SMBL Oreintation

SMBL Orientation Program
Learning & Development Department

BANKING DEFINED:
IT IS FINANCIAL INTERMEDIATION
Banking is a service Industry which is primarily involved in
financial intermediation. Financial intermediation consists of
“channeling funds between surplus and deficit agents”.
A financial intermediary is a financial institution that connects
surplus and deficit agents.
Banks borrowing money for the purpose of lending and
investment

 How the word bank originated
 It is derived from the Italian word Banco or Banque which
means a bench
 The early bankers , the Jews transacted their business in
Lombardy , at benches in the market places
 When a banker failed his Banco was broken up by the people ,
hence the word bankrupt
 One of the earliest Italian banks, the Bank of Venice was
originated for the management of a public loan
EVOLUTION OF BANKING

 The first bank to be established in India was the Bank of
Bengal in 1809 with a capital of Rs 5m
 Then more Banks started
 Scheduled Bank: a bank having a paid up capital of not less
than Rs 5 Lakhs and fulfilling other requirements may be
declared as Scheduled Bank
 By 1973, there were 14 Pakistani commercial banks with 3323
branches in Pakistan and 74 in foreign countries
BANKING IN PAKISTAN

 Only three Muslim-owned Banks existed
 They were MCB, ABL and Habib Bank Ltd
 HBL was formed in 1941 in Bombay
 However Australasia Bank was the first Bank to be established
in Lahore in 1942, which was to be included in Pakistan, it was
merged in 1974 with several other Banks and renamed as
Allied Bank Ltd
 MCB was founded in July 1947
BANKING IN PAKISTAN

 On January 1, 1974, these Banks were nationalized and
merged into 5 manageable units
 Namely: NBP, HBL, UBL , MCB & ABL
 In December 1989, First Women Bank Ltd was established with
an authorized capital of Rs 100m
BANKING IN PAKISTAN

 Due to non-co-operation of the Reserve Bank of India , the
founder of Pakistan inaugurated State Bank on July 1, 1948
 The First Pakistani notes were issued in October 1948 in the
denominations of Rs 5, 10 & 100
 In 1948, the total deposits of Banks were Rs 88cr which rose to
Rs 4905cr in 1978
BANKING IN PAKISTAN

1. Technical Expertise
2. Infrastructure Development
3. Development of Liability Products
4. Anti-Money Laundering/ CFT /CPF
5. Operational Aspects
6. Human Resource Development
7. Interest Rate Variations
8. Equity Stock Investment
9. Changing needs of customers
10. Managing with Regulatory Reforms
11. Managing with latest ACTs
12. Sustaining healthy bottom lines and
increasing shareholder value
13. Management of non-performing
assets
14. Keeping pace with technology up-
gradation
15. Islamic Banking
16. Competition
17. Regulatory Framework
18. Technology & Cost
19. Calculative Customers
20. Changing Environment
21. Demotivated Staff
22. Lack of Professional Knowledge
23. Maintaining high quality assets

CENTRAL BANK(SBP)
“To regulate monetary and credit system of Pakistan
and to foster its growth in best national interests
with a view to securing monetary stability and fuller
utilization of country’s productive
resources”....(State Bank of Pakistan Act 1956)

1. Enhance the Effectiveness of Monetary Policy
Strengthen SBP’s monetary policy independence.
Implement a flexible inflation targeting framework that
balances price stability with economic growth.
Strengthen research capabilities to support sound monetary
policy decision making.
Increase transparency of communication about monetary
policy decisions.
Increase effectiveness of reserves management.
Strengthen SBP’s data management system.

2. Strengthen the Financial System Stability Regime
Design and implement a comprehensive financial system
stability framework consistent with FSB principles.
Improve crisis management framework,
Implement Deposit Insurance Scheme,
Pursue necessary laws and regulations to implement the
financial system stability framework,
Establish a National Financial System Stability Council,
Review the lender of last resort facility.

3. Improve the efficiency, effectiveness, and fairness of the
banking system
Enhance competition in the financial sector,
Strengthen the Fair Treatment of Consumers regime,
Strengthen and streamline the regulatory and supervisory
framework.
Improve financial intermediation,
Implement best practices for the accounting treatment of NPLs

4. Increase Financial Inclusion
 Implement the National Financial Inclusion Strategy.
 Revise legal framework to remove obstacles to inclusion,
such as those that inhibit secured lending.
 Enable and promote alternative channels for delivery of
financial services that meet consumer needs.
 Enable and promote Islamic Banking.
 Implement Financial Literacy Initiatives.

5. Develop modern and robust payments systems
Develop Pakistan’s National Payments Systems Blueprints.
Modernize payments, clearing and settlements infrastructure to
improve efficiency, security, costs and access.
Implement a robust regulatory and supervisory framework for
Financial Markets Infrastructure.
Maintain the quality, security and quantity of notes and coins
in circulation.

