, our potential,our people skills and most of all, we had to seizethe opportunity for placement in our preferreddepartment, no matter how or when it came.

As our training started, or should I say as thebombardment of information homed in on ourpressure sensitive minds, I knew it was goingto be a long 30-day month. Being an MBA fromIBA with bi-major in MIS and Marketing (yes,Marketing!), the sessions of Fincon, Treasury,Risk etc. tested my patience with alien languageswhere acronyms seemed more difficult than theactual subject content. I remember asking thestupidest of questions during these sessions,but I had to, because I had no idea what wasgoing on and also because I knew that we would

be quizzed on the same topic the very next day.The following weeks flew by with morepresenters and yet more presentations. Weprogressed quickly, with rapid fire pace at times,on understanding the workings of differentdepartments as well as on the general workingof the banking sector.

During our training we also visited the StateBank of Pakistan to understand how our‘Regulator’ works and to see where the hallowed‘Prudential Regulations’ originate from. We alsowent to different UBL branches to see how thenew ‘Proxima’ initiative was taking shape, orshall I say, reshaping our branches. After all thehigh-intensity training during the week, softskills training on Saturdays was always awelcome relief.

I honestly felt that the UBL MT Program wasinstrumental in changing our ‘professionalrivalries’ into ‘professional camaraderie’. As theProgram came to a close, we MTs looked atourselves as a “part of the UBL family” and ateach other as friends and team-mates. Myinterface with the officials who came to us as‘presenters’ had benefits that I hadn’t evenimagined. Now, as I walk past corridors or enterinto different office areas I see familiar faces,and I know where to go should I need help orguidance. I can proudly say that I now pick upthe phone and call people in UBL across Pakistan– Karachi, Lahore, Islamabad and evenFaisalabad.

Placement Day!

After three days of rigorous interviews and tensewaiting for the outcome, I found out that I wasplaced in the department of my first choice i.e.UBL Cards. I initially went on rotation, spendingtime in Sales, EMU, FRMU and other sectionswithin Cards to get a holistic view of the business.This has played a vital role in my overallunderstanding of the cards business and for thisI am thankful to my supervisors. At UBL I havebeen given every possible opportunity to developmyself and show my potential. I am exposednot only to what is happening at UBL, but amgetting to know what is happening in the entirebanking sector through different competitorscans. My MT training has not only enhancedmy knowledge of banking but has also helpeddevelop my people skills which, as we all know,forms an integral part of an employee’s overalldevelopment and future growth.

I still count my time at UBL Cards in months,but I have enjoyed every moment of it. I havebeen given responsibilities and challenges thatI have ownership of and have been guidedtremendously by my supervisors.

I look forward to being a part of the UBL familyfor years to come and welcome the next batchof business graduates who should be gettingready to start their career to a world oftremendous opportunities at UBL.

A Management Trainee’s experience at UBLBy: M. Omer Rehman (Management Trainee Batch 2008, UBL Cards)

Internal JobPostingsImprove

Efficiency inRecruitment!


CBG / E-Commerce

An agreement was signed on January 10th,2009, between United Bank Limited andQarshi Industries (Pvt.) Ltd. at a ceremonyheld at the UBL Corporate Centre in Lahore.Mr. Hassan Raza - GE Corporate BankingGroup represented the bank and Mr. IqbalAhmed Qarshi CEO, Qarshi Industries (Pvt.)Ltd. (QIL) signed on behalf of his company.

Under the agreement UBL will extend theBank’s Cash Management facilities to QILwith specific initiatives planned for the nearfuture.

Qarshi Industries (Pvt.) Ltd. which emergedfrom a humble Dawakhana into a modern,successful and progressive manufacturingand marketing company now ranks amongthe largest natural products companies inPakistan. QIL has several well-known brandssuch as Jam-e-Shirin, Johar Joshanda and

Springley (Natural Mineral Water) alongwith more than 200 herbal products.

The Corporate Banking Group’s mission isto serve all corporate needs of its customersand ensure full satisfaction through productinnovation, personalized banking, and topnotch service. The focus of the Group hasalways been on attracting and servicing largeportfolio customers.

According to the agreement Qarshi will availCash Management services countrywideincluding collections, disbursements andother technology-driven products such asE-Collections and Auto Debit facilities.Through this initiative, UBL reiterates itsstrength as a bank dedicated to surpassingthe highest expectations of its customersand other stakeholders by providingexcellence in service.

The ceremony was attended by seniormembers of UBL and Qarshi including Mr.Hassan Raza, Mr. Adnan J. Lari - DivisionalHead, Cash Management, Mr. Farhan JavaidDurrani - Unit Head, Cash Management(Central), Mr. Naeem Malik - Unit Head,Cash Management Islamabad. From Qarshi,the ceremony was attended by Mr. IqbalAhmed Qarshi, Brig. (R) Taimur Afzal Khan- Director HR, Mr. Mian M. Riaz Iqbal -DGM - Corporate Finance, Mr. Imran Baloch- Manager Finance, and Mr. MuhammadArif - DM CE Secretariat.

