Dubai Islamic Bank

INTERNSHIP REPORT
ON
Dubai Islamic Bank
By
Alina Abid
Roll No. 04
BBA (04 years)
Finance
Session 2016-20
Supervised By
Mr. Zafar Iqbal
Department of Business Administration

Faculty of Management Sciences Kotli (A.K)
University of Kotli Azad Jammu & Kashmir
Table of Contents
Acknowledgement....................................................................................................................................4
Executive Summary.................................................................................................................................5
Chapter: 1.....................................................................................................................................................6
Introduction..............................................................................................................................................6
Historical evolution of the organization...................................................................................................7
Current Performance................................................................................................................................8
Strategic position:.....................................................................................................................................8
Chapter: 2...................................................................................................................................................10
PRODUCTS OF DIBPL:.......................................................................................................................10
SERVICES OF DIBPL:.........................................................................................................................11
International banking:.............................................................................................................................11
LETTER OF CREDIT:...........................................................................................................................13
PESTL Analysis:....................................................................................................................................13
Contribution of organization toward economic development:................................................................14
Organizational hierarchy chart:..............................................................................................................16
Main offices:..........................................................................................................................................17
INTRODUCTION OF DEPARTMENTS:.............................................................................................18
1. CASH DEPARTMENT:.................................................................................................................19
2. CLEARANCE DEPARTMENT:....................................................................................................20
3. ADVANCES DEPARTMENT.......................................................................................................21
4. REMITTANCE DEPARTMENT:..................................................................................................21
5. DEPOSITS DEPARTMENT..........................................................................................................22
6. FOREIGN EXCHANGE DEPARTMENT:...................................................................................22
7. PRIVILEGE BANKING DEPARTMENT.....................................................................................22
COMPLIANCE DEPARTMENT..........................................................................................................23
HUMAN RESOURCES MANAGEMENT DEPARTMENT:...............................................................23
INFORMATION TECHNOLOGY DEPARTMENT:............................................................................23
Comments on organizational structure:..................................................................................................25
Chapter: 3...................................................................................................................................................26
Horizontal Analysis:...............................................................................................................................26
Statement of financial position with horizontal analysis (2015):............................................................27
A profit and loss account with horizontal analysis (2015):.....................................................................29
Profit and loss account with horizontal analysis (2016):........................................................................33
Profit and loss account with horizontal analysis (2017)..........................................................................37
Vertical Analysis:...................................................................................................................................47
Statement of financial position with vertical analysis (2020).................................................................48
Profit and Loss account with Vertical Analysis (2020):.........................................................................50
1. Ratio analysis.................................................................................................................................52
2. Profitability Ratio:..........................................................................................................................53
3. Solvency Ratio...............................................................................................................................54
4. Efficiency ratio...............................................................................................................................54
5. Market Base Ratio:.........................................................................................................................55
SWOT Analysis:....................................................................................................................................56
Chapter: 4...................................................................................................................................................57
Details of Departments of Internship:.....................................................................................................57
Account Department:.............................................................................................................................58
Types of Account:..................................................................................................................................58
Account opening method:.......................................................................................................................59
Operation Department:...........................................................................................................................59
Remittance Department:.........................................................................................................................60
Clearing Department:.............................................................................................................................61
Sales department:...................................................................................................................................61
Cash Department:...................................................................................................................................61
Remittance Department / Cash Department............................................................................................62
Demand Draft:........................................................................................................................................62
New Knowledge Aquired.......................................................................................................................65
Correlation of Internship Activities with Classroom Knowledge:..........................................................66
Chapter: 5...................................................................................................................................................67
Conclusion:............................................................................................................................................67
RECOMMENDATIONS.......................................................................................................................68
Acronyms:..............................................................................................................................................71
BIBILOGRAPHY..................................................................................................................................71
Dubai Islamic Bank
Acknowledgement
First and foremost, I am thankful to "ALMIGHTY ALLAH" Who gave me the power, patience,
courage, and enthusiasm necessary to write and complete this study, as well as countless
salutations to the Holy Prophet Muhammad (PBUH), the sea of knowledge who has directed His
Ummah to seek knowledge from birth to death. Then there were my friends who aided me in this
endeavor, and we worked all day to complete this mission. I am thankful to all of my teachers
who guided me and supported me throughout my career and delivered me the knowledge that
will always help in my future.
