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Subject: International financial mangament

Presented to: Sir Taimoor
Presented by:
Group Members Roll Numbers
Muhammad Akram 12052054-032
Muhammad Zeeshan 12052054-033
Sana Javaid 12052054-045
Sehrish Khalid 12052054-062

Semester 4nd (M.com)
Section ( T )
G.T road science Campus




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Table of content
S# Table of content Page#
1 Introduction of MCB 3
2 Liquidly ratio 8
3 Operating
performance ratio
12
4 Return on investment 16
5 Assets utilization
ratio
18
6 Marketing ratio 19
7 Conclusion
&recommendation
25











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MCB Bank previously known as Muslim Commercial Bank, today is one of the enormous banks of
Pakistan, was established in 1947.

As it was incorporated in 1947, MCB soon earned the reputation of a solid and conservative
financial institution managed by expatriate executives.

In 1974, MCB was nationalized along with all other private sector banks. This led to deterioration
in the quality of the Banks loan portfolio and service quality. Eventually, MCB was privatized in
1991.

During the last fifteen years, the Bank has concentrated on growth through improving service
quality, investment in technology and people, utilizing its extensive branch network, developinga
large and stable deposit base and managing its non-performing loans via improved risk management
processes.

The strength and stability of MCB Bank Limited is evident through the credit rating assigned by
JCR-VIS Credit Rating Company Limited of AA (Double A) for long to medium term and A-1 (A
one) for short term.

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MCB Bank Limited is a full service institution offering consumer, corporate and investment banking
facilities to its customers. The banks widespread and growing network of branches in the four
provinces of the country and abroad, together with its corporate offices in major cities, provides
efficient services in an effective manner.
MCB Bank has attained its goodwill and fame rapidly in local financial market and around the
globe, the 9 to 5 full day banking and banks 24 hours online banking services gives it an edge over
other banks, while its fastest ATM network facility encompassing more than 34 cities around the
country provides customers such convenience that they expect from the bank. All branches of the
bank are located at vintage points covering a large segment of population and business houses MCB
is one of the leading banks of Pakistan with a deposit base of about Rs. 280 billion and Total assets
of around Rs.300 billion.
MCB Bank Limited (Formerly Muslim Commercial Bank Limited) has a solid foundation of over
50 years in Pakistan, with a network of over 900 branches, over 750 of which are Automated
Branches, over 222 MCB ATMs in 41 cities nationwide and a network of over 12 banks on the
MNET ATM Switch, which as a combination is considered to be the core competence of MCB.
MCB has become the only bank to receive the Euromoney award for the fourth time in the last five
years. MCB won the "Best Bank in Pakistan" in 2005, 2004, 2003, 2001, and in 2000 the "Best
Domestic Bank in Pakistan" awards. In addition, MCB also has the distinction of winning the Asia
Money 2005 & 2004 awards for being "The Best Domestic Commercial Bank in Pakistan".


Challenging and Changing the Way you Bank


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To maintain long term customer relationships through outstanding service and convenience




Trust:
MCB is the trustee of public funds and serve with integrity & commitment. Ethical behavior is
importance for them. They adopt full compliance with internal and external policies & procedures,
operating within the legal framework.
Customer Focus:
MCB continuously seek to exceed their customers expectations, forging and maintaining long term
relationships.
Innovation:
MCB strives to be the market leaders in innovative products and services offering customized
financial solutions with flawless execution.
Teamwork:
The diversity of their people is their strength. They inspire and challenge each other working
together to achieve synergy.
Achievement:
Their people are their most valuable asset. They are committed to a result oriented culture. MCB
goals are clear and merit is the only criterion for reward.
Social Responsibility:
As responsible citizens MCB contributes to the social welfare of the community they live
in.


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(5.3.1)ORGANIZATIONAL HIERARCHY Chart




























ORGANI ZATI ONAL STRUCTURE
As MCB is a banking company listed in stock exchange therefore it follows all the legalities which
are imposed by concerned statutes Mr. Muhammad Mansha is chairman & chief executive of the
company with a team of 10 directors 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
Manager
Cash Department
In charge (Qayyum)
Lockers Department
(Naveed)
Cash Officer
(Wahab)
Cash Officer
(Iftikhar)
Cash Officer
(Ejaz)
Operational Department

(Sajjid)

.