UBL & QILSign CashManagementAgreement

UBL’s E-Commerce group has led the wayfor innovation in the Bank’s variousproducts and services. Keeping with theinnovation theme and towards providingcustomers ease of service, UBL signed acontract with Water and Sanitation Agency– (WASA RDA) and Hyderabad ElectricSupply Corporation (HESCO) recently.According to the agreement, customers ofboth utilities will be able to pay theirHESCO and WASA bills through UBL’swebsite and 24-hour customer help line.

Highlighting the benefits of this schemeMr. Aurangzaib Alamgir, Business Head

E-Commerce Group, said, “The e-billingsystem is in line with UBL’s commitmentof putting its customers first and findingnew and innovative ways to make their lifeeasier. This facility will help consumerssave time by avoiding waiting in longqueues in order to pay their bills, makingit a very useful service for them.” Mr.Aurangzaib also pointed out that non-UBLcustomers can also avail this facility usingUBL Orion (Mobile Banking Service), whilethere are plans to introduce cards in orderto facilitate customers further.

UBL signs contracts for E-billing System

The CBG Division’smission is to serve allcorporate needs of itscustomers and ensure fullsatisfaction throughproduct innovation,personalized banking, andtop notch service.

Retail Bank

09

The Marriott hotel in Karachi was the venue ofthe Retail Banking Sales Conference held onJanuary 23 & 24, 2009. The objective of theConference was to discuss and finalize SalesTargets for 2009 in light of overall budgetguidelines and activity plans of various Productgroups.

During the opening session on Friday morningrespective Cluster Heads of Agri, CML,Consumer and LSF & Cross Sell met with theH.O. based Heads of Businesses /Products todiscuss product-wise numbers for 2009. In aparallel session, the Cluster General Managersand Regional Business Heads sat down with Mr.Mohammad Asghar, GE – Retail Bank andMr. Najeeb Agrawalla, GH – Marketing andSales to discuss the overall targets and branchbanking issues.

Post-lunch, the entire team gathered in the mainConference Hall for presentations made by theBusiness Heads for Deposits & NetworkPlanning, Agri, CML, Consumer and LSF &Cross Sell. Mr. Aameer Karachiwalla, CFO andGE – Global Shared Services and Mr. AyazHashim Shamsi, GE – Human Resources alsosat in on the presentations along withMr. Mohammad Asghar, GE – Retail Bank.

The session provided Product Teams theopportunity to present updates on productactivity planning, new launches and overallstrategies. It also allowed for simultaneousfeedback and clarification from the sales teamsand GM’s on areas that needed furtherdiscussion.

Mr. Mohammad Asghar, GE – Retail Bank,mediated the deliberations offering advice andguidance whilst clarifying issues. He stressedupon the need for the team to be vigilant in theface of difficult market conditions envisagedduring the year 2009.

A summary of the various sessions,presentations and decisions was presented byMr. Agrawalla to the President and CEO Mr.Atif Bokhari as well as other Group Executivesat the concluding session of the day.

In his remarks the President highlighted the toppriorities for the Year 2009 based on commentsand suggestions made at the last Board meeting.The Board had advised that attention be paidto three key areas viz. non performing loans

(NPLs), expenditure on people andinfrastructure as well as safety and security ofthe bank’s assets.

He also stressed upon the importance of sellingcommercial assets selectively, enhancing assetquality to generate better returns and cuttingcosts wherever feasible. He said “there is no

reason to feel depressed about the adversemarket situation” and reminded the participantsthat “you have seen through difficult times inthe past and I am confident that you will succeedonce again in 2009”.

The President exhorted the need for managingexpectations, being proactive and working reallyhard to meet the year’s revenue and profitobjectives.

The first day’s session ended on a high note withmementos being presented to outstandingperformers from the three clusters.

The following day’s session started with an openforum on HR issues. Some of the areashighlighted by Cluster GMs and RBHs the daybefore were brought up for discussion. Mr.Shamsi and his team responded to each of thepoints raised, and briefed the participants onsteps that either had already been taken or weretaken to resolve them.

An update on forthcoming union negotiationsand its likely implications was also shared atthe forum. HR was hopeful that the negotiationswould be amicably concluded in the interest ofall parties and the Bank.

The session on HR was followed by a briefpresentation on proposed activities and plansfor UBL’s Golden Jubilee Celebration by theHead of Marketing Services and CorporateCommunications. These ranged from monthlystaff competitions to media advertising rollouts,customers’ networking events and distributionof gifts and mementos. Ideas were sought fromthe participants for optimizing field participationto make UBL’s Golden Jubilee truly momentousand memorable.

The final hour on Saturday morning was devotedto Product presentations by Heads of Businesswhich also included an update on UBL’s IslamicBanking plan highlights for the year.

