AA Newsletter

AA Newsletter
July-November 2003
First Issue
The Human Resources
Department wishes all ABN
AMRO staff a joyous and
Happy Eid
.
WIN Rs. 5,000/- Message from
Coin a name for this
Employee Newsletter of
AABP. Please send the
suggested * name to Babar
Ahmed in our Human
Resources Department by
December 31, 2003
* conditions apply.
Naveed A. Khan
I'm sure the humor and cartoon sections will
help us build our tolerance levels and would
also help us focus on the lighte r side of life.
Remember, knowledge is power and
dissemination of knowledge results in
empowerment of people, which is critical for
our personal growth. I am sure this Employee
Newsletter will go a long way in promoting our
inter-bank communication. Our primary
objective is to provide a work environment to
our employees where they find ABN AMRO
Bank Pakistan
Country Representative
Dear Associates,
I
am extremely pleased to see the launch of our Employee
Newsletter at ABN AMRO Bank Pakistan. In our constant struggle
to bring service excellence to our customers, we sometimes forget
our most important customers – each other! This Employee
Newsletter is an effort to refocus on people and personalities at
work, and to nurture the bonds we share with each other. Our
employees are the prime reason for our success and we certainly
consider them our most valued asset.
The Employee Newsletter will serve to highlight
important events and challenges at our work place,
discuss business directions, and provide relevant
information along with an insight into the workings of
different departments of our bank.
We sometimes forget our most
important customers-each other!
In our endeavors to maintain a result oriented work
environment, we at times, tend to ignore the human
side of the enterprise, which results in building work
stress.
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
a great place to work in and take pride in the
success of our organization.
I commend our HR Department for taking this
important employee communication initiative. I
would also like to express my personal thanks
and appreciation to the Employee Newsletter
Team comprising of various BU Representatives
who made the instigation of this newsletter
possible. I wish them success in their future
endeavors in this context. I would encourage all
of you to make regular contributions to the
Employee Newsletter. I look forward to
receiving future issues of this Employee
Newsletter on a regular basis.
Happy reading!
Newsletter
November 2003
BU Representatives for the ABN
AMRO Employees Newsletter:
WCS Sevices
Human Resources (Editorial Team):
Anjum Amin - Karachi
Minhas Bhojani - Karachi
Babar Ahmed – Karachi
Working Capital:
Hasnain Fancy - Karachi.
Zainab Dadabhoy - GTA Sales & Ops, Karachi.
C&P Ops:
Lindsay Lobo - Karachi
IT:
Karachi
Sarosh Ghaus - Karachi
Back: Mohd.Nauman, Lindsay Lobo, Saad Ullah Finance:
Khan, Anjum Amin & Babar Ahmed
Omair Zafar Magoon -Karachi
Front Row: Mustafa Mohsin, Kiran Abrar, Zainab Property Services:
Dadabhoy, Omar Z Magoon
Sajjad uz Zaman - Islamabad
Abubakar Liaquat - Lahore
Ahmed Jameel Malik - Lahore
Compliance:
Ali Ahmed Ansari – Karachi
SVB:
Kiran Abrar - Karachi.
Nabeel Saleem - Lahore
Shehryar Zafar - Islamabad
Financial Markets:
Saad Ullah Khan - Treasury
Ali Pervaiz – CPM - Lahore.
Mohammed Nauman - Credit Administration,
Karachi.
Country Risk Office:
Mustafa Mohsin, Karachi .
Country Client Coverage:
Inshan Ali Nawaz - Karachi .
Lahore
Message from The Newsletter Team: It is
Abubakkar Liaquat, Ali Pervaiz & Nabeel
Saleem
better to smile at something you don’t understand than to
take it seriously and end up giggling hysterically in a
padded cell, off Jail Road. The entire newsletter team
welcomes you aboard in your journey into the labyrinth of
the ABN AMRO newsletter. Happy Reading!
Executive Leadership:
If you are trying to decide which leadership
style to use,your search might well be over.
Evidence is mounting (including your own
common sense) that some leadership
practices are fundamental.