3 Guards 2 Office Boys
KPO
General Ledger
(Suleman Butt)
KPO
Saving Account
(Yasin Butt)
Clearing
(Bukhari)
Unskilled Workers KPO
Checking Officer
(Zulfiqar Butt)
Remittance
(Amir)

CSO
Ayesha
Rasool

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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:
a) Corporate Banking
b) Commercial Banking
c) Consumer Banking

A) CORPORATE BANKING:
These are branches which have an exposure of over Rs. 100 million. Usually includes multinational
& public sector companies.

B) 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.

C) 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:
1.Province wise branches
2.Corporate Consumer Commercial
3.20 branches 637 branches 383 branches


FINANCIAL ANALYSIS:


1. Liquidity Ratios:
2. Operating profit ratio
3. Return on investment
4. Assets utilization ratio

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5. Market measure ratio
6. Price to earning ratio

Liquidity Ratios:
A class of financial metrics that is used to determine a company's ability to pay off its short-terms
debts obligations. Generally, the higher the value of the ratio, the larger the margin of safety that the
company possesses to cover short-term debts

Current ratio:
A liquidity ratio that measures a company's ability to pay short-term obligations.
Current Ratio = Current Assets Current Liabilities
Its shows the firms ability to meet its short term obligations. The higher the ratio, the greater is the
companys ability to meet its short term obligation as the come due. Current ratio is calculated by
dividing current assets by current liabilities

year 2011 2012 2013
Current assets 546607 631225.3 742160.532
Current liabilities 483415 558135.855

655006.1

Current ratio 1.12 1.130 1.133



0
200000
400000
600000
800000
Current assets Current
liabilities
Current ratio
2011
2012
2013

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Interpretation
Current Ratio of MCB for the last three years shows an increasing trend. In the year 2010 it was
1.12 and then it increased to 1.130 in the year 2012mainly due to an increase in current assets of the
bank. But in the year 2012 it just increased from 1.130 to 1.134.
Quick Ratio:
The quick ratio, also known as the acid-test ratio, is a liquidity ratio that is more refined and more
stringent than the current ratio. Instead of using current assets in the numerator, the quick ratio uses
a figure that focuses on the most liquid assets. The main asset left out is inventory, which can be
hard to liquidate at market value in a timely fashion. The quick ratio is more conservative than the
current ratio and focuses on cash, short-term investments and accounts receivable. The formula is as
follows:Quick Ratio = (Cash & Equivalents + Short-Term Investments + Accounts Receivable)
Current Liabilities

year

2011

2012

2013
Current assets

284,7950

321,0,264

376,,633

Inventories

69,41,487

63,48316

113,261

Current liabilities

266,434

290,433 342,187

Quick ratios

0.87%

0.89%

0.92%

0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
yearCurrent assets Inventories Current liabilities Quick ratios

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Working capital:

Working capital is the difference between current assets and current liabilities.Working
capital is often considered a measure of liquidity by it self. This ratio

shows the amount of liquidity.Working capital is used to check liquidity of the organization.


Working capital=current asset-current liability







interpetation
Company faced difficult times in 2012 in terms of working capital availability. Year 2011 working
capital gives the company a good signal towards having good times in future.
-10,000,000
-5,000,000
0
5,000,000
10,000,000
15,000,000
20,000,000
47,837,824 -
33,215,308
47,852,225 -
52,863,178
51,360,563 -
35,950,130
2011 2012 2013
Working Capital (Rupees in '000)
Working Capital (Rupees
in '000)
Year Current Assets Current Liabilities
Working Capital
(Rupees in '000)
2011
47,837,4 - 33,215,3
14,622,5
2012
47,852,5 - 52,863,1
(5,010,95
2013
51,360,5 - 35,950,1
15,410,4

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Times interest earned:
Times interest earned (TI E) or interest coverage ratio is a measure of a company's ability to honor
its debt payments. It may be calculated as either EBIT or EBITDA divided by the total interest
payable.
Time interest earned= EBIT / interest charges
A ratio used to determine how easily a company can pay interest on outstanding debt. The interest
coverage ratio is calculated by dividing a company's earnings before interest and taxes (EBIT) of
one period by the company's interest expenses of the same period:This ratio shows that number of
time a company can cover or meet its financial charges or obligation.
(Rs in Millions)
2011 2012 2013
EBIT 26254 31,483.179 32,053.744
Interest expense 17988 23,620.274 27,500.019
Interest earned ratio 1.45 1.33 1.16