RB Sales ConferenceSets the Tone for 2009

October - December 2008

Special Recognition Awards

Nauman GhaniDM Allama Iqbal Town-LahoreSpecial Recognition Award - WIZ Cards

Amir Sheikh RazaRetail Sales Manager - KarachiSpecial Recognition Award - WIZ Cards

Kamran Basit MalikTeam Leader LSF - Lahore WestSpecial Recognition Award - LSF

Syed Shakeel AhmedTeam Leader Commercial Assets - QuettaSpecial Recognition Award - Commercial Assets

Aqeel ShahidRegional Head Commercial Assets - Lahore WestSpecial Recognition Award - Commercial Assets

Dilshad AslamRegional Head Agri Business - SahiwalSpecial Recognition Award - Agri Business

Shehzad VallianiProduct Manager Revenue Collections & RecoverySpecial Recognition Award - UBL Drive

Hasan FarazBusiness Manager Investment Product &FCY AccountsSpecial Recognition Award - Liabilities

A. Jawad ChaudhryBusiness Head Debit Cards & New VenturesSpecial Recognition Award - Project WIZ

Top Performing Cluster Award

Abdul Jabbar JunejoGeneral Manager North ClusterTop Cluster Performance Award - 1st Position

Khurram HussainGeneral Manager Central ClusterTop Cluster Performance Award - 2nd Position

Top 10 Performing Regions out ofa Total of 21 Regions

Irfan Waheed MirRBH IslamabadTop Regional Performance Award - 1st Position

Mati Ur RehmanRBH Azad KashmirTop Regional Performance Award - 2nd Position

Sohail OmarRBH Khi CentralTop Regional Performance Award - 3rd Position

Niaz Khan ToruRBH PeshawarTop Regional Performance Award - 4th Position

Muhammad Ahmad JamilRBH JhelumTop Regional Performance Award - 5th Position

Rao Muhammad BabarRBH SahiwalTop Regional Performance Award - 6th Position

Asif Nawazish AliRBH MardanTop Regional Performance Award - 7th Position

Asrar-ul HaqRBH MultanTop Regional Performance Award - 8th Position

Saif ur RehmanRBH GujranwalaTop Regional Performance Award - 9th Position

Salman Babar BhuttaRBH SialkotTop Regional Performance Award - 10th Position

Retail Bank


UBL and PSO (Pakistan State Oil) launchedPakistan’s first Auto Credit Card inDecember 2008, with a focused campaignacross the country using Print and Radiomedia, and BTL activities at branches andPSO stations.

Dubbed as Pakistan’s first Auto Credit Cardbecause of the additional auto-relatedbenefits it offers customers in comparisonwith other credit cards, the UBL-PSO AutoCredit Card tops the offer with 5% free fuelevery time a customer purchases fuel fromany designated PSO outlet across thecountry. Customers also get 1% free fuel atnon-PSO fuel outlets.

In addition, UBL-PSO Auto Credit Cardcomes with an annual fee waiver on the cardas well as a host of other benefits includingfree accidental insurance and discountsof up to 25% on the purchase ofgenuine spare parts and caraccessories from 3S dealers. Specialdiscounts are also availableon vehicletrackingdevices, PSOlubricants andthe installationof CNG kits.Although otherbanks and fuelmarketingcompanies have

launched cards that offer free fuel, none inthe market offer such custom-designedbenefits as those offered by UBL-PSO AutoCredit Card.

As part of the launch, main branches (hubs/virtual hubs) of the bank have beendecorated with UBL-PSO Auto Credit Cardposters, flyers, display stands and mobiles.Simultaneously designated PSO outlets havealso been branded with flyers, posters andother branding activities.

With the launch of the Auto Credit Card,UBL continues in its legacy of firsts. InFebruary 2005, it launched the first ‘ChipCredit Card’ in Pakistan which was certifiedby Europay MasterCard VISA (EMV). Thiswas followed by several other innovationsin the cards market which include Galleria,the first picture credit card and WIZ, thefirst VISA-powered prepaid debit card.

“We have consistently offered free fuel onour regular UBL credit cards. But the UBL-PSO Auto Credit Card offers much morevalue in the shape of customized deals onauto-related products and services, inaddition to the instant loyalty programwhich is a standard feature and annual feewaiver,” said Mr. Atif Bokhari, Presidentand CEO UBL on the card’s launch.

UBL & PSO launchPakistan’s first Auto

Credit Card

The year 2008 was a tumultuous year, withpolitical and economic uncertainties withinthe country and a global economic crisistaking its toll on businesses in every sector,including finance and banking. However,despite difficult conditions UBL managedto close its Year 2008 Domestic Depositsat Rs. 377.7 billion* (adding Islamic BankingYE08, the Total Domestic Deposits standat Rs. 379.5 billion).

A comparison with last year reveals a YOYincrease of nearly 15% with Core Depositsremaining strong. The increase was largelyachieved on account of the outstandingperformance of all the Clusters in whichCentral took the lead by achieving thelargest growth in Total Deposits, whereasin Core Deposits, North Cluster showed thebest performance.

The credit for this achievement goes to theGMs, Cluster CSHs, RBHs, ROHs, DMs,DCSMs, BMs, BCSMs and all the field staffin the Retail Bank, who put in their bestefforts along with the employees in CBG,Commercial Assets, Agribusiness andConsumer Bank. Treasury and ALCO alsoprovided support and guidance.