Executive Summary
As per the requirements for the degree of M.com at UOK, I got an opportunity to get six week’s
internship exposure Dubai Islamic Bank. During my internship I was rotated in the various
departments in order to get in depth idea of how the bank functions. This report thoroughly
outlines and explains my observations, findings and analysis and my knowledge of the banking
sector in general and Dubai Islamic Bank in particular. In this report, there is an introduction of
Dubai Islamic Bank. In introduction, there is history of Dubai Islamic Bank, strong commitment
and loyal service, highly trained professionals, and credit rating. The report also includes the
details of the products offered by DIBPL which includes Takaful plan and other Islamic
Compliance products. This report also focuses the general banking of DIBPL which includes
Cash department, Remittances section, Account opening, Debt cards etc. Subsequent to it this
report contains my experience and learning that what I have learned from this internship and
what was my experience regarding this internship. The report also contains my analysis that I
scrutinize in the organization by using two method SWOT and Financial analysis. With the help
of these methods I have some suggestions and recommendations to improve the performance of
the Bank, which also mentioned in this report.
Chapter: 1
Introduction
Dubai Islamic Bank (DIB) was established in 1975 as the world’s first Islamic Bank in the UAE.
With Group assets of nearly USD 41bln, a market capitalization of around USD 7.0bln, and
workforce of more than 8000 employees within the group, the organization is fast being
recognized as a formidable force in Islamic Finance and one of the most progressive Islamic
Finance institution in the world. Currently, DIB has presence across all emirates in the UAE with
growing international operations in Asia, Middle East and Africa. It the first Islamic bank to
have incorporated the principles of Islam in all its practices and is the largest Islamic bank in the
UAE. DIB is a public joint stock company, and its shares are listed on the Dubai Financial
Market. The bank enjoys a reputation as a leader and innovator in maintaining the quality,
flexibility and accessibility of its products and services. The bank currently operates 90 branches
in the UAE.
DIB has been proactive in creating partnerships and alliances at both the local and international
level. The bank has established DIB Pakistan Limited, a wholly owned subsidiary which has a
network of more than 200 branches and 43 branchless booths across 62 major cities in Pakistan.
DIB has also started operations in Jordan, with the establishment of Jordan Dubai Islamic Bank,
and in 2015, it received regulatory approval to increase its shareholding in PT Bank Panin
Syariah in Indonesia to 40 percent.
Alongside its accomplishments as a commercial organization, DIB has always recognized its
wider role in society. The bank supports the communities in which it operates through the DIB
Foundation, a non-profit social, humanitarian and charitable organization which distributes
millions of dirhams to good causes at home and abroad each year.
For its contribution to both the banking industry and the wider community, DIB has earned the
respect of its peers around the world. The bank’s leading position has been reaffirmed by more
than 185 local, regional and international accolades that it has won since 2004. DIB has won
awards across diversified areas, including retail, corporate and investment banking, as well as
CSR and consultancy services. Dubai Islamic Bank has been also declared the winner of the
“Best Islamic Bank, UAE – 2016” by World Finance – Islamic Finance Awards 2016. DIB’s
notable recognitions recently included being named the “Best Retail Bank ME”, “Best Corporate
Bank ME”, “Best Commercial Bank ME”, “Best Sukuk Arranger ME” and winning “Best Sukuk
Deal” award at the Islamic Business & Finance Awards 2015, in addition to receiving five
accolades at the Banker Middle East Industry Awards 2015 for being named as the “Best
Investment Bank”. DIB was also recognized for its retail banking services at the Banker Middle
East Product Awards 2015, where it won the accolades for “Best Islamic Card” and “Best GCC
Equity Fund”, as well as being chosen as the “Islamic Bank of the Year -UAE” and “Most
Established Bank of the Year – UAE” at 2015 Business Excellence Awards for the second
consecutive year. Earlier this year, the bank has been recognized for its expertise in arranging
complex deals, winning accolades for “Murdarbah Deal of the Year”; “Ijarah Deal of the Year”;
and “Pakistan Deal of the Year” at the Islamic Finance News Deal of the Year Awards 2015.