Interpretation
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
EBIT
Interest expense
Interest earned ratio

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The interest coverage ratio of MCB serves as one measure of the firms ability to meet interest
payments and thus avoid bankruptcy. In general the higher the ratio, the greater the likelihood that
the company cover its interest payment without difficulty. The interest coverage ratio of MCB has
shown a decrease over the period of three years. In the year 2013 the ratio is 1.16 which show that
the income in 2011 cover only 1.16 times the interest expense.

Operating performance ratio
Gross profit Margin:
Gross margin tells you about the profitability of your goods and services. It tells you how much it
costs you to produce the product. It is calculated by dividing your gross profit (GP) by your net sales
(NS) and multiplying the quotient by 100: mGross Margin = Gross Profit/Net Sales x 100
It measures profitability without concern for taxes and interest. The gross profit margin measures the
total margin available to cover operating expenses and yield a profit.

Years Earnings before Interest
& Taxes / Net Sale
(Rupees in '000)
2011
21,886,740 / 445,285,758 0.049
2012
23,349,146 / 509,223,727 0.045
2013
26,509,636 / 567,552,613 0.046


0.042
0.044
0.046
0.048
0.05
21,886,740 /
445,285,758
23,349,146 /
509,223,727
26,509,636 /
567,552,613
2011 2012 2013
(Rupees in '000)
(Rupees in '000)

Page | 13


lnterpretation
Best ratio of 0.545 in year 2013indicates that management is doing efforts to improve the financial
status. Since all revenue from operations is generated from the company's assets, thus this ratio to be
considered very important. The company performed well in 200 and 2011 than current year
comparatively.


Net Profit Margin Ratio
Net Profit after Taxes X 100
Net sale
It is measure of the firm profitability of sale after taking account of all expense and income taxes.


2011 2012 2013
Net profit after tax 16873 19425 20941
Sales 467613 544231 641652
Net profit margin 3.60% 3.56% 3.26%


0
100000
200000
300000
400000
500000
600000
700000
2011 2012 2013
Net profit after tax
Sales
Net profit margin

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Interpretation
Net profit margin of MCB has shown a fluctuating trend in the year 2011 it was 3.60% but in the
year 2012 it was decreased to 3.56% and again slightly dropped to 3.26% in the year 2013 This
means that through the selling price has increased the other expenses of the bank like operating,
general administration or selling expenses has shown a slight decrease.
Earnings Per Share EPS:
The portion of a company's profit allocated to each outstanding share of common stock. Earnings
per share serves as an indicator of a company's profitability.This ratio determines the amount of
income that has been earned on each share outstanding. Net profit after tax divided bytotal
numbers of shares outstanding gives the amount earned on each share.


Earnings per Share= Net Income / No of Ordinary Shares

Years Net Income / No of Ordinary Shares EPS
2011
9,646,549 / 690,000 13.98
2012
12,700,315 / 690,000 18.41
2013
10,084,037 / 690,000 14.61


0
5
10
15
20
9,646,549 / 690,000 12,700,315 / 690,000 10,084,037 / 690,000
2011 2012 2013
EPS
EPS

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Interpretation
Earnings per share are perhaps the most widely used of all accounting ratios. The trend is earning
per share and the expected earnings in future periods are major factors affecting the market value of
a companys share. The EPS share is encouraging for the investor. Decline in EPS for the year 2011
as compared to the year 2012 is due to the increase in nonperforming loans and decrease in
profitability of the MCB as compared to 2012. This consistent growth shows better policies and
utilization of available.


