INTERNSHIP REPORT

ON
MUSLIM COMMERICAL BANK

MARDAN BRANCH

BBA (Hons) Finance

Submitted by
ABDUL AZIM
16-AU-CCM-II-23

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES-II MARDAN

(Affiliated with)
ABDUL WALI KHAN UNIVERISTY MARDAN
Session (2016 To 2020)
 APPROVAL SHEET

Internship report submitted to Government College of Management Sciences No.2 Mardan affiliated
with Abdul Wali Khan University Mardan in partial fulfillment of the requirement for the degree

Of

Bachelor of Business Administration (BBA) Finance

Session 2016-2020

Approved by:
Supervisory Committee:

________________________
Name: Dr. Shahab-E-Saqib Internal Examiner
Department Name: Government of Management Science-II Mardan

________________________
Name: External Examiner
Department Name:

DEPARTMENT OF MANAGEMENT SCINECES

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES-II
MARDAN

ii
 ACKNOWLEDGMENT
First of all I thank my almighty ALLAH. Who give me knowledge and strength and able me to do
my BS (banking & finance). When I prepared my internship report during the preparation of my
internship report I face so many hurdles and then there is few many people which they help me
throughout the internship preparation and course . First of all I shall be very thankful of my parents
because all the time they encourage me throughout the course and giving me hope and faintness.
After that I shall be very thankful of the manager of MCB (Ltd). And all the staff of MCB (Ltd).
Branch they help me throughout the internship course.

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 DEDICATION
With Profound respect and admiration I dedicated my humble efforts to my parents, teachers, friends
and University who encourage us throughout educational career and gives us the best opportunity to
learn and make ourselves useful member of society.

ABDUL AZEEM
BBA (FINANCE)

iv
 EXECUTIVE SUMMARY
MCB Bank Limited (Muslim Commercial Bank Limited) has an exceptionally strong establishme nt
more than 50 years in Pakistan .it has a system of more than 1040 branches or more 850 branches is
online branches .MCB has more than 350 ATMs in 41 urban areas across the country and further more
has a system more than 12 depends on the MNET switch.
MCB, s activity kept on being streamlined with spotlight on legitimization of costs, re arrangeme nt
of back end preparing to build profitability, upgrade of client administration benchmarks, process
effectiveness and control. The bank has led the pack in the presenting the creative idea of bringing
together Trade Service in the nation by giving centralization outside exchange administration to
branches so as to improve proficiency, skill and diminish the conveyance cost.
During my temporary position I worked in settlements, progresses remote trade and the client
administration office division and I effectively complete every one of the errands that were allocate
to me.
Over the span of temporary position I found out about various capacity performed in the bank and I
work at all the division of the bank I realized who to keep up the record and the report of the bank
and all the action.

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Contents
ACKNOWLEDGMENT ...................................................................................................................iii
DEDICATION................................................................................................................................... iv
EXECUTIVE SUMMARY ............................................................................................................... v
1.1 Introduction .............................................................................................................................. 1
1.2 Summary of the Report ........................................................................................................... 1
1.3 Determination of the Study ..................................................................................................... 1
1.4 Possibility of the Study ............................................................................................................ 2
1.5 Research Methodology ............................................................................................................ 2
1.6 Limitations ................................................................................................................................ 2
1.7 Advantages of the study........................................................................................................... 3
CHAPTER #02 ................................................................................................................................... 4
OVERVIEW OF THE ORGANIZATION ...................................................................................... 4
2.1. Brief history ............................................................................................................................. 4
2.2. Our Vision and Mission.......................................................................................................... 4
2.3. Business Volume...................................................................................................................... 5
2.4. Product Line ............................................................................................................................ 5
2.5. Islamic Bank ............................................................................................................................ 5
2.6. Loan.......................................................................................................................................... 7
CHAPTER # 03 ................................................................................................................................ 10
ORGANIZATIONAL STRUCTURE ............................................................................................ 10
3.1 Organizational Hierarchy Chart .......................................................................................... 10
3.2. A brief introduction to all departme nts of MCB Bank ..................................................... 10
CHAPTER#04 .................................................................................................................................. 13
MY INTERNSHIP PLAN ............................................................................................................... 13
4.1. A brief introduction of my internship branch.................................................................... 13
4.2. One. Account opening department...................................................................................... 13
CHAPTER#05 .................................................................................................................................. 20
FINANCIAL ANALYSIS................................................................................................................ 20
5.1. Ratio analysis......................................................................................................................... 20
CHAPTER #06 ................................................................................................................................. 36
SWOT ANALYSIS .......................................................................................................................... 36
6.1. Strengths ................................................................................................................................ 36
6.2. Weakness ............................................................................................................................... 36

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 6.3. Opportunity ........................................................................................................................... 36
6.4. Threat ..................................................................................................................................... 37
CHAPTER#07 .................................................................................................................................. 38
CONCLUSION AND RECOMMENDATIONS ........................................................................... 38
7.1. Conclusion ............................................................................................................................. 38

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 CHAPTER # 01
INTRODUCTION OF THE ORGANIZATION
1.1 Introduction
MCB Bank Ltd. has over 60 years of leading experience in Pakistan in Pakistan and was founded on 9
July 1947. MCB Bank holds a prominent place by implementing quality banks, technologica l
development, professional management and leadership and ethical methods of prudent work . In 1974,
the MCB was nationalized along with other private banks as part of Pakistan's economic reform
movement and then privatized in 1991 as the main consortium of the Nishat Group.
Since privatization, MCB has made extraordinary progress. Today in Sri Lanka, MCB is one of the
largest foreign banks. MCB is the first bank in Pakistan to launch the Global Deposit Receipt (GRD) in
2006. It has a strategic foreign partnership with the Bank of Malaysia, Malaysia. Since 2008 it has passed
its wholly owned subsidiary, Mayban International Trust (Labuan). Berhad holds a 20% stake in MCB,
an indirect international company in Dubai (United Arab Emirates), Bahrain, Azerbaijan, Hong Kong
and Sri Lanka, and is provided through a national network of over 1,130 branches and 600 ATMs in
automatic all Pakistan. Service, the customer base is around 4.5 million.
MCB has the reputation of the most powerful financial institutions and major Pakistani banks with a
total deposit of 462 billion dollars from Pakistan and a total assets of 650 billion Pakistani rupees. MCB
Bank is one of the oldest and most responsible banks in Pakistan. It plays a very important role in
representing the country in agricultural companies in the global sector and MCB has a number of
institutions in Pakistan that include institutions recognized and marketed in the international market.
The bank is also recognized for its prestige and for the funds in euros, MMT, Asian funds, SAFA
(SAARC), Asian assets and bankers.

