To Almighty Allah

The Most merciful

The Most beneficent
Who enabled us the ability to
understand and comprehend things
around us.
MANAGEMENT REPORT

First of all we would like to thank that great entity that helped us to get
through this report safely, the one who was always there when no one was!

SHUKER- ALL- HUMDULILLAH!

Would that we have words to pay tribute to our loving parents and teachers
whose invaluable prays salutary admire and embodying attitude kept our
spirit alive to strive for knowledge and integrity which enable us to reach
milestone.
We would also like to express enormous gratitude to our respectable teacher
“SIR KASHIF” for providing the direction, all scope of this project and for
helping us in refining our effort and ideas.
We also acknowledge the help and pleasant gathering of all our class
fellows. We are also thankful to all of those people who helped us in
accomplishing our project.

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S. Contents Page
No. Numbers
1 Executive Summary 6
2 Introduction 7
3 Mission statement 8
4 Vision statement 10
5 History 12
6 Services 15
7 Products and Services That Produce Results 20
8 Management 23
9 Level of Managers 23
10 Management system 24
11 Diverse Workforce of Pakistan 25
12 Company Culture 25
13 Planning 26
14 Goal Formation 26
15 Duration of Plans 26
16 Departmental Planning 27
17 Organizing 27
18 Departmentalization 28
19 Company Departmental Chart 29
20 Leading 30
21 Leadership Style 30
22 Motivational Methods 30
23 Staff Monitoring 31
24 Grouping of Staff 31

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S. Contents Page
No Numbers
25 Controlling 32
26 Controlling the Staff 32
27 Controlling the Services 33
28 Quality Control 33
29 Financial Control 34
30 Human Resource Management 34
31 The Issue 35
32 Our approach 35
33 The outcome 36
34 Recruitment Methods 38
35 Employee Training Programs 38
36 Performance Appraisals 39
37 Downsizing Laws 39
(Compensation & Benefits)
38 SWOT Analysis 40
39 References 43

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Executive Summary
ROYAL BANK OF SCOTLAND is the largest bank in Pakistan and a thoroughly
established banking chain throughout the world. An extensive network of
branches in Pakistan and international branches makes it one of the largest banks
in Pakistan today.ROYAL BANK OF SCOTLAND aggressively promotes “Pay
for Performance Culture” with an objective to encourage a work environment of
high performance and merit based compensation.

The purpose of our research is to examine the functioning of HR department of

Royal Bank of Scotland. How the basic management functions are carried out in
the Bank. How the bank manage all the activities. How the employee are selected,
recruited, trained, developed, maintained and compensated. What benefits are
given and how they are appraised. The detailed study of functioning and
management system of Royal Bank of Scotland is stated in this project.

INTRODUCTION

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The Royal Bank of Scotland is the second largest bank in the UK and
ranks sixth in the world. It employs over 130,000 staff worldwide and
in addition to the provision of a full range of banking services under
The Royal Bank of Scotland and NatWest brands, the group also
comprises many other leading financial organisations including Direct
Line and Coutts Private Banking. In august 2008 it take over the ABN
AMRO in Pakistan.

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“To deliver superior sustainable value we run our business

with integrity and openness, delivering optimum financial
results within clearly defined business principles”

PHILOSOPHIES

Single organisation
Meritocracy
Focused businesses
Differentiated, yet integrated
Material employee ownership
Creating an environment that stimulates extraordinary performance

VALUES
• We demand cast-iron integrity in all internal and external dealings,
consistently and uncompromisingly displaying moral strength and behaviour
which promotes trust.
• We will break china for the client, having the tenacity and confidence to
challenge convention.

• We show concern for people, support our colleagues and encourage growth
and development.

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• We thrive on change, continually challenging the status quo and

recognising that success depends on flexibility, innovation and enthusiasm
in meeting the needs of our changing environment.
• We believe that open and honest debate is the appropriate process to test
decisions, seek consensus and accept responsibility.
• We are creative individuals who co-operate and collaborate unselfishly in
pursuit of Groupperformance.
• We respect the dignity and worth of the individual through openness and
tolerance of difference and
by the sincere, consistent and considerate manner in which we interact
• We require talented people with passion, energy and stamina, who exercise
common sense in achieving effective performance in a high pressure,
multitask environment.
• We promote entrepreneurial flair and the freedom to operate within the
context of risk consciousness, sound judgement and the obligation to do
things properly.

