Shoaib MCB

Mcb Bank Ltd
INTERNSHIP REPORT
ON
MCB BANK Ltd.
SHOAIB AKHTAR
MBA
MBD-11-35
Dera Ghazi khan
Campus
Department of Business Administration

Bahauddin Zakariya University
PREFACE
It is the requirement of the MBA course Bahauddin Zakariya University, Multan that
all students of MBA have to spend six or eight weeks in any organization to get practical
exposure and to get familiarized with the ways to live in the organizational environment which is
dramatically different from the educational environment. That two months period called
Internship Period , if spent properly and sincerely, enables the students to be more confident,
more knowledgeable, more responsible and, above all, more committed to its work in the
practical field. I have also been assigned to do internship of eight weeks period in MCB Branch
Kot Chutta.
It has enabled me to understand the practical scenario and sharpen our decision
making power and utilizing the resources in an effective manner, so that our resources generate
maximum profit.
In preparing this report, I have put all of my best efforts and tried my level best to give
maximum knowledge. Despite of my all the coherent efforts, I do believe that there will always
be a room for improvement in the efforts of learner like me.
Shoaib Akhtar
MBD-11-35
ACKNOWLEDGEMENT
All praises to almighty Allah and our holy prophet Muhammad PBUH who gave me the
courage and patience for completion of this final report.
I wish to acknowledge my gratitude to my inspiring Teachers for their endless their
persistence, support and encouragement, and for providing me a lifetime opportunity to work
with Muslim Commercial Bank
I am also very thankful to Muslim Commercial Bank Ltd. Branch, Kot Chutta and the
Branch Manager Mr. Sarfaraz Ahmad who gave me opportunity to work with experienced
persons in their organization.
I am also thankful to my parents, family and friends that continually offered encouraging
support
Shoaib Akhtar
MBD-11-35
TABLE OF CONTENTS
PREFACE..............................................................................................................2
ACKNOWLEDGEMENT.....................................................................................3
TABLE OF CONTENTS.......................................................................................4
EXECUTIVE SUMMARY....................................................................................6
INTRODUCTION OF SECTOR..............................................................................8
THE MUSLIM COMMERCIAL BANK LIMITED...............................................11
VISION STATEMENT........................................................................................12
MISSION STATEMENT.....................................................................................12
HEAD OFFICE....................................................................................................13
CIRCLE OFFICE.................................................................................................14
MANAGEMENT OF ORGANIZATION............................................................15
ORGANIZATIONAL STRUCTURE..................................................................16
INFORMATION ABOUT BRANCH..................................................................20
GENERAL BANKING........................................................................................21
DEPARTMENTS WHERE INTERNSHIP WAS CARRIED OUT.....................22
OPERATIONS DEPARTMENT..........................................................................22
CLEARING DEPARTMENT..............................................................................29
REMITTANCE DEPARTMENT.........................................................................33
OTHER DEPARTMENTS...................................................................................37
CASH DEPARTMENT........................................................................................37
ACCOUNTS DEPARTMENT.............................................................................39
TECHNOLOGY DEPARTMENT.......................................................................40
ADVANCES DEPARTMENT.............................................................................42
FINANCIAL ANALYSIS OF MCB....................................................................47
RATIO ANALYSIS..............................................................................................47
4
ADVANTAGES OF RATIO ANALYSIS:..............................................................48

LIQUIDITY RATIOS..............................................................................................48
DEBT RATIO..........................................................................................................49
MARKET RATIOS.................................................................................................50
VERTICAL ANALYSIS......................................................................................57
HORIZONTAL ANALYSIS................................................................................60
SWOT ANALYSIS..............................................................................................64
MCBs SWOT ANALYSIS..................................................................................65
STRENGTHS......................................................................................................65
WEAKNESSES...................................................................................................68
OPPORTUNITIES...............................................................................................69
THREATS............................................................................................................70
PEST ANALYSES...............................................................................................71
APPLICATION OF CLASS ROOM LEARNING..............................................73
WHAT I HAVE LEARNT IN MCB....................................................................74
SUGGESTIONS & RECOMMENDATIONS.....................................................75
IF I WERE MANAGER AT MUSLIM COMMERCIAL BANK.......................77
8 STEP TO IMPLEMENTING A KNOWLEDGE MANAGEMENT IN MCB79
REFERENCES & RESOURCES........................................................................83
EXECUTIVE SUMMARY
The banking structure in Pakistan comprises of the following types, State Bank of
Pakistan, Commercial Bank of Pakistan; Exchange Banks, Saving banks, Cooperative banks,
Specialized credit institutions. The state bank of Pakistan is the Central bank of the country and
was established on July 01, 1948. The network of bank branches now covers a very large
segment of national economy. The State Bank of Pakistan issues the shares of these periodically.
Bank employees and other common peoples can also purchase these shares and earn profit. In
1956, MCB transferred its Registered office to Karachi, where the Head Office is presently
located. In April 1991, MCB became Pakistans first privatized bank.
The corporate branch at Shahrah-e-Faisal Karachi (SFK) branch is the corporate branch
of MCB in Karachi. The bank is using SWIFT for transfer of information about imports and
exports.
MCB SFK branch has Currently Following three Departments General Banking
Department, Advances Department & Foreign Exchange Department.

To open an account the customer has to meet the general banking manager with an
introducer. The procedure begins with the punching of account opening form to the customer file
i.e. customers master file. Before closing any account, bank send letter to the account holder for
informing him that his account is going to be closed. There is need an approval form higher
authority to close any account. Current deposits are those which are payable to bank whenever
demanded by the customer. Bank does not pay any profit on current deposits. The following are
the financial products/services of MCB Malay Mail Scheme, PLS Account, Saving 365 Account,
Capital growth certificate scheme, Fund Management Scheme, Khushali Bachat Account, Term/
Fixed Deposits and others like night banking, credit cards, traveler cheques.
In remittance department like any other bank MCB also have instruments for transferring
of money, Telegraphic Transfer, Mail Transfer. In cash department both deposits and withdrawals
go side by side. This department works under the accounts department and deals with cash
deposits and payments. This department maintains the following sheets, books, and ledger of
account cash received voucher sheet, cash paid voucher sheet, Paying-in-slip, Cheque book,
Cash balance book. The clearing in Karachi at MCB or other banks is being done through NIFT
(National Institute of Facilitation Technology).
Bank provides this facility to the people who need advance money to meet their
requirement. Party dealing with other banks financial condition of borrower business and as a
first step credit proposal is being made. MCB provides advances, which are two types. Secured
Advances, Unsecured Advances. MCB usually classified advances in to following types
Agricultural Advances, Commercial Advances
Industrial Advances. Commercial Advances are of following types
Demand Finance, Cash Finance, Foreign bills purchased, Finance against imported
goods, Finance against foreign bills, Export Refinance Part I (Pre Shipment) & others. Banks
Agriculture division deals with the agriculture advances. Bank provides the Agriculture
Advances in order to enhance and support the agriculture sector of the country. Farm Credit &
Non Farm Credit.
In foreign exchange, MCB is dealing Foreign Currency Accounts, Foreign Remittances,
and Foreign Bills for Collection, Imports & Exports
Foreign currency accounts & the foreign currency department deals with the following
types of accounts, Dollar Khushali account, Current account, Saving bank account, Term deposit,
Prime Currency Scheme. Foreign accounts are convertible on floating rate available to the bank.
Letter Of Credit facility is being provided by MCB in foreign exchange.
INTRODUCTION OF SECTOR
The word 'Bank' is said to have been derived from the words Bancus or Banque or Bank.
This history of banking is traced to as early as 2000 B.C. Banking in fact is primitive as human
society, for ever since man came to realize the importance of money as a medium of exchange,
the necessity of a controlling or regulating agency or institution was naturally felt. The priests in
Greece used to keep money and valuables of the people in temples. These priests thus acted as
financial agents. The origin of banking is also traced to early golds miths. They used to keep
strong safes for storing the money and valuables of the people. The first stage in the development
of modern banking, thus, was the accepting of deposits of cash from those persons who had
surplus money with them.
The goldsmiths used to issue receipts for the money deposited with them. These receipts
began to pass from hand to hand in settlement of transactions because people had confidence in
the integrity and solvency of goldsmiths. When it was found that these receipts were fully
accepted in payment of debts; then the receipts were drawn in such a way that it entitled any
holder to claim the specified amount of money from goldsmiths. A depositor who is to make the
payments may now get the money in cash from goldsmiths or pay over the receipt to the creditor.
These receipts were the earlier bank notes. The second stage in the development of banking thus
was the issue of bank notes.
The goldsmiths soon discovered that all the people who had deposited money with them
do not come to withdraw their funds in cash. They found that only a few persons presented the
receipts for encashment during a given period of time. They also found that most of the money
deposited with them was lying idle. At the same time; they found that they were being constantly
requested for loan on good security. They thought it profitable to lend at least some of the money
deposited with them to the needy persons. This proved a profitable business for the goldsmiths.
They instead of charging safe keeping charges from the depositors began to give them interest on
the money deposited with them. This was the third stage in the development of banking.
At the time of independence, there were 631 offices of scheduled banks in Pakistan, of
which 487 were located in West Pakistan alone. As a new country without resources it was very
difficult for Pakistan to run its own banking system immediately.
Therefore, the expert
committee recommended that the Reserve Bank of India should continue to function in Pakistan
until 30th September 1948, so that problems of time and demand liability, coinage currencies,
exchange etc. be settled between India and Pakistan.
The non-Muslims started transferring their funds and accounts to India. By the end of
June 1948 the number of officers of scheduled banks in Pakistan declined from 631 to 225.
There were 19 foreign banks with the status of small branch offices that were engaged solely in
export of crop from Pakistan, while there were only two Pakistani institutions, Habib Bank of
Pakistan and the Australian Bank. The customers of the bank are not satisfied with the uncertain
condition of banking. Similarly the Reserve Bank of India was not in the favor of Govt. of
Pakistan. The Govt. of Pakistan decided to establish a full-fledge central bank. Consequently the
Governor-general of Pakistan Quaid-I-Azam inaugurated the State Bank of Pakistan on July 1,
1948. Thus a landmark was made in the history of banking when the state bank of Pakistan
assumed full control of banking and currency in Pakistan. The banking structure in Pakistan
comprises of the following types.
State Bank of Pakistan
Commercial Bank of Pakistan
Saving banks.
Cooperative banks
Specialized credit institutions.
Commercial banks have been the most effective mobilizers of savings and have been
providing short-term requirements of working capitals to trade, commerce and industry.
Up to December 31, 1973, there were 14 Pakistan commercial banks that functioned all
over the country and in some foreign countries through a network of branches. All these
commercial banks were nationalized in January 1, 1974, and were recognized and merged into
the following five banks:
National Bank of Pakistan
Muslim commercial bank limited
Habib Bank Limited
United Bank Limited
Allied Bank of Pakistan
The state bank of Pakistan is the Central bank of the country and was established on July
1, 1948. The separation of East Pakistan and its repercussion in the form of economic depression
has caused a lot of difficulties to the banking system in Pakistan. The network of bank branches
now covers a very large segment of national economy. The numbers of branches have increased
appreciably and there is now on branch of bank for every 3000 heads of population
approximately. There is done reasonable growth in deposits from the establishment of Pakistan.
Besides this growth, specialized credit and financial institutions have also developed over the
years.
The Government of Pakistan in the late 90s introducing the need for the privatization of
state owned banks and companies. The private sector has accepted the challenge and most of the
banks are privatized today. The State Bank of Pakistan issues the shares of these periodically.
Bank employees and other common peoples can also purchase these shares and earn profit.
Throughout the period of banking history the banks have been expanding rapidly and achieved
the desired goal of progress.
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THE MUSLIM COMMERCIAL

