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ZTBL Objective |
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Restructuring plan under RFSDP |
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To operate on commercial lines to expand its outreach, the Bank is under going a process of organizational, financial and functional restructuring
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ZTBL HR Strategy
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Bank to look at activities it performs and attach economic value to undertake the activity commercially.
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Ensure the Bank’s financial and human capital is rightly deployed
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As strategy Bank should use “excessively outsource” as medium to add flexibility to its use of Human Resource
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To ensure that non-business/support function have just the right staff complement |
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Formatting Of KSS
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1st meeting of Human Resource Management Committee of the Board held on November 10th, 2005 approved the proposal to outsource non core services of the Bank and formation of Bank’s Subsidiary to provide different kind of support services
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Formation of the Bank’s subsidiary KSSL subsequently endorsed in 20th meeting of ZTBL Board held on November 16, 2005.
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The Security Exchange Commission of Pakistan allowed incorporation of KSSL, a Subsidiary of the Bank
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Appointment of MD
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1st Meeting of the BOD of KSSL held on 04.03.2006 approved appointment of CEO/MD of the company
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Financially Viability
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Established purely for strategic and administrative reasons by exercising control on related work force and maintaining prescribed service quality standard
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Transfer of approved share capital of Rs.100 Million to KSSL
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Decided that all day to day expenditure of the Company shall be paid by the ZTBL through an inter Company Account
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