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“The goal of Royal Bank of Scotland is to create value for its clients. Key in
our relationship approach is a constant focus on the financial services needs
of our client segments. It is through the professionalism and motivation of
our global staff that we realise this value, resulting in maximum economic
value for our shareholders”.

We are active in three principal customer segments: Consumer &

Commercial Clients, Wholesale Clients and Private Clients &
Asset Management. The objective is to maximise the value of
each of these businesses as well as the synergies between them.
Excellence of service to our clients and leadership in our chosen
markets are of paramount importance to our long-term success.

Our Corporate Values

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MANAGEMENT REPORT

Our Corporate Values provide the foundation for the bank's newlyintroduced
Business Principles. The bank formulated these Corporate Values in 1997.
Integrity:Above all, we are committed to integrity in all that we do, always,
everywhere.
Teamwork:Teamwork is the essence of our ability to succeed as a trusted
preferred supplier of financial solutions to our clients. Our overriding loyalty
is to the good of the whole organisation, requiring us all to learn from each
other and to share our skills and resources across organisational boundaries
for our clients' benefit.
Respect:We respect every individual. We draw strength from equal
opportunity and diversity, at the same time supporting personal growth and
development. We value and we all benefit from the entrepreneurial spirit of
eachindividual.
Professionalism: To be of service to our clients we are committed to the
highest standards of professionalism, pursuing innovation, deploying
imagination, being open to new ideas and acting decisively and consistently.
We aredetermined to deliver outstanding quality so that our relationships
with our clients be long lasting and close.

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History
The Royal Bank of Scotland Group is one of the world's leading financial
services providers and one of the oldest banks in the UK. Following the
takeover of National Westminster Bank in 2000, the Group has continued
to grow its business around the globe and, in addition to its strong UK
presence, it has offices in Europe, the USA and Asia. By the end of 2002,
it was the second largest bank in Europe and the fifth largest in the world
by market capitalisation.In the UK the Royal Bank's branch network
spans the nation and boasts a pedigree of great variety and distinction. Its
history is very much the history of banking in the British Isles over the
past four centuries, as the Royal Bank can trace its roots back to the
sixteenth century through the amalgamation of more than 200 private and
joint stock banks which comprise its past and present constituents.The

Royal Bank of Scotland itself was founded in Edinburgh, by royal

charter, in 1727. It opened its first branch in Glasgow in 1783 and
developed a large network of offices throughout Scotland during the
nineteenth century. In 1874 it opened a branch office in London and from
the 1920s developed, by acquisition, a major presence in England. Banks
which joined the group during these years included Drummonds
(established c.1712), Williams Deacon's Bank (established 1836), Glyn,
Mills & Co (established 1753) and Child & Co (established c.1580s),

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MANAGEMENT REPORT

with business in London, north-west England and overseas. By 1970,

following the Royal Bank's merger with the Edinburgh-based National
Commercial Bank of Scotland, comprising the former National Bank of
Scotland (established 1825) and Commercial Bank of Scotland
(established 1810), it enjoyed over forty per cent of Scotland's banking
business. Under the Williams & Glyn's Bank banner, it also boasted a
large and growing presence in England and Wales. In 1985 Williams &
Glyn's merged fully with the Group's Scottish clearing bank which
thereafter traded throughout Britain as a single entity, The Royal Bank of
Scotland.During the 1980s the Group diversified, setting up an
innovative car insurance company, Direct Line, in 1985 and acquiring
Citizens Financial Group (established 1828) of Rhode Island in the USA
in 1988. Both were to prove highly successful ventures. During the early
1990s the Royal Bank refocused on its core business of retail banking,
acquiring the private bank of Adam & Company (established 1983) in
1992. It launched Direct Banking in 1994, which quickly became

Britain's fastest growing twenty-four-hour telephone banking operation,

and in 1997 announced the UK's first fully-fledged on-line banking
service over the internet, as well as joint financial services ventures with
both Tesco and Virgin Direct.