Mr. Mohammad Asghar GE – Retail Bankand Mr. Najeeb Agrawalla, GH – Marketing& Sales – Retail Bank, appriciated theefforts of the UBL Retail Banking teamacross the network.

In their message to the field they said:“Congratulations to all Clusters, Regions,Districts and Branches, and scores of otherindividuals and teams who made it possiblefor the Bank to deliver double digit growthin such tough times. As we celebrate ourGolden Jubilee Year in 2009, the RetailBank pledges to surpass all targets set for2009.”

* These growth numbers are PE based and do notreflect average deposit which will be captured inthe Bank’s MPRs.

DoubleDigit

Growth inDeposits!


Retail Bank

OutboundCampaignPlanningMeetingThe serene and tranquil outskirts of theDHA Golf club served as the venue for anoffsite organizational meeting. Theparticipants included people from theContact Center as well as the Product teams.Mr. Najeeb Agrawalla (GH – Marketing &Sales) and Mr. Syed Javed (GH – CSDivision) also attended the session.

The objective of the meeting was to devisea well-defined structure on which to basepotential telesales campaigns which wouldlater be run by the Contact Center’s

Outbound Team. In order to achieve thisgoal, the product heads not only familiarizedthe Outbound Team on Product’s upcomingsales programs but also allowed them to geta head-start and prepare themselves for aneventful and demanding 2009.

Over the course of the day, members weredivided into small groups that engaged increative discussions about new ventures.They were ably assisted by the three ContactCenter Team Leaders who were present onthe occasion.

Towards the end of the session, ideas werepresented to Mr. Agrawalla, who providedvaluable insights with regard to theirapplication and their utility in settingpragmatic yet ambitious targets. TheOutbound Team collected these ideas forfurther deliberation and review. The sessionended with the agreement that the membersfrom both the Product teams as well as theContact Center will gather again very soonin order to finalize the first round campaignsbased on how they pan out once they havebeen more fully evaluated.

UBL joined in the celebration of UAE’s National Day on December 2nd, 2008 at theUAE Embassy in Islamabad. Special supplements were published by all leadingnewspapers to mark the occasion and highlight the long-standing partnershipbetween UAE and Pakistan. UBL’s ads appeared in leading dailies and a custom-designed stall was set up within the embassy compound that was manned by UBLemployees. UBL and the UAE share a long and eventful relationship since 1967. A special mediacampaign was launched by the bank in UAE and adjoining markets in 2007 basedon the theme “40 Years & Beyond” to trace the evolution of the Bank in the UAE asthe Emirates grew to become a global economic hub.

The two major shareholders of UBL today are the Abu Dhabi Group, UAE with H.H.Shaikh Nahayan Mabarak Al Nahayan as our Chairman and The Bestway Group,UK with Sir Mohammed Anwar Pervez OBE, HPk as the Deputy Chairman.

A major feature at the UBL stall at the embassy was WIZ Prepaid VISA Debit Card.Visitors including high ranking officials from the government and private institutions,were provided product information and brochures that generated a great deal ofinterest about UBL’s all-new Debit Card.

UBL celebrates UAENational Day in Islamabad

Forty-one new branches of UBL wereopened under the Annual Branch ExpansionPlan (ABEP) 2008 approved by the SBP,taking the bank’s total tally of branches(including Islamic Banking branches) to1,118 as at the end of the year 2008.

Network expansion is a key ingredient in abank’s growth and an indicator of its strongfinancial position. From UBL’s perspective

it is also part of the organization’scommitment to reach out to more and morecustomers wherever they may be located.ABEP as part of SBP’s Branch LicensingPolicy (BLP) is aimed primarily at enhancingthe outreach of banking services includingservices to rural/underserved areas of thecountry. The approval given by SBP to anybank is based on several parametersincluding, among others, its financialstrength, liquidity position, quality ofcustomer services and managerialcapabilities.

Banks can only open new branches once all

the parameters are fulfilled. The 41 branchesopened by UBL in 2008 also meet the 20%requirement of SBP for branches inRural/Underserved Areas (RUAs).

The successful completion of this project isa direct result of the support of allstakeholders including Sales, CustomerServices, IT, Fincon, Marketing Services,Projects, CCOD, GSD and seniormanagement. The Network Planning Teamespecially deserves appreciation for itsefforts in driving this initiative fromplanning to execution.


Retail Bank

Total Retail Bank Branches* 1,105

Corporate Branch 5

SAM Branch 2

Treasury Branch (Stock Exchange) 1

Islamic Banking 5

Total UBL Pakistan Branches 1,118

* Does not include 11 sub branches tagged to 11 main branches.

UBL BRANCHES AS ON 31-12-2008

41 ABEPBranchesopenedin 2008

One of the major internal activities plannedas part of UBL’s year-long Golden Jubileecelebration is a series of staff competitionsplanned to run every month. The first staffcompetition, a photography contest, wastherefore announced on January 1, 2009.