6. Strengthen SBP’s organizational efficiency and effectiveness
 Implement a fully supported, integrated HR management
strategy that aligns staff with SBP’s strategic direction, values
and delivery of Vision 2020.
 Re-engineer business processes for support automation, and
deliver productivity and workload improvements.
 Implement a comprehensive, modern and effective
communication strategy.
 Improve corporate governance and internal control framework.
 Implement a modern framework for retention and sharing of
information and knowledge.

Commercial Banks Functions
In the modern world, banks perform such a variety of
functions that it is not possible to make an all-inclusive list of
their functions and services. However, some basic functions
performed by the banks are discussed below.
Accepting Deposits
 Current Deposit Account;
 Saving Deposit Account:
 Term / Fixed Deposit
Advancing of loans /Finance
 DF –RF- CF - Term
 Discounting of Bills of Exchange:
 Agricultural
 Consumer
 Islamic Banking - AAOIFI Shari'ah Standard

Agency Functions:
 Remittance of Funds:
 Collection and Payment of Credit Instruments
 Execution of Standing Orders:
 Purchasing and Sale of Securities:
 Collection of Dividends on Shares:
 Acting as Trustee and Executor:
 Acting as Representative and Correspondent:

General Utility Function:
 Locker Facility
 Traveler's Cheques
 ATM facility
 Digital banking
 Letter of Credit
 Issuance of Guarantees
 Acting as Referee
 Foreign Exchange Business
 Providing credit reports (Banks and others)

COMMERCIAL BANKS
E. Additional services:
 General utility services
 Underwriting of loans raised by the government or public
bodies
 Assisting the Hajj pilgrims in processing and submission of Hajj
applications
 Acceptance of shares applications
 Prize Bonds sale and purchase
F. Islamic banking operations:
 Musharakak , modarabah ,Murabaha, Ijarah ,Istisna ,Tijara
 operations of Interest free sharia-based accounts
 Asset based

HISTORY ABOUT
Summit Bank
The Pakistan operations of Rupali Bank Limited were
acquired by Arif Habib Securities Limited under the
Scheme of Amalgamation approved by the State Bank of
Pakistan. The name of Rupali Bank Ltd was subsequently
changed to Arif Habib Rupali Bank Ltd and then finally to
Arif Habib Bank Ltd in October 2007. On 31st March 2010,
Suroor Investments Ltd, a company incorporated in
Mauritius, acquired 59.41% stake in Arif Habib Bank Ltd
from Arif Habib Securities Ltd, and on 18th August 2010,
Arif Habib Bank Ltd was rebranded as Summit Bank Ltd.

 January 1, 2011, Summit Bank Ltd and Atlas Bank Ltd have
officially merged and now operating as a single bank under
the name of Summit Bank
 With the merger of My bank which was completed on July 1,
2011, the branch network has increased to 165, Presently it is
193
 The Bank has a network of 193 branches /sub-branches. The
Branch network covers Sindh, Punjab, Khyber-Pukhtunkhwa,
Balochistan , Azad Kashmir & Chitral
HISTORY ABOUT
Summit Bank

HISTORY ABOUT
Summit Bank
By acquiring one of the best IT platforms of the world, offering
web and SMS based banking to the customers besides
providing superior MIS to the Management; the Bank is
committed to be recognized as a preferred supplier of
financial services to the markets it serves. To achieve these
goals, the Bank will strengthen itself in the financial service
industry, leverage optimal mix of technology to attain
operating cost efficiencies, achieve product and service
differentiation, while at the same time growing its footprint
through further expansion of its branch network across the
country, because we are committed to you.

To be the preferred provider of financial
products & services to the markets.
VISION

 To be a financial institution based on Trust,
Integrity, and Good Governance.
 To deliver financial solutions to our customers.
 To provide equal opportunities &professional
working environment to our employees.
 To provide fair return to our shareholders on
their investment.
 To serve the community at large.
 To discharge corporate social responsibility
MISSION

Talent Acquisition &
Management
Department
HR Services &
Operations Department
HR Services &
Operations Department
Learning & Development
Center
Head, Human Resource
Syed Shafaat Hussain
• Approval status of
hiring proposals
Transfers &
Postings Change of
functional Title
• Confirmations
Contract Renewals
Internships
• Performance
Management
Staff Salaries
Saturday/Evening Banking
Allow.
Cash Awards & other
benefits
h-Plus / Email & Intranet
IDs creation
Passwords Settings, IDs
Transfer & Switching
Power of Attorneys
Employee Self Services
Staff House, Auto &
Personal Loans
Resignation Acceptance
Letters / Final Settlement /
Release Letter
Staff PF & Gratuity Matters
Group Life & Health
Insurance Matters
Outsource / In-house
Trainings
SMBL Magazine
(Reflection)
Talent Head
&
Team
Syed Shafaat Hussain
HR Services & Operations Head
&
Team
Asad Hameed
Learning & Development
Head
&
Team
HR FUNCTIONAL RESPONSIBILITIES
Chief, Human Resource Officer
Romana Pervez Akhtar