BANK LIMITED
HISTORY:
MCB was founded by ISFHANI and ADAMJEE families in Calcutta on July 9, 1947.
MCB is not an overnight success story rather good track of services are responsible for the leaps
and bounds progress. After the partition of the Indo-Pak Subcontinent, the bank moved to Dhaka
from where it commenced business in August 1948. In 1956, the Bank transferred its Registered
office to Karachi, where the Head Office is presently located. Thus, the bank inherits a 52-year
legacy of trust in its customers and the citizens of Pakistan
The performance of MCB was badly affected by bureaucrat government. In January
1974, MCB was nationalized by Bhutto Government following the bank act 1974 subsequently
in June 1974 Premier Bank Limited merged with MCB.
PRIVATIZATION:
When privatization policy was announced in 1990, MCB was the first to be privatized
upon recommendations of World Bank and IMF. The reason for this choice was the better
profitability condition of the organization and less risky credit portfolio which made'' it a good
choice for investors. On April 8th, 1991, the management control was handed over to National
Group (the highest bidders). Initially only 26% of shares were sold to private sector at Rs. 56
per share.
MCB besides being money financial organization have rendered invaluable services in
the economics and social developments of our country. MCB today, represents a bank that has
grown with time, experience and Pakistan. A major financial institution, in scope and size, it
symbolizes a fully-grown tree. Evergreen, Strong, and firmly rooted.
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VISION STATEMENT
To be the leading financial services provider, partnering with our customers for a more
prosperous and secure future
MISSION STATEMENT
We are a team of committed professionals, providing innovative and efficient financial

solutions to create and nurture long-term relationships with our customers. In doing so, we
ensure that our shareholders can invest with confidence in us.
12
DEVELOPMENTS:
After privatization, the growth in every department of the bank has
been observed. Following are some key developments:
Launching of different deposit schemes to increase saving

level.
Increased participation on foreign trade.
Betterment of branches and staff service level.
Introduction of Rupee Traveler Cheques & Photo Credit

Card for the first time in Pakistan.
Extended use of information technology which is evident from the

fact that there are 768 fully automated branches, more than 250- online
branches (integrated networking), 151 ATMS in 27 cities nation wide and a
M.C.B continuously innovate new product.
HEAD OFFICE
Chudrigor Road of Karachi has same importance in Pakistans economy as of the Wall
Street in world economy. The division working under MCB Head office is as follows:
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Administration
Credit Management
Investment Banking
Human Resource
Information Technology
Corporate Planning & Budgeting
Finance & Treasury
International Division
Inspection & Audit
Law Division
Marketing & Development
Trustee Division
Under the President an Executive Committee and a Credit Committee works. All the
matter of the bank join to the board of director are presented to the executive committee which is
responsible for daily operation of the bank .The request for credit exceeding the General
Manager power is approved by the Credit Committee. Under the area Executive is the General
Manager who is the in charge of the Circle Office. Under the General Manager is the Zonal
Manager and then the Branch Manager. At present, there are 9 circles, 47 regions and 1400+
branches. Before privatization there were provincial chiefs for all the four provinces. But this
management now has abolished the provincial officers and improved the efficiency of the bank.
CIRCLE OFFICE
The working of circle office is to control and regulate the functions of branches which are
under in its control. The functions of circle office are to mobilize the deposits and receive reports
from branches. Circle office is like a mini head office. Agents and correspondents of MCB are in
all commercial cities of the world. Circle office is divided in the following division:
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Credit Management
Audit & Inspection
Human Resource
Marketing & Development
MANAGEMENT OF ORGANIZATION
MANAGEMENT OF BANK:
Mian Mohammad Mansha
Chairman
S.M. Muneer
Vice Chairman
Imran Maqbool
President & Chief Executive
Tariq Rafi
(Non-Executive Director)
Shahzad Saleem
Sarmad Amin
Aftab Ahman Khan
Mian Raza Mansha
Mian Umer Mansha
DatoSeri Ismail Shahudin
Ahmad Alman Aslam
Muhammad Ali Zeb
Mohd Suhail Amar Suresh
15
AUDIT COMMITTEE:
Ahmad Alman Aslam
Chairman
Tariq Rafi
Aftab Ahmad Khan
DatoSeri Ismail Shahudin
CHIEF FINANCIAL OFFICER:

Salman Zafar Siddiqi
COMPANY SECRETARY:
Fida Ali Mirza
16
ORGANIZATIONAL STRUCTURE
As MCB is a banking company listed in stock exchange therefore it follows all the
legalities which are imposed by concerned statutes Mian Muhammad Mansha is Chairman of
the company with a team of 10 (Non-Executive Director) and 1 vice chairman to help in the
business control and strategy making for the company.
Operational Management of the bank is being handled by a team of 10 professionals. This
team is also headed by Mr. Muhammad Mansha. The different operational departments are
Consumer Banking & IT div; Financial & Inter branch div; Banking operations div; HR & Legal
div; financial control & Audit div; Credit management div; Commercial Banking div; Corporate
Banking div; Treasury management & FX Group and lastly Special Assets Management (SAM)
Group.
For effective handling of branches, it has been categorized into three segments with
different people handling each category. These categories are:
17
Corporate Banking
Commercial Banking
Consumer Banking
CORPORATE BANKING:
These are branches which have an exposure of over Rs. 100 million. Usually includes
multinational & public sector companies
COMMERCIAL BANKING:
The branches which has a credit exposure of less than Rs. 100 million but having a credit
portfolio of more than Rs. 20 million (excluding staff loans)
Usually branches in large markets and commercial areas come under this category.
CONSUMER BANKING:
These are the branches which have exposure up to Rs. 20 million and these include all the
branches which are neither corporate nor commercial branches.
Recently the organizational structure was re-designed as follows:
Punjab
650
Sindh
243
NWFP
103
Blochistan
36
Azad J.Kashmir
14
Domestic
1046
Overseas
Total
1053
Furthermore, the bank has some proposals under consideration to open more branches in
some European countries and as well as in Japan & china
18
Chairman
Mian Muhammad Mansha
President
Muhammad Aftab Manzoor
Corporate Banking
Commercial Banking
Commercial Banking
Group
Group - North
Group - South
Muhammad Shoaib
Imdad Ali Butt
Shahid Sattar
Qureshi
19
OVERSEAS BRANCHES:
Total no. of
branches
Colombo
Mardana
Pettah
OBU Bahrain
Wellawatte
EPZ
Kandy
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INFORMATION ABOUT BRANCH

I did my internship in Muslim Commercial Bank Limited Kot Chutta Branch, Dera Ghazi
Khan. And some important information about my branch which I observed are as follows:
MANAGEMENT OF THE BRANCH:
Branch manager
Mr. Sarfaraz Ahmad
Accountant
Ms. Rashid Khan
Operational manager
Mr. Imran Shakeeb
Cashier
Mr. Asem
Peon
Khalid
Secrity guard
Haidar
DEPOSITS:
The total deposits of this about to 207.10 million.
NUMBER OF ACCOUNTS:
Accounts in this branch of MCB are as follows:
CURRENT ACCOUNT:
Total numbers of current accounts are 1049
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PLS ACCOUNT:
Total numbers of profit and loss accounts are 2120.
KHUSHALI BACHAT ACCOUNT:

These are about to 600 accounts.
REMITTANCE:
Total remittance of this branch is 26.22 million.
RATE OF INTEREST:
The rate of interest provided by such bank is minimum 4.45% and maximum 9%.
GENERAL BANKING
It is backbone of banking It is one of the major department of MCB. It further consists of
following departments:
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Operations Department
Current Department
Remittance Department
Clearing Department
Cash Department
Accounts Department
Technology Department
DEPARTMENTS WHERE INTERNSHIP WAS CARRIED OUT
Operations Department
Clearing Department
Remittance Department
OPERATIONS DEPARTMENT
In Operations department I was under supervision of Mr.Imran shakeeb, Operational
manager. And I learnt to open accounts of different types and nature which are as follows,
TYPES OF ACCOUNTS:
23
Single
Joint
Partnership
Private Limited
Public Limited
SINGLE:
Only one person can operate this a/c. An individual who can fulfill the requirement of
bank can open this a/c. We can call it a personnel or individual a/c. The requirements for this
type are National Identity Card Photocopy, Minimum Deposited Balance, Account Opening
Form, Letter of Kinship etc.
JOINT:
In case of joint a/c applicant mentions that how much person will operate the a/c.
Instruction are given for joint a/c such that the account shall be operated by anyone or more. The
requirements for this type are National Identity Card Photocopy, Minimum Deposited Balance,
Account Opening Form, Letter Kinship, Additional Signature Form (For Joint Account),
Declaration regarding the operator of account.
PARTNERSHIP:
For partnership a/c, along with the application form other requirements needs satisfied.
The requirements for this type are National Identity Card Photocopy, Minimum Deposited
Balance, Account Opening Form, Registration certificate, agreement among partners and
Commencement of business and private registration, resolution of board of directors,
commencement of business, memorandum and articles of association and balance sheet etc.
PRIVATE LIMITED:
Such type of account is opened in the name of the businesses having private limited
concern and mostly medium business enterprises open such kind of accounts. All the board of
directors have to submit the declaration regarding the account operator on the company pad and
with the rubber stamp with the signature of the all the members of the board of directors. In case
of any change in directors bank must be informed regarding that. In case funds are borrowed by
the company all the directors approval is necessary rather not only the authorized partner who
can be the operator of the account.
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PUBLIC LIMITED:
Public Limited A/C type of account is opened in the name of the businesses having
Public limited concern and mostly medium business enterprises open such kind of accounts. And
terms regarding board of directors are the same as of private limited.
NATURE OF ACCOUNTS:
Current Account
PLS Saving bank A/C
Khushali Bachat Account (KBA)
Saving 365 A/C
Basic banking A/C (BBA)
CURRENT ACCOUNT:
In this type of accounts the client is allowed to deposit or withdraw money as and when
he likes. He may, thus, deposits or withdraws money several times in a day if he likes. There is
also no restriction of amount to be deposited or withdrawn. However, there is requirement of
minimum balance maintenance of Rs. 1000/-. Usually this type of account is opened by the
businessmen. No profit is paid by the bank and no service charges are deducted by the bank on
current deposits account. These types of deposits are also exempt from compulsory deduction of
Zakat.
PLS SAVING BANK A/C:

This account was started in 1980s after the issuing of banking ordinance in 1980 by Zia
Government to develop Islamic banking in Pakistan. In this case customer would be responsible
for bearing profit as well as loss. The bank would be within its rights to make investment of
credit balances in the PLS saving accounts in any manner at its sole discretion and to make use
25
of the fund to the best of its judgment in the banking business under the PLS system. For
withdrawal of larger amount, 7 days notice in writing is required to be given.
Minimum balance is Rs.500/=
Not more than eight withdrawals in a year allowed
More than Rs.15000/= are not allowed to draw
Seven day notice is required for big withdrawal
Zakat deducted on @ 2.5%
Profit calculated on monthly basis
Profit paid on annually basis
SAVING 365 ACCOUNT :

This account is newly developed of MCB and it provides flexibility of saving account to
business people. Profit on deposits will be payable on daily product basis on balance of RS.
500,000/- and above. However, if balance in the account falls below RS. 500,000/- on any day,
the product will be ignored. There will be no restriction on withdrawal from the account. Zakat
and withholding Tax is also applicable on the account opened under this scheme.
26
Minimum balance is Rs.500,000/=
Below minimum balance, profit calculation ignored
Profit calculated on daily basis
Profit paid on annually basis
10% Withholding Tax on minimum balance
Zakat deducted on @ 2.5%
KHUSHALI BACHAT ACCOUNT:
Saving type account
Rate of return is 8% per annum
Profit calculated on daily basis
Profit paid on half yearly basis
Utility bills can be debited through this a/c
No charges will be debited for utility payments
BASIC BANKING A/C (BBA):
Introduced specially for salaried persons.
Minimum balance is Rs.1000/=
No service charges.
Only two transactions allowed, in one month.
For more than two transactions Rs.35/- per transaction.
Single natured A/C.
ACCOUNT OPENING PROCEDURE:

Following steps are involved in A/C opening,
ACCOUNT OPENING FORM: Firstly the customer fills the account opening form and
provides all the information as provided above. I experienced to fill this form
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INTRODUCTION:
An account is needed to be introduced. The introduction of a current account holder is
accepted for the opening of an account.
The introducer should be a branch customer or may be account holder of any

branch of MCB; however signatures should be verified by the banker. In certain
cases, introduction from bank other than bank MCB may be allowed.
Personally known accounts may be introduced by the bank staff.
Introduction from an account holder not personally coming to the bank should be
verified by the bank.
STAMPING:
Then it is stamped. Stamps like. BAL sign verified, Sign Admitted Stamp, Sign Verified
stamps etc are affixed.
ACCOUNT NUMBER:
When all the procedures are completed than the final approval is taken from the branch
manager. After obtaining approval, an account number is allotted to the customer and all the
information is entered in to the computer and KYC is filled up. Then that account number is
writing on the Cheque Book, Specimen Signature cards and account opening form.
KNOWING YOUR CUSTOMER:

After entering information KYC is filled up. It should be ensured that at the time of
filling information in KYC, a customer should be physically present. After this all information is
saved in system. I filled KYC form also.
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APPROVAL:
This account is further approved by Manager Operations.
SEND FORM TO HEAD OFFICE:

After fulfilling all the requirements and verifying the forms from operation manager the
account opening form is sent to Head Office Karachi and make request to issue the printed
cheque book.
LETTER OF THANKS:
Subsequent to the opening of an account, letter of thanks should be sent under registered
post or courier service to the customer and the introducer.
ISSUANCE OF A CHEQUE BOOK:

After opening an a/c with the bank, the a/c holder can not immediately start operating
his/ her account. The cheque book is issued, when a customer will submit a copy of letter of
acknowledgement duly signed by him, in case of new account. And for subsequent issuance of
cheque book He/she has to make a request once again in the name of bank for the issuance of
cheque book and he should mention title of A/C, A/C number, sign it properly and mention the
number of leaves requires. Normally a cheque book having at least 25 leaves is issued but it can
also be of 50 leaves.
CLOSING OF AN ACCOUNT:
There is no. of reasons of closing an account. Some are listed below:
29
If customer desires to close his account
In case of death of one account holder.
Bankruptcy of the account holder.
If an account contain nil balance or not up to the requirement of rules.
Before closing any account, bank send letter to the account hold for informing him that
his account is going to be closed. There is need an approval form higher authority to close any
account.
CLEARING DEPARTMENT
In clearing department I worked under supervision of Mr. rashid In clearing department
and learned about inward and outward clearing and I also learnt about,
MEANING OF CLEARING:
The word clearing has been derived from the word clear and is defined as,
A system by which banks exchange cheques and other negotiable instruments drawn on
each other within a specific area and thereby secure payment for their clients through the
Clearing House at specified time in an efficient way.
CLEARING HOUSE
It is a place where cheques are presented, collected from bank branch. It is one of the
services provided by NIFT to other commercial banks. NIFT acts as a clearinghouse.
NIFT:
NIFT
stands
for
National
Institutional
Facilitation Technologies. Clearing House of SBP has

shifted a tiresome part of its work to a private institution
named NIFT. NIFT collects cheques, demand drafts, Pay
orders, Travelers Cheques, etc. from all the branches of
different banks within city through its carriers and send
them to the branches on which these are drawn for
30
clearing. After the branches approve the instruments drawn on them, NIFT prepares a sheet for
each branch showing the number for instruments and amount
in its favor and drawn on it and sends it to each branch. A similar sheet for each bank is also sent
to clearing house of SBP where accounts of banks are settled in the same manner.
LEARNING IN CLEARING DEPARTMENT

My learning in clearing department was of following things:
Procedure of clearing a cheque.
Checking of cheques.
Inward and outward clearing.
Different reasons of returning a cheque.
Types of clearing stamps.
CLEARING PROCEDURE:
Instruments collected are treated as Transfer, Transfer Delivery, Clearing, and Cheque
collection.
CHECKING OF CHEQUES:
When the instruments are collected from the client. Following things are checked
31
Cheque date, instrument should be neither stale/ nor post-dated.
Title
Amount in figures and words should be the same
There should be no cutting and overwriting on the cheque
Instrument should not bear any unauthorized alternation.
Cheque is crossed.
TRANSFER:
When the instruments are collected and paid by the same branch, it is called transfer.
TRANSFER DELIVERY:
When instruments are collected and paid by two different branches of the same bank
situated in the same city, it is called transfer delivery
A cheque is processed under transfer delivery when it has crossing stamp and is from
local branch of MCB
CLEARING:
Instruments which are drawn on the branches of some other bank of the same city or of
the same area, which is covered by a particular clearing house, are processed for clearing.
In outward clearing when cheque is received two copies of voucher SF-37 are prepared,
one copy and instruments along with clearing stamp, realization stamp, add list and two vouchers
of clearing summary are sent to NIFT in a sealed bag. And clearing records are recorded in
clearing register.
In Inward clearing instruments received from NIFT are posted in Computers after
checking.
CHEQUE COLLECTION (C.C):