In a communication that went out to “AllStaff”, employees were asked to send inpictures, one per person, that depicted theirvision of UBL. The picture could be sent asa print or by email with the pre-conditionthat it had to be printable. The theme of

the competition was aptly expressed by thecaption: “UBL... from the eye of my Camera”.

Several entries have been received in thespecially created email address by theclosing date – a few have also arrived bymail. The winning entry will be chosen by aspecial Committee constituted for thepurpose. The Committee includes ExCommembers.

The second staff competition titled “Myslogan for UBL Golden Jubilee” has already

been announced for the month ofFebruary. A significant number of entrieshave already arrived by the time of our goingto press.

GJ Staff Competition is on!


Retail BankThe nation-wide incentive scheme for Branch Managersfinally came to a conclusion in September 2008 withcash prizes distributed to the 148 winning BranchManagers in November. The combined purse for thewinners was Rs. 1,040,570/-

The scheme, based on 3rd quarter Core Depositperformance, was the first time that such an idea had

UBL Jeet hi JeetWinners Announced

51 Madeji 063652 Mandhani 148053 Kohat City 103054 Tallianwala 061955 Tarutta 065556 Kayani Shaheed 069957 Azam Cloth Market 029458 Dhudhial 043259 Swabi 032360 Talagang 098661 Jaura Karnana 065662 Hazar Ganji 047563 Dabgari Bazar 126264 Kutchery Road, Multan 016565 Chak No.87-A/6 005466 Jinnah Colony, Faisalabad 158067 Bhera 022668 Shaheenabad 075969 Charohi 121070 Jodia Bazar 001971 Chaman 054172 Dargai 102973 Faqir Wali 106274 Chak No. 96/6- 112975 Bhopalwala 065376 Malowal 112077 Mumtazabad Comm. Center, Multan 193278 Ghakkar Mandi 082879 More Khunda 145480 Khal 086181 Dhalywali 141082 Pharianwali 160483 Karakuram Highway, Mansehra 116184 Mayar 115785 Chak No 557/EB 136086 Thathi 111187 Chowk Bazar 028588 Sargodha Road 032089 Suraj Miani 072790 Tall 008491 Ranipur 047992 Shorkot Cantt. 043093 Setharja 165494 Kot Mirs 012995 Tate Pur 026796 Missa Kaswal 103297 Jamal Garhi 086498 Saintha Kahuta 112899 Village Hattar 0465100 Gaggoo 1006

101 Salarwala 0722102 Buzurgwal 0730103 New Hala District 1489104 Sinjawi 0692105 Poona 1443106 Miranshah 0117107 Jowar 1787108 Sarsawa 1442109 Khadro 0641110 Digri 0124111 Karbogha 0013112 Tatral 1928113 Gondal 1056114 Jahangira 0425115 Tatta Pani 1445116 Maini 1576117 Khanpur Nabipur 0815118 Burj 0660119 Sujawal 1490120 Chak No.60/5L 0035121 Dheri Julagram 0014122 Padhrar 1019123 Sher Garh 0780124 Marghuz 1397125 Adda Chak No.73-5/L 1837126 New Dumbalo 1766127 Babozai 1531128 Mandi Faizabad 0416129 Dokri 1675130 Muridwala 1332131 Hadali 0402132 Kityari 1786133 Chak No. 247/Gb 0753134 Lora 1503135 Shahpur City 0621136 Buledah 1686137 Piryaloi 0557138 Doodhoo Chak 1183139 Kamra Cantt 1919140 Kachello 1072141 Din M Junejo 1079142 Mouza Mubarikpur 1230143 Esak Khumari 1798144 Kulab Jial 1528145 Swabi Maira 1598146 Jhulori 1162147 Tandlian Wala Sugar Mills 1886148 Roda 1890

1 Onah 06082 Cantt Branch, Rawalpindi* 00413 Main Markaz F-7/2 13764 Liberty Market 09625 Al- Rehman 12346 Wah Cantt 01047 Bank Road, Muzaffarabad 03758 M.D.A. Chowk, Multan 02789 Deans Trade Centre 193910 Jinnah Road 047611 Secretariat Building 038912 Bombay Bazar 010813 MACHS 045314 Raipur 101615 Guddu 135816 Timergara 038817 Peshawar Cantt 003218 Chowk Yadgar 026619 Pattoki 097520 Liaquatabad 029721 Sialkot Cantt 012722 North Nazimabad 054423 Depalpur District 056624 Davis Road 034725 Napier Road 006526 Quarry Road 124327 Pasmic 113328 Khipro 145629 Shahdadpur 027530 Bosan Road, Multan 114931 Gowalmandi 017432 Govt.College 095333 Rashid Minhas Road 084934 Kashmore 146535 Small Indust. Estate Sialkot 007436 Seri 112337 Peshawar City 005338 Mand 088339 Sher Shah 094840 Hangu 083641 Daultala 044842 Attowala 071743 Clock Tower, Sukkur 065144 Hurmaz 181845 Rajuwal 059146 Wana 088147 Jalalpur Jattan 006148 Khui Ratta 065449 K.B. Naseerabad 139150 Hanjarwal 0363

been introduced at UBL. The result was very encouraging despite the unstable political and economic situation in the country, and theimpending financial crisis. This just goes to prove how useful a Jeet hi Jeet spirit can be in the most challenging of times.