The permanent staff is classified
into three categories and each
category consists of a range of
grade & position:
Management Cadre:
Executives
 SEVP – Senior Executive Vice
President
 EVP – Executive Vice President
 SVP – Senior Vice President
 VP – Vice President
 RVP – Resident Vice President
 AVP II– Assistant Vice President
 AVP I – Assistant Vice President
EMPLOYMENT GRADE CLASSIFICATION
Officer Grade
 Officer Scale – I
 Officer Scale – II
 Officer Scale – III
 Officer Scale – IV
Non Clerical
 Driver
 Rider/Security Guard/
Messenger
 Janitorial/ Maintenance
staff

Performance categories:
The following bell curve shape distribution of
performance rating will generally be adhered by each
branch / division during the Annual Appraisal exercise of
the bank.
• (Far Exceed Expectation) Up to 10%
• (Exceed Expectation) Up to 15%
• (Meet Expectation) 55%
• (Below Expectation) 15%
• (Far Below Expectation) 5%

Types of Leave Entitlement
Privilege Leave 22 working days
Casual Leave 10 calendar days
Sick Leave 8 working days
Maternity Leave 60 calendar days
Hajj Leaves 30
Leave without pay
Mandatory Leaves 15 calendar days –Dr PL
The bank recognize and compliment employees need for
leave through various
Leave schedule
LEAVE

APPLICANT RECOMMENDED BY APPROVED BY
Teller Branch Manager Area Manager
BRANCHES
LEAVE

Staff Loan
• Summit Bank is holding loan facility for the
time being, However, staff will be able to
avail the facility if it will be offered in future.

Following Loans will be available to staff:
Types of
Loans
Entitlement: Tenor Repayment:
Personal Loan Three gross salaries Two years from the date of
disbursement
In 24 equal monthly
installments of Principal and
Mark-up to be deducted
from monthly salary.
Vehicle Loan 24 Gross Salaries Five years. In 60 equal monthly
installments of Principal and
Mark-up to be deducted
from monthly salary
Housing Loan 50 gross salaries 20 years or age of
retirement, whichever is
earlier
In maximum 240 equal
monthly installments of
Principal and Mark-up to be
deducted from monthly
salary.
STAFF LOAN

TYPES OF FINANCE
• Following Financings will be available to staff:
• Vehicle Ijarah Finance
• House Finance
• VEHICLE IJARAH FINANCING
Purpose:
• Facilitate its staff to help them cope up their transport
problems, and
• improve their lifestyle standards.
Eligibility:
• All regular & confirmed with minimum service of one year
with SMBL,
• Who have not been provided monthly car allowance.

VEHICLE IJARAH
FINANCING
Limit of Finance:
• 24 Gross Salaries subject to maximum limits as under
whichever is lower:
• Tenor: Five years.
• Repayment :In 60 equal monthly installments of
Principal and Rent to be deducted from monthly salary.
Rent: Rent will be charged on the outstanding finance
facility at the rate of 5%per annum.
Rent Application Monthly basis on reducing balance.

Grade Vehicle Details Entitlement
Officer Scale IV to
Officer Scale - I
Brand-new
Motorcycle or
Brand-new
Car/Max 5 years
old Car
Motorcycle up to 100 cc
Suzuki Mehran 800 cc
Standard) or equivalent
AVP I & AVP II Brand-new
Car/Max 5 years
old Car
Suzuki Cultus 1000 cc
(Standard) or equivalent

HOUSE FINANCE
• Purpose:
• To assist staff members to purchase, construct and
renovate own residential real estate property
• Eligibility:
• House finance facility is available to all regular and
confirmed staff with previous minimum three years
service experience and at least one year service in
SMBL. New staff with no previous work experience will
be entitled to House Finance Facility only after
completion of minimum 3 years service

HOUSE FINANCE
• Limit of Finance:
• The maximum amount of finance will be
50 gross salaries of the staff subject to
maximum caps as follows:
• EVP & Above Rs. 20.00 million
• SVP Rs. 12.00 million
• VP Rs. 10.00 million
• RVP & Below Rs. 7.5 million

HOUSE FINANCE
Rent per annum:
• Up to Rs.3.0million @ 3%,
• Over Rs.3.0 million to 7.5 million @ 4%,
• Over Rs.7.5 million to Rs.20 million @ 5%

HOUSE FINANCE
• Rent Application:
• Monthly basis on reducing balance.
Tenor:
• 20 years or age of retirement, whichever is earlier.
Instrument:
• The facilities under this policy will be booked through the
Diminishing Musharakah instrument or any other
instrument as approved by Summit
• Bank Limited.
• Equity Participation by Staff:
• 10% of the cost of the property to be purchased/built.
• (Grace Period 15 months & 3 months)

Rewards on Passing IBP Exams:
• Banking diploma is a professional examination
and carries due weight for staff members
working in Banks.
• Rewards will be given to the staff for passing
IBP examination stages. Minimum reward
amount will be Rs. 20,000 and maximum will be
Rs. 100,000, amount may vary according to the
stages and number of attempts for appearing in
the exam.