When cheque is from another city then it is grouped as C.C.Such instruments are
processed as cheque for collection. In this procedure SF-37 form is used in Cheque collection.
Original voucher with cheque, stamped as C.C along with C.C number is sent to main branch of
32
the responding city which is further sent to NIFT. Whereas Carbon copy with Pay-In-Slip is
taken by bank for record purposes.
PAY-IN-SLIP:
It is used for two purposes
Whenever we want to deposit cash in our account then pay-in-slip is used by

writing amount on it and depositing it to cashier along with money.
Whenever we have cheque from any party to be collected in our account we fill
pay-in-slip. One part is attached with cheque and another is given to cheque
holder as a receipt.
NOTE:
In inward clearing sometimes cheques are not passed due to some reasons then cheques
are sent back to NIFT along with cheque return memo. Some of these reasons are,
33
Cheque incomplete
Clearing stamp Required.
Drawers sign incomplete
Drawers sign different from specimen
Post Dated
Payment stopped by drawer.
Amount in words and figures differ.
Insufficient funds etc.
REMITTANCE DEPARTMENT
REMITTANCE:
Remittance is transfer of funds from one place to another or from one person to another.
It is an important service provided by banks to customers as well as non-customers. Since it is
not a free service it is a source of income for the bank.
PARTIES INVOLVED IN REMITTANCE

Four parties involved in remittance: Remitter, Remittee, Issuing Bank, Paying Bank
REMITTER:
One who initiates, or requests for a remittance. The bank charges him a commission for
this service. He may or may not be the branchs customer.
REMITTEE:
A Remittee is also called the beneficiary, or the payee. The person in whose name the
remittance is made. A Remittee is also the one who receive the payment.
34
ISSUING BANK:
The bank that sends or effects the remittance, through demand drafts, telegraphic
transfers, or Mail Transfers.
PAYING BANK:
Paying Bank also knows as the drawee branch. The branch from where the instrument is
drawn.
TYPES OF REMITTANCE:
Remittance is classified into following four types
Inward remittance, instruments received for payment
Outward remittance, issuing instrument to the responding branch.
Inland remittance, with in same country.
Foreign remittance, from one country to another country.
INSTRUMENTS USED IN REMITTANCE:
Demand Draft (DD)
Telegraphic Transfer (TT)
Pay Order (PO)
Call Deposit Receipt (CDR)
Rupees Traveler Cheque (RTC)
DEMAND DRAFT:
35
DD is a written order given by the branch of the bank on behalf of the customer to other
branch of the same bank to pay the certain amount to the customer.DD are issued for the
particular place other than place of issuance. DD applicant or recipient, who might not be an A/C
holder present it to another bank at a different place requesting it to pay on demand a specified
amount of money which is already received to the person named on it.
DOCUMENTATION:
A printed application form is provided for filling in completely and signing by the
applicant. After depositing an amount of draft and commission of the bank, duly completed and
signed by two authorized officers, then it is handed over the
applicant and credit order is dispatched to drawee branch.
TELEGRAPHIC TRANSFER (TT):

TT is fund that is transferred electronically which is
remitted on the order of a certain person. In this case the
authority is given from one bank to other on the behalf of the customer through
telecommunication to debit their inter office account through them and credit their parties
account mentioned in TT. But it is not practiced these days frequently.
PAY ORDER:
36
For this kind of remittance the payer must have the account in the issuing bank. Pay order
are more liquid as compared to cheques because cheques may be dishonored while PO cant be.
It is written order issued by the bank drawn and payable on itself. It is used for local transfer of
money from one person to another person.
DOCUMENTATION:
The party who requires a pay order will get a printed application from the bank. He will
fill it and deposits the amount and commission.
CALL DEPOSIT RECEIPT (CDR):

It is an instrument like Cheque issued by the bank on account of a customer & in favor of
a person, to pay the specified amount. CDRs are issued to make payments, especially when a
company goes for some tenders or for purchase of government securities or any contracts with
others.
DOCUMENTATION:
The party who requires a CDR will get a printed application from the bank. He will fill it
and deposits the amount and commission. The bank enjoys the benefit of keeping funds
deposited until the payment is not made.
RUPEES TRAVELER CHEQUE (RTC):

RTC is the traveler cheque are acceptable at all branches
of MCB, and they carry dozens o f benefits. Security is always
being an important issue of concern. TCs provide maximum
security while carrying big amounts.
DOCUMENTATION:
37
First of all RTC-10 is given to customer. It is filled and then cash is deposited to cash
department. One copy is for office and one copy is given to the customer and RTC are issued at
that time.
NOTE:
At time of my stay in remittance department, there was no issue of CDR, TT, RTC, PO so
I were unable to understand its practical aspects, except clearing.
OTHER DEPARTMENTS
There have been some departments in which internship was not allowed, these
departments were
1. CASH DEPARTMENT
2. ACCOUNTS DEPARTMENT
3. ADVANCES DEPARTMENT
And in TECHNOLOGY DEPARTMENT I got information about ATM and Online
Banking and just filled their forms because computer work was not allowed to internees.
CASH DEPARTMENT
The cash department is the most important department of the bank. In cash department
both deposits and withdrawals go side by side. This department deals with cash deposits and
payments.
The following books are maintained in the Cash Department:
38
Cash Receipt Book
Cash Payment Book
Cash Balance Book
The officers in this department are called teller and there were 2 tellers Mr. Nazir and Mr.
Abrash at the counter. This department is involved in two activities: Cash Deposits, Cash
Payments.
CASH RECEIPT BOOK:

The cashier is responsible to receive both the paying-in-slip and cash from the depositor.
For depositing the cash into customers accounts, there is need to fill in the paying-in-slip giving
the related details of the transaction. The cashier check the necessary details provided in the
paying-in-slip and accounts the cash and tallies with the amount declared in the slip then cashier
fills in the Cash voucher received Record Sheet and assigns a voucher no. to both the
transaction being made in the sheet and the slip. The 2 nd cashier posts the transaction entries in
computer ledger. After posting these entries,
computer display before posting balance and after
posting. Cashier assigns the stamp POSTED on
the voucher to show voucher transaction entries
are posted.
CASH PAYMENT BOOK:

The only instrument that can be used to
withdraw an amount from an account is the Cheque book. No payments are made by another
instrument. When cheque is valid in all respects, the cashier enters the necessary inputs in the
computer and posts the entry so that account balance is updated. When cashier posts these
39
entries, computer automatically display the balance before posting the transaction amount,
balance after posting.
The cashier at the same time maintains the Cash Voucher Received Record Sheet.
Then inspects the signature of the customer, cancellation mark of checking officer and stamp of
POSTED is placed on cheque before he hands over the cash to customer.
CASH BALANCE BOOK:

At the end of the working day cashier is responsible to maintain the cash balance book.
The cash book contains the date, opening balance, detail of cash payment and received in figures,
The consolidated figure of receipt and

payment of cash is entered in the cash book and
the closing balance of cash is drawn from that
i.e.
Opening Balance of Cash + Receipts Payments = Closing Balance
ACCOUNTS DEPARTMENT
The most important aspect in record keeping of a bank is its accounting system. The basic
purpose for maintaining an accounting system is to ensure consistency in record keeping and
accounts. The basic requirement for any accounting system is that it should be in accordance
with the GAAP i.e. Generally Accepted Accounting Principles. There are two choices available
to an organization for an accounting system.
Main Functions of Accounts Department:
40
The major function of this department is keeping the record maintenance of each and
every transaction and prepares reports about the amount of deposits and advances and sent to
Head office or State Bank of Pakistan on monthly, quarterly and yearly basis.
Following activities are carried out in Accounts Department.
Budgets and budget review form
Income & expenditures.
Reports and Reconciliation.
Activity checking.
Depreciation & Maintenance of

fixed assets provision.
Maintenance & depreciation of

fixed assets.
TECHNOLOGY DEPARTMENT
It includes;
41
Mobile Banking
Phone Banking
Online Banking
ATM
MOBILE BANKING:
It has been launched recently during my internship. It helps in getting accounts details
and making transactions using mobiles.
PHONE BANKING:
"MCB Phone Banking is available to all customers on a countrywide basis. Customers
can dial 111-000-622(without any city code/prefix) from their respective cities
Customers enjoy 24x7 Round the Clock Phone Banking Services. MCB is the first bank
in Pakistan to offer Centralized connectivity.
ONLINE BANKING:
MCB now offers the facility of on-line banking to its
customers through its country wide network of branches.
Customers can use the ATMs or the banking counters of any branch for day-to-day banking
needs, irrespective of branch where they maintain their accounts.
There are now more than 250 branches linked through this system and they can
transact with each other directly using computer systems and the software named
SYMBOLS at their own branches.
ATM (Automatic Teller Machine):
ATM stands for Automatic Teller Machine. This
machine is used to transact in one's account without
intervention of humans. These machines are basically
used for taking cash, confirming balances and requesting
statements / cheque books. MCB has the largest ATM
network in the country at the moment with almost one
ATM at each online branch and also ATM terminals at
International Airports covering 27 cities of Pakistan
42
ATMs are operated through a card issued to the valued customers and by application of
Personal Identification Number (PIN number). Now MCB has also entered into a contract with
Cirrus which is a subsidiary of MasterCard. This contract will enable an ATM card holder to
use his account even when he is out of country at all the ATMs where Cirrus logo is displayed.
Green Cards are ordinary cards with a maximum withdrawal facility of Rs. 10,000/- in a day.
The annual fee for this card is Rs. 300/- only.
Gold Cards are special cars with maximum withdrawal limit of Rs. 25000/- in a day. These
cards are issued to the persons having more than Rs. 500000/- as their average balance.
International Cards are issued in collaboration with Cirrus and are useable all over the world
with maximum withdrawal facility according to the standards of Cirrus.
43
ADVANCES DEPARTMENT
Different banks provide loan facility to general public, companies etc. but MCB provides
two types of loans that are as under:
Fund Base Loans
Non Fund Base Loans
FUND BASE LOANS:

In this type of loans cash is directly involved. Bank provides loans in shape of cash. Bank
gives credit or limit facility to customers that needed it. In fund based loans there are two further
classifications:
Long Term Loans:
Lease facility for car
For Machinery
For Fixed Assets
Short Term Loans:

Running Finance (R/F)
Cash Finance (C/F)
RUNNING FINANCE:
The MCB provides overdraft facility to the customers for the working capital
requirement. These are the loans which are given to those customers whose business runs
through out the year or continuously. Its duration is one year and it is for running business.
44
In advances there are two securities one is known primary security and other is secondary
or collateral security.
Hypothecation of stock is the primary security and mortgage is the secondary or
collateral security.
SECURITIES FOR FUND BASE LOANS:

Hypothecation of Stock
Mortgage
Pledge
HYPOTHECATION OF STOCK:
In hypothecation of stock the possession of goods and the title remains in the favour of
customer. Without the permission of the bank the customer can't sell the stock. It is the restriction
of the bank that in god own there should be stock according to the instructions of bank every
time. The draw back of this is that there is no check and balance of stock from the bank. The
customer can easily sell his stock.
MORTGAGE:
The bank can mortgage the immovable property like land, building etc as a security. In
mortgage the possession remains to customer and title of goods remains to bank.
PLEDGE:
In this, bank requires the moveable property of the customer as a security like stock,
vehicle etc. possession of goods remains to customer and title in the favor of bank. The bank
hires a muqaddam [Guard] and the key of store where the stock is pledged is in the security of
bank. When customer wants to sell the stock then he pays the amount equivalent to stock which
he wants to sell. After receiving amount bank releases his stock for the same amount
45
NON FUND BASE LOANS:

In non fund based loans cash is not directly involved but bank gives guarantee on
the behalf of customer. Bank works as a third party and known as Guarantor. Bank provides a
security to customer when he needs and someone requires from the customer.
DOCUMENTS REQUIRED BY BANK FOR ADVANCES:
46
Request of customer
Credit application from bank
Basic borrower sheet
Net worth certificate
CIB report
Financials
Account statement
Property evaluation report
For sale value certificate
Property documents
Title deed [fard]
Property map
CNIC
Account opening form
Undertaking
Following steps are there:
Information required by the bank
Preparation of credit proposals
Sanction advice
INITIAL INFORMATION:
Following information is required to be submitted to bank.
Nature & structure of borrower business
Names of proprietors, partners or directors
Detail of all firms or companies associated with borrower.
Financial condition of borrower business
An assessment of his business abilities
Accurate and up to date financial statements of last two years for comparison
purposes
Market report on the borrower where borrower has maintained an account with
another bank, a report from his bank should also be obtained.
A report from credit standing bureau of State Bank of Pakistan
PREPARATION OF CREDIT PROPOSAL:

At first a formal application for credit approval is obtained from the party along with
complete group position. The partys credibility report is obtained from the bank with which the
47
bank is doing its business. The partys credibility report is also taken from the Head office of
Trade Information Division.
For obtaining credit, party has to submit the last two years Balance Sheet and Profit &
Loss statement duly attested by authorised auditors. If the party is also involved in export or
import business then the bank also considers the data of three years about import & export.
Current debt and equity ratio is also calculated by the bank. The type of data required to prepare
the credit proposal is to be gathered from the different departments. Some data is obtained from
the foreign Exchange department. Some data is available in Advance Department. The purpose
of obtaining Credit should be explained clearly. The securities offered by the party to the bank
are also evaluated. In case of pledging of property in shape of land or building the complete
evaluation of the property should also be attached.
After all the necessary documents for applying for advance is fulfilled by the party then
the case is sent to Manager for approval. If the credit limit is in his range then he can decide over
it otherwise the case is forwarded to seniors. If there is any discrepancy then the party is
informed of it.
Sanction Advice:
When the documents required are complete and there is no ambiguity then the party is
advised that their credit or loan is approved and will be available to you soon.
The form contains following information:
Nature and amount of limit.
Purpose
Security/ Collateral
Margin (%).
Mark up/ Charges
48
Validity
FINANCIAL ANALYSIS OF MCB
RATIO ANALYSIS
Ratio analysis is an important and old technique of financial analysis. Ratios are
important and helpful in the reference that:
These simplify the comprehension of financial statement and tell the whole story
of changes in the financial conditions of the business.
These provide data for inter-firm comparison. The ratios highlight the factors
associated with successful and unsuccessful firms, also reveal strong and weak
firms.
These help in planning and forecasting these can assist management in its basic
functions of forecasting, planning, coordination and control.
These help in investment decision in case of investor and lending decision in case
of Bankers etc.
However, the ratios are only indicators, they cannot be taken as final regarding good or
bad financial position of the business other things have also to be seen.
Great care is needed while calculating meaningful ratios and in interpreting them.
Although there are several ratios, which an analyst can employ yet the type of ratios he would,
use entirely depends on the purpose for which the analysis is done i.e., a creditor would keep him
abreast about the ability of a concern to cover up its current obligations and so would care about
49
current and liquid ratios, Turnover of receivables, coverage of interest by the level of earnings
etc.
ADVANTAGES OF RATIO ANALYSIS:

It helps to give comprehensive financial statements in evaluating aspects of any
undertaking in respect of financial health, operations efficiency and profitability. It gives a
chance of inter-firm-comparison to measure efficiency and helps management to resort to some
remedial measures. It provides a good help in decision making for investors and the financial
institutions.
CATEGORIES OF RATIO ANALYSIS:
Liquidity ratios
Activity ratios
Debt ratios
Profitability ratios
Market ratios
LIQUIDITY RATIOS
The liquidity of a firm is measured by its ability to satisfy its short-term obligations as
they come due. Liquidity refers to the solvency of the firms overall financial position i.e. the
ease with which it pays its bills. Due to low or declining liquidity firm moves towards financial
distress and bankruptcy.
Liquidity Measures are
50
Current ratio
Quick (acid-test) ratio
CURRENT RATIO:
The current ratio, one of the most commonly cited financial ratios, measure the firms
ability to meet its short-term obligations. It is expressed as follows:
Current assets
Current ratio =
Current liability
Years
2014
2013
2012
Current ratio
1.42
1.02
1.31
RESULT:
From the above ratios it is clear that the firms investment in current assets has increased.
In 2008 it is in better position to pay its obligations as they come due. But in three years we can
see that the firm has the ability to pay its current liabilities efficiently. The standard for this ratio
is 2:1 it is calculated by the current assets by total of the current liabilities.
This ratio is below the standard. The management should take steps to improve the shortterm financial position of the firm.
DEBT RATIO
The debt position of a firm indicates the amount of other peoples money being used to
generate profits. In general, the financial analyst is most concerned with long term debts, because
these commit the firm to a stream of payment s over the long run.
51
The debt ratio measures the proportion of total assets financed by the firms creditors.
The higher this ratio the greater the amount of other people money being used to generate profit.
The ratio is calculated by following formula
Debt ratio =
Total liabilities
Total assets
Years
2014
2013
2012
Debt ratios
0.864958
0.860627
0.877075
RESULT:
The ratio indicates the more than half of the assets financed by the debt. This ratio is
almost showing the same trend throughout the previous three years. Debt ratio indicates the
greater the risk and more financial leverage it has. It also shows that firm has paid some portion
of the debt during the year 2014.
MARKET RATIOS
Return on total assets
Return on equity
Earnings per share
RETURN ON TOTAL ASSETS:

It measures the overall effectiveness of management in generating profits with its
available assets. The higher the Return on total assets better will be the performance.
52
Earning available for common stockholders

Return on total assets =
Total assets
Year
2014
2013
2012
ROA
5.030%
5.505%
5.219%
RESULT:
The return on investment of the firm is 5.03 % in 2014. It is less than the previous year. It
shows that firm generates Rs.5.03 for each Rs.100 of the investment which is very poor for the
company progress.
RETURN ON EQUITY:
Earning available for common stockholders
Return on total assets =
Total Equity
RESULT:
53
Year
2014
2013
2012
ROE (%)
28.313
34.73238
34.448881
The return on equity of the firm is 28.313% in 2014. It is less than the previous year. It
shows that firm generates Rs.28.313 for each Rs.100 of the investment made by the partners or
shareholders of the company (which are privately owned by four brothers).
EARNING PER SHARE:

Year
2014
2013
2012
EPS
24.38929
26.16947
22.95
RESULT:
This ratio indicates the amount of income earned by the common stockholders. Above
figures clearly show the progress of the company and it maintains this ratio more than Rs.20
which is good for the investors.
VERTICAL ANALYSIS:
In vertical analysis each item of a financial statement is presented as a % age of the total
of items or some other suitable items.
HORIZONTAL ANALYSIS:
In vertical analysis each item in financial statement of the last year is considered as a base
of the same items.
54
BALANCE SHEET
AS AT 31 December 2014,2013,2012
2014
2013
2012
(Rs. In '000')
(Rs. In '000')
(Rs. In '000')
Cash and balances with treasury

banks
39,631,219
39,683,883
32465976.00
Balances with other banks
4,106,526
3,867,591
6649659.00
Lending to financial institutions
4,100,079
1,051,372
21081800.00
97,790,391
115,358,590
64450761.00
ASSETS
Investments
198236682.0
Advances
operating fixed assets
deferred tax assets
Other Assets
262,508,830
218,959,786
17,320,485
16,082,781
9073276.00
174886.00
19,828,228
17,896,838
11044909.00
343177949.0
445,285,758
412,900,841
Borrowings from financial institutions
10,551,468
10,479,058
7089678
Deposits and other accounts
22,663,840
39,406,831
23943476
330,245,080
292,088,347
257185110
479,232
1597440
440,295
1,183,586
LIABILITIES
Bills payable
Sub-ordinate loans
Liabilities against assets subject to
finance lease
Other liabilities
55
21,252,942
11,716,465
11177125
385,153,625
355,353,519
300992830
60,132,133
57,547,322
42185119
Reserves
6,282,768
6,282,768
5463276
Unappropriated profits
36,772,321
34,000,927
24662446
11,065,723
7,054,472
6278593
54,120,812
47,338,167
36404315
69
63
52
54,120,881
47,338,230
36404367
6,011,252
10,209,092
5780752
60,132,133
57,547,322
42185119
NET ASSETS
REPRESENTED BY:
Share capital
Minority interest
Surplus/ (deficit ) on revaluation of

securities
Income Statement
For the Years 2014,2013,2012
2014
2013
2012
Rs. In
Rs. In
Rs. In
'000'
'000'
'000'
40,049,50
Mark-up /return/ intertest earned
31791754
Mark-up/ return/ interest expensed
11,592,922
7858819
25784853
4509146
28,456,58
Net Mark-up /return/ intertest income
56
23932935
21275707
Provision for diminution in the value of

investment - nrt
2,683,994
Provision against non-performing loans and

advances - net
1,335,127
Bad debts written off directly
4,019,121
105269
121197
2959583
1014540
199
47000
3065051
1182737
24,437,46
Net mark-up /interest income after provisions
20867884 20092970
Non-mark-up / interest income