Islamabad
Shehyar Zafar, Sajjad Uz Zaman &
Ahmed Jameel Malik
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Since the 1920's, there have been decades of
research on leadership and management styles. The
most popular concept is the "Situational" or
"Contingency" approach whereby managers and/or
leaders tune their leadership style to accommodate
the situation they are in - the "situation" being
defined by many categories. These include needs,
wants, preferences, maturity levels or other
characteristics of the follower, as well as measures
of the work being expected of the follower, the
technology being used, etc! Therefore, for every
"situation", a leader would choose the appropriate
"style" or method of interacting with the followers.
Leader or Boss?
Considering the multitude of leadership styles
around, being an effective leader becomes as
confusing as trespassing a difficult maze.
Interestingly, many managers and executives who
profess to use a "situational approach" to
leadership, can't enunciate what they really do.
While there has been much research questioning the
usefulness of a range of
leadership styles, there is evidence and strong
argument for a unanimous way for managers and
executives to lead people. Regardless of industry or
discipline, an able leader should do the following:
1. Clearly define your role and the role of your
peers. This includes outlining what you mutually
expect from each other including job priorities,
expectations, and behaviour.
2. Clearly communicate any expectations you want
to meet, and
3. Recognize the success of your peers, praising
their efforts.
Beyond these fundamentals, successful leaders act
the way their own personalities direct them. It's
strange that little mention is ever made of the
ability of most "followers" to adjust themselves to
the personality of their leader or "boss", as long as
the three conditions above are satisfied. Often,
people are more flexible tha they are given credit
for.
Newsletter
November 2003
Faces in our crowd
GT&A Trade Message
Board
Celebrations:
Enjoy the journey into the labyrinth of
GT&A
Under the dynamic leadership of Naved A. Khan, Faisal
Anwar and Anjum Amin the following initiatives were taken
by our Human Resources Department during 2003.
New Releases
Where puritans had to squawk over
inefficiencies of task related activities, the
rubber giant monster, commonly known as
Bank Trade, is reeling in, at break-neck
speed & plans to launch itself in the last
quarter of this year, God willing. Establishing
itself as a global platform, it requires both
effort and endurance from the trade
members, both of which are present in a
subsistence amount amid this lot. Its chimes
had waved out vibrations when presentations
were given by our senior member Abid
Hussein, for people to have a feel of the
overwhelming enterprise. As soon as the
testing commences, its presence will be more
earnestly felt.
To internally streamline processes and to
perch our performance to near the standards,
a couple of initiatives have been taken up by
the trade team. Housekeeping rules have
been actively reinforced and a couple of
reengineering projects have been taken up to
assist each unit in bringing their respective
units to that benchmark. One of the most
talked about initiatives in the global Trade
lobby is of the increasing utilisation of the
learning platform, commonly actively
enforced in Pakistan.
Good News
•
•
•
•
•
Cross-pen gift upon successful completion of
Probationary Period.
Gold coins to ABN AMRO employees as "long
Service Award" on completion of 5, 10, 15, 20,
25 & 30 years of service with the bank as a
token of appreciation & recognition of there long
association.
Introduction of Pilgrimage leave in our leave
policy.
Reduction of mark-up on all staff loans.
Enhancement of Social & Transport Loan Limit.
Management Walk-About
A new initiative of management walk-about has been
introduced by Naved Khan, Faisal Anwar & Anjum Amin to
meet and greet with all levels of employee. This initiative
was started on September 2003 and will continue on-going
basis.
AA Pakistan Launches Van Gogh Preferred
Banking
ABN AMRO Consumer Banking, Pakistan achieved another
milestone by rolling out the globally branded Van Gogh Preferred
Banking (VGPB) offer. Welcome letters were sent out to all high
net-worth customers inviting them to the Main Branch in Karachi
and Lahore as the newly renovated Van Gogh Preferred Banking
lounge opened its exclusive doors to customers on 24 March
2003. This has been designed in consultation with the ABN
AMRO Business Development Team at the Head Office but
almost entirely soared and constructed with local expertise.
Here’s a word game worth your time:
1.
Code-Creator’s quine?
M
2.
S
Unrefined guy?
U
3.
Annoying invitee?
U
4.
P
Seasonal percussionist?