1.2 Summary of the Report

Banking is a vital business in today’s world, because Banks are the most important part of the economy.
It’s like a backbone for the economy. In Pakistan too, banking is considered very essential. Because
banking performs a key role in development of a country. Bank is expected for economic system
stronger, efficient and to make it as properly as internationally system.
1.3 Determination of the Study
The number one reason of the study is to study the MCB from monetary attitude to have a perception
into the overall power and weaknesses of MCB that is also a mandatory requirement for the award to

1
bachelor’s degree in Bachelor of Business Administration at Government College of Management
Sciences-II Mardan Affiliated with Abdul Wali khan University Mardan.
Second basic motive became to work in a business enterprise and to evaluate the theory and alertness of
the management expertise in real life situation.
1.4 Possibility of the Study
The recognition of the look at is normal Management and operations of MCB however greater focus to
the Finance and Planning Department. Limited time available for internship in enterprise, loss of
cooperation from employees of the organization and constrained get admission to the information has
restrained the evaluation & scope of work of the undertaking.
1.5 Research Methodology
In preparation of this report, following data collection techniques are used for data gathering.
1.5.1 Primary Data

For the collection of primary data the following steps are taken to collect data.

i. Personal Opinion during the period of internship

ii. Time spent with the branch employees
iii. Discussion with the firm employees
iv. Unstructured interview of staff members

1.5.2 Secondary Data

The secondary data sources are given below;
i. Annual reports of the Bank of Khyber
ii. Broachers
iii. Manuals of Banks
iv. Internet
1.6 Limitations
First limitation where to find out the right place for my internship where I can work and where I get
professional experience, I have submitted my CV in so many organization. It is quite difficult to know
about the banking sector in 6 weeks, time limitation was one of the main obstacles, I was having no past
experience to collect data and to do a research on an organization this was a tough job, the written
material or secondary were not available, therefore in short and in a long there were mistakes happened
in the research due to some of the limitations.

2
1.7 Advantages of the study
This internship experience will help the business students in particular and all type of administra tio n
students in general, because the economic analysis section of this report widely includes all sides of
financial Management overview. Furthermore, MCB Mardan Branch may also get benefits from the
references at the end of the report.

3
 CHAPTER #02

OVERVIEW OF THE ORGANIZATION

2.1. Brief history
MCB Bank is one of the leading banks in Pakistan. MCB has more than 50 years of experience in
Pakistan and, in the current situation, hinders the work of the command organization. MCB is not a
famous story overnight, but MCB's success is diligent and full of power. Go.
The MCB, founded by Adamjee Group, developed rapidly in the 1960s with the concentration of
commercially funded products. In 1947, MCB was nationalized along with private banks, and then
privatized in 1991 during the policy of deregulation of the financial sector of the Nawaz Sharif
government.
In the first five years, the private administration focused on its vast branch network and created a broad
and stable repository. Since privatization, the bank has made significant progress in improving
operational efficiency through the development of human resources and the use of technology. Today
the bank owns the online brand and the country's ATM network.
The main goal of MCB remains the growing popularity of consumer banking and its reputation as a
complete service provider, which has given banks an advantage over increasing competition in the
Pakistani banking sector. A network of over 1,200 members and a consumer bank.
The team offers customers savings plans, innovative products and services. The ATM network is the
largest network in Pakistan and Pak Rupee Travelers Checks is the market leader.
MCB is the first photo card released with MCB MasterCard. Corporate banking ensures that a
professional financial advisory team provides assistance with underwriting, project financing or business
advisory services. Focused professionals, MCB has an international perspective and key regional needs.
2.2. Our Vision and Mission
2.2.1. Vision statement
Our vision is to be a leading financial services provider, working with our customers to create a more
prosperous and secure future.
2.2.2. Mission statement
We are a dedicated professional team that provides innovative and efficient financial solutions to create
and develop long-term relationships with our customers. In the process, we guarantee that our
shareholders can make a confidential investment in us.

4
2.3. Business Volume
Three-year business volume of MCB Bank Limited
Rs in millions
Details 2016 2017 2018
Total Assets 1072365 1343238 1498130
Deposits 781430 968483 1049038
Advances-net 348117 459356 503581
Investments-net 555929 656964 749369
Shareholder’s Equity 120152 138100 140196
Profit before Taxation 36075 31014 32064
Profit after Taxation 21891 22459 21360
Earning per Share (Rs.) 19.67 19.56 18.02

2.4. Product Line

The MCB Bank in Pakistan manages all the bank's plans and services under the current conditions and
has numerous financial infrastructures in which MCB Bank serves its customers.
2.4.1 Consumer Bank
Consumer portfolios will include debit cards, credit cards, car loans, personal loans and mortgages that
will be built over time. However, we believe that with our largest network of online branches, a superior
technology platform, a large customer base and a personal banking group (CPBG), our strengths will
bring the bank's profitability to new levels.
2.4.2 Commercial Bank
MCB also carries out commercial banking activities and is a leader in the sector. MCB offers retail
products to consumers. MCB focuses primarily on presenting a variety of financial and investme nt
products to its valuable customers and achieving stable growth in the financial sector. Commercial and
retail banks offer authenticity based on assets and liabilities.MCB Bank presents the different types of
products and tools indicated below.
2.5. Islamic Bank
The Islamic Banking Business Unit was established on 1 January 2003. In a short period of time, it has
developed enough experience, infrastructure, information technology and human resources to manage
Islamic banking activities and provide Islamic banking services.

5
2.5.1. Islamic Bank Deposit Plan
2.5.2. Al-Makhraj Savings Account
The minimum deposit required for the Al-Makhraj savings account is only Rs. Get 5000 and make a
profit every year for half a year
2.5.3. IANAT account
The IANAT account allows you to easily complete unlimited transactions. The IANAT account can be
opened with a minimum amount of INR 10,000. With all the features and services offered by the product,
it is strongly recommended to manage commercial funds.
2.5.4. Al-Makhraj TDR
At least 25,000 rupees are required to invest in the Al-Makhraj thematic deposit. The term can be
selected from a variety of options (that is, 3 months to 2 years).
2.5.5. Deposit product
Save 365 gold coins
The more you save, the higher you will arrive. MCB Savings 365 offers you a wide range of attractive
profit margins
2.5.6. Additional savings
Grow with MCB Savings Xtra saving more and making more profits. MCB Savings Xtra offers you a
wide range of attractions.
2.5.7. Smart account in dollars
Find the right solution to help you save more dollars. The MCB Smart Dollar account is a smart way to
keep or increase your cash, savings or term deposits.
2.5.8. Savings account
If you live together and don't want to keep your money for a long time, but still want to make a profit
from your success, you can get the best of both worlds through the MCB Privilege Savings Account.
2.5.9. Current account
Low minimum budget requirements.
Unlimited deposit and withdrawal facilities for hundreds of branches throughout the country.
Lockers and other accessible commercial facilities.
A network of over a thousand branches and hundreds of online branches in a convenient location.
Current account of life.
Free integrated life insurance.