BOOK VALUE PER SHARE: A measure used by owners of common shares in a firm to
determine the level of safety associated with each individual share after all debts are paid
accordingly.
Book Value per share = common equity
Shares outstanding


Year 2011 2012 2013
Common
equity
75133715 86842059 100147132
Share
outstanding
9108000 1008001 110206280
Book value
per share
8.24 8.66 9.08



0
20000000
40000000
60000000
80000000
100000000
120000000
Year Common
equity
Share
outstanding
Book value
per share
Series1
Series2
Series3

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Return on Investment ratio
Return on Equity:
Return on equity measures how much a company makes for each dollar that investors put into it.
You calculate it by taking the net income earned (NI) by the amount of money invested by
shareholders (SI) and multiplying the quotient by 100:
Return on Equity = Net Income/Shareholder Investment x 100

year 2011 2012 2013
Net profit after tax 16873 19425 20941
Shareholder equity 79204 88802 101751
ROE 21.30% 21.90% 20.60%


Interpretation
The ROE of MCB has shown a mix trend. In the year 2011 the ROI is 21.30% but increased in
the year 2012 to 21.90% but in 2013 it comes to 20.60%. This decrease in ROE is due to un
improvement in Net Profit Margin

0
20000
40000
60000
80000
100000
120000
2011 2012 2013
Net profit after tax
Shareholder equity
ROE

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Return on Assets:
This metric measures how effectively the company produces income from its assets. You calculate it
by dividing net income (NI) for the current year by the value of all the company's assets (A) and
multiplying the quotient by 100.


ROA tells customer what earning was generated from invested capital (assets). ROA for public
companies can vary substationaly and will be highly dependent on the industry. The ROA figure
gives investors an idea of how effectively the company is converting money it has to invest into net
income. The higher the ROA number, the better, because the company is earning more money on
less investment.




Assets utilization ratio:
Receivables Turnover Ratio:
An accounting measure used to quantify a firm's effectiveness in extending credit as well as
collecting debts. The receivables turnover ratio is an activity ratio, measuring how efficiently a firm
uses its assets
3.06%
3.08%
3.10%
3.12%
3.14%
3.16%
3.18%
3.20%
3.22%
3.24%
3.26%
12142398 /
342108243
15265562 /
410485517
15374600 /
443615904
2011 2012 2013
Result
Result
Years Net Income/Assets x 100 Result
2011 12142398 / 342108243 3.25%
2012 15265562 / 410485517 3.13%
2013 15374600 / 443615904 3.25%

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Year 2011 2012 2013
Net credit
sale

18297143 18625332 2335578

Average
account
receivables

10965297 10965297 6790243
Account
receivable
turnover
51.6% 69.8% 7.15%


Interpretation
Receivable show tha efficiency of management of company and how to credit receivable and Some
companies' reports will only show sales - this can affect the ratio depending on the size of cash
sales.
Fixed-Asset Turnover Ratio:
A financial ratio of net sales to fixed assets.The fixed-asset turnover ratio is calculated as:

0
5000000
10000000
15000000
20000000
Year Net credit
sale
Average
account
receivables
Account
receivable
turnover

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year 2011 2012 2013
Profit
after tax
15495297 16873175 15374600
Fixed
asstes
18014896 20947540 17263733
Fixed
asstes
turnover
0.86 0.81 0.88



interpretation

The fixed-asset turnover ratio measures a company's ability to generate net sales from fixed-asset
investments - specifically property, plant and equipment (PP&E) - net of depreciation. A higher
fixed-asset turnover ratio shows that the company has been more effective in using the investment in
fixed assets to generate revenue

Market ratio
When a stock analyst wants to understand how other investors value a company, they look at market
ratios. These measures all have one factor in common; they're evaluating the current market price of
a share of common stock versus an indicator of the company's ability to generate profits or assets
held by the company.

Price to Earnings
Also known as the P/E ratio, this first metric tells the analyst the cost to acquire $1.00 of the
company's earnings. For example, if a company is reporting $1.00 in annual earnings and the
stock's current market price is $20.00, then the price to earnings ratio is 20.0.

0
5000000
10000000
15000000
20000000
25000000
year Profit after tax Fixed asstes Fixed asstes
turnover
Series1
Series2
Series3

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Formula
Price to Earnings = Market Value per Share / Annual Earnings per Share











Analysis of theprice-earning ratio:

Price earning ratio of MCB bank is high in 2011 as compared to the other years.

Because the market price per share is high in 2011. Because in this year MCB

generate an excellent profit. 2012 is also good but 2011 is worst all of them.