M
Answers on the last page
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
E
R
E
Newsletter
November 2003
GT&A Trade Managerial Madness
Over the last couple of months, the trade team has seen a number of rapid personnel changes. With the
revised org. chart now in place, the senior departmental members are confident that these changes are for
the betterment of the department in the longer ru n. Obviously, when push comes to shove, what is required
needs to be done. As a resultant of which a couple of new entrants have been welcomed recently. Sadly, we
bid farewell to a couple of old partners as well. Jan-e-Alam, a residing member of the Bills Unit, moved on
to Bank Al-Habib, for career enhancement whereas Mohammed Yaseen moved on to Bank Al- Falah and
Shehzad Ilyas to his own business..
Lately, GT&A Trade Ops is not the only place where job descriptions and personnel are being shifted. A
significant shift was announced a couple of weeks ago when the Head of Trade Sales, Mohammed
Aminuddin, suddenly felt a surge of love and admirable sentiments for a life abroad and jetted to
Amsterdam for a regional assignment. His immediate successor is none other but our very own, Yousuf
Hussain. We, at Trade Operations, wish the Sales team, Mohammed Aminuddin, and Yousuf Hussain the
very best in their new posts.
As if workload wasn’t enough to deactivate the last bit of our brain cells left, our Trade Dept undertook
another initiative in the form of training sessions, commencing right after 6 p.m. These were surely meant to
be very informative and there were also, for those who bothered to listen to them. But in the dimly lit HR
training room, the snores certainly didn’t catalyse the learning experience. Infact, the time, people actually
did wake up from their deep slumber was miraculously during tea breaks. But with all due respect, trade
members do feel gratitude towards the people who took this initiative. After all, it’s the spirit that counts!
To be or Not to be…A Chai Wala?
As I lift a tray laid with filled teacups, drops spluttered all over the edges, I commence what I
anticipate would be another dreary day, in this gora bank. Pushing the glass door pass me, as
I walk, the dull click of my heels perfectly complemented the semblance of disgust on my
face. I, Lalmir Gul, the protector of tea culture in this bank, set out to serve people their
morning tea. As I march through the busy, noisy corridors of the bank, I mutter to myself "
Addressed to all the people I serve tea to, will I even be noticed if I simply disappear for one
day?" With this query in mind, I stop at my first station; dump a cup of tea on the table, my
facial disgust perfectly concealed by the wave of pleasantness on my face. As I passed by
each station providing the necessary and exchanging usual pleasantries, a thought hit me like
a thunderbolt. Instead of joining my other brethren and pouring into our wounds, the console
of brotherly balm, I thought, what would these poor bankers do, if for one day, just one day, I
wont provide them with tea. The idea of absolute torture generated an ear-to-ear grin on my
face, and I, content with my whirling thoughts, stormed out of the hall, bearing an absolute
magnificent soul, as if I was reborn. Just this moment, I saw life
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
November 2003
To be or Not to be… Continued
basking in limelight. My mind was racing at the speed of a super computer
and I analysed the condition of the people if they woke up one day to realize
that they would have a tealess day.
How, self-glorified I felt, as I mentally calculated each percentile, I can’t
begin to contemplate.
TCSS Online Interface with SCORE
ABN AMRO Pakistan (AAP) is currently using a
software, developed in-house by AAP IT, called Teller and
Client Services System (TCSS) as an online (core) consumer
banking application. TCSS comprises of modules such as
teller transactions, Pay Order/Demand Draft, Collection
Realisation, Remittances, Clearing, Instalment, and
revolving-based loan, etc in addition to interface with ATM
and Debit card network.
Whenever, I used to pass to gather all the empty cups or roam aimlessly,
the distant voice of an officer, saying "bhai, ek chai ka cup tu la do, halki
strong!" used to carry further across my vital signs. I felt as if I didn’t play a
significant enough role in their lives, till this very moment. Feeling reignited,
as I set out for another round of tea, I felt sorry for the poor souls, who were
so dependent on me that some of them wont even be able to commence
their days without my biggest asset and their biggest weakness; tea!
SCORE, on the other hand, is the international standard
application that firms use in maintaining general ledgers.
AAP uses SCORE as well to maintain balances, calculate
interest/mark-up, etc. This international application has
flexible credit facilities options, which enable collective limits
on more than one account including sublimits.
SMART is the sub system of SCORE that is used to book
fixed term contracts for both money market as well as
foreign currency (FX). Deals include FX Spot, FX Forward,
Option Forward, SWAP, Call Lend, Call Borrow, Repos,
Reverse Repos, etc. At day end, all TCSS transactions are
uploaded into SCORE.