In 2000 the Royal Bank acquired National Westminster Bank plc, in the
biggest takeover in the history of British banking, to create a huge Group,

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MANAGEMENT REPORT

with a highly diversified portfolio of services for personal, business and

corporate customers. National Westminster Bank had been formed in 1968,
when National Provincial Bank (established 1833), along with its subsidiary
District Bank (established 1829), and Westminster Bank (established 1836),
agreed to merge. The combined bank, which began trading in 1970, could,
like the Royal Bank itself, trace its history back down the centuries through
its own lineage of prestigious constituent banks. From the late 1970s
National Westminster Bank had grown rapidly, extending its activities
beyond domestic retail banking, by developing overseas and merchant
banking interests. In 1995 the bank was restyled NatWest Group, to reflect
the positioning of the company as a portfolio of businesses.

After the merger of the Royal Bank and NatWest the businesses of the
two groups were combined, and the enormous task of integrating their IT
systems began. Scheduled to be completed in 2003, it was the largest
project of its kind ever attempted, and was finished in November 2002,

four months ahead of target. NatWest's retail bank continues to operate

as a distinct and separate brand on the High Street.

Today The Royal Bank of Scotland Group's importance in the banking

sector is firmly reflected in its long and distinctive history.

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MANAGEMENT REPORT

Services
RBS offers a variety of services. Some of them include

a. Consumer banking

b. Van Gogh Preferred banking

c. Business banking

d. Corporate and Institutional banking

e. Agricultural Sector Financing

a. Consumer Banking
Consumer banking is further divided into five categories, which

are as follows

I. Deposit Accounts: RBS Deposit Accounts are designed

to meet financial needs, of people, and help them realize

their aspirations. These accounts include Access account,

Anchor account, Classic account, Sahulat account and

Value Term account.

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MANAGEMENT REPORT

II. Loan: RBS Loan Products extend financial flexibility

without inconvenience or strain. It includes services like

Balance Transfer Facility, Personal installment loan,

Home finance, N’Cash (running finance), Wheels (car

finance) and Loan against shares.

III. Credit Cards: RBS is offering a number of credit cards

for its customers. These are RBS Air Blue Master Card,

Future Perfect Credit Card and RBS Ufone Credit Card.

IV. Insurance: RBS Banc assurance product menu spans

across various lines of insurance and offers combination

of life and non-life insurance plans which are made-to- fit

personal needs of consumers. There are a number of

insurance plans these are Treasure Plus,

V. Golden Years, ATM Withdrawal Insurance, Global

Accident protection and All Rounder.

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MANAGEMENT REPORT

VI. Relationship Privileges: RBS endeavors to make banking

experience memorable and enjoyable. The Bank’s global

strength enables it to provide the valued customer with a

complete range of financial products and expertise. Such

facilities include Non-Stop Banking, ATM Network,

Debit Card, Funds Transfer, E-Statement, Drop Box

Facility, SMS Banking and Lockers Service.

b. Van Gogh Preferred Banking

Van Gogh Preferred Banking represents a new standard of

relationship banking which has been expressly created to offer an

enhanced level of service to demanding individuals. The product

and services offered in this type are Deposit Products, Loan

Products, Credit Cards and Insurance Products. The relationship

privileges that a customer can avail under this system are RBS

Debit Card, RBS ATM Network, Golden Credit Card, 24-Hour

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MANAGEMENT REPORT

Non-Stop Banking Centre and Your(Customer) Relationship

Manager.

c. Business Banking

Managing customer’s cash or trade flows to expanding their

business internationally, RBS's Business Banking has the right

people, innovative products and quick processes to help them do

just that.

d. Corporate and Institutional Banking

RBS is an international bank with local footprints. Their in-depth

knowledge of the markets in which they operate, combined with a

presence in most of the 60 countries RBS is active in, gives them

the scope and global expertise to meet the banking needs of their

corporate and institutional clients.

According to their officials “We can deliver a full range of high-

quality advisory, financing and operational services, tailored to

best meet our clients' current needs and long-term goals. By

sharing our expertise and operational excellence across the bank,

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MANAGEMENT REPORT

our corporate and institutional clients are assured of best financial

products and service available”.

e. Agricultural Sector Financing

Pakistan is one of the leading countries in farm output worldwide

and is world's fifth largest milk producer. Pakistan's principal
natural resources are arable land and water. About 25% of
Pakistan's total land area is under cultivation and is watered by one
of the largest irrigation systems in the world. Agriculture accounts
for about 23% of GDP and employs about 44% of the labor force.
Keeping in view the statistics and potential in the agriculture
sector, we have desgined a complete range of financial solution to
cater the needs of the farming community. Expansion, transition,
succession, whatever the change is, we are here to help. Whether
your are starting out or have been farming for years, getting the
right financing to fit your business plans is critical to success. We
understand your need for flexible financial products and dedicated
expertise to seize opportunities & reap the success of your vision.
We have built our dedicated team to reach all the Rural
Communities of Pakistan. Talk to one of our Agriculture specialist
today to see what an RBS Farm Finance Specialist can do for you.