Price to Book or Market to Book
This next metric can be calculated two ways, both with the same result. The measure is used to
understand the price, or market value, of a company relative to its worth (assets). For example, if a
company's market capitalization was $10B and its assets were equal to $10B, its market to book
would be 1.0.


0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
167.80 /
21.36
246.10 /
23.40
399.95/
24.30
2011 2012 2013
Result
Result
Years Market price per share/ earning per share

Result
2011 167.80 / 21.36 11.86%
2012 246.10 / 23.40 11.33%
2013 399.95/ 24.30 5.79%

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Formula
Market value per share
Book value per share









Interpretation

A ratio is used to compare the stocks market value to its book value. It is calculated by dividing the
current closing price of the stock by the latest quarters book value per share. It is computed The P/B
ratio of MCB is declining in, 2013, which shows that in such years the share of MCB is undervalued
and such undervaluation of stock is due to the improper projects, poor performance, low profitability
etc.







0
5
10
15
20
25
30
219.68/228.54
228.54/9.1
134.5/9.44
2011 2012 2013
Result
Result
Years Market price per share/ book value per share

Result
2011 219.68/228.54 27.36
2012 228.54/9.1 25.11
2013 134.5/9.44 14.26

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FINANCIAL ANALYSIS
Balance Sheet Of MCB (From 2011to2013)
(Rupee in 000)
2011 2012 2013
Assets

Cash and balances with
treasury banks
39,631,172 38,774,871 45,407,183
Balances with other
banks
4,043,100 6,009,993 1,478,569
Lending to financial
intuitions
4,100,079 3,000,000 4,401,781
Investments 96,631,874 167,134,465 213,060,882
Advances 262,135,470 253,249,407 254,551,589
Operating fixed assets 17,263,733 18,014,896 20,947,540
Deferred tax assets _
Other assets 19,810,476 23,040,095 27,705,069

443,615,904 509,223,727 567,552,613
Liabilities

Bills payable 10,551,468 8,201,090 10,265,537
Borrowings 22,663,840 44,662,088 25,684,593
Deposits and Other
accounts
330,181,624 367,604,711 431,371,937
Sub-ordinate loans _
Liabilities against assets
subject to finance lease


_
Deferred tax liabilities 437,137 3,196,743 4,934,018
Other liabilities 21,345,781 15,819,082 16,092,319
385,179,850 439,483,714 488,348,404
Net assets
58,436,054 69,740,013 79,204,209
Represented by:
Share capital 6,282,768 6,911,045 7,602,150
Reserves 36,768,765 38,385,760 40,162,906
Unappropriateed profit 9,193,332 15,779,127 21,414,955

52,244,865 61,075,932 69,180,011
Surplus on revaluation of
assets
6,191,189 21 8,664,081 10,024,198


Page | 23






Profit & Loss Account of MCB (From 2011-2013)

2011 2012 2013
Markup/ return/ interest earned 40,043,824 51,616,007 54,821,296
Mark up/ return/ interest expense 11,560,740 15,841,463 17,987,767
Net mark up/ interest income 28,483,084 35,774,544 36,833,529

- Provision for dimininution in the
value of investment
2,683,994 1,484,218 444,476
- Provision against loans and
advances
1,335,127 5,796,527 3,100,594
- Bad debts written off directly 41,576 52,047
4,019,121 7,322,321 3,597,117

Net mark up/interest income after
provisions
24,463,963 28,452,223 33,236,412

Non mark up/interest income

Fee, commission and brokerage
income
2,953,394 3,331,856 4,129,540
Dividend income 617,554 459,741 543,906
Income from dealing in foreign
currencies
727,564 341,402 632,346
Gain on investment 740,429 773,768 411,834
Unrealized loss on revaluation of
investments
classified as held for trading
(103,198) _
Other income 855,697 736,118 547,680

Total non mark up interest income 5,791,440 5,642,885 6,265,306

Income after interest income 30,255,403 34,095,108 39,501,718

Non mark up/interest expense
- Administrative expenses 7,546,878 10,107,189 12,173,942
- Other proposition/write off 23,135 142,824 88,261
58,436,054