Awards on Improving
Qualification:
• For pre-approved certifications and additional
qualifications leading to Job/Career development of staff
and related to the field of banking and leading to a
recognized degree or certification SMBL will reimburse
70% percent of the fee up to a maximum of Rs.300,000 for
each certification / qualification. Eligibility of such
employees is after
• completion of at least two years service with SMBL and
minimum performance rating of Meet Expectation (ME).
• Staff applying for such subsidy must stay with SMBL for at
least two years after completion of degree/certification.

Provident Fund Membership:
All regular and confirmed staff will contribute 10%
of their basic salary towards the Plan. SMBL will
match this contribution. Application for
membership of Provident Fund needs to be
submitted. The bank contribution amount will be
payable only if the outgoing employee has
completed three (3) years of regular employment
with the bank.

Gratuity Fund Membership:
All regular and confirmed staff is entitled for Gratuity
Fund Membership subject to uninterrupted service of
five (5)
years with SMBL. One last drawn Basic Salary for
each successive year of employment from date of
start of regular employment with SMBL, payable at
the time of separation from service and along with
the final settlement.
Leave Encashment: Privilege Leave balance
not availed by the resigned staff is en-cashable on
gross salary at the time of final settlement. The
encashment could not exceed the upper cap for
accumulation of 45 days.

Life Insurance:
• The Bank has made arrangements to provide
adequate 24 hours life insurance coverage for
all its employees in case of death or permanent
disability while at work, traveling or at home. Life
coverage is equivalent to minimum 24 last
drawn gross salaries subject to defined
insurance limit of each grade.
Health Insurance (For Deceased Staff Family):
• In case of death of an employee during the
service of SMBL, hospitalization coverage will be
provided to the deceased immediately family
members up to three (3) years according to
employee’s last grade entitlement

Staff Hajj / Pilgrimage of Holy Places
Policy
Objective
SMBL Staff Hajj / Pilgrimage of Holy Places Policy
will provide a noble opportunity to a certain
number of staff to perform Hajj (for Muslims) and
Pilgrimage of Holy Places (for Non-Muslims) every
year. This being a gesture of Summit Banks to
care of its employees and encourage them to
perform this highly desired ritual.

Staff Hajj / Pilgrimage of Holy
Places Policy
Eligibility
All regular & contractual staff of SMBL and Third Party Staff
those have completed three (03) years uninterrupted
service with SMBL as of December 31st of each Hajj year
as per following:
SMBL Officers from grade
Officer Scale-IV to grade Officer
Scale-I
Two (2) Officers
Married staff with spouse
Unmarried staff with mother/father
SMBL Support Staff
(Tea
Boy/Rider/Guard/Electrician/Assi
stant)
One (1) Support Staff
Married staff with spouse
Unmarried staff with mother/father

Staff Hajj / Pilgrimage of Holy
Places Policy
Non-Eligibility
Following staff will not be considered for
proceeding for Hajj / Pilgrimage of Holy Places :
• Who have resigned and/or are serving notice
period.
• Against whom disciplinary proceedings are
underway.
• Employee suffering from contagious disease will
not be allowed for Hajj as the medical fitness is
basic requirement for all pilgrims, which will strictly
be adhered to.

Long Service Award Policy
Objective:
To fairly acknowledge and value the employee’s
contribution made for Summit Bank and express
management’s appreciation for their commitment,
loyalty and dedication.
Purpose:
• To give an opportunity to those people who have
dedicated a long association with SMBL.
• Provide an incentive in honor of employee’s constant
struggle in SMBL’s growth.
• Promote long-standing careers with Summit Bank.
• To strengthen SMBL employee engagement through reward
and recognition.

Definition of Long Service :
Long service is a period of continuous service with
Summit Bank.
Eligibility :All regular and Bank’s contract staff with
uninterrupted service with SMBL.Retired staff who have been
rehired on contract, their previous service period will also be
considered for this award.
Resigned staff, those are serving notice period will not be
eligible for this award.
Employees against whom any disciplinary action has been taken
will not be considered for the award in the year, the action was
taken.
The last appraisal rating of the employee should be at least ME.

Reward Structure :
• Awards as per either of the given below options shall be
given each year: (option a/ b)
Length of Service Cash Award (Option a)
05 years 25,000/-
10 years 50,000/-
15 years 100,000/-
Length of Service Memento (option b)
05 years Wrist Watch up to Rs.15,000/-
10 years 10 grams Gold Coin
15 years 20 grams Gold Coin/bar

In addition following will also be given
– Shield with Employee’s name and Bank’s
Logo.
– Long Service Certificate with President &
CEO’s signature stating length of service.