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MANAGEMENT REPORT

Products And Services That Produce Results

RBS offers a complete suite of business banking products and services

across Asia.

Some of these are as follows

a. Cash Management

Businesses today need rapid and reliable information to help monitor risk

and exposure accurately. Efficient multi-currency cash management

processes are needed to execute payment, collect receivables and manage

liquidity in different markets. A strong and safe cash management tool is

essential to execute a company's financial strategy. However big a business,

RBS’s network of local relationship managers and product experts will work

with it to meet the unique business needs and enhance its competitive

advantage. Manage company’s cash flow anytime, anywhere through the

banks secure site, which can be Accessed Online.

Integrated Cash Management Services

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MANAGEMENT REPORT

Product/ Services Payments Collections

Cash Management Cash Cash Deposit

Withdrawal Bank Draft
Bank Draft Cheque
Cheque Direct Debit

Delivery Channel Business Banking Online

b. Trade Services and Supply Chain

RBS's trade products are one of the most comprehensive in the

world. We have a track record in helping businesses reengineer

inefficient processes to improve the flow of cash and financial

information. Winner of multiple consecutive international awards

RBS is one of the best in the world.

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MANAGEMENT

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RBS manages its staff very well. It also maintains a very healthy

environment for its workers and other staff.

Levels of Managers

The different levels of the Managerial staff of RBS is given in the

chart below

CHIEF EXECUTIVE

GENERAL MANAGER

REGIONAL MANAGER

AREA MANAGER

BRANCH MANAGER

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Management system

RBS use Hierarchal approach system for assigning the resources.

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Diverse Workforce of Pakistan

Diversity of workforce is a global issue. To hold a control on such

issues the management has a lot of ways. These include the company

culture, division of work, ethical values and many more.

Company Culture

RBS has a very strong culture. It uses the technique of adopting the culture

of the country it is in. This has a very strong and intense effect on its

employees. Since the size of the organization is very big they share a very

different culture in the different countries. This also helps the bank in

increasing employee commitment towards the bank.

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PLANNING

Planning is very important in every business. RBS also plans out its

business very well. All the projects started are first planned out, then

approved and then they are executed.

GOAL FORMATION

Each department in the bank has to form its own goals. These goals

are based on the country as well as overall structure of the bank.

Most of the time the goal formation is highly influenced by the

market conditions. Based on such conditions the goals formed are

very realistic and practical.

Duration of Plans

The plans made by the bank are mostly short term. But some times

according to the market situations they have to be long term. One

such plan of RBS is to be the best bank in Asia within the next five

years.

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Departmental Planning

RBS works with the strategy of departmental planning. Each

department has to plan things out for its functioning. These plans are

also based on the market situations and conditions.

ORGANIZING
Organizing things is a very complex, yet important, job. RBS

organizes things in order to get the maximum out of its employees.

For this purpose they use departmentalization and other such tools.

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DEPARTMENTALIZATION

RBS has a variety of different departments. These are illustrated

below

Client BU’s Services

Commercial Client Segment
Trade
Consumer Client Segment
Cash & Payments
Product BU’s
Global Markets Corporate Services Center
Transaction Banking IT

Group Functions Credit Administration

Human Resources Operations Control

Compliance
Audit Remittance & Clearing
Legal
Finance Property Services
Risk

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Company Departmental Chart

BUSINESS UNITS
DEPARTMENTS
COMMERCIAL

CONSUMER

BANKING
SME

GROUP FUNCTIONS

SERVICES

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LEADING

In any organization it is very important to lead the staff from front. In

RBS this job is assigned to the managers. Managers lead their junior

staff by telling them what to do and how to do. In this context some of

the details are given below

Leadership Style

In RBS the management is there for leading the staff members. They

are very involved with the employees. The bank has a very friendly

atmosphere, to work in. the management does hear the problems

faced by the employees and then do the needful for their better

performance.