Winners ListNo. Branch Name Branch code No. Branch Name Branch code No. Branch Name Branch code

* Hajj deposits have been excluded from theSept 30, 2008 balances.

Retail Bank

Shehzad Valliani, Product Manager UBL Drive,Marketing & Product Management Group at theRetail Bank was awarded a ‘Gold Medal’ forexceptional performance in the ‘Corporate Finance’course at Lahore University of ManagementSciences (LUMS).

Shehzad joined UBL in November 2004 as a‘Management Associate’ and was placed inConsumer Assets. He remained with UBL untilJuly 2006 when he headed off to pursue hispost-graduate studies. He re-joined UBL in July2008 after completing his MBA from LUMS.

LUMS Gold Medal for Shehzad Valliani

Branch Branding Rolls OnIn August 2007, UBL branches started toundergo a visible change – the dull, drab,‘basic office’ look started to be replaced withnew graphics that had a distinctive stylereflecting the personality of a bank, alwaysknown for being progressive, innovative andcustomer-friendly.

By the end of the year 2007, nearly 175branches in key cities underwent a majorface-lift. The ambience of UBL bank brancheswas gradually transformed – customersacknowledged that fact and employees sawit as an important enrichment of their serviceenvironment. After all a bank branch is stillthe most convenient meeting point for both.

During 2008, UBL continued to pay specialattention to branch branding along withrepair and renovation (R&R) of more than390 branches, including 41 ‘ABEP’branches sanctioned under the ‘annualbranch expansion plan’ by the SBP,were refitted with the new livery. The mainfascia, windows and ATM vestibules werebranded along with modifications madeinside the branches. The total numberof UBL branches in the new graphicscrossed 565 by the end of the year, whichis comfortably more than 50% of thenetwork.

Kutchery Road, Multan.

Abbotabad Branch.

Boat Basin, Karachi.


President & CEO Mr. Atif R. Bokhari stoppedover at the Gujjar Khan Branch on Dec 18, 2008while returning from a visit to village Thathi toattend the funeral and interment of a brother ofthe Deputy Chairman, UBL, Sir Anwar Pervez,OBE, HPk.

During his short stay at the branch he was givena brief overview of District Gujjar Khan. In hiscomments, he appreciated the outstandingperformance of the WIZ Prepaid Debit Card

team in Gujjar Khan District, that achievedNumber 1 ranking among the top 5 Districts ofthe country, in terms of WIZ sales.

The President also complimented the team onthe relocation of the Gujjar Khan Branch on toG.T. Road, which has become a significantlandmark on the main highway. Mr. BahauddinKhan, G E – Global Ops Services, GM NorthMr. Abdul Jabbar Junejo and RBH RawalpindiSyeda Sajeela Asghar were also present atthe occasion.

President visits Gujjar Khan Branch


BCP

Embracing ResiliencyRecent world events have made it inevitable forbusiness organizations to be ready for andmanage complex situations that could threatenan organization's future. It is no longer feasibleto limit this activity to mere emergency responseplans or disaster management activities as wasthe previous practice. Today's threats requirethe creation of an on going, interactive processthat serves to ensure the continuation of anorganization's core activities before, during, andmost importantly, after a major crisis event.

Regardless of the organization, its managershave a duty to plan for its long term survival. Itwould be mortally wrong to assume that historywill not repeat itself. Not every crisis that occursshould be labeled as an "Act of God" but it mustbe met with a well-thought and pre-plannedcontingency program and strategy.

Resiliency is a virtue that can effectively identifyand address contingency concerns as well asresult in business improvement opportunities.The concept of “Resiliency" has of late takenBC (Business Continuity) professionals bystorm. One of the greatest differences betweenbusinesses in the past and businesses now isthat the world is riskier than it used to be andthere is an imperative need for high availabilityand an embedded resiliency in all strategicprocesses. Enhanced risk exposure, stringentregulation, supply chain disruptions andheightened impact of business disruptions havealso underlined the true need for resiliency.

"Resiliency" in its narrowest approach, is usedmainly in the context of IT systems but in itsbroadest sense, it is applicable to all businesscomponents. Business Resiliency providesimmediate value and unlike traditional BusinessContinuity Planning, it provides a compellingvalue proposition, making it a lot easier to gainmanagement support for it.

Today's businesses are operating full time. Bothcustomers and employees expect businessservices and technologies to be available 24hours a day, 7 days a week, 365 days a year,with no exceptions and no excuses. Modernbusiness organizations are becomingincreasingly less tolerant towards system failure,downtime or service unavailability. Every aspectof today's business is expected to be availablecontinuously without interruption, regardlessof circumstances.

Even when disaster strikes, whether of a naturalkind or on account of technology failure,business services and technical support areexpected to remain available. Besides, customersin today's marketplace have more choices thanever before. Few businesses operate in anenvironment where they are the only players.At the same time, businesses are for obviouscompetitive reasons, making it easier forcustomers to switch. Customers tend to taketheir business to companies in which they havethe most confidence.