6
Debit / debit cards do not require an initial fee.
50% discount on the annual rate for debit cards at the time of renewal.
The average monthly balance requirement is low.
All the bills, payment orders, check books and debit cards required are free when the privile ged
relationship is maintained.
It has a foreign currency
Offer in USD, GBP or EUR.
Unlimited exchange for your branch.
Free services for the deposit and withdrawal of cash in foreign currency.
Pay your income to your account every six months.
Provide foreign remittance services.
2.5.10. Investment products
2.5.11. Dynamic cash account
MCB Dynamic Cash Fund (MCB DCF) is an open-ended money market fund managed by MCB Asset
Management. The objective of the fund is to offer attractive returns to short-term investors with little
risk appetite, taking into account capital security and quality considerations.
2.5.12. Dynamic allocation fund
MCB Dynamic Allocation Fund (MCB DAF) is an open asset allocation fund managed by MCB AMC
which allows for a 0-100% exposure to debt or equity based on market conditions and the fund manager's
discretion. The fund's objective is to provide investors with high absolute returns.
2.5.13. Dynamic Capital Fund
MCB Dynamic Equity Fund (MCB DSF) is an open equity fund managed by MCB AMC. The objective
of the fund is to provide investors with long-term capital appreciation. MCB DSF may occasionally
invest in short-term fixed income. Opportunity to see the stock market / stock exchange.
2.6. Loan
2.6.1. Car loan
If there is no car, the life of the fast lane can be very slow. MCB can easily provide financing / leasing
services for your new / used cars.
Features and benefits
Financing or leasing options.
The financing period varies from 1 year to 7 years.

7
Choice of new and used cars.
Suitable for local and imported vehicles.
Financing up to Rs.20 lacs
Advance payment options
Alternative loan options
Minimum documents required (2 photos and CNIC copy)
Pay only up to 15% down payment
Prioritize the delivery of different vehicles.
2.6.2. Credit card
More than 24 million companies in 210 countries around the world have accepted 10,000 credit card
logos from Pakistan, so you can be sure of the real value-added benefits at home and abroad.
2.6.3. Visa Debit Card
Pakistan's first chip-based debit card. It allows customers to enjoy unmatched comfort, improved
security and accessibility to funds 24 hours a day.
2.6.4. MCB Platinum Visa
We are pleased to invite you to experience the exciting world of Visa Platinum MCB credit card, one of
the most reliable, competitive and valuable credit cards, offering an attractive combination of luxury
shops, restaurants and travel opportunities, no. The question is to be happy for you.
2.6.5. MCB visa
MCB Visa is more than just a card in your wallet. Visa is the most secure, economical and valuable
credit card to turn your purchases into a more exciting experience. All ATMs in Pakistan and 27 millio n
reception locations worldwide accept MCB visas.
2.6.6. Prepaid MCB visa
Instant release.
Use cash 24/7 via ATM 24/7.
Accept 29 million points of sale.
Visa accepted online shopping.
Pakistan’s banking industry is growing rapidly, and there are many competitors near the MCB bank in
Pakistan.
United Bank
NIB Bank

8
•HBL Bank Ltd.
ABL Bank Ltd.
Soneri Bank Ltd.
Islamic Bank
Al-Falah Bank Ltd.
Faysal Bank Ltd.
Registered Standard Bank
Meezan Bank Ltd.
KASB Bank Ltd.
Punjab Bank

9
 CHAPTER # 03

ORGANIZATIONAL STRUCTURE
3.1 Organizational Hierarchy Chart

Board of Directors

Executive Committee

President/CEO

SEVP

EVP

SVP

VP

AVP

Office Grade 1

Non Clerical Staff Clerical Staff Officer Grade III Officer Grade
II

3.2. A brief introduction to all departments of MCB Bank

3.2.1. One. Business Development Department
The business unit sells or sells products to customers and opens ATM and other product accounts. The
department develops an objective strategy based on current conditions and works with three strategic
objectives.
• customer satisfaction

10
 • Employee satisfaction
• Commercial results

3.2.2. Cash management department

In this department, the cashier is the person who collects the deposit and, according to his request, the
money is delivered to the account holder and the money is deposited on the Internet. In the cash
department there are three types of departments.
Token problem
• Cash receipt
• Cash
• Receipt invoice or rate received
• Wait up

3.2.3. Account opening department

The account opening department is the department that manages the opening of an account or the
account requested by the department in accordance with the requirements of the National Bank of
Pakistan in the department. I know how to open an account by filling out the account opening form and
attaching a copy of the NIC and verifying it with NADRA.
3.2.4. Credit department
In this department, banks grant loans to customers and grant different types of credit to customers during
the internship. I understand that if there is a personal loan application, the bank issues a loan based on
the limit and makes some requests for different types of loans. For example, if the organization requests
a loan, the bank approves it and the restrictions applicable to the organization according to certain
requirements.
3.2.5. Dispatch office
The shipping department is a very important department in the bank, because all incoming and outgoing
mail, including ordinary mail and private mail, files that have been routed or transferred to the
department by the branch's mail contain files that cover the title Goods, checks, branches Cr. Fast
international bank letter of credit, as well as other regular letters. Therefore, it is important to handle the
office carefully and make sure there is no harm.
3.2.6. Remuneration Department
The bank has two types of compensation, and during my internship, I made two types of compensatio n.

11
• Internal compensation
• External compensation
3.2.7. Accounting department
This is an important department where maintenance accounts, receipts and bank books and all fees or
expenses are maintained, so keeping the entire bank account is the most important part of the bank. This
department and this department work well.
3.2.8. Finance department
The financial sector is an important sector because there are many forms of bank financing, such as
granting loans and obtaining excess amounts in the form of interest earned by MCB, to provide loans to
customers and purchase private sector participation. The organization also finances the agricultura l
sector and the private sector.
3.2.9. Comment on the organizational structure
The success of the organization is based on the organizational structure and the organizational structure
of MCB is very fluid and efficient. To facilitate the work, the work is divided into departments based
on the type of work and, otherwise, the bank or organization cannot be managed. When I completed my
work or responsibilities during my internship at the bank, I discovered that there was no differe nce
between the final staff and senior management during the departmental activities. Communica tio n
between all employees and departments is efficient. Whether it is horizontal or vertical communicatio n,
horizontal and vertical management is harmonious. Every employee knows their responsibilities and
authority to keep the job. I like the structure of the bank because it is clear who reports the transpare ncy
method.
In my opinion, MCB Bank of Pakistan has done a clear, transparent and special job, making MCB Bank
(Limited) a leading bank in Pakistan's banking sector.