Lately, Dubai Islamic Bank has been honored by H.E. Mariam bint Mohammed Khalfan Al
Roumi, Minister of Social Affairs, with the accolade for “Private Sector First Class Category” at
the Emirates Social Award, in recognition of its contribution to bolstering the social welfare of
the country, whilst DIB Foundation, has been rewarded with “Private Sector Second Class
Category” during the award ceremony aiming to recognize individuals, companies, private and
government sector stakeholders for their commitment to developing the local community.
Historical evolution of the organization

Before the emergence of Islamic banking, at the days of Prophet Muhammad, people were
deposits their money with him or with Abu Baker Siddique, the first Khalif of Islam. The activity
of Islamic Banking is like refusing the interests and accepting the deposits. At the end of 1960s,
Islamic banking began to grow when several Muslim countries started to create this system. In
1973, there was the first meeting of the Islamic Organization Conference (IOC) in Jeddah. The
meeting discussed the will of abolishing (canceling) the interests and creating financial system
based on Islamic beliefs. Islamic Banking has many phases of revolution, the Expansion (1976 to
the early 1980s), and there were 20 Islamic banks established from the Gulf eastward to
Malaysia, and westward to the UK. The second phase of revolution is the Maturity (1983 to
date), Arab banks opened Islamic branches in the USA and there were Islamic banking practices
in both Pakistan and Iran. Several Islamic banks have been founded under the Islamic system, for
example, Dubai Islamic Bank.
Current Performance
Dubai Islamic bank is a bank that offers services related to Islamic sharia. In the year 2018 the
total revenue gained by the bank was 5,133 (million AED) as compared to the report of FY 2017
the net revenue had decreased by 2.6%, and the total profit earned by the bank was 1,207.49
(million AED) a net decrease of 22.31% as compared to the FY 2008, with the total assets of
AED 90.14 billion in the year 2010, the bank stands among one of the largest Islamic banks in
the world, currently the bank has a customer base of 1.2 billion which is quite appraisable
customer base when compared with other banks.
The share price of DIB is computed to 2.22 AED (per share) updated latest to 31st march, 2019,
the net value of the market cap is evaluated to 8,429 (million AED), the enterprise value is
evaluated to 7,450 (million AED), and the net shares outstanding is evaluated to 3,797 (million
AED).
Strategic position:
1. Mission
the Dubai Islamic bank is currently providing services like retail banking, private banking, johara
banking, corporate banking, mobile banking, phone banking, online banking, sharia board
services, structure trade finance, treasury and investment, project financing, syndication services,
wealth management services, business banking, investment banking, contracting finance
services, and real estate finance. The DIB is incorporated in all these services because they want
to expand their scope in terms of banking and investment services in almost every field, so as to
compete with other players in the business.
2. Objectives
The company’s main objective is to setup its market all across the world and to expand them as
much as possible, and to increase its customer base so as to increase their revenues and
popularity in the global market.
3. Strategies
The main objective of DIB is to diversify and manage organic growth, as growth in any sector is
a must for a company especially a banking corporation where the opportunities are endless for
any corporation DIB is focusing majorly on the diversifying of its business, and this strategy is
very much consistent with the missions that is stated by the bank.
The other strategies of DIB includes expansion of its branches and the increase in its overall
customer base, this strategy of DIB helps DIB to expand its trade in other countries of the world
too. The increase in overall customer base is an obvious strategy of any banking corporation as
the profit and revenues earned by any banking firm is dependent on the issue that more the
customers the bank has the more is its profit earned.
4. Policies
The major policies of DIB includes conversions of key Islamic economic policies into firm
practices for the need of mankind and to welfare them with the Islamic policies, the policies of
the DIB is consistent with the mission, objectives and strategies of the corporation as the end
user of any firm is the consumer itself, and if the consumer is not happy with the company’s
policies and services then every strategy of that company is vain, and also the company’s
policies are consistent with every external and internal environmental features.