There was a time, not too long ago whencustomers were accustomed to working withfinancial institutions during their limitedbusiness hours, however today's customers areaccustomed to online access, phone basedservices and other capabilities that are availablearound the clock. A failure of any institution toprovide all of these services, all of the time,shakes customer confidence.

Businesses have embraced technology as a wayto perform repetitive tasks more cheaply andeffectively. As a result, today's workforce isengaged less and less in easily replaceable work,and more and more into work that is based ontheir unique skills. The workforce relies moreon continuous and proper operation oftechnology. When technology fails to deliver,the workforce literally stops working. Imagine,for example, a hospital whose computerizedrecord-keeping system becomes unavailable.With paper records and individuals trained tofile and find those records when requiredbecoming increasingly rare, patients in hospitalscould quite literally die if the right records aren'tavailable at the right time.

Extra workload leads to worker frustration,which impacts the business and encouragesemployees to seek employment in a more stablecompany, resulting in a drain of intellectualcapital. Frustrated employees also provide lessthan expected service quality to customersthereby increasing customer dissatisfaction andpushing them toward competition. Frustratedemployees can also damage market confidencein the company.

Two decades ago, the biggest threats toorganizations were natural – fires, floods,

hurricanes, earthquakes, tornadoes and otherdisasters categorized as "Acts of God". To alesser degree, outside services also presented arisk: a loss of utility power, for example, couldput multiple businesses out of commission forhours, or even days. While those natural andinfrastructural problems still haunt businessesthere is a vast array of additional risks that nowthreaten most organizations. For example, thepolitical climate in various parts of the worldpresents a very real risk. Businesses intraditionally peaceful and well run countrieslike the United States and the United Kingdomhave experienced significant physical damageresulting in major interruptions to business.

Ironically, some of the very technologies thathelp enable resiliency in one form – email,robust computer networks and so forth – arealso enabling new forms of threats to the verycontinuity they help enable. So at a time whenemployees and customers have increasinglyhigh expectations, companies are faced withmounting threats, making the entire concept ofbusiness resiliency more complex and moreintricate to accomplish. The biggest benefit ofbusiness resiliency is that it not only supportsthe organization in case of any disruption butalso provides benefits in day to day operationsthereby enhancing business operationalefficiencies.

This is good news, as it is only through theengagement of appropriate resources thatprocesses and controls can be put in place. Asexternal stakeholders, including regulators,investors, and customers become more vocal intheir calls for greater levels of resilience, thereis a pressing need for companies to maintaintheir focus in this area. The potential for lossthat can ensue from failure to protect thecompany, in terms of damage to assets, lostrevenue or tarnished reputation is simplyimmense.

UBL has always been committed towardssafeguarding its assets including its humancapital. The BCP Department under GlobalOperations Services Group, along with the ITGroup and numerous internal and externalstakeholders is working towards meeting itsresiliency objectives. We aim to place BusinessContinuity at all critical and strategic levels soas to embed a culture of resiliency in the blood-stream of our organization. We, as individuals,are the veins of our organization. Hence, toensure smooth circulation, we must understandand play our roles diligently and make sure thatUBL remains healthy and vibrant. BCPDepartment would continue to focus ondeveloping a robust BCP culture in theorganization and would make certain thatthrough continuous training, awareness forumsand, road shows, UBL achieves its goal ofresiliency.

Contribution by: Sohail Khimani, Manager – Business Continuity Planning

Group Companies / Divisions


As part of its commitment towards elevatingits customer service standards andexpansion of its investment servicesplatform, UBL Fund Managers havesuccessfully deployed a state-of-the-artCustomer Relationship Management (CRM)solution.

Bearing Point, a prominent name in I.T.Consultancy and Solutions, has beenselected by UBL Fund Managers to developand deploy the customized CRM solution.

Expressing his views on the occasion theCEO of UBL Fund Managers, Mir

Muhammad Ali, said, “The new CRMsolution will assist our RelationshipManagers and the Contact Center to betterservice the needs of clients by providingthem with a one-window operation,resolving their queries and requests inrecord turn-around-time and enhancingtheir overall investment experience.”

Powerful features such as flexible datamanagement and effective customeranalysis, segmentation and profiling, allowthe Relationship Managers to trace thelifecycle movement and development ofclients, on the basis of which they can

recommend customized investmentstrategies and solutions to each client.

UBL Fund Managers specializes ininvestment management for individual,high-net-worth and corporate clients andoffers a complete range of investmentsolutions and services to meet their needs.A technology-driven, quality CRM solutionwill help strengthen the fundamentals ofcustomer management at UBL FundManagers and achieve excellence indelivering enhanced customer value.

UBL Funds adopts new CRM Solution

The dusk of December 2nd, 2008 witnessedthe inauguration of UBL Insurers (Pvt.)Limited (UIL) Head Office located on the2nd floor of State Life Building Number 2.The President & CEO of UBL, Mr. AtifBokhari and the Chairman of UIL, Mr.Aameer Karachiwalla graced the occasionby cutting the ribbon simultaneously. Otherdistinguished and esteemed guests belonging

to the Senior Management Team of UBLalso attended the ceremony.