Whistle Blowing is a complaint system that provides
several easily accessible ways to employees of the Bank
to confidentially report alleged violations of Bank's
Code of Ethics/ Conduct, Policies, SOPs & Procedures,
internal controls and other acts of misconduct such as
violation of laws, rules, regulations and/or a direct
threat to the Bank such as frauds, forgeries and
misappropriations and/ or misuse of assets.

Whistle Blowing Policy has been introduced by the
Bank to provide guidance to the staff so that they raise
their concerns over wrong doings/ practices, violations
of Policies, SOPs & Procedures, internal controls,
expose irregularities, help the management to uncover
financial malpractices, prevent frauds through timely
information to the senior management and eliminate
personal harassment without any fear of reprisal or
adverse consequences.

• SMBL ensures to provide its employees an environment, which is free from all
biases. As an equal opportunity employer, SMBL guarantees provides avenues
to its employees for progress and contribution without any discrimination.
• Female employees, are subjected to harassment at workplace more often than
the males are. Therefore, SMBL has integrated lawful provisions of The
Protection against Harassment of Women at the Workplace Act 2010 in the
Banks internal practice in this policy.
• By virtue of The Protection against Harassment of Women at the Workplace
(Amendment) Act 2022 issued a decade later of The Protection against
Harassment of Women at the Workplace Act 2010, the right to report
harassment has now been extended to all persons employed at the Bank. This
policy is a representation of The Protection against Harassment at workplace
guidelines, which can be found on SMBLs intranet.

• (i) “harassment” means
• i. any unwelcome sexual advance, request for sexual favors , stalking or
cyber stalking or other verbal, visual or written communication or physical
conduct of a sexual nature or sexually demeaning attitudes, including any
gestures or expression conveying derogatory connotation causing interference
with work performance or creating an intimidating, hostile or offensive work
environment, or the attempt to punish the complainant for refusal to comply to
such a request or is made a condition for employment; or
• ii. Discrimination on basis of gender, which may or may not be sexual in
nature, but which may embody a discriminatory and prejudicial mind-set or
motion, resulting in discriminatory and prejudicial mind-set or notion, resulting in
discriminatory behavior on basis of gender against the complainant.
• Provided that a single incident having the effect of making a person
uncomfortable or creating a sense of fear or panic at the workplace is also
harassment.

• There are three significant manifestations of sexual harassment in the work environment:
• (a) Abuse of authority
• A demand by a person in authority, such as a supervisor, for sexual favors in order for the
complainant to keep or obtain certain job benefits, be it a wage increase, a promotion,
training opportunity, a transfer or the job itself.
• (b) Creating a hostile environment
• Any unwelcome sexual advance, request for sexual favors or other verbal or physical
conduct of a sexual nature, which interferes with an individual’s work performance or
creates an intimidating, hostile, abusive or offensive work environment; or any
discrimination on basis of gender, which may or may not be sexual in nature, but which
may embody a discriminatory and prejudicial mind-set or notion resulting in discriminatory
behavior on basis of gender.
• The typical “hostile environment” claim, in general, requires finding of a pattern of offensive
conduct, however, in cases where the harassment is particularly severe, such as in cases
involving physical contact or gender- based discrimination, a single offensive incident will
constitute a violation.

• (c) Retaliation
• The refusal to grant a sexual favor can result in retaliation, which may include limiting the
employee’s options for future promotions or training, distorting the evaluation reports,
generating gossip against the employee or other ways of limiting access to his/her rights.
Such behavior is also a part of the harassment.
• (2) Passing on pornographic material in print or electronic form, or passing on written
offensive messages of a sexual nature would also be considered sexual harassment.
• (3) Any expression that suggests superiority of one gender over the other should be
avoided. Such expressions may include jokes that demean one gender, and unwelcome
references to a person’s appearance or body, where they cause psychological harassment
and serve to deny colleagues their dignity and respect and contribute to an atmosphere in
which inequality is emphasized. Such expressions, if persistent, may constitute sexual
harassment.

• The harassment usually occurs between colleagues
when they are alone; therefore usually it is difficult to
produce evidence. It is strongly recommended that staff
should report an offensive behavior immediately to
someone they trust, even if they do not wish to make a
formal complaint at the time. Although not reporting
immediately shall not affect the merits of the case;

What can you do if you believe you have a
harassment complain?
Informal Complaint
• i) A complainant or a staff member designated by the complainant for the purpose
may report an incident of harassment informally to his/her supervisor, or a member of the
Inquiry Committee, in which case the supervisor or the Committee member may address
the issue at her discretion in the spirit of this Code. The request may be made orally or in
writing;
• ii) If the case is taken up for investigation at an informal level, a senior manager from
the office or the head office will conduct the investigation in a confidential manner. The
alleged accused will be approached with the intention of resolving the matter in a
confidential manner; however, if the incident or the case reported does constitute sexual
harassment of a higher degree and the officer or a member reviewing the case feels that it
needs to be pursued formally for a disciplinary action, with the consent of the complainant,
the case can be taken as a formal complaint;
• iii) A complainant does not necessarily have to take a complaint of harassment through
the informal channel. S/he can launch a formal complaint at any time;