Motivational Methods

The managers being assigned the job to lead the staff try their level

best to motivate the staff for giving their best. The employees are

given the charm of increments and bonuses to work hard for the

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bank. The employees on contract basis work hard because of the

charm to be permanent in the bank. The permanent employees work

hard as they see the charm to get promotion and increment. All these

charms are there by the management, for motivating their staff.

Staff Monitoring

The bank has a very strong staff monitoring system. They follow the

auditing policy of internal control. In this respect every members

work is checked by another member. The bank has a separate

auditing department to control any disputes between the members

and keep up the flow of its functionality.

Grouping of Staff

RBS does not believe in grouping the staff for any reason. The

employees are given individual tasks and goals. Mostly the

employees that are on contract basis are more often given these kinds

of tasks. Grouping the employees is not a common practice in RBS

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MANAGEMENT REPORT

but still it is done in some special cases where it becomes very

necessary.

CONTROLLING

Controlling and handling the employees is a breath taking job. RBS has done

this job very well. They have made a separate department for this purpose,

The Audit Department. This department works throughout the year and

helps the employees for maintaining the accounts as per required by the

laws. Along with that it keeps an eye on the employees that they are working

in the favor of the bank.

Controlling the Staff

For controlling the staff RBS has some defined laws. The employees are

given written instructions that enable them to work in accordance to the

management and other employees. Security cameras are not only used to

secure the bank but also help the management to keep a check on the staff.

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Special personals are hired to monitor the working staff and report it to the

higher staff based on their monitoring.

Controlling the Services

RBS has hired professional Islamic scholars to provide their customers the

best available services. By this they provide their customers the required

Islamic banking. In addition to the Islamic banking it has consumer and

commercial as well as SME banking for which they have hired trained

professionals, for giving the best possible services in their respective fields.

Those professionals there are also working with the young talented people to

train them and give the bank a number of workers.

Quality Control

The quality control in the banking field is related to the environmental

quality. The bank has a very healthy environment for the employees and

customers. This helps a lot to retain the existing customers and attract the

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new ones. The bank has created a new department to control the quality of

its services and the banking environment.

Financial Control

The audit department of the bank plays a vital role in controlling the

financial matters. This department is working the whole year and checks the

financial matters by checking all the books of accounts and that they are in

accordance with the international laws. The final review by the audit

department is done in the month of November, in addition to this the

department has the authority to check the books of accounts any time within

the fiscal year.

HUMAN RESOURCE MANAGEMENT

"HR is a business, just like any other part of the RBS group. We provide
products and services to the Group and our people, and we have to deliver
them professionally and efficiently. Broadening the HR professional’s
understanding of business drivers and external markets is key to adding
shareholder value, and to the success of today’s HR function."

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The issue

The human resources function of The Royal Bank of Scotland Group (RBS)
plays a valuable role in contributing to the Group’s ongoing business
success, including the highly successful acquisition and integration of
NatWest. However, the RBS group recognised that their HR team needed to
maintain, enhance and grow their credibility and influence and therefore
they needed to equip their HR professionals to be "Business people first, HR
people second".

The RBS group is not alone — a PricewaterhouseCoopers (PwC) survey of

major UK companies that had recently gone through a major acquisition or
merger showed that almost half of the finance directors and an even greater
proportion of HR directors thought their in-house HR professionals lacked
sufficient commercial acumen to effectively help their business meet its
goals.

The RBS group objective was to help their HR professionals increase their
understanding of:

The business drivers and issues facing the organisation

How the HR function could proactively add value to the business in
addressing some of these challenges

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Our approach

PricewaterhouseCoopers has a strong relationship with the RBS group and a

good understanding of their business. We suggested running "master
classes" for their senior HR professionals as a way of increasing their
understanding of the RBS group’s businesses, in particular the financial
aspects of business, and helping them to agree priority goals and activities
for the HR function.
Our business analysts collated publicly available information on the RBS
group and benchmarked this information against a selection of their
competitors, and presented the findings to the Group’s top 75 HR
professionals during three one-day interactive master classes.

The participants identified what they considered to be the RBS group’s top
ten challenges, and ranked them in order of importance to RBS. In breakout
sessions facilitated by PwC, participants discussed how HR could help to
address the top three of these business issues and then looked at the barriers,
challenges and key performance indicators for measuring success .

The outcome

Generally, the RBS group’s HR professionals are business-focused and

commercially aware, with a high degree of "consulting" competencies such

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as oral presentation skills. The master classes helped participants to increase

their understanding of financial issues and understand how the HR function
can proactively add value to the business through a greater appreciation of
share price performance.