The company’s major strategy includes the expansion of branches and the addition of new
customers to the company’s customer base; these policies reflect the company’s international and
global trading strategy.
Chapter: 2
PRODUCTS OF DIBPL:
Products of bank include all those services which a customer can use effectively in his general
and business. Dubai Islamic Bank Pakistan branch offers a wide range of banking services to
public and private sector corporations, partnerships, individuals and others.
Current Account:
Dubai Islamic Bank Pakistan Ltd. is offering current account facility for its valued customers.
This type of account is suitable for businessmen and those customers who need financing with
regular intervals because they make receipts and payments in large quantity.
Regular Savings Account:
DIBPL is offering another type of account which is named by regular savings account. DIBPL is
paying profit on this type of account according to volume of deposit. And another attracting
option is that profit is offered on monthly, quarterly, semi-annually and annually basis.
Saving plus Account
Another type of account which DIBPL is offering is saving plus account. On this type of account
DIBPL is giving profit on comparatively higher rates than regular.
Saving Special Account:

This is another type of account is offering by DIBPL to facilitate its valued customers. This type
of account has some special characteristics as compared to regular and plus. The profit margin is
higher than other types of accounts.
Fixed Deposit/ Term Deposit:
DIBPL is offering fixed deposit account according to the Sharia principles. Here in fixed deposit
account deposited amount is invested and finally share of profit or loss is distributed between
bank and customer.
SERVICES OF DIBPL:
Services are output of the firm, which are in intangible form and the back bone of any
organization to earn profit. However, there are some basic services which DIBPL, branch at
present offers to his customers include:
1. Receipts of customer's deposits
2. Collection of his cheque drawn on other banks
3. Making payments through cheque drawn on it
4. Making remittances
5. Foreign trade service.
International banking:
Dubai Islamic Bank Pakistan Ltd. is at the forefront of international banking in Pakistan, which
is proven by the fact that DIBPL has its branches in all of the major financial capitals of the
world. Additionally, we have recently set up the Financial Institution Wing, which is placed
under To effectively manage DIBPL exposure to foreign and domestic correspondence manage
the monetary aspect of DIBPL’s relationship with the correspondents to support trade, treasury
and other key business at hereby contributing to the bank’s profitability the Risk Management
Group.
Demand Drafts:
It is a safe, speedy and reliable way to transfer money; customers can now purchase DIBPL’s
Demand Drafts at very reasonable rates. Any person whether an account holder of the bank or
not, can purchase a Demand Draft from a bank branch.
Mail Transfers:
Money is safely and quickly moved by using DIBPL Mail Transfer service. And DIBPL also
offered the most competitive rates in the market.
Pay Order:
DIBPL provides another reason to transfer money using its facilities. Pay orders are a secure and
easy way to move money from one place to another. And as usual, charges for this service are
extremely competitive.
Travelers Cheques:
1. Negotiability:
Pak Rupees Traveler’s Cheques are a negotiable instrument.
2. Validity:
There is no restriction on the period of validity.
3. Availability:
At 36 branches of DIBPL all over the country
4. Encashment:
At all branches of DIBPL
5. Limitation:
No limit on purchase.
6. Safety:
BPL Traveler’s Cheques are the safest way to carry money.
LETTER OF CREDIT:
DIBPL is committed to offering its business customers the widest range of options in the area of
money transfer. In a commercial enterprise Letter of Credit service is just what customers are
looking for. With competitive rates, security, and ease of transaction, DIBPL Letters of Credit
are the best way to do business transactions.
Saving Special Account:
This is another type of account is offering by DIBPL to facilitate its valued customers. This type
of account has some special characteristics as compared to regular and plus. The profit margin is
higher than other types of accounts.
Fixed Deposit/ Term Deposit:
DIBPL is offering fixed deposit account according to the Sharia principles. Here in fixed deposit
account deposited amount is invested and finally share of profit or loss is distributed between
bank and customer.