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 CHAPTER#04

MY INTERNSHIP PLAN
4.1. A brief introduction of my internship branch
Thank you very much for my internship at MCB Bank (Limited) Mardan Branch. This branch is an
online branch, so I tend to manage the work very smoothly and efficiently.
In this branch, I observed that this branch is doing a good job. The management and staff of the branch
are efficient, professional and manage all the work of the branch. This branch has good connections and
relationships with the store. Business entities and other strong political parties can also increase deposits
at branches, maintain work efficiency and strengthen organizations.
The manager directs the various functions and deputy directors of the organization to guarantee and be
responsible for the efficient work of the entire department.
And the branches are well maintained and decorated and the entire department has an independent place
in the organization, where the tasks are assigned and the organization's environment attracts customers,
which is beneficial to the organization.
Dates of beginning and end of the bay
The name of the department I am training and the duration of the training.
During my internship, I worked in almost all departments. My internship was 6 weeks. I studied the
work of the following departments.
• Account opening department
• Cash department
• Credit Department
• compensation department
• remittances department

A detailed description of the tasks that were assigned to me during the internship program.
I was in practice at MCB Bank (Co., Ltd.) for six weeks, where I studied the detailed work of differe nt
departments where I worked in different departments, but I explained the department that had completely
dominated during my study. The details of the functions I have performed are mentioned below.
4.2. One. Account opening department
In the first two weeks I will work in the account opening department. It is an important part of the bank,
because all the work in bank accounts and bank accounts shows bank deposits. If a first step in working
with a bank or an organization is to open an account, my job is to open a new customer for the value.

13
Account, I understand that there are very few documents used when opening a new account. MCB Bank
(Limited) offers a wide range of accounts to its customers, including current account, savings account,
profit and loss account (PLS), BBA (basic bank account), KBA (Khushali Bachat account). These
accounts have different customer specifications. This will benefit him. When opening an account, the
minimum amount required is 1000 rupees.
The documents used to open a new account are as follows
1. Account Opening Form
2. The name of the person requesting the opening of a new account
3. Type of account
4. A copy of the national ID card
5. Check the validity period
6. Fill in the opening form
7. Signature
8. SS card (sample signature card)
9. Mother's name
10. Father's name
11. Current address
12. Permanent address
13. KYC Foam (know your customers)
14. KIN requires CNIC
The most important thing in opening an account is the signing of the SS card because we realize which
customer can withdraw the money, whether it is an original customer or not, and another step is the
KYC form. In this module we collect all the secret information such as the name of the customer's father
and mother, the company's income, his e-mail address, postal address and content number. The last one
is the CNIC requested by KIN for people who have a blood relationship of the client like father, mother,
brother, sister, this does not require a friendship card of a friend or another person only for those who
have a customer blood report.
4.2.1. Cash department
During my internship, I spent the third week in the cashier department, the cashier department
completely managed the money if the cashier department was in the cashier department during the study
period. The cash came from outside the bank or bank. I understand all the activities of the cash

14
department. The cash department has several sub-sectors. According to the performance of differe nt
personnel in various departments of the cash department, there are five accountants, including
1. Issue a token
2. Counter receipts or deposits
3. Payment in cash and check
4. Check and clean the check and accounts counter

4.2.2. Bill and fee received counter

During my studies, I learned that I first issue a token to the client, so I receive the cash at the receipt
desk and keep the account, so if the client has a check, the verifier verifies the check, then verifies the
payment of the I check and transfer money online. And to maintain all the activities, that is to assume
the responsibility, that is to pay in cash to the customers and invoices of value, the toll counter receives
the payment of invoices and commissions and maintains all the debits and the expenses for the correlated
activities.
The activities of the MCB Bank (Limited) cash department are as follows
1. Source of money
2. Liquidity management
3. Deposit
4. Requirements project and online maintenance.
5. Processing of the remaining money
6. Management of the cash deficit
7. Cash transit
8. Issue cash
9. Security provisions.
10. Verification and verification
11. Receive invoices and charges

This is the most important bank department that I supported when I worked in this department. In the
work of the staff, he is very cautious about keeping the cash, to ensure that there are no mistakes and to
close the cash accounts of both parties during the night, is balanced or equal to the bank for profit.
4.2.3. Credit department

15
In the fourth week of my credit training, the credit department was one of the bank's most important
departments. The credits department is responsible for the maintenance of loans and credits, issues
credits after the necessary checks and guarantees and guarantees up to the established limits and has
rules and regulations for the distribution of credits and loans to customers.
The credit department of the MCB Bank manages different types of operational financing, the types of
loans are as follows
• Cash financing
• Application for funding
• regular financing
• Short-term loans and loans.
• and many others

I learned in this department that the basic information provided to issue credits or loans is as follows
1. Customer name
2. A copy of CINC
3. Expiration date of the CNIC
4. Date of birth.
5. Full address
6. Customer revenue

If an individual wants to get a loan from a bank, the bank provides a loan limit to any individual or
organization. I tend to have a small purpose for bank loans. Many documents and banks require the
following guarantees depending on the type of loan:
1. Account number of the borrower and type of account
2. Nature of principal activities and products.
3. Name of the borrower
4. The purpose of the loan, a partnership or a lessor
5. Type of activity
6. Information on the company and the company associated with the loan.
7. And the current financial status of the company
8. And the exact budgets of the company last two or more years
9. The debtor's bank account details relate to other bank accounts

16
The purpose of the loan is to start a new business or expand an existing business or buy shares.
4.2.4. Cleaning department
My fifth week is the cleaning department. I learned the work and the functions of the cleaning
department. This department is an important part of the bank.I understand that liquidation is the process
by which a banker negotiates through mutual accounts generated by NIFT (National Institutio na l
Promotion Technology) instruments generated by various instruments of other banks in the same city or
city. NIFT is the compensation clearing department for each branch, acting as an intermediary between
the bank and the customer.
There are two types of regulation for internal banking regulation and external regulation. We can say
that the transaction is clear on checks that cannot be cashed at the bank counter. The representatives of
the banks collect all the checks and instruments extracted, regulate the accounts and perform the clearing
function. The bank representative is called the NIFT clearing house on behalf of the commercial banks
for settlement. Through all the cities of the company.
The types of settlement are as follows
• Internal compensation / local compensation
• Offsetting / long-distance compensation

4.2.5. Inward clearing

The instruments and settlements or claim of other MCB banks or branches of MCB Bank branches,
including postal orders, are withdrawn by other bank customers or MCB branches in liquidation. Very
little is mentioned in the internal regulation process
1. Cross-shaped seal on the face
2. Remove the front and rear gaskets
3. The date of the next business day is printed on the settlement
4. The beneficiary's account is credited to the check and to the signature of the operations manager
5. Before accessing the computer control, verify the seal and the signature and publish and write the
control.