Fee, commission and brokerage income
2,878,663
2,772,615
2325171
Income earned as trustee to various funds
21,867
5,859
Dividend income
451,312
535,813
746276
Income from dealing in foreign currencies
727,564
693,408
692010
Gain on sale of securities - net
748,139
1,507,610
605865
Unrealized loss on revaluation of investments
(99,531)
(3,329)
Other income - net
1,201,834
1,002,160
577703
Total non-mark-up / interest income
5,929,848
6,514,136
4947508
30,367,310
27,382,020 25040478
483
classified as held for trading
Non-mark-up / interest expenses

Administrative expenses
Other provision / (reversal) - net
7580302 5,440,305
10120 (3,743)
6505576
11411
Other charges
920991 642,780
Total non-mark-up / interest expenses
8511413 6,079,342
6583695
30843 1,223,633
474030
Share of profit of associated undertaking

57
66708
Extra ordinary / unusual item
21886740 22,526,311
18930813
Current year
7387345 6,463,560
5709140
Prior years
-865344 -1294586
593906
Profit before taxation

Taxation
Deferred
16348
899,898
61213
Share of tax of associated undertaking
25164
15,769
25675
6563513
6,084,641
6389934
Profit after taxation
Basic and diluted earnings per share - after tax
58
15323227 16,441,670
24.39 26.17
12540879
19.96
VERTICAL ANALYSIS
BALANCE SHEET
AS AT 31 December 2014
2014
2013
2012
Cash and balances with treasury banks
8.90
9.61
9.46
0.92
0.94
1.94
Lending to financial institutions
0.92
0.25
6.14
Investments
21.96
27.94
18.78
Advances
58.95
53.03
57.76
3.89
3.90
2.64
ASSETS
0.05
deferred tax assets

4.45
4.33
3.22
100.00
100.00
100.00
Bills payable
2.37
2.54
2.07
5.09
9.54
6.98
74.16
70.74
74.94
0.12
0.47
Other Assets
total assets
LIABILITIES
Sub-ordianted loans
Deferred tax liabilities
0.10
0.29
0.00
Other liabilities
4.77
2.84
3.26
total liabilities
86.50
86.06
87.71
59
REPRESENTED BY:
Share capital
1.41
1.52
1.59
Reserves
8.26
8.23
7.19
2.49
1.71
1.83
total common stockholder equity
12.15
11.46
10.61
Surplus/ (deficit ) on revaluation of securities
1.35
2.47
1.68
100.00
100.00
100.00
total liabilities & equity
Income Statement
For the Years 2014,2013,2012
2014
2013
100
100
100
28.95 24.72
17.49
71.05 75.28
82.51
2012
Provision for diminution in the value of investment nrt
6.70
0.33
0.47
Provision against non-performing loans and advances net
3.33
9.31
3.93
0.00
0.18

Total Provisions
10.04
9.64
4.59
61.02 65.64
77.93
0.00
0.00
0.00
0.00
0.00
0.00
7.19
8.72
9.02
60
0.05
0.02
0.00
Dividend income
1.13
1.69
2.89
1.82
2.18
2.68
1.87
4.74
2.35
0.00
0.00
0.00
-0.25
-0.01
0.00
Other income net
3.00
3.15
2.24
14.81 20.49
19.19
75.82
86.13
97.11
0.00
0.00
0.00
18.93
17.11
25.23
0.03
-0.01
0.04
Other charges
2.30
2.02
0.26
21.25
19.12
25.53
0.08
3.85
1.84
54.65 70.86
73.42


0.00
0.00
Current year
18.45 20.33
22.14
Prior years
-2.16
-4.07
2.30
Deferred
0.04
2.83
0.24
0.06
0.05
0.10
16.39
19.14
24.78
38.26
51.72
48.64
Taxation
61
0.00
24.39 26.17
19.96
HORIZONTAL ANALYSIS
BALANCE SHEET
AS AT 31 December 2014
2014
2013
2012
Cash and balances with treasury banks
122
122
100
62
58
100
Lendings to financial institutions
19
100
Investments
152
179
100
Advances
132
110
100
191
177
100
ASSETS
100
deferred tax assets

180
162
100
130
120
100
Bills payable
149
148
100
95
165
100
128
114
100
30
100
Other Assets
LIABILITIES
Sub-ordianted loans
62
Liabilities against assets subjectto finance lease
100
Deferred tax liabilities
100
190
105
100
128
118
100
143
136
100
Share capital
115
115
100
Reserves
149
138
100
176
112
100
149
130
100
133
121
100
149
130
100
104
177
100
143
136
100
Other liabilities
NET ASSETS
REPRESENTED BY:
Minority interest
Surplus/ (deficit ) on revaluation of securities
Income Statement
For the Years 2014,2013,2012
2014
2013
2012
155.32
123.30
100
257.10
174.29
100
133.75
112.49
100
63
2214.57
86.86
100
131.60
291.72
100
0.42
100
339.82
259.15
100
121.62
103.86
100
123.80
119.24
100
4527.33
1213.04
100
Dividend income
60.48
71.80
100
105.14
100.20
100
123.48
248.84
100
208.04
173.47
100
119.86
131.66
100
121.27
109.35
100
116.52
83.63
100
88.69
-32.80
100
1380.63
963.57
100
129.28
92.34
100
6.51
258.13
100
Provision for diminution in the value of investment - nrt

Provision against non-performing loans and advances - net
Total Provisions


Other income net
Other charges
Extra ordinary / unusual item
64
115.61
118.99
100
129.40
113.21
100
-145.70
-217.98
100
Deferred
26.71
1470.11
100
98.01
61.42
100
102.72
95.22
100
122.19
131.10
100
122.19
131.11
100

Taxation
Current year
Prior years
65
RESULT ON THE BASIS OF VERTICAL & HORIZONTAL ANALYSIS:

From the above mentioned analysis following are my Result about the Operations of
branches of MCB for the year 2014,
MCBs income by operations has been increased by 122.19% than 2013.
Companys Total Assets in Pakistan has been increased by 130% than 2013.
Deficit has been decreased by 104 % in comparison with year 2013
Due to financial crisis in the world investment activities are slowed down in year 2014
and they are decreased by 152% than year 2013.
Due to its sound financial policies MCBs borrowing from financial institutions has been
decreased by 95 % than year 2013.
SWOT ANALYSIS
The overall evaluation of a companys strengths, weaknesses, opportunities and threats
Strengths (S) include internal capabilities, resources and positive situational factors that
may help the company to serve its customers and achieve its objectives
Weaknesses include internal limitations and negative situational factors that may interfere
with the companys performance.
Opportunities are favorable factors or trends in the external environment that the
company may be able to exploit to its advantage.
And Threats are unfavorable external factors or trends that may present challenges to
performance.
66
A scan of the internal and external environment is an important part of the strategic
planning process. The SWOT Analysis provides information that is helpful in matching the
firms resources and capabilities to the competitive environment in which it operates.
MCBs SWOT ANALYSIS

STRENGTHS
MCB is the first Pakistani privatized bank and because of its quality management,
marketing, innovation in products and services. Owing to all such factors they have established a
good reputation in the banking market. The name of MCB makes you recall the highly
cooperative and professional individuals ready to serve you with maximum zeal and zest.
The joining of experienced people, advanced management, advance setup and facilities
gave MCB an edge over its competitors.
MUSLIM COMMERCIAL BANKS IMAGE:

67
MCB is a reputable financial organization and is well known all over the Pakistan.
Perception is of producing a high quality services.
CUSTOMER CARE:
The Bank not only provides high quality services but it also look for the comfort and
convenience of the clients, MCB always preferred their customers.
MARKET SHARE:
MCB has covered much of the potential market and the net profit is increasing years after
years. Deposits and advances have sufficiently increased.
LARGE NUMBER OF DIVERSIFY PRODUCTS:

This is also its main strength as it has diversified in many products such as:
Debit Card
Visa Card
Car Financing
Agriculture Financing
BRANCH NETWORK
It is the greatest strength of the Bank. In 2004, five more branches were added to the
network and by the end of the year 2005 the total number of branches was raised from just 53 to
143. MCB has also planned to open more branches in next coming years.
SOUND MARKETING:
Skillful marketing of the products is being achieving countrywide goals of Muslim
Commercial Bank Limited.
68
PHONE BANKING:
Every account holder can conform its balance on Phone and may ask for any query. There
are also 24 hours help lines for customers.
MOBILE BANKING:
It has been launched recently. It helps in getting accounts details and making transactions using
mobiles.
HIGHLY AUTOMATED BANK:

MCB in Pakistan is the also in the list of highly automated banks, about 750, like
Emirates because of its modern style of banking through fully computerized control and twenty
four hour banking.
FASTER BANKING SERVICE:

MCB have faster banking services that are making it more prominent in the banking
industry especially in operations and Foreign exchange. The customer prefers this bank not only
because of its faster speedy service rather due to reasonable service charges.
INTERNATIONALLY DESIGNED PRODUCTS:

MCBs products are internationally designed products. These are valuable and
operational in all over the world.
CONTRACT WITH CIRRUS:

Now MCB has also entered into a contract with Cirrus which is a subsidiary of
MasterCard. This contract will enable an ATM card holder to use his account even when he is
out of country at all the ATMs where Cirrus logo is displayed.
69
WEAKNESSES
ADVERTISEMENT:
The majority of people are not well aware about the products of MCB. Therefore it
should advertise extensively especially RTC and Master Cards.
ACCOMMODATE BEHAVIORALLY:
A behavior has been noted that bank tries to feel at ease with good looking, rich and
educated people and the poor looking customers feel some bit strange in the environment of the
bank. The bank employees should try to accommodate behaviorally all type of customers.
MISMANAGEMENT OF TIME:
Mismanagement of time is another big mistake in MCB branches, the bank official time
of closing is 5:30pm but due mismanagement of time allocation and work the staff is normally
on their seats till 7:00 or 8:00 clock.
AND ALSO,
70
Costly documents are required for loan sanctioning.
Some times bank also never meets stated rate of profit
OPPORTUNITIES
PRIVATIZATION:
As on December 31, 1998, sixty-eight scheduled banks with 9,106 branches are operating
in Pakistan. As on this date, total population of Pakistan is 140.03 million. Total number of
personal accounts with all scheduled banks as on December 31,1997, are 28.98 million. If we
consider the population statistics of working age group as on December 31,1997, it stands to the
figure of 96.64 million. Thus we can say those 28% of working age people of Pakistan are
having accounts with banks while 72% are unbanked.
The need of privatization has made people to switch to banks to satisfy their needs of
lending and borrowing. This not only increases the deposits but also the credit business.
DIVERSIFICATION:
They may enter in New business or any other consumer-durable product in order to
promote their name, by introducing Loan for the students, small businesses, and handicraft
industry.
SOME MORE OPPERTUNITIES:
71
Information Technology.
Credit cards can give more earning.
Establishing more foreign Branches.
They should introduce Student Finance Facility.
They should also introduce mobile ATM
THREATS
CHANGE IN GOVERNMENT POLICIES:
Change in government policies has affected the banking business. Still banks have to wait
to get permission of state bank. The freezing of foreign currency accounts is a vital example of
letting people not to trust on banks.
COMPETITION:
The Competition has become severe by the entrants of so many banks, So to exist one
will have to prove himself in its services through excellent management and will have to satisfy
its shareholders. Otherwise he will be out the market.
LOW INVESTMENT:
The decrease purchasing power of consumer in the current economic situation of the
country affecting the business activity speed too much and the result is the low investment from
the investors in new projects can create problem for the bank because it is working a lot in trade.
STATE BANK REGULATION:

As the Bank introduces unique products so they face problem if State Bank Of Pakistan
employ taxes on them which force them to increase the rate of Interest.
EXPECTATIONS OF THE PEOPLE:

Due to huge competition among those banks and MCB,, people are the basic
beneficiaries from it and thus their expectations tend to increase about the products and the
relative rate of interest thus creating a threat for MCB.
SOME BANKS ARE OFFERING KISAN CARDS.

72
73
PEST ANALYSES
PEST analyses tell How Political, Economical, Social and technological factors affect
MCB. These are the external factors which affects the whole organization.
POLITICO-LEGAL FACTORS:
Stable government
Stable policies in favor of business
Improved relation with outside world
Law and order.
UNSTABLE GOVERNMENT:
Due to this reason foreigners hesitate to invest their savings in banks, as a result of
economy of our country is going downward and banks suffer.
ADVERSE LAW AND ORDER SITUATION:
The situation of law and order is adverse. The policies are not very handy and beneficial
for the country. The Govt. passes such rules which are not in the favour of bank e.g. The Govt. of
Pakistan has passed a rule that if anyone withdraws more than Rs.25000 then he will be charged
0.30% on withdrawal.
ECONOMIC FACTORS:
Pakistan's economy is going weaker and weaker. 9/11 has a great influence on the
economic crisis of all over the world. With economic factors the bank influenced very much that
are as under:
74
Impact of WTO force to cost reduction methodology.
Low interest rate
Inflation
Low GDP growth
Budget deficit
Increase in Govt. duties
Fluctuation in exchange rates
SOCIAL FACTORS:
Social environment includes family, friends, a person's role and status. An individuals
life directly by society and the person acts according to his or her society. Cultural environment
includes norms, values, religion, conception and perception.
If we see the religion point of view then interest is not allowed that's why most of
the people hesitate to invest their savings in banks and yet they are not aware of
ISLAMIC BANKING.
Traditional business men do not like the business with bank. They pay their
creditors through cash not through cheque. They do not want to get the bank
facilities.
TECHNOLOGICAL FACTORS:
Today is the era of technology. In the every aspect of life technology plays an important
role.
Due to rapid change in technology every bank has to change its technology to
compete other ones.
75
Increasing issue of securities due to technology resulted increase in cyber

crime. Cyber crime means manipulation. One person can easily transfer
amount from any other's account to his account.
APPLICATION OF CLASS ROOM LEARNING
During my internship of eight weeks in Muslim Commercial Bank, Ltd. Kot Chutta
Branch, Dera Ghazi Khan the knowledge given by my respected and devoted teachers proved to
be very helpful in understanding the environment in the organization and working practically.
Following are some key points about application of my class room learning in the
organization:
The knowledge achieved from the subject Business Communication helped me in
understanding customer dealing i.e. how to deal with them? How to understand their problems?
etc.
It also helped me in understanding the inter Organizational Communication i.e. circulars,
notices etc.
Also the Knowledge which I got from the subject Computer application in Business
also proved very useful.
Financial Management and Principles of Accounting helped me in understanding the
accounting terminologies which are used in bank e.g. what is debit and credit vouchers? What
are these for? And also in understanding that how entries are made against certain heads.
I could do this only with the help of the knowledge provided to me in my six semesters of
MBA at Bahauddin Zakariya University, Sub Campus Dera Ghazi Khan
76
WHAT I HAVE LEARNT IN MCB
In Muslim Commercial Bank Ltd. I really enjoyed working with the staff of Kot Chutta
Branch, having a wish to be employee of MCB. It was almost impossible to work in all the
departments within that limited time. But the staff of the branch provided me the opportunity to
work in the different departments for the sake of practical knowledge. I feel highly indebted to
work in the Kot Chutta Branch with the manager of that branch Mr. sarfaraz, because I learnt a
lot in that branch.
During my internship training in the MCB as I early mentioned that I have worked in
different departments & seats and learnt the following things,
77
How to deal with different types of customers.
Account opening.
Cheque book issuance.
Outward clearing.
Cheque for Collection.
Different forms and vouchers filling.
Experience of working in a well reputed organization.
SUGGESTIONS & RECOMMENDATIONS
Following are some suggestions for Muslim Commercial Bank, Ltd.
ADVERTISING:
Bank must let potential customers know that all attractions for banking exist. This is done
by advertising on television and obtaining press coverage, in conjunction with direct mail,
window displays, leaflet in branches and in appropriate other locations (such as hotels, shops,
etc.) and including leaflets in statement of accounts sent to existing customers in the hope that
they will tell potential customers about the services provided by our bank.
INCREASED ATMS LOCATIONS:

Some personal sector customers prefer not to come to branch. They increasingly want to
deal with the bank in other ways, such as home banking or use of Automated Teller Machines
(ATMs), which need to be at every branch or some important shopping plazas and airports etc.
INCREASED SERVICES:
One way to retain the customers is to offer a wide range of services such as tax advice,
free life insurance equivalent to amount deposited, shares portfolio management, fund
management facility, etc., complimentary to the core services. Banks must have a slightly
different mix of services and mean of providing these such that customers can choose the mix
that suits them best.
MANAGEMENT OF TIME:
There should be a good management of time for the sake of employees i.e. offering them
free break hours instead of making them work in this time as well.
78
GROWTH SCOPE FOR EMPLOYEES:

MCB should provide greater facilities to its employees, and give them bonuses for their
hard work and Promotions as well. There is a criticism on the banking management that the
salaries of the employees are decreasing in every succeeding year. And I think this will shake the
confidence and working habit of the employees
BANKING PROFESSIONALS:
The bank should hire banking professionals having experience in their respective fields
that will boost the performance of the company as currently MBAs are produced for this field so
they should be hired for enhancing the performance of company.
ATTRACT CUSTOMERS:
The banking company should offer such policies which would attract customers which
are denied by other banking in the market.
JOB ROTATION AND PROMOTIONS:

Most of the bank employees, are sticking to one seat only with the result that they
become master of one particular job and loose their grip on other banking operation. In my
opinion all the employees should have regular job experience all out-look towards banking. The
promotion policy should be adjusted
COMMUNICATION SYSTEM FOR EMPLOYEES:

As such system should be designed that every employee who has some problems with his
officers can communicate it to the higher management and some steps must be taken to improve
that.
79
IF I WERE MANAGER AT MUSLIM COMMERCIAL BANK
If I would be a manager at MCB Ill take following steps,
I will apply such a communication system specially designed for employees trough they
can share the problems regarding work environment.
Complete working and break hours will be offered so that employees can work
efficiently.
I will make it sure that some of the employees should be sent for training to other
countries and employees from other branches should be brought here.
I will make promotions, job rotation and bonuses, an important part of policies of MCB.
At every months closing when employees stay at branch even after working hours, a
dinner from bank will be offered.
To retain potential customers certain services will be provided and let them know with
advertising.
I will make it sure that Working environment, equipment, furniture and staff dressing
should be according to the modern banking style.
80
A winning knowledge management program increases staff productivity, product and service
quality, and deliverable consistency by capitalizing on intellectual and knowledge-based assets.
Many organizations leap into a knowledge management solution (e.g. document management,
data mining, blogging, and community forums) without first considering the purpose or
objectives they wish to fulfill or how the organization will adopt and follow best practices for
managing its knowledge assets long term. A successful knowledge management program will
consider more than just technology. An organization should also consider.
People. They represent how you increase the ability of individuals within the
organization to influence others with their knowledge.
Processes. They involve how you establish best practices and governance for the efficient
and accurate identification, management, and dissemination of knowledge.
Technology. It addresses how you choose, configure, and utilize tools and automation to
enable knowledge management.
Structure. It directs how you transform organizational structures to facilitate and

encourage cross-discipline awareness and expertise.
Culture. It embodies how you establish and cultivate a knowledge-sharing, knowledgedriven culture.
8 Steps to Implementation
Implementing a knowledge management program is no easy feat. You will encounter many
challenges along the way including many of the following:
Inability to recognize or articulate knowledge; turning tacit knowledge into explicit

knowledge.
Geographical distance and/or language barriers in an international company.
Limitations of information and communication technologies.
Loosely defined areas of expertise.
Internal conflicts (e.g. professional territoriality).
Lack of incentives or performance management goals.
Poor training or mentoring programs.
Cultural barriers (e.g. this is how we've always done it mentality).