69,740,013 79,204,209

Page | 24

-Other charges 817,824 690,150 986,440

Total non mark up/ interest
expense
8,387,837 10,940,163 13,248,643

Extra ordinary/unusual items _
Profit before taxation 21,867,566 23,154,945 26,253,075
Taxation-Current year 7,341,257 7,703,305 8,027,433
-Prior years (864,824) (2,232,226)
-Defferd 16,533 2,188,569 1,352,467
6,492,966 7,659,648 9,379,900
Profit after taxation 15,374,600 15,495,297 16,873,175

Inappropriate profit brought
forward
5,130,750 9,193,332

Transfer from surplus on
revaluation of fixed assets
21,319 22,324

5,152,069 9,215,656

Profit available for appropriation 20,526,669 24,710,953
Basic/diluted earning per share 22.25 22.42



Future Prospects Of The Organization
To comprehensive plan for future to ensure sustained growth and profitability.
To facilitate alignment of the vision, mission, corporate objective and with the business
goals.
To provide strategic initiatives and solutions for projects, products, policies and
procedures.
To provide strategic solutions to mitigate weak areas and to counter threats to profits.
To identify strategic initiatives and opportunities for profits.
To create and leverage strategic assets and capabilities for competitive advantage.
For developing a forward-looking perspective, strategic planning driven by quality research is
essential. Strategic planning helps to set short, medium and long term business plans in order
to achieve the banks longer term goals, objectives and vision. Strategic planning division
headed by an experienced economist has been established. It is mandated to conduct
economic research and present detailed sect oral analysis of Pakistan economy. It will also
make assessment of overall outlook for the banking sector that should assist senior
management in decision-making process.

Page | 25

Future prospects of the Muslim Commercial bank are to increase market shares, mobilize
resources, developed retail, agriculture and Islamic banking, introduce fresh initiatives for
corporate and investment banking, capitalize on the new business opportunities .

CONCLUSION:
With Cooperation of all branch members, I have been able to learn and experience many new things
related to the banking sector and the banks workings. I am able to handle the public with respect to
many different workings on many different instances and also in account opening for customers and
can handle many other tasks as well.
Finally I concluded that MCB is a good organization for a person for his long term career workings.
Overall working and environment of the bank is very comfortable and the staff is very helpful and
respectful of each other and it still maintains a professional environment. Management of the bank is
very strong.Employees of MCB Fatimah Jinnah Road branch, Sargodha work more than their
working hours and all the workings take place in a very friendly atmosphere that does not induce
pressure on the person working there. It also shows their loyalty and commitment to the
organization. This branch of MCB relatively small and has climbed its way up very quickly and all
that only because of the employees efforts and consideration for each other
Understanding and the effective management of the human resources is the most difficult challenge
faced not only by the bank but by all the organizations. Even though the people have been sacrificed
in the new organizational developments, it is becoming clear that the true lasting competitive
advantage comes through human resources and how they are managed. MCB seems to not focusing
on this highly critical issue as the job satisfaction level of the employees working at MCB, was quite
low.
The attitude of the bankers with all of their customers is not the same, they pay more attention and
good service to some of the customers and neglect a major portion of them. Some of the customers
approach to the bank officials and get their work done before others; it is not a good practice

RECOMMENDATIONS:
After doing a deep study and witnessing everything that goes on in a branch, I would then like to
make the recommendations that;
First of all, the management needs to overlook the major problems that the organization is
currently facing and then develop strategies to eradicate them. Some of the suggestions that I would
like to give at the end are:
Promotion and Mass Media Publicity
MCB Bank can improve its Marketing strategies to acquire more promotion and mass media
publicity by the use of effective channels of promotions like TV, Newspaper Advertisements. It can
also improve its magazine publication that it releases each month.
Better Reward System
Better reward system is one of the most important requirements in order to reduce the problem of
Employee retention and improve Employee motivation.
Continuous Training Of Employees

Page | 26

There is lack of proper and continuous training of employees that needs to be solved.
1.Creation of enhanced performance appraisal system.
2.Proper use of stationary.
3.Implementation of enhanced Marketing system.
Salary Packages
Improvement should be made in the salary package of the employees as it is comparatively less
when compared to the other operating banks in Pakistan

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REFFRENCES

1.www.mcb.com.pk

2.Annual report of MCB bank





















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