Case Study

Meezan Bank Limited

History & Back Ground

A publicly listed company. It was first incorporated on January 27,

1997, starting operations as an Islamic investment bank in August of that year.

The Banks main shareholders are financial institutions, including the;

 Pak Kuwait Investment Company, The ‘Islamic Development Bank of Jeddah’, The ‘Shamil Bank of Bahrain’.

History & Back Ground

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.

The first and largest Islamic Bank in Pakistan. One of the fastest growing banks in the history

of the banking sector of the Country.   Having the largest branch network and product

range.

History & Back GroundMeezan 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, Rahim Yar Khan,Sadiqabad, Sahiwal, Sargodha, Sheikhupura, Sialkot

Northern Region: Abbottabad, Attock, Dera Ismail Khan, Gujjar Khan, Haripur, 

Islamabad, Kohat, Mansehra, Mardan, Muzzafarabad, Peshawar, Rawalpindi, Swat.

Services

Personal Banking and FinanceCorporate FinanceCommercial FinanceSyndicated & Structured financeProject FinancingIslamic Financial Advisory ServicesTreasuryCar Ijarah - Car FinancingHome FinancingAsset Management

Corporate Banking (CBD) Meezan Bank’s Corporate Banking is

geared towards providing comprehensive and innovative financial solutions through a diverse product offering.

Catering to a large number of multinational and local clients representing various sectors of the economy.

Dedicated Relationship Managers at all branches, supported by Branch staff provide high quality service at competitive and market-driven pricing to all customers.

Management Structure CBD

Gulberg Branch Lahore.

CBD Problems

CBD’s Portfolio wasn’t growing. Dedication & hard work was there. Staff was a bit over burden. Regional Manager was also busy in looking

at other issues.

Country Head

Regional Manager

Corporate Branch Head

Relationship Manager

Relationship Manager

Relationship Manager

Relationship

Manager

CBD Structural Change

President decided to formulate hubs in the main branches where work from all other branches & sub branches should be processed & approved.

Regional Managers decided to induct Regional CBD head to supervise & look after all this including taking responsibility for portfolio growth.

Country Head

Regional Manager

Corporate Branch Head

Relationship Manager Relationship

Manager

Relationship Manager

Relationship

Manager

Relationship Officer

Relationship Officer

Relationship Officer

Regional Corporate Head

Country Corporate HeadMr. Zubair Haider 

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.

 

Regional ManagerMr. Rizwan Ata  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.

Regional Corporate Head

Mr. Anwar-ul-Haq 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.

Regional Corporate Head Induction Business portfolio increased More customers were facilitated Big financing groups were catered Employee dissatisfaction increased Low morale Low motivation Employees started looking for an escape Employed a lot of Faislabadi’s.

Regional Corporate Head Induction Turn over increased People started switching to even small

organizations Work load doubled Other branches processing started taking

long Poor salary structure in comparison to the

tasks they were doing Poor management Poor delegation of authority

Regional Corporate Head Personality An experienced professional Banking expertise Rigid work style Abusive behavior towards employees in

terms of language Strict Made employees work over time till late

night without any compensation

Managements View Point The management was happy with generating

high business & catering to a large number of clients along with achieving business targets.

Question of concern was to retain Islamic banking experienced employees, to motivate them to work and to create employee satisfaction.

Started thinking from the option of retaining employees or to move on with RCH ideally with fulfillment of all portfolio targets.

Change Elevated RCH to Faisalabad Region as Regional

Manager.

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

Organizational structure changed

No regional corporate Head

Relationship associates & Team Leaders were added

EffectsPortfolio growth was less than the targeted

growthEmployees still remain over burdenedPay scale still an issueManagement is pondering about options

available including bringing him back.