4.2.6. Clean up
I am inclined to leave compensation in the liquidation department of the MCB banks. External
compensation refers to the claims of the MCB Bank or other MCB Bank branches. Complaints submitted
by other banks or other MCB bank branches of our clients' branches in our bank are archived by our

17
MCB bank branches. To clean. After receiving the external compensation check, enter it in the registered
compensation. Enter the following details, which are recorded as follows
1. Serial number
2. Account number of the depositary
3. Name of the depositor
4. Drawer
5. Payer
6. Check the number
7. Amount of checks
8. Cross check seal
9. Game of the seal
10. The seal will be credited to the back of the beneficiary's account

Local compensation, seal with cover code of the branch of the cover design included, total quantity and
number of instruments. This amount must correspond to that withheld in the compensation register.
Checks or instruments with cover and outline are packaged in the NIFT package. Before storing these
items in the envelope, you need a plastic stamp number that must be written on the cover and the same
stamp must be used to close the NIFT envelope. This is to ensure further security because it is not
replaceable when the seal is open. If the seal number on the package does not match the packaging, it is
recommended to change it. Therefore, NIFT and the banks can take drastic measures. In the settlement
process, it also includes long-distance clarity
4.2.7. Remittance Department
My last week was devoted to work in the remittances department. In the current situation in the sector,
banks are very important in the management of transfer funds and different types of funds. They also
receive funds from foreign countries of the Pakistani community and from other countries. This is called
a remittance. MCB Bank transfers different types of funds through some of the services listed below
I understand that remittances and remittances have the following characteristics.
1. Quick and easy transfer
2. Transfer costs are rare
3. Dissatisfied with the owner of the MCB account on the same day
4. SMS reminder
5. For non-bank account holders, the funds are transferred online or by bank transfer.

18
When non-residents send funds to that house, the bank will take the following measures;
1. Remind customers by phone or SMS
2. No charge or deduction for the recipient.
3. Receive an 8-digit PIN from the recipient, then check if the remittance has been received and fill
out the form
4. Then check the original copy of the national identity card
Then I received a copy of the CNIC from this person.
6. Then insert the seal or verification seal on the form
7. The final step is that the person receives money from the recipient.

4.2.8. Western Union

During my work in this department, I worked with clients and transferred money through Western
Union. Using Western Union, people can get money from all Pakistani cities from Western branches or
from any bank or post office or money changer. When someone sends a payment, the company or bank
will provide the person with a personal identification number based on the person's name and mobile
number via Western Union. When the beneficiary goes to the bank to collect the money, the bank will
take the password and the original CNIC copy of the payment and give the money.
4.2.9. Bank transfer (TT)
The transfer refers to the completion of the application form, the corresponding staff completes the bank
transfer form, sends it to the requested bank, then the correspondent bank pays the customer
immediately, then the receipt is sent to the bank by post.
4.2.10. Demand Draft (DD)
The drafting of the application is like a tool for the client's will, as it avoids the additional load of money
and pays when the client wishes to be issued by a bank branch and is paid by another branch. The same
bank

19
 CHAPTER#05

FINANCIAL ANALYSIS
5.1. Ratio analysis
The report is used to measure the performance of the organization and the sector. Since the financ ia l
information of other banking sector entities is not available, only the MCB report is calculated based on
five-year financial data.The analysis of reason is an important and long-standing technique of financ ia l
analysis. It simplifies financial information, helps planning, makes comparisons between companies
possible and helps with investment decisions. The proportions facilitate the understanding of specific
relationships between the various budgets and therefore simply the original numbers. The financ ia l
reasons that can be created are practically unlimited, but some basic reasons are often used and can be
placed in different categories.
1. Rate of benefit
2. Investment / market ratio
3. Quality / liquidity ratio of assets

5.1.1. Profitability
As the name suggests, the profitability index can measure a company's profitability. The perception by
the management of the economic environment, the competition, the market of the company's products
and the decisions on the asset and equity structure will have an impact on the company's profits.
Therefore, profitability can be seen as a key relationship and a powerful indicator of the company's
overall performance. These proportions indicate the company's effectiveness in generating profits.
1. Profit before tax
Year 2014 2015 2016 2017 2018
47.53% 52.65% 53.52% 41.86% 38.48%

20
 60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
2014 2015 2016 2017 2018

Interpretation
Pre-tax profit combines all pre-tax profits of the company, including operational, non-operationa l,
continuous and non-continuous operations. Profits before taxes exist because tax expenditures are
constantly changing and their extraction helps to give investors a good idea of changes in company
profits or profits from year to year. The profit of MCB before taxes is constantly increasing, but also
decreases in the last year.
2. Gross spread
Year 2014 2015 2016 2017 2018
56.31% 61.34% 65.01% 57.58% 55.23%

Chart Title
70.00%

65.00%

60.00%

55.00%

50.00%
2014 2015 2016 2017 2018

Interpretation
The gross differential is the difference between the subscription price received from the issuing company
and the actual price offered to the investing public. The gross margin is the compensation that the
insurers of an initial public offer make to cover the expenses. The higher the gross margin index, the
greater the part of the OPV that will go to the investment bank.

21
3. Non-interest income to total income
Year 2014 2015 2016 2017 2018
22.93% 25.14% 26.96% 29.81% 27.21%

Chart Title

2014 2015 2016 2017 2018

Interpretation
The income of banks that has been generated by non-interest-related assets is a percentage of total
income (net interest income plus non-interest income). Non-interest-based revenues include net gains
on trading and derivatives, net gains on other securities, commissions and net commissions and other
operating income. In 2014, the MCB interest-free income was 22.93% and increased to 27.21%, which
shows an increase in interest-free income thanks to effective MCB policies.
4. Return on average equity (ROE)
Year 2014 2015 2016 2017 2018
23.83% 23.21% 18.94% 17.65% 15.48%

Chart Title
30.00%

20.00%

10.00%

0.00%
2014 2015 2016 2017 2018

Interpretation

22
This report shows the gain in proportion to the book value of the common shareholder. Also the return
on the capital showed many positive changes. In 2014, the percentage was 23.83% and in 2018 it was
reduced to 15.48%. Indicates how well the company uses the fund and, above all, a sign of profitability.
Create value for shareholders if their return on capital is greater than the cost of capital.
5. Return on average assets (ROA)
Year 2014 2015 2016 2017 2018
2.78% 2.63% 2.16% 1.86% 1.50%

Chart Title
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
2014 2015 2016 2017 2018

Interpretation
This report shows how well a business resource is used to generate profits. ROAA is calculated by taking
the net profit and dividing it by the total average assets. The final report is expressed as a percentage of
the total average asset. MCB ROAA has shown a small decrease, this is due to the increase in total assets
with a proportional increase in profits.
6. Cost to income ratio
Year 2014 2015 2016 2017 2018
36.51% 33.34% 36.80% 46.94% 49.75%