PESTL Analysis:
Political:
Factors are basically to what degree the government intervenes in the economy. Specifically,
political factors include areas such as tax policy, labor law, environmental law, trade restrictions,
tariffs, and political stability. Political factors may also include goods and services which the
government wants to provide or be provided (merit goods) and those that the government does
not want to be provided (demerit goods or merit bids)
Economic:
Factors include economic growth, interest rates, exchange rates and the inflation rate. These
factors have major impacts on how businesses operate and make decisions. For example, interest
rates affect a firm's capital and therefore to what extent a business grows and expands. Exchange
rates affect the costs of exporting goods and the supply and price of imported goods in an
economy.
Social:
Factors include the cultural aspects and include health consciousness, population growth rate,
age distribution, career attitudes and emphasis on safety. Trends in social factors affect the
demand for a company's products and how that company operates
Technological:
Factors include technological aspects such as R&D activity, automation, technology incentives
and the rate of technological change. They can determine barriers to entry, minimum efficient
production level and influence outsourcing decisions. Furthermore, technological shifts can
affect costs, quality, and lead to innovation.
Legal:
Legal: Various laws such as discrimination law, consumer law, antitrust law and employment
law can affect how DIB operates, its costs, and the demand for DIB’s products.
Contribution of organization toward economic development:
DIB also invests its deposits in SME loans, which stimulates business activities in economy.
UBL is 2nd largest private bank in Pakistan. It is growing gradually every year. Profit of DIB in
last five years is given in table below:
Year Profit Percentage
43.9%
2016
12.2%
2017
10.3%
2018
11.9%
2019
18.7%
2020
DIB contributes in economic development of Pakistan in following ways:
 DIB invests its deposits in investments such as home loans, agriculture loans, auto loans,
buying shares and credit cards. This ultimately increases the capital formation in the
economy.
 DIB offers its products and services like Business Partner plus Account, Tezraftar Cash,
and Tezraftar Account Transfer, which designed for business persons. Availability of
such helpful products and services in business help in stimuli trade activities in economy.
 DIB provides agriculture loans to farmers, which increases productivity of agricultural

good in economy.
Organizational hierarchy chart:

Number of employees:
 Overall number of employees working at DIB are listed below according to last five
years.
Number of Employees:
Year Number of Employees
2016 9700
2017 11379
2018 11999
2019 12346
2020 12967
Number of employees at, Gujarat branch, in which I have been working as internee, is seventeen.
Main offices:
Main offices to which DIB branch is attached are listed
below: DIB Hassan chamber pak ltd. Block 7 clifton
Karachi-Pakistan.
 F10 Markaz block 5, F10 Markaz, Islambad.
 Model town Gujrawala plot 85 model town Gujranwala.
 Mirpur plot 123 city center tower Mir pur azad Kashmir.
 Sialkot 247/248 Sadar bazar Sialkot cantt.
 Multan cantt 10 B Oold Bhawalpur road multan.
INTRODUCTION OF DEPARTMENTS:
I worked in Dubai Islamic Bank Pakistan Limited as an internee for two months. During
internship, I rotated in different departments where I learned about these departments. The
branch manager monitors the whole branch to develop efficiency and effectiveness. The different
department's details are listed below.
There are seven departments are operating in Branch.

Deposit section:
In deposits section, various kinds of deposits are made in routine and reported to head office. The
deposit section is very efficient and active.
Remittance Section:
In remittances section deals with external and internal remittances to facilitate the customers.
Remittances are transferred through pay order, bank draft and telegram transfer.
Clearance Section:
In clearance department, Cheques are cleared through clearing house by using the facility of
NIFT.
Advances Department:
In advances department, bank makes different kind of advances and offer attractive Islamic
compliance products to attract customers.
Other departments:
In other departments, HR department functions the recruitment, performance appraisal, training

and other relevant jobs. In cash department, the collection and payment of cash is made. Pay
order, bank draft and telegram transfer.
1. CASH DEPARTMENT:
Cash department perform the functions:
Receipt:
The money, which either comes or goes out from the bank, its record should be kept. Cash
department performs this function. The deposits of all customers of the bank are controlled.