The master classes were seen as extremely successful by the HR function as:

 They provided actions for the HR function to help the businesses and
were key in informing the HR strategy, which the HR professionals
now "own"
 HR professionals had a much greater understanding of the business
drivers and impact on share price
 100% of participants said they personally benefited from the
workshop and the PwC presentation and facilitation

Almost half of the participants said that their most significant learning point
was the market perception of the RBS group and how this perception
impacts on share price. For many participants personal action points
included continuing to develop commercial awareness and encouraging
similar discussions in their wider HR communities. Participants now believe
even more strongly that the HR function has a real opportunity to play a
strategically important role and are highly motivated and enthusiastic about
being part of an HR function aligned to achieving business objectives .

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The Human Resource Department of the bank works to hire new employees

as well as evaluate the old employees for their performance on regular basis.

Recruitment Methods

The officials of the HRM department work to hire the new employees on

their qualification basis. A whole procedure is followed for the purpose. This

procedure starts wit the receipt of resume, then the candidates are short listed

as required for the job. The next step is the interview of the short listed

candidates. This interview is conducted by a number of officials of the HRM

department and other management team officials. In some cases, for hiring

the junior staff, the bank policy allows the department to take written tests of

the candidates. The new employees are first given training for the job and

then they are posted to the desired designations.

Employee Training Programs

The bank offers the employees different training programs. These programs

are not only restricted to the newly hired employees, but it also provides the

existing employees some refresher courses. These programs help a lot to

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increase the efficiency of the employees, this also adds to the effectiveness

of the banking system.

Performance Appraisals

The employees of RBS are given certain performance appraisals based on

the reports of the monitoring departments. The assignments given to the

employees are judged and they get appraisals from the management to keep

up the good work. The employees are offered some bonuses and extra salary

for getting more business for the bank. In addition to that all the employees,

whether permanent or contract based, are provided with yearly bonus.

Downsizing Laws ( Compensation & Benefits)

As per their officials RBS has not yet done any downsizing in Pakistan as

yet. But in case they have to do so they have certain laws for the purpose.

The bank policy in this regard is that the employee will get one month

salary. The employee is given a notice for the removal before hand.

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SWOT ANALYSIS

o Strength
o Weakness
o Opportunity
o Threat

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Strengths:

 Since RBS is a multinational company itself, it is well-qualified to

advise other companies on aspects of international business. With
offices around the world, for the cosmopolitan client, RBS often
cannot be beaten in this area. RBS knows how to succeed in M&A
and organic and effective growth.

 As every one knows that China is the place to be nowadays for

businesses and banks. The best news for RBS is that as other
companies grow in China, it does, too, because it gains new clients
and new global opportunities with each passing day. RBS has the
largest network of any foreign bank in China and deeply understands
the Chinese market and customer. In a world that is increasingly
going China's way, this is quite a boon to RBS.

 RBS is primarily listed on the London.which saves the company

much grief in complying with new American Sarbanes-Oxley laws.
Many companies have chosen to list on foreign exchanges other than
America because of the expensive new regulations.
 Quality check on employees’ productivity to operate efficiently
and profitably.

 First bank to offer alternate employment to retrenched employees

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MANAGEMENT REPORT

WEAKNESS

 Lack of proper inquiry call centre performance.

 Job enrichment to only managerial positions not for lower middle
order staff.
 Intense focus on customer relationship but less focus on customers in
rural areas because of less friendly employees .
OPPERTUNITIES

 Now you can call RBS Phone Banking and save a trip to the branch.
 RBS offers Foreign Currency Accounts in multiple currencies as
savings and term accounts.
 Use of advance technology in the country like Pakistan to provide
batter customer service as compare to competitors.
THREATS
 A vast flood of commercial banking sector flourishing in Pakistan
may affect customer growth in future.
 New innovation and growth in technology and CRM of other banks
may decrease bank’s customers.
 Multi nationals having better brand name and volume may hinder
bank’s progress.

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2. REFERENCES

The whole data for this project has been collected from the internet

site of RBS (www.rbs.com.pk\pakistan and from some other sites as

well as by visiting the Head Office Lahore. The official who gave us

the required information was

Mr. Syed Asad Abbas

H.R Advisor

Contact # 042-5789064

He has been very kind to us gave us ample time and all the

information we required for this project.

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