What can you do if you believe you have a
harassment complain?
If the complainant has reached out to a designated staff member or to their line manager to
lodge a complaint on his/her behalf, then the designated staff member/line manager must
ensure to approach the alleged accused to resolve the matter as mentioned above. The
designated staff member/line manager should evaluate the nature of harassment before
resolving the issue, if the case reported constitutes harassment of a higher degree then the
must take the complainants consent and lodge a formal complaint by reporting the case to
Group Head- Human Resource Division.
Formal Complaint
•The complainant may make formal complaint through her in charge, supervisor, CBA nominee
or worker's representative, as the case may be, or directly to any member of the Inquiry
Committee. The Committee member approached is obligated to initiate the process of
investigation.
•The supervisor shall facilitate the process and is obligated not to cover up or obstruct the
inquiry; Assistance in the inquiry procedure can be sought from any member of the organization
who should be contacted to assist in such a case;
•In case you want to lodge a formal complaint, you must report your complain to Group Head-
Human Resource Division.

In case the accusation against the alleged accused is proven right, the accused will be
subject to any of the penalties below, depending on the decision taken by the Inquiry
Committee or the Ombudsperson:
1. Minor Penalties:
1. censure;
2. withholding, for a specific period, promotion or increment;
3. hold, for a specific period, at an efficiency bar in the
time-scale;
4. recovery of the compensation payable to the complainant from pay or any other source of
the accused;
2. Major Penalties:
1. Reduction to a lower post or time-scale, or to a lower stage in a time-scale;
2. Compulsory retirement;
3. Removal from service; and
4. Dismissal from service.
5. Suspension or cancellation of a professional license; and
6. Payment of a Fine. A part of the fine can be used as compensation for the complainant. In
case of the owner, the fine shall be payable to the complainant.

• If it is found that the complaint lodged is
false, then The Inquiry Committee may
make recommendations to the Competent
Authority for appropriate action against the
complainant or The Inquiry Committee may
recommend to Ombudsperson for
appropriate action against the complainant
as the case may be.

Professional Values, Ethics, Etiquettes
at Workplace

What are Values and Ethics
 What do you believe in?
 Who do you care about?
 What motivates you?
 How do you tell the
difference between right and wrong?
Let’s take a
look at what
really
matters to
you.

• They are the ideas and beliefs about life that
guide us to do what we do and be what we are…
• They can be about:
Politics Family
Relationship Friends
Religion Dishonesty
Being of service Taking Risks
Education Respect
Money Leisure
Career And so on…
What are values?

Choosing values-
driven actions
• Understanding and
adopting core values
• Living core values in
practice
Choosing right
over wrong
• Respecting
moral/legal rights
• Discharging
moral/legal
obligations
Ethics – the discipline
Choosing good
over bad
•Promoting good consequences
•Avoiding and minimising bad
consequences
Choosing fair over
unfair
•Impartially balancing interests

• Moral Values:
– Values you hold for yourself but don’t force
on others such as right vs. wrong, honesty
vs. dishonesty, being of service to others
• Aesthetic Values:
– Personal standards of beauty as seen in
nature, art, music, personal appearance
• Performance Values:
– Benchmarks you set for yourself such as
accuracy, speed, reward for achievement,
self-discipline and overall accomplishment
Different Kinds of Values

• Put customer
satisfaction first
• Make expertise your
specialty
• Do more than
expected
• Do what you say and
say what you can do
• Communicate
effectively
• Praise your peers
not yourself
• Share your
knowledge
• Say thank you
• Keep a smile on
your face and the
right attitude in your
heart
Professional Values-Key Ones

Compliance approach Values approach Integrated approach
Rule-based (emphasis) Values-based (emphasis) Balances values and rules
Prevent unethical conduct Promote ethical behaviour Both - promoting ethical conduct,
without tolerating unethical
conduct (e.g. zero tolerance)
External enforcement
Formal accountability
Internal commitment
Personal responsibility
Internal commitment, but with
external enforcement structures
in place
Without grounding in values,
compliant conduct is blind
(undirected, directionless,
goalless)
Without compliant conduct,
verbal/internal commitment to
values is empty (without content,
hollow)
Challenge is to ground
compliance explicitly in values
and ideals (all structures,
policies, procedures, actions)
Ethics in Banking
Approaches to institutionalising ethics

Universal values (standards, principles) driving an
ethical
banking industry
• Integrity and trust
• Transparency
• Reliability, accountability, and responsibility
• Honesty and truthfulness
• Consistency and fairness
Ethics in Banking

Why build an ethical organizational
culture?
• It is the right thing to do
• Regulations require it
• Society demands it
• Our stakeholders deserve it
• Our strategic partners expect it
• Special interest groups and the media are watching
us
Ethics in the Bank

•“Yes, I’ll make a copy of pages from that book. It’s
probably illegal, but oh well.”
•“It’s OK if I take a long lunch. I work hard when I’m in the
office.
•“I just spent 15 minutes on one personal call, and I need to
call my mother, too. I don’t want to take time to make calls
at home tonight.”
•“By the time I stop by everybody’s desk to say hello and
hear about their evenings and what’s new in their lives, I’ve
used 30 minutes every morning.”
•“I didn’t take time to stop and buy stamps after work
yesterday. I’ll just use the bank’s postage facility on these
three personal bills.”
What are some of the "ethical temptations" for
staff?

