Dedicated to serve the needs of the farming community, by delivering financial products and technical services on a competitive and
basis, in a
, efficient and professional manner, leading to success of the Bank and the farmers.
To play effective role in the promotion of economic growth, by enhancing the availability of credit to the agriculture sector, through reliable access to sustainable financing, special lending programs, technical
assistance, and other products & services, and to promote career development
for increasing professionalism and technical proficiencies of employees.
Zarai Taraqiati Bank Limited (ZTBL) erstwhile Agricultural Development Bank of Pakistan (ADBP) is the premier financial institution geared towards the development of agriculture sector through provision of financial services and technical know how. The restructuring of former ADBP is being carried out with the aim to uplift the agriculture and rural sector by raising farm productivity, streamlining the institutional credit and increasing income generating capacity of the farming community. ZTBL was incorporated as a Public Limited Company on 14th December, 2002 through repeal of ADB
Ordinance of 1961. Thereby transforming the bank as a coporate entity to serve
The new corporate structure redefines the bank's status as a public limited company registered under companies Ordinance'1984 with an independent Board of Directors which aims at ensuring good governance, autonomy, delivering high quality
ZTBL is a key R.F.I of Pakistan providing affordable, rural and agriculture financial/non-financial services to the rural Pakistan , comprising 68 % of the total population. The Bank through a country-wide network of
440 branches is serving around half a million clients annually and over one million accumulated account holders with the average loan size of around Rs.162331 serving 68%, 29% & 3 % of subsistence, economic and large growers respectively.
The total assets of the Bank stand at Rs.123 billion
with authorized capital of Rs.25 billion as of 31.12.2011,
with a nation-wide working strength comprises 5789
employees. The share of ZTBL in total national institutional agricultural credit outstanding is 40% as on 30.06.2013.
» Develop and operate as a financially and operationally sustainable R.F.I of the country.
» Assist rural community, particularly the small farmers, in raising their productivity and income levels through timely delivery of credit, advisory and ancillary services.
» Build ZTBL's image as a proactive, client friendly, financially & operationally sustainable with indigenous product deployment.
» Establish and provide backward and forward linkages to strengthen agri. value added commodity chains.
» Engage in public - private and wholesale - retail partnership to deepen outreach and reduce operating cost.
» To function as a rural commercial bank to mobilize rural capital formation and to commercialize the agri. sector by delivering the true value of credit to the client. Provide a wide range of risk insurance products to its clients.
» Open up it venues of operation to Domestic & International Banking Industry to avail comparative advantages.
Healthy and well-functioning rural finance markets are directly related to achieving the two key national policy objectives of accelerating rural/agriculture growth and reducing poverty. The realization of these objectives depends on the simultaneity of developments in rural finance and non-financial markets to foster the creation of diverse sources of rural finance to build sustainable financial institutions, and stimulate products and capital flows in the rural sector. For this, rural finance must be seen as an integral part of equitable development within a framework of macro economic stability. The ongoing corporatize restructuring lays the basis for fundamental reforms for rural finance market development.
The recurring financial drain, pursuing the old rural finance paradigm and the narrowing fiscal space have also promoted a shift in Government strategy that now seeks viable intermediaries for enhancing outreach.
For the majority, access to affordable rural finance services is also important to enable them to compete in the post-World Trade Organization scenario. Inability to compete because of high financial costs could reduce income of the majority of farmers and rural clients, particularly the small and subsistence clients. Lack of access to affordable rural finance services will also prevent the clients from switching to non-farm activities.
The ZTBL restructuring plan covering the following; (i) governance: establish an environment that facilitates good governance and accountability; (ii) systems: modernize operations through use of technology, networking, and communication tools; (iii) business processes: streamline products and delivery systems so as to reduce transaction costs, simplify operations, and increase outreach; (iv) products and services: introduce products and services that are financially economically viable; (v) human resource development: improve standards and skills of management
& staff and strengthen training capacity; and (vi) IT: establish new hardware and software platform to support MIS, accounting system including forensic accounting, and risk management functions.
The reforms shall establish ZTBL as a key R.F.I of the country, aiming to outreach annual rural clientele to 600,000. By expanding its private sector role, the bank aims to establish network of high tech rural and agri. financial services through intermediations under public private participation and whole-sale -retail lending mechanism.
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