Chart Title
60.00%

40.00%

20.00%

0.00%
2014 2015 2016 2017 2018

23
Interpretation
Show the cost of a company in relation to your income. To get the report, divide the operating cost by
operating income. In 2014, the cost of MCB's income is 36.51% and gradually increases year after year
and now reaches 49.75% in the last year.
7. Admin expense to profit before tax
Year 2014 2015 2016 2017 2018
56.12% 51.90% 61.19% 91.99% 98.07%

Chart Title
120.00%
100.00%
80.00%
60.00%
40.00%
20.00%
0.00%
2014 2015 2016 2017 2018

Interpretation
Administrative expenses are expenses that are not attributed to the production or direct delivery of
products or services in the company's administrative expenses report. MCB administrative expenses in
2014 were 56.12%, which increased gradually year after year and reached 98.07%, with a sharp increase
in administrative expenses.
Investment/Market ratios
Market ratios are used to evaluate the current share price of a publicly held company stock.
1. Earnings per share (after tax)
Year 2014 2015 2016 2017 2018
21.85 22.95 19.67 19.56 18.02

24
 Chart Title
25
20
15
10
5
0
2014 2015 2016 2017 2018

Interpretation
Earnings per share are the portion of the company's profits that are assigned to each outstanding share
of its ordinary shares, it is calculated by taking the difference between a company's net profit and
dividends paid for preferred shares and then dividing that given by average number of shares
outstanding. In 2014, the earnings per share of MCB was 21.85, made a slight jump in 2015, increased
to 22.95 and then slowly decreased and decreased to 18.02 in 2018, which is not a good indicator for
investors.
2. Dividend payout ratio
Year 2014 2015 2016 2017 2018
64.06% 69.71% 81.35% 83.14% 88.77%

Chart Title
100.00%

80.00%

60.00%

40.00%

20.00%

0.00%
2014 2015 2016 2017 2018

Interpretation
This report shows the percentage of net income distributed to the shareholder in the form of dividends
during the year. Investors are particularly interested in this relationship because they want to know if
the company is paying a reasonable part of net income to investors. In 2014, this index was 64.06% and

25
this index increases year by year and reaches 88.77% in 2018, a good indicator for investors to invest in
MCB shares.
3. Price to earnings ratio
Year 2014 2015 2016 2017 2018
13.99 9.45 12.09 10.85 10.74

Chart Title
15

10

0
2014 2015 2016 2017 2018

Interpretation
The price / profit ratio indicates the expected price of the stock based on its earnings. As a company's
profit per share increases, its market value per share also increases. A company with a high price / profit
ratio generally indicates positive future performance.
In 2014, the price / profit ratio of MCB was 13.99 and decreased in the following year, before increasing
by 10.74 in 2018. MCB must improve this reason because it is a positive indicator for the investor for
investments when this ratio is high.
4. Dividend cover ratio
Year 2014 2015 2016 2017 2018
1.56 1.43 1.23 1.18 1.13

26
 Chart Title
2

1.5

0.5

0
2014 2015 2016 2017 2018

Interpretation
This report is a financial matrix that measures the number of times a company can pay dividends to its
shareholders. Therefore, if a company has a high percentage of net income compared to the total annual
dividend payment amount, there is a low risk that the asset cannot continue to make dividend payments
of the same amount. In 2014 the dividend coverage ratio was 1.56 and in 2018 it is 1.13.
Quality of activities and liquidity ratio
The average creditor, although generally interested in the overall financial soundness of the company,
is specifically interested in knowing whether the company will be able to meet its short-term financ ia l
obligation. The liquidity index measures the company's short-term solvency.
Current ratio
Year 2014 2015 2016 2017 2018
1.51 2.44 3.05 2.01 1.91

Chart Title
3.5
3
2.5
2
1.5
1
0.5
0
2014 2015 2016 2017 2018

27
Interpretation
The current percentage of MCB increases from year to year. The higher the current index, the greater
the ability to cope with short-term bonds at maturity. The current percentage of MCB in 2014 was 1.51,
therefore it increases in the next two years and then in 2018 it drops to 1.91.
2. Investment to deposits ratio
Year 2014 2015 2016 2017 2018
74.26% 81.18% 71.14% 67.83% 71.43%

Chart Title
85.00%
80.00%
75.00%
70.00%
65.00%
60.00%
2014 2015 2016 2017 2018

Interpretation
The investment / deposit ratio of the investment of the company employed per unit of deposit. The MCB
investment / deposit ratio in 2014 was 74.26%, to then increase in the coming years, but in 2017 it again
falls to 67.83%. Due to the industrial development factor in the country for which loans have increased
and investments have slightly decreased.
3. NPLs to Gross advances ratio
Year 2014 2015 2016 2017 2018
6.80% 6.32% 5.90% 9.47% 8.95%

28
 Chart Title
10.00%

8.00%

6.00%

4.00%

2.00%

0.00%
2014 2015 2016 2017 2018

Interpretation
When a borrower has not made regular payments for at least 90 days, the loan is considered an unpaid
loan or NPL. A delinquent loan is considered delinquent or close to delinquency once the loan is
delinquent, with the probability that the debtor repays him in full or substantially less. If the debtor
resumes payment again, it becomes a reform loan. In 2014, this percentage of MCB was 6.80% and in
2018 this percentage rose to 8.95%.
4. Earning assets to total assets ratio
Year 2014 2015 2016 2017 2018
87.59% 86.88% 84.98% 87.50% 89.67%

Chart Title
92.00%

90.00%

88.00%

86.00%

84.00%

82.00%
2014 2015 2016 2017 2018

Interpretation
Banks use the earnings assistance method for the total asset index as a quick method to determine the
percentage of the balance that is working to generate income. This relationship can also be represented
as a product of profit margin and total turnover of assets. A low percentage indicates a low income and

29
a high percentage indicates a high income. In 2014, the percentage is 87.59%, which represents a low
percentage of revenue compared to 2018, which is 89.67%. This means that MCB will generate more
revenue in 2018.
5. Investment to total assets ratio
Year 2014 2015 2016 2017 2018
54.69% 56.32% 51.84% 48.91% 50.02%

Chart Title
58.00%
56.00%
54.00%
52.00%
50.00%
48.00%
46.00%
44.00%
2014 2015 2016 2017 2018

Interpretation
This report measures the per-rupee return on your investment in assets. The return on investments of
MCB was 54.69% in 2014 and next year it will increase slightly to 56.32% in 2015, so it will be reduced
in the coming years and will fall to 50.02% in 2018.
6. Cash ratio
Year 2014 2015 2016 2017 2018
5.16% 5.96% 7.78% 5.07% 3.44%

Chart Title
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2014 2015 2016 2017 2018