• “It will be faster for me to make my personal copies at the
OFFICE instead of stopping by a copy store on the way home.
Also, I’ll be saving money. Every paisa counts.”
• “I’m leaving at the stroke of 5:00 every day, even though I’ve
been late getting here several mornings. I’ve made up the time
by hard work.”
• “I’m taking a few pencils and paper clips home. It won’t cost
the OFFICE much. Besides, they don’t pay me enough
anyway.”
staff?

•Utilizing Bank’s funds differently than promised.
•Allowing a receipt for tax deduction for personal gift
received.
•Reporting personal miles driven as Bank’s use, or
accepting mileage expense for a speaking
engagement which provided an honorarium.
•Using office supplies/machines (phone) for personal
purposes.
•Charging books (etc.) on the Bank’s account without
agreement.
•Using the Bank’s car / driver personal purposes.
staff?

It’s the Right Thing to do
and
It impacts the Business
WHY WORRY ABOUT ETHICS

– Loss of business
– Fines and penalties
– Loss of company reputation
– Loss of employee morale
– Recruiting difficulties
– Employee turnover
THE IMPACT OF ETHICS
Cost of an Ethics Failure

• Competitive advantage
• Customer Loyalty
• Enhanced reputation
• Positive work environment
• Employer of choice
• Employee retention
THE IMPACT OF ETHICS
(Benefits of Ethical Business Conduct)

KEY RESPONSIBILITIES
(Employees at all levels)
 Familiarize themselves with the Statement of Ethical Values and the Ethics Program
 Support and adhere to the ethical standards and values of SMBL.
 Report instances of unethical conduct to their respective manager, or employees relations

GOOD ETHICS
IS
GOOD BUSINESS!
GENERAL CONCLUSION

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Committed to you
Professional Grooming and
Personal Development

81
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Which oil will you trust more?
A well packaged Mobil oil will be preferred as it projects
reliability, authenticity and performance.

82
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Self-Image

83
Committed to you
The person you see is the person you will be
Self-Image

84
Committed to you
Dress Code
A staff member’s attire represents the image of the organization, and
therefore the staff is required to wear professional and presentable attire,
as detailed below, within the Head Office, Regional Offices & Branches.
Week-Days: Monday to Fridays
Male Staff
• Male staff to wear dress pants with dress shirts, preferably in solid
and subtle colors. Wearing a tie is mandatory at all times. Coat /
Blazer / Suits should be worn by staff whose duties entail interaction
with customers, or at public forums.
•
Islamic Banking Staff can wear shalwar kameez with waistcoat and
sandals with straps.
•
Hair should be neatly combed and styled. Beard and Mustache to be
trimmed and maintained properly.
PROFESSIONAL GROOMING
DRESS CODE

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Committed to you
PROFESSIONAL GROOMING
DRESS CODE
• Female Staff
Female staff are required to wear modestly fitted shalwar kameez of
moderate length or any other attire following the norms of modesty.
• Wearing Dupatta /Scarf is encouraged
• Hair should be neatly styled. Excessive makeup and jewelry would
not be permitted.
• If Abaya is preferred by the employee, it should be simple and
suitable for a professional work environment and devoid of
unnecessary ornamentation like bead / sequins work frills, etc.
Casual Attire Days:
Male staff working on Saturdays / Sundays and gazette holidays are
permitted to dress in smart casual attire, such as Chinos, Khakis and
smart-casual shirts.

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Committed to you
• Addressed for both male and female staff
• Shower regularly, specially before coming to work
• Body Odor: Regular use of deodorant stick
• Perfume/Smell: Use of appropriate perfume or cologne
• Hair Styles: While on duty, all personnel shall wear conventional
and conservative hair styles
PERSONAL HYGIENE STANDARDS

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Committed to you
• Brush your teeth twice a day and
rinse well after every meal.
• For those who smoke, it is important
for you to use a mouth freshener.
• Do not chew ghutka and items which
may cause bad breath.
• Smiling is essential as it depicts ones
personality.
• A Fake smile is as bad as not smiling
at all.
TEETH/SMILE

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Committed to you
ACCESSORIES: MEN
• A dress watch should be worn,
avoid athletic/flashy styles.
• Avoid bracelets, necklaces, and
visible piercing.
• The spectacles must be simple in
design and not ornate. Bright
colors are not permitted.

