Asif A. Brohi, Regional
Chief Executive speaks to PAGE
April 22 - 28, 2002
Though the credit for the outstanding results
achieved by the National Bank of Pakistan (NBP) during the last three
years goes to the collective efforts put in by the bank staff, yet the
dynamism as well as the professionalism of the leadership is equally
important for achieving such impressive results.
In the Karachi Region, NBP probably is the only bank
both in the public and the private sector, which increased its profits
by 300 per cent during the last three years.
Asif A. Brohi, Regional Chief Executive of the
National Bank of Pakistan, observed this for Karachi region since July
1997 while talking to PAGE in an exclusive interview.
He said that the growth in the deposit base of the
bank was 100 per cent, advances increased by 100 per cent while
efficient financial discipline reduced the cost of management by 30 per
cent during last 3 years.
Contrary to the perception generally prevails about
the public sector organisations, which have produced a crop of lethargic
and arrogant officials, the working environment and the conduct of the
officials gives a pleasant surprise when one visits NBP's regional Head
Office located at Clifton, Karachi.
Asif Brohi, a person with dignity in his every step
and a spark in his eyes to accept the challenges, in fact had joined NBP
some 14 years back as a challenge to serve his own people and the
country despite offers of lucrative jobs on completion of his education
"It is the love of the soil and a passion to
serve my own people which forced me to take the difficult path, options
were however there to take easy course otherwise" Asif said with a
sense of achievement.
Asif Brohi did his Masters in Business Administration
from Northrop University, California in 1981-83. His major was Strategic
Management. Before leaving for abroad for higher studies, he also did
his Masters in English Literature from the University of Sindh in
Besides carrying a rich experience in the banking
profession, Asif Brohi has an impressive academic background with an
exposure in the world of education as the Professor of Management in
Northrop University, California.
Besides, having teaching experience at Northrop, he
carries the credit of working as the Management Consultant to the
International Management Development Center, University of Maryland for
a Government of Pakistan/ USAID Project on Command Water Management
Development in 1986.
Professional Training in Management and Training and
Planning at the International Development Management Center at
University of Maryland, USA, Colorado State University at Port Collins,
Colorado, Team Planning and Managing at the US Department of
While talking about his region, Asif Brohi said that
the policy of the bank is service oriented rather than going blindly for
The customer services being provided by the bank has
helped winning the support and confidence of the people in National
He said today in the customer service segment, 1150
branches of the bank offering a nonstop utility bill collection facility
from right 9 in the morning to 5 in the evening.
To provide maximum facility to the general customers
whether they are the account holders or not, 200 branches are collecting
utility bills from 9 am to 8 pm besides the facility to pay through ATM
machines while where ever was needed special counters for women are also
operating for bill collections. Apart from utility bills, 8 branches are
also providing customer services for collecting motor vehicles tax.
When asked about the criterion for rightsizing of the
branches, Asif said that only those branches were closed where they had
become surplus due to clustering of other branches of different banks.
Otherwise even unprofitable branches were allowed to continue in view to
facilitate the customers in remote and far flung areas.
When asked to comment on the visible difference of
behaviour and conduct between the staff of a multinational bank and the
local one, the immediate reaction was a smile on his face. While
agreeing to some extent Asif said that before making any conclusion in
this respect you should look at the type and segment of the customers
these foreign banks are dealing with. The academic and social background
of the staff these banks have hired should also be kept in mind. They
have a certain class of customers as well as a certain class of the
staff. On the contrary, in our bank we have to serve all sort of
customers who include pensioners, petty business people and other kind
of people from low-income groups. The customers come to the banks with
all social and economic pressures with a desire to get a personalized
service from the bank staff. On the other hand the bank staff is also
the part of this society coming from the similar segments of the
population. One should be ignore these hard facts while comparing the
attitude of the national and the multinational organizations, he