AAP has recently implemented the first phase of TCSS online
Interface with SCORE which means that the TCSS
transactions are now upward to SCORE in real time
(previously the uploading was done at day-end)
Muttering to myself as I passed
a "Mr. I-Know-It-All", who would remain anonymous for reasons quite
obvious, I mouthed, " Dil tu karta hai ke ek pora din, in ko chai ke
baghair rakho!"
But suddenly the vice in me took a backseat, whereas the goodness in me
sat at the driving seat. It said " No Gul, don’t test the poor souls…they are
already at the very brink of their teetering sanities, don’t overdo it ". And
suddenly, Gul, the Merciful, carrying a tray of empty teacups, walks out of
the corridor, smiling away!
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
Interns Perspective
November 2003
It goes without saying that interns at any
organisation whatsoever, be it the White House,
are considered more of a "nuisance factor" than a
contribution. Supervisors probably see it as a
wasteful investment of time and energy to groom
us interns, only to see us leave after a mere 5
weeks. Thus, I was not surprised when a fellow
intern related an incident that occurred between
him and his supervisor, during the first week of
his internship. Names shall remain anonymous
for obvious reasons.
The cafeteria food also leaves little to be desired. Apart
from being non-appetising, it is grossly overpriced for
interns (Rs60 as compared to Rs30 for employees).
Strongly recommended is the "dhaaba" behind
Marriott, nicknamed "Mini-Marriott" where one can get
a decent meal for as little as Rs20 (beverages
included). Speaking of beverages, it will be a good idea
for the tuc shop to stock cold drinks as well.
Supervisor: "Intern, tumharey liye buhat
important kaam hai"
Intern: " Gee Sir!" (Really excited)
Supervisor: "Yey important documents le gao…"
Intern: "Gee Sir (excited)"
Supervisor: "… aur…aur inhey photocopy kar lao"
Intern: "Yes Sir (disappointed)"
Supervisor: "aur ek aur kaam. Yeh das ropey lo, aur ooper sey gram samosay
ley ao".
Above: Interns at consumer floor:
As internees, we can expect to carry out menial tasks. It is up to us to take the
initiative and make full use of this opportunity we have been awarded, and make
it into a learning experience (as strongly advised by Mr. Naved A. Khan). It is
also an opportunity to develop our people’s skills, which is vital for personal
growth in an organisation.
A big thank-you goes toward the HR department for hiring us and trying their
best to utilise us at our utmost. One can realise the pressure imposed on them
by upper management to hire their sons, daughters, grandsons, granddaughters,
nieces, nephews, best friends sons, best friends daughters, neighbours cousins
daughters best friend, etc (I think you get the picture). This should be with done
with the intention of recruiting worthy interns -rather than any Tom, Dick or
Harry- who can then return to bank as full time employees. The tenure should be
increased from 5 weeks to at-least 8 weeks, to give some credibility to the
internship. The stipend given by the bank is way below the industry average.
Having said all this, one final word of advice to the HR department: "PAY US
MORE!"
Now, some positive points of the internship; getting
the name ABN AMRO (One of the largest bank in the
world- so the bank claims) on our resumes. The
experience should probably add us in finding full time
jobs once we are done with our degrees, be it at ABN
AMRO or any other institution. However, the most
memorable part of this internship would Above:
Interns at consumer floor:
be the people- interns and employees alike.
A special thank-you to the "chai walas" whose constant
supply of caffeine throughout the day served to keep
us awake, and was one of the high points of our
internship here.
I would certainly hope that the complaints cited in this
article are treated as positive criticisms. Thank-you
ABN!
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
November 2003
BU Profile - Dealing Room
Our goal is to provide our clients with excellent foreign exchange, money market and
derivatives risk management services enabling them to create and manage their
preferred risk profiles.
Operating under Dr. Naim Abdullah, Head of
Financial Markets & Country Treasurer, and Fahim
Ahmed, Assistant Treasurer, the AA Dealing Room is
amongst Pakistan’s top-tier Treasuries and a
significant contributor to the bank’s bottom line.
The Dealing Room is made up of the following key
Financial Markets (FM) Value Centres:
1.
2.
3.
Rates Markets ("RM")
Foreign Exchange Markets ("FX")
Corporate Distribution ("CD")
The table below outlines the various activities undertaken and areas of responsibility for
the Dealing Room staff across the Value Centres.