The Head Office was shown to the guests bythe CEO of UIL, Mr. Khalid Hamid, the COOof UIL, Mr. Najib Nasir Syed and the CFOof UIL Mr. Ehteshamullah, along with thedepartment heads of UIL.

After the inauguration, the President andthe Chairman penned down a few words in

the UIL Guest Book, wishing the Companyand its employees best wishes and aprosperous future.

UBL Insurers Limited started its operationson January 5th, 2007 and the Head Officehas been relocated to new premises. Keepingup the tradition of United Bank, UIL HeadOffice is now a land mark amongst theinsurance companies in Pakistan.

Inauguration of UBL Insurers (UIL) Head Office

UIL Team members at their new office.

The President of UBL and the Chairman of UIL cutting theribbon simultaneously.

UBL Ameen set up a stall at Park Towers,Clifton Karachi in mid November 2008 tointroduce its array of products whichincluded Current Account, Foreign

Currency Account, Savings Account,Certificate of Islamic Investment, AutoIjarah, Diminishing Musharakah,Murabaha and Commercial Ijarah to

prospective customers.

The activity garnered a great dealof interest among the manyw e e k e n d s h o p p e r s w h oapproached the stalls to gatherinformation about Islamicsavings schemes and mode offinancing. According to onecustomer who visited the stall,“It is good to see an activity likethis where customers can geti n f o r m a t i o n o n I s l a m i cFinancing at their convenience,

without even having to go to the bankbranch.” Another customer expressed thehope that more Shariah-compliant financialproducts would be launched soon so thatpeople who are looking out for authenticIslamic Banking products to meet theirfinancial needs, have attractive options tochoose from.

Officers of UBL Ameen Islamic Bank andsupport services including Marketing wereat their post well before the arrival ofshoppers. A large turnout at the counterconfirmed the growing interest in IslamicBanking among business people as well asindividuals amongst a large cross-sectionof society.

UBL Ameen turns Park Towers abuzz

Seen in the picture: Abdullah Ghaffar (third from left),Head of Islamic Banking, along with his team.


InternationalA CASA (Current Account Saving Account)deposit mobilization drive launched on July22, 2008 for a period of one month in theUAE, Qatar and Bahrain was a tremendoussuccess. The month long and region-wideCASA mobilization scheme was meant togenerate low cost deposits and give a fillipto the business based on a more diversifieddeposit base.

The campaign was run during thetraditionally lean summer period – yet, the

results were outstanding! An evening wasmarked to celebrate the success of CASA.Winners were invited to the MovenpickHotel in Dubai in the month of September2008. The event was enjoyed by everyoneto the fullest. The occasion was graced bythe presence of the 4 Regional GeneralManagers and Head of Middle East,Mr. Wajahat Husain.

Champions of Champions1. Mohammad Ashraf Jamal Siddiqui (UAE)2. Asad Jan (Qatar)

Champions1. Adnan Ahmed (UAE)2. Shahnawaz Zulfiqar Ali (UAE)3. Nabeel Saeed (UAE)4. Mohammad Irfan Qureshi (UAE)5. Sher Zaman Khan Khawajakzai (UAE)6. Han Wang (UAE)7. Afzal Khan (Qatar)8. Qamar ul Haq (Bahrain)

Performer Extraordinaire1. Syed Abdul Hameed (UAE)2. Sheikh Muhammad Liaque (UAE)3. Muhammad Zubair Qasim (Bahrain)4. Mohammad Ibrahim (Qatar)

CASASuccess in

UAE, Qatar& Bahrain

On October 21, 2008 the majestic Gulf

Hotel in Bahrain was the venue of a

dinner hosted by Mr. Wajahat Husain,

GE/Head of Middle East, UBL in honour

of the bank’s top customers. The dinner

was part of an ongoing campaign to

strengthen relations with UBL’s major

customers in these difficult economic

times. Mr Ahmed Bin Hindi, Chairman

of Bin Hindi Group and Mr Farouk

Almoayyed also attended the dinner.

Speaking on the occasion Mr. Wajahat

Hussain reiterated the Bank’s

commitment to stand by its customers

and service their needs as best as

possible.

UBL BahrainHosts Dinner

Mr. Farouk Almoayyed & the UBL team

United National Bank (UNB), a jointventure between UBL and NBP, withUBL holding 55% shares, opened itssecond branch at Illford in London.Seen in the picture are Pakistan’sHigh Commissioner to the UK,Mr. Wajid Shamsul Hasaan,the Acting CEO, UNB, Mr. EhsanMani and Mr. Aameer Karachiwalla,CFO & GE – Global Shared Services,UBL, along with other UBL staffmembers.

UNB Opens New Branch


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“Proxima”


( )

Oct – Dec 2008

NEWS VIEWS COMMENTS ANALYSIS

OFFICIAL NEWSLETTER OF UNITED BANK LIMITED

oct – dec 2008

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