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Committed to you
• Be punctual and always follow office timings;
• Behave professionally with seniors, peer staff members
and customers;
• During office hours avoid personal matters, to be more
productive;
• Excessive use of phone for personal matters is not
acceptable as it is against the office discipline and also
adversely affects your productivity;
OFFICE DECORUM AND DISCIPLINE

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Committed to you
• The use of social media even on personal phones is strictly
prohibited during the office hours, as it creates
unnecessary distraction affecting your productivity
• Speak gently/ softly at work place as loudly speaking
disturb others;
• Smoke outside office as smoking is prohibited in office
premises;
Keep the office space professional and neat with
appropriate personal touches! People will see the space
OFFICE DECORUM AND DISCIPLINE

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CORPORATE DRESSING
• Why is Corporate dressing important - especially for bankers
• Dressing is an Art. It is up to us to define what is good Art and
what is bad Art
Dressing involves choice and is a matter of taste.
Let us together go on a visual journey to see:
What is ‘beautiful’ and What is ‘ordinary’ ?

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Committed to you
CORPORATE DRESSING
• Why is Corporate dressing important - especially for bankers
• Dressing is an Art. It is up to us to define what is good Art and
what is bad Art
Dressing involves choice and is a matter of taste.
Let us together go on a visual journey to see:
What is ‘beautiful’ and What is ‘ordinary’ ?

93
Committed to you
CORPORATE DRESSING
The beauty of plain shirts and striped ties…..

94
Committed to you
CORPORATE DRESSING
The above combinations blend effortlessly with navy and black suits

95
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CORPORATE DRESSING
Do Not Wear These

96
Committed to you
CORPORATE DRESSING
 Preferred Colors (for plain shirts)
White/ Off White, pale blues and light
grey.
 Thin stripe shirts in conservative colors
 Striped ties go extremely well with
plain shirts
 Bubble printed ties with plain shirts or
stripe shirts
 Paisley ties with plain shirts or stripe
shirts
 Dark & florescent colors (black,
burgundy, purple, orange, brown,
etc)
 Thick striped checks
 Striped shirts with striped ties
 Check shirts with check pattern or
busy patterns ties
 Poor tie knot; extreme length
Key tips on shirts and ties
Do’s Don’ts

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Committed to you
CORPORATE DRESSING
1. Correct Sleeve Length ?
2. Correct Jacket Length ?
3. Correct Tie Length ?
4. How Long Pants Legs Should Be ?

98
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CORPORATE DRESSING
Smart Casual Look… is also important
Avoid logos
Belt must always match the shoe color
Buy belt size 1” to 2” larger than your waist size

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Committed to you
CORPORATE DRESSING
• Safe color is black
and the most
favored styles are
brogue, half brogue,
oxford, and monk
shoes for a proper
formal look. Loafers
are also acceptable
Brogue
Oxford Monk
Loafers Shoes
• Keep shoes shining, shining & shining
• Black socks are the safest, or of the same color as the trouser.

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Committed to you
CORPORATE DRESSING
Ladies Segment

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Committed to you
CORPORATE DRESSING
Tips for smart business look
• Avoid extremely bright colors
• Don’t wear Capris or Patyalla Shalwars
• Avoid wearing extremely fitted clothes
• Avoid light/see through fabrics
• Avoid heavy embellishments (sparkly gold and silver)
• Head scarves should remain neutral in color and be pinned
neatly, without the pin itself being visible.
• Sleeveless and capped sleeves do not project a corporate image.
• Dress up Depending on your environment

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CORPORATE DRESSING
Handbags
 Choose structured styles that project
an organized image.
 Slouchy handbags look sloppy.
Shoes
 Select neutral shades: black, beige, brown ,off- white
 1 ½- 3 inches heel is appropriate.
-
-
Key tips on shoes & bags
 Keep shoes in a good appearance. Scuffed shoes with
worn heels will ruin the look of your outfit.
 Avoid wearing sandals or "strappy" shoes.
 Extremely high or narrow heels should be avoided.
 For business/corporate situations, black shoes should
be matched with a black handbag.
Don'ts

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Committed to you
CORPORATE DRESSING
-
-
When selecting accessories look
for :-
 Simple, classic styles in small to medium sizes.
Keep accessories to the minimum.
 Invest in a good quality watch . Avoid plastic,
sports or calculator watches.
 Try a single bracelet or a few fine ones together
with your watch for interest.
 An earring per ear is more than enough. Avoid
wearing dangling/hooped earrings.
 One ring per hand is enough for a polished look.
 Noisy jewelry creates a distraction and only be
worn for your social get together.

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Committed to you
Thank You

Filing Documents
• Why?
• Keeping documents in a safe place
and being able to find them easily
and quickly.
•
• Documents that are cared for will
not easily tear, get lost or dirty.
• Record-keeping and future
reference
• Be organized, systematic, efficient
and transparent

SMBL Oreintation

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