Financial Markets Value Centres &
Teams
Rates Markets ("RM")
Pervez Shahbaz Khan (ext. 2803)
Amir Ghous (ext. 2804)
Foreign Exchange Markets ("FM")
Activities
Management of the commercial banking
book
Do you like your job
Repo Trading
Market-making in T -Bills & GOP bonds
Management the banks commercial FX
flows
Salman Arshad (ext. 2802)
Market making in USD/PKR
Shahid Abdullah (ext. 2805)
Mohammad Faisal (ext. 2806)
Short-term interest trading (through
swaps)
Cross currency sales to local banks.
Corporate Distribution ("CD")
Saad Ullah Khan (ext. 2808)
Muslim Reza (ext. 2807)
Provide solution -based coverage to
WCS clients across the following FM
products:
FX
Deposits
GOP securities
Above: Dealing Room
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
November 2003
Quotable Quotes"
Don’t limit investing to the financial world. Invest something of yourself, and you will be richly rewarded.
Every morning you are handed 24 golden hours. They are one of the few things in this world that you get free of
charge. If you had all the money in the world, you couldn't buy an extra hour. What will you do with this priceless
treasure?
Answers to Word Game:
1- Morse House
2- Crude dude
3-Guest Pest
4-Summer drummer
Frequently Asked Questions "FAQs"
1.What does the acronym "WCS" stand for?
a. World Class Service
b. Wholesale Client Services
c. World Cocktail Society
2. How many Strategic Business Units ("SBUs") does ABN Amro have?
a) 3 b) 2 c) 1
3. Which of the following are ABN Amro SBUs?
a. FM, WC and SVB
b. WCS, C&CC and PCAM,
c. CPM, TOPS and NSBC
4. How many branches does ABN Amro Pakistan have?
a) 3 b) 4 c) 7
Answers: (1) b (2) a (3) b (4) C
No Man has a chance to enjoy permanent success until he begins to look in a mirror for real cause of all his mistakes
Napoleon Hill
The only man who makes no mistakes is the man who never does anything. Do not be afraid
of mistakes provide you do not make the same one twice.
Roosevelt
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
July 2003Volume 1, Issue 1
Training Courses
As part of Human Resource Department initiative a inhouse course on
Winning Through Service was conducted on July 10, 2003 to achive the following .
•
•
•
•
To increase efficiency and enhance service level of employees
To create enhanced harmony among all Business Units.
Culture were team work is developed between different BU’s.
Awareness of our ABN AMRO Corporate Values and Business principles to new hires.
•
Development of Trainers.
The course as kicked off by Naved A. Khan (Country Representative) who gave a brief outlook of the purpose of the course, importance of all
the employees and AAP core values. Naved addressed few question of the participants mainly highlighting the overall strategy of AAP and
contributions made by AAP in Pakistan in the Banking and Financial Sector. He highlighted that ABN AMRO Pakistan is in forefront of
Electronic Banking and 1 Link Network is testament to this fact. Even the time spent by Naved A. Khan in the end with the participants was a
treat for the participants and his emphasis on various critical and key views on Service were appreciated by all the participants.
The trainers Kenneth Lobo and Shehlale Jawed engrossed the diversified group of
participants which were selected from various Business Unit and Branches of Karachi into various interactive role plays. Needless to mention
the efforts and hard work of Kenneth Lobo and Shehlale Javed, who had come all the way from Lahore, were a treat for all the participants.
The participants were enlightened by various inputs from Salman Butt, Ebrahim Ghaffar, Shahbaz Ahmed & Salman Naqvi who also added few
insights in to the importance of Service principles in AAP.
Going forward Human Resources intends to conduct these training courses for the up country branches as well. On part of Human Resource
we thank Naved A. Khan, the trainers Kenneth Lobo & Shehlae Javed, respective Business Unit Heads and the participants who made this a
great success.
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
November 2003
Strengthening the Value Chain
In the third quarter of 2003, Faisal Anwar -CAO had taken an initiative in co-ordination with our Compliance Department to organise a six-module inhouse program to enhance the awareness level of all employees of AAB Pakistan with regard to key organisational concepts.
A team of trainers was put together with the help of HR. Individuals selected as faculty for this program from different BUs demonstrated an excellent
teamwork and co-operation for the success of this initiative.