30
Interpretation
It is the ratio between cash and cash equivalents to current liabilities. Shows the amount of money
available to meet current liabilities. In 2014, this percentage of MCB was 5.16% and increases year by
year and decreases to 3.44 %% in 2018. Even if current liabilities have increased, but the increase in
liquidity is very high.
7. Assets to Equity
Year 2014 2015 2016 2017 2018
8.74 8.87 9.09 9.84 10.74

12

10
Chart Title
8

0
2014 2015 2016 2017 2018

Interpretation
This report shows the relationship of the total assets of the company with the share held by the
shareholders. This index is an indicator of the financial leverage (debt) of the company used to finance
the company. A high ratio indicates high resources and very little equity.
5.1.2. MCB financial analysis
The organization's financial analysis involves evaluating financial performance as described in the
organization's financial statements. The MCB provides this information in the form of an annual report
for each financial year that contains financial and non-financial information.
To improve the quality of the decision-making process, the correct analysis of these statements helps a
lot. Analysis of financial statements helps determine the financial conditions at a given time and the
effectiveness of a company's operations during a specific period.
The various stakeholders of the companies are interested in the analysis of the financial statements. But
the focus of everyone's interest is not the same. Budgets are prepared primarily for decision making. But
the information in the financial statements is not an end in itself, since it is not possible to draw a

31
meaningful conclusion from these statements. However, the information provided in the financ ia l
statements is extremely useful for making decisions through the analysis and interpretation of financ ia l
statements. The analysis of financial statements is the process of identifying the strengths and
weaknesses of the company by correctly establishing the relationship between the elements of the
balance sheet and the profit and loss account.
5.1.3. Horizontal Analysis of balance of Balance Sheet
2018 18vs17 2017 17vs16 2016 16vs15 2015
Assets Rs in % Rs in % Rs in % Rs in
million million million million
Cash and 103,175 -3% 106,072 43% 74,222 23% 60,568
Balances with
treasury banks
Balances with 11,879 159% 4,579 5% 4,344 20% 3,611
other banks
Lending to 35,106 698% 4,398 57% 2,810 -9% 3,080
financial
institution
Investments 749,369 14% 656,964 18% 555,929 -2% 565,696
Advances 503,581 7% 469,356 35% 348,117 14% 304,122
Operating fixed 41,070 5% 39,170 21% 32,409 11% 29,227
assets
Intangible 372 -8% 404 18% 343 -53% 723
assets
Other assets 53,578 -14% 62,295 15% 54,191 45% 37,384
Total assets 1,498,130 12% 1,343,238 25% 1,072,365 7% 1,004,410
Liabilities
Bills payable 15,699 -31% 22,681 77% 12,844 8% 11,889
Borrowings 216,019 62% 133,070 79% 75,515 -37% 118,040
Deposits 1,049,038 8% 968,483 24% 781,430 12% 696,805

32
 Sub-ordinated 3,891 0% 3,893 100% _ _ _
loan
Deferred tax 1,532 -67% 4,625 -59% 11,260 -1% 11,377
liabilities
Other liabilities 62,673 10% 56,921 12% 50,690 78% 28,498
Total liabilities 1,348,852 13% 1,189,672 28% 930,739 7% 866,608

Net assets 149,278 -3% 153,566 0% 141,627 3% 137,802

Share capital 11,851 0% 11,851 6% 11,130 0% 11,130
Reserves 74,148 5% 70,866 33% 53,347 4% 51,309
Surplus on 9,747 -43% 17,073 -28% 23,680 -4% 24,616
revaluation of
assets
Unappropriated 53,532 0% 53,776 1% 53,469 5% 50,747
profit

The bank's capital base has risen considerably over the past 3 years and has gone through many
milestones, namely SEK 1 billion: the largest increase in the capital base was observed in 2017, where
assets increased by 25%, mainly due to progress in terms of volume. On an annual basis, the capital base
has increased by 12% over the past six years. Over the past six years, the largest increase in the
investment base was in 2017, or 18%. The greatest growth in progress is observed in 2017.
The bank's deposit base has increased considerably over the years, from Rs.632 billion in 2013 to Rs
1,049 billion in 2018, which translates into a compound annual rate of 12% over the past 6 years. The
largest increase was registered in 2017.
MCB transferred the business of its 90 branches to the wholly owned subsidiary of MCB, ie the Islamic
bank MCB Limited and the deposits of Rs 21.9 billion were transferred as part of the merger. Despite
this transfer, deposits have grown by 8% during the year. The bank's net assets also recorded a healthy
increase due to greater profitability in the last 6 years, which translates into an average growth of 6%
over the last 6 years.

33
5.1.4. Analysis of Income Statement
Profit and 2018 Rs 18vs17 2017 Rs 17vs16 2016 Rs 16vs15 2015 Rs
loss in millio n % in millio n % in millio n % in millio n
account
Mark-up 83,319 12% 74,091 10% 67,400 -16% 80,393
earned
Mark-up (37,305) 19% (31,429) 33% (23,568) -24% (31,077)
expensed
Net mark- 46,014 8% 42,662 -3% 43,814 -11% 49,316
up income
Non- 17,198 -5% 18,118 12% 16,175 -2% 16,566
mark-up
income
Total 63,212 4% 60,780 1% 59,989 -9% 65,882
income
Non- 15% (28,721) 25% (22,989) 0% (22,895)
(32,902)
mark-up
expenses
Profit 30,310 -5% 32,059 -13% 36,999 -14% 42,987
before
provision
Provisions 1,753 -268% (1,045) 13% (925) 40% (659)
&write off
Profit 32,064 3% 31,014 -14% 36,075 -15% 42,329
before
taxation
Taxation (10,704) 25% (8,555) -40% (14,184) -15% (16,782)

Profit 21,360 -5% 22,459 3% 21,891 -14% 25,546

after
taxation

34
In terms of profits and losses, the total profit margin earned has increased on average by 3% for six
years. This is due to the lowest discount rate for most of the last six years. In correspondence with the
changes in the portfolio of assets, the contribution of revenue to investments has increased over the
years. The increase in the increase in the cost of the deposit is due to the regulatory revisions and the
increase in the central bank's deposit base. However, during the six-year period covered, the total costs
of raising rates increased by 5%.
The margin less margin freeze has shown tremendous growth in recent years, with an 11% growth rate
over the past six years. Margin less costs increased by an average of 10% due to the increase in operating
infrastructures and inflation patterns, which is reasonable. One of the bank's main strengths is its
recycling portfolio, which is clearly a credit reduction / reserve in recent years. The provision for 2017
and 2018 is mainly based on the provision of a portfolio of bank capital investments based on the
volatility observed on the exchange and the provision for provisioning in the last six years has been
substantially reversed. MCB enjoys one of the highest spreads in the banking sector, which is reflected
in the bank's profitability