81
The following eight-step approach will enable you to identify these challenges so you can plan
for them, thus minimizing the risks and maximizing the rewards. This approach was developed
based on logical, tried-and-true activities for implementing any new organizational program. The
early steps involve strategy, planning, and requirements gathering while the later steps focus on
execution and continual improvement.
Step 1: Establish Knowledge Management Program Objectives

Before selecting a tool, defining a process, and developing workflows, you should envision and
articulate the end state. In order to establish the appropriate program objectives, identify and
document the business problems that need resolution and the business drivers that will provide
momentum and justification for the endeavor.
Provide both short-term and long-term objectives that address the business problems and support
the business drivers. Short-term objectives should seek to provide validation that the program is
on the right path while long-term objectives will help to create and communicate the big picture.
Step 2: Prepare for Change
Knowledge management is more than just an application of technology. It involves cultural
changes in the way employees perceive and share knowledge they develop or possess. One
common cultural hurdle to increasing the sharing of knowledge is that companies primarily
reward individual performance. This practice promotes a "knowledge is power" behavior that
contradicts the desired knowledge-sharing, knowledge-driven culture end state you are after.
Successfully implementing a new knowledge management program may require changes within
the organization's norms and shared values; changes that some people might resist or even
attempt to quash. To minimize the negative impact of such changes, it's wise to follow an
established approach for managing cultural change.
Step 3: Define High-Level Process
To facilitate the effective management of your organization's knowledge assets, you should begin
by laying out a high-level knowledge management process. The process can be progressively
developed with detailed procedures and work instructions throughout steps four, five, and six.
However, it should be finalized and approved prior to step seven (implementation).
Organizations that overlook or loosely define the knowledge management process will not
realize the full potential of their knowledge management objectives. How knowledge is
identified, captured, categorized, and disseminated will be ad hoc at best. There are a number of
knowledge management best practices, all of which comprise similar activities. In general, these
activities include knowledge strategy, creation, identification, classification, capture, validation,
transfer, maintenance, archival, measurement, and reporting.
82
Step 4: Determine and Prioritize Technology Needs

Depending on the program objectives established in step one and the process controls and criteria
defined in step three, you can begin to determine and prioritize your knowledge management
technology needs. With such a variety of knowledge management solutions, it is imperative to
understand the cost and benefit of each type of technology and the primary technology providers
in the marketplace. Don't be too quick to purchase a new technology without first determining if
your existing technologies can meet your needs. You can also wait to make costly technology
decisions after the knowledge management program is well underway if there is broad support
and a need for enhanced computing and automation.
Step 5: Assess Current State
Now that you've established your program objectives to solve your business problem, prepared
for change to address cultural issues, defined a high-level process to enable the effective
management of your knowledge assets, and determined and prioritized your technology needs
that will enhance and automate knowledge management related activities, you are in a position to
assess the current state of knowledge management within your organization.
The knowledge management assessment should cover all five core knowledge management
components: people, processes, technology, structure, and culture. A typical assessment should
provide an overview of the assessment, the gaps between current and desired states, and the
recommendations for attenuating identified gaps. The recommendations will become the
foundation for the roadmap in step six.
Step 6: Build a Knowledge Management Implementation Roadmap
With the current-state assessment in hand, it is time to build the implementation roadmap for
your knowledge management program. But before going too far, you should re-confirm senior
leadership's support and commitment, as well as the funding to implement and maintain the
knowledge management program. Without these prerequisites, your efforts will be futile. Having
solid evidence of your organizations shortcomings, via the assessment, should drive the urgency
rate up.
Having a strategy on how to overcome the shortcomings will be critical in gaining leadership's
support and getting the funding you will need. This strategy can be presented as a roadmap of
related projects, each addressing specific gaps identified by the assessment. The roadmap can
span months and years and illustrate key milestones and dependencies. A good roadmap will
83
yield some short-term wins in the first step of projects, which will bolster support for subsequent
steps.
As time progresses, continue to review and evolve the roadmap based upon the changing
economic conditions and business drivers. You will undoubtedly gain additional insight through
the lessons learned from earlier projects that can be applied to future projects as well.
Step 7: Implementation
Implementing a knowledge management program and maturing the overall effectiveness of your
organization will require significant personnel resources and funding. Be prepared for the long
haul, but at the same time, ensure that incremental advances are made and publicized. As long as
there are recognized value and benefits, especially in light of ongoing successes, there should be
little resistance to continued knowledge management investments.
With that said, it's time for the rubber to meet the road. You know what the objectives are. You
have properly mitigated all cultural issues. Youve got the processes and technologies that will
enable and launch your knowledge management program. You know what the gaps are and have
a roadmap to tell you how to address them.
As you advance through each step of the roadmap, make sure you are realizing your short-term
wins. Without them, your program may lose momentum and the support of key stakeholders.
Step 8: Measure and Improve the Knowledge Management Program
How will you know your knowledge management investments are working? You will need a way
of measuring your actual effectiveness and comparing that to anticipated results. If possible,
establish some baseline measurements in order to capture the before shot of the organizations
performance prior to implementing the knowledge management program. Then, after
implementation, trend and compare the new results to the old results to see how performance has
improved.
Dont be disillusioned if the delta is not as large as you would have anticipated. It will take time
for the organization to become proficient with the new processes and improvements. Over time,
the results should follow suit.
When deciding upon the appropriate metrics to measure your organizations progress, establish a
balanced scorecard that provides metrics in the areas of performance, quality, compliance, and
value. The key point behind establishing a knowledge management balanced scorecard is that it
provides valuable insight into what's working and what's not. You can then take the necessary
actions to mitigate compliance, performance, quality, and value gaps, thus improving overall
efficacy of the knowledge management program.
The Power of Knowledge Management
84
Implementing a complete knowledge management takes time and money, however, the results
can be impressive and risks can be minimized by taking a phased approach that gives beneficial
returns at each step. Organizations that have made this kind of investment in knowledge
management realize tangible results quickly. They add to their top and bottom lines through
faster cycle times, enhanced efficiency, better decision making and greater use of tested solutions
across the enterprise.
85
REFERENCES & RESOURCES
To make this internship report data is taken from the following resources:
ONLINE RESOURCES:
Muslim Commercial Bank, Ltd http://www.mcb.com
Muslim Commercial Bank Pakistan http://www.mcb.com/pakistan/
State Bank of Pakistan http://www.sbp.org.pk
Statistical Bureau of Pakistan http://www.fbs.gov.pk
Interview with key persons at MCB, Kot Chutta Branch Dera Ghazi Khan.
86

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Mcb Bank Ltd

MCB BANK Ltd.

Dera Ghazi khan

Department of Business Administration

ADVANTAGES OF RATIO ANALYSIS:..............................................................48

Department, Advances Department & Foreign Exchange Department.

Therefore, the expert

State Bank of Pakistan

Commercial Bank of Pakistan

Specialized credit institutions.

National Bank of Pakistan

Muslim commercial bank limited

Habib Bank Limited

United Bank Limited

Allied Bank of Pakistan

THE MUSLIM COMMERCIAL

We are a team of committed professionals, providing innovative and efficient financial

Launching of different deposit schemes to increase saving

Increased participation on foreign trade.

Betterment of branches and staff service level.

Introduction of Rupee Traveler Cheques & Photo Credit

Extended use of information technology which is evident from the

Corporate Planning & Budgeting

Finance & Treasury

Inspection & Audit

Marketing & Development

Audit & Inspection

Marketing & Development

President & Chief Executive

Aftab Ahman Khan

Mian Raza Mansha

Mian Umer Mansha

DatoSeri Ismail Shahudin

Ahmad Alman Aslam

Muhammad Ali Zeb

Mohd Suhail Amar Suresh

Aftab Ahmad Khan

DatoSeri Ismail Shahudin

CHIEF FINANCIAL OFFICER:

Imdad Ali Butt

INFORMATION ABOUT BRANCH

MANAGEMENT OF THE BRANCH:

Mr. Sarfaraz Ahmad

Ms. Rashid Khan

Mr. Imran Shakeeb

KHUSHALI BACHAT ACCOUNT:

DEPARTMENTS WHERE INTERNSHIP WAS CARRIED OUT

PLS Saving bank A/C

Khushali Bachat Account (KBA)

Saving 365 A/C

Basic banking A/C (BBA)

PLS SAVING BANK A/C:

Minimum balance is Rs.500/=

Not more than eight withdrawals in a year allowed

More than Rs.15000/= are not allowed to draw

Seven day notice is required for big withdrawal

Zakat deducted on @ 2.5%

Profit calculated on monthly basis

Profit paid on annually basis

SAVING 365 ACCOUNT :

Minimum balance is Rs.500,000/=

Below minimum balance, profit calculation ignored