An exercise was conducted to draft the course contents to maximise the output of this effort. The course layout was made interesting by the introduction
of surprise quizzes. (This idea was the brain child of Mr. Farhan Farooqui, ITLM Pakistan).
The six modules covered critical topics like Code of Conduct, Business Continuity Planning, Information Security, Fraud Prevention, Money Laundering
and Operational Risk Management. The sessions were conducted by the following individuals.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Nauman A Ubaid
Changez Jan
Babar Ahmed
Erum H Khan
Dhunjishaw Jagus
Mohammed Zahid Ahmed
Kenneth Lobo
Minhas Bhojani
Ali Ahmed Ansari
CMC Team Building Offsite - Dubai
On October 10 & 11, 2003, an Off-site Seminar on "Teamwork & Trust Building" was conducted by HR for Members of our Country Management
Committee at Dubai. The CMC Members participated in various experiential learning exercises and held candid discussions for purpose of bonding as
one big team. The open discussions on identifying and resolving issues for ensuring the success of our Strategic Plan resulted in bringing greater clarity
and goal congruence. This seminar was organised by Country HR in coordination with Naved A. Khan, Country Represenatative and Faisal Anwar, CAO,
AAB Pakistan, for purpose of creating open lines of communication and a supportive organizational environment. This was the first Off-Site Seminar held
at an overseas location for our CMC Members. It was very well received by all the participants and the active participation and contributions of all the
CMC Members were found to be of immense value. At the end of this Seminar, all the participants signed a Pledge to stand together as one team for
ensuring the future success of our bank. It was decided to continue the unfinished agenda of the Seminar through a follow -up session at Karachi in
January 2004.
The Members of the Country Management
Committee of ABN AMRO Bank Pakistan,
standing together as one team with a focused
vision on the future success of our bank in
Pakistan.
From Left: Anjum Amin, Salman Malik,
Adnan Q.Khan, Salman S.Butt, Shahbaz
Ahmed, Naved A.Khan, Faisal Anwar, Kazim
Ali, Naim Abdullah and Mohammed Zahid
Ahmed
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Newsletter
November 2003
Employee Profile
As a part of each issue we plan to do a personality profile. Emphasis would be given to individuals who have displayed high aspirations and
active persuasions to improve their potentials that have enabled them to achieve personal / professional development.
The Personality Profile for this issue is Rao Sarwar.
Sarwar joined the bank in 1997 as a runner in Treasury Back Office (TBO). Coming from a modest family background Sarwar
always aspired to work in a large reputable organisation that would help him realise his potentials and have a satisfying carer. This being the primary
reason why he left his previous job as an Assistant Accountant and joined ABN AMRO. Sarwar was confident that with his hard work and dedication he
would prove his mantel. His efforts and perseverance bore fruits and in recognition of the same the management confirmed him in 2001. Sarwar is
currently working as a processor in TBO and his assignments include various internal and external reporting, reconciliation, various queries etc. In
pursuance of his goal, Sarwar while working for ABN completed his graduation.
His stay with ABN AMRO so far has been very satisfying and it has helped him both professionally and professionally, to quote him " The bank has
helped me gain immense self confidence and has helped sharpen my decision making ability, that has been very helpful in both my professional and
personal life". His confirmation has been his happiest moment with ABN AMRO so far.
Sarwar believes that better education is the key to his carer enhancement. Putting his money where his mouth is, he completed his graduation while
working for ABN and is currently pursuing his MBA form the Asian Institute of Management. He has also undergone English Language courses from
PACC and has completed Level 5 of the same. His interest in computer has led him to self teach and attain fluency in various Microsoft Office products.
A happily married man with three children, Sarwar is ever thankful to God for providing him the right opportunities in life. The birth of his first child has so
far been the happiest moment of his life, while the death of his parents has aggrieved him the most.
He would like to be remembered as an individual is fully conversant in his job and who is a problem solver and people in this capacity are the one that
inspire him the most. Ten years from now Sarwar would like to see himself as the Operations Head for Karachi and hopes that he can realise his
aspirations.
We wish Sarwar best of luck in all his endeavours and hope to see him reach the pinnacle of his care.
Copyright © 2001 ABN AMRO Pakistan HR All rights reserved.
Cartoons
Pictures