35
 CHAPTER #06

SWOT ANALYSIS
6.1. Strengths
o The first privatized bank has become a leader in the largest online ATM market in the country.

o MCB instant financing products designed to provide customers with instant loan services from MCB
subsidiaries.
o The largest private Pakistani bank with 1,040 national and five foreign branches.
o MCB has a long-term vision and plays a very important role in organizational success.
o Emphasize banking activities by providing innovative savings plans, products and services to
consumer banks.
o Cash access 24 hours a day via an ATM.
o Be the first to present the MCB and RTC Master Card to minimize risk.
o Easy access to customers in their residential areas through a large number of branches.
o MCB has brand and recognition.
o Fully understand the market and adopt strategies based on competitive strategies.
o MCB has launched the mobile banking business, which is definitely a truly innovative product based
on customer needs.
o The current MCB customer list is very large and the amount of deposits is large.
6.2. Weakness
o Experienced employees but elderly who do not understand the use of modern technology / equipment?
o Financial weakness, ie operating costs are too high.
o I discovered that employees' job insecurity is linked to employee rationalization.
o Political pressure for the choice of vested interests.
o A very small foreign network.
o Marketing without advance payments.
o There is no anticipated training.
o There has been little progress in agriculture and SMEs.
6.3. Opportunity
o MCB also has the opportunity to expand its new technological advances; Effective telephony and
online banking services.

36
o Thanks to the wider ATM network, MCB can extend its cash service 24 hours a day to distant cities
with a growing market demand.
o If they extend their networks and ATM branches to other countries, they can occupy a large part of
the market.
o Increase the focus / focus of different types of customers. MCB can open female branches, especially
in areas where the female class wishes to participate but cannot participate due to environme nta l
limitations.
o Recover bad debts with more strength.
o Take advantage of the next experience and expertise.
o Focus on small businesses, export / import departments.
o New products such as Mala Mal and ATMs will be launched in the future.
o Open branches abroad, such as the National Bank and MCB, or merge with other foreign banks outside
Pakistan.
o It is necessary to introduce new programs to finance operations on raw materials.
o the formation of new and dynamic marketing teams can increase spending on loans and find new
customers.
6.4. Threat
o The government provides credit services to customers to comply with prudential regulations.
o Increase foreign banks in the country.
o The privatization of other national banks has also increased their services.
o Highly specialized and interesting services provided by foreign banks to their customers.
o Inconsistencies in government policies in the economic and commercial sectors.
o Evolution of global technological progress.
o The account lockout causes the customer to lose confidence.
o The credit sector involves the concentration of risks.
o The rate of national economic growth has slowed.
o The return on deposits is very low.

37
 CHAPTER#07

CONCLUSION AND RECOMMENDATIONS

7.1. Conclusion
The project and the survey of the report gave me many conclusions. To summar ize this report, we must
be very concise. During my internship at MCB Bank (Limited), I had 6 weeks of good experience. I
learned a lot about banking and work. I have also observed many things, some of which are good for the
banking sector. Some weak branches of MCB have been observed. The advantage is that most branches
are online and connected to the main bank and the online system I like and watch is safe and saves time.
Compared to non-online bank branches, the possibility of error is lower. ATM facilities are almost all
MCB banks. The branches are good for banks and customers. MCB Bank works and runs smoothly,
customer oriented and well managed. However, there are some employees whose shortcomings do not
have professional titles. They are different from the work of professional graduates. Some employees
don't pay enough attention to customers, they don't use the right business language and customers, but
professionals have a good attitude and pay proper attention to customers there.
MCB is one of the profitable and practical banks in Pakistan. My conclusion is that if the banks focus
adequately on the analysis of S.W.O.T, the banks can become market leaders if they follow the feedback
recommendations, since the banks have all the potential to reach this position. This applies only to the
redesign process. The redesign process must cover all levels of management.
TO SUGGEST
MCB Bank (Limited) has done a good job for many years, increasing the organization's deposits and
increasing its profitability. The suggestions for improvement are as follows
• The total transmission speed of the organization has steadily decreased and should be improved.
• The relationship between income without interest and total income is improving and should
continue.
• The organization takes the necessary measures to stabilize the net profit margin.
• Need to improve the organization's revenue distribution.

ATM card availability

It is very important to guarantee the availability of the ATM card. If the communication system has
improved, this problem can be solved. Another way to improve this installation is to distribute ATM
cards online through direct online access. This will take less time and the customer will receive his card
in time.

38
Customer relations
Understanding customers and their needs is the key to business success. Through attitudes, managers
can improve customer relationships. By understanding what customers want, managers can improve
customer relationships. MCB must understand that commitments to meet customer needs must be
respected in an ethical and professional context. Based on the development of a correct attitude, they
must follow a culture of high moral standards.
Although MCB has improved its business behavior, even though they should continue to work to
improve business behavior. Customer relations must be improved at the MCB. To improve attitude,
special courses should be organized through professional teachers, lectures, seminars and other
interactive techniques. This will cost the bank, but in the long term the bank will be more profitable.
Technological company
The latest software must be introduced in all departments to improve the computer's data processing
capabilities. Officials in all departments: banks still use old computers. The use of new technology can
help IT department employees; that is, to provide a new vocational training program to IT department
employees. Therefore, they can compete on equal terms with other banks.
Management and subordinate relationship
It is clear that the employees of ordinary workers play a vital role in the organization. Employees are
the most valuable resource. Human resources managers should focus on recruiting multiple talents and
vocational training. The manager must improve his attitude towards his subordinates. For all, self-esteem
is something more valuable. If low-level employees receive adequate attention and managers are good
at low-level management, they will be motivated to meet and be loyal to the organization.
Marketing culture
Special training in marketing must be provided to employees. Adequate marketing measures must be
taken to increase sales of various products that will result in increased bank benefits. Bank employees
should receive basic marketing training under expert guidance.
Empowering employees
Commitment is a function of empowerment, so the future of MCB is that they must remain committed
and the necessary authorizations must flow into lower-level hierarchies on a regular basis to make the
performance more flexible. By empowering lower level employees, they will feel safe in the
organization and work to improve it.
Increase productivity

39
To strengthen the commercial capabilities of employees, banks must organize a series of internal training
courses and seminars on various topics related to advance payments and other departments.
In addition, banks must send employees to participate in professional courses. As a result, employees
will keep up with the latest innovations in the bank.

40
REFERENCES
 Deenzo, David A and Robinson, Stephen. (1994) Human Resource Management. USA: John
Wiley and Sons Inc.

 Koontz Harnold and Hienz Weinrich. (1993) Management. Singapore McGraw Hill.

 Miegs, Robert. F (1999) Accounting. The Basic for Business Decisions Boston Irvin Inc.

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