LOCAL CHEQUE:
Means of ledger accounts. Every customer has its own ledger account and has separate ledger
cards.
Payments:
It is a banker’s primary contract to repay money received for this customer’s account usually by
honoring his cheque.
Types of Cheques:
Some specific types of cheque are being entertained in the clearing department of DIBPL. By
local cheque we mean collection of cheque from the banks which are the members of the
clearinghouse and which are located within the city.
Out Station Cheque:
By out station cheque we mean collection of cheque from the banks which are situated outside
the city.
2. CLEARANCE DEPARTMENT:
A clearing house is an association of commercial banks set up in given locality for the purpose of
interchange and settlement of credit claims. The function of clearinghouse is performed by the
central bank of a country by tradition or by law. In Pakistan, the clearing system is operated by
the SBP. If SBP has no office at a place, then NBP, as a representative of SBP act as a
clearinghouse.
The easy, safe and most efficient way is to offset the reciprocal claims against the other and
receive only the net amount owned by them. This facility of net interbank payment is provided
by the clearinghouse.
The total represents the representatives of the local commercial banks meet at a fixed time on all
the business days of the week. The meeting is held in the office of the bank that officially
performs the duties of clearinghouse. The representatives of the commercial banks deliver the
Cheques payable at other local banks and receive the Cheques drawn on their bank.
The Cheques are then sorted according to the bank on which they are drawn. A summary sheet is
prepared which shows the names of the banks, the total number of Cheques delivered and
received by them. Totals are also made of all the Cheques presented by or to each bank. The
difference between amount to be paid by a particular bank and the amount to be received by it
each bank then receives the net amount due to it or pays the net amount owed by it.
Types of Clearing:
In-word clearing Books:

The bank uses inward clearing register for the purpose of recording all the details of the Cheques
that the other banks have issued on the bank.
Out Word Clearing:
The bank uses outward clearing register for the purpose of recording all the details of the
Cheques that the bank has delivered to other banks.
3. ADVANCES DEPARTMENT
DIBPL give loans to another important department in the bank are remittances. People send their
money to the other persons and organizations through various way i.e. Bank draft, Telegraphic
Transfer, Mail Transfer, Coupons, Govt. Draft and Western Union Money Transfer etc. It works
both inward and outward.
DIBPL offers the following forms of remittances the borrowers for different purposes. These
loans are given for various sectors for different periods. Small Finance, Cash Finance, Personal
Loans, Demand Finance, Running Finance, Corporate Finance, Export Import Financing, House
Building Finance.
4. REMITTANCE DEPARTMENT:
 Demand Draft
 Telegraphic Transfer
 Pay Order
 Mail Transfer
 Safe custody of specimen signature book
 Preparation of periodical statements
 Any other work/ duty assigned by manager
5. DEPOSITS DEPARTMENT
Customers keep their savings in PLS Saving Accounts and businessmen save their money
in bank Current Accounts. DIBPL gives profit on saving accounts and special saving
accounts.
6. FOREIGN EXCHANGE DEPARTMENT:

This department mainly deals with the foreign business. The main functions of this
department are:
a) L/C dealing.
b) Foreign currency accounts dealing.
c) Foreign Remittance dealing.
DIBPL is committed to offering its business customers the widest range of options in the
area of money transfer. If you are a commercial enterprise then our Letter of Credit
service is just what you are looking for. With competitive rates, security, and ease of
transaction, DIBPL Letters of Credit are the best way to do your business transactions
This department deals with the foreign currency accounts which mainly include dollar
account, euro account etc.
7. PRIVILEGE BANKING DEPARTMENT
Online Banking:
This department is functioning only in online branches in the bank. This is a fast track
banking system in modern banking. DIBPL is also trying to enhance this facility for their
customers.
Utility Services:
Keeping in view the difficulties faced by general public DIBPL has taken the initiative to
provide service for collection/receipt of utility bills on behalf of WAPDA, Sui Gas and
PTCL from 9.00 am to 5.00 pm all the branches throughout the countries are observing
this practice to ease the long queues lined-up at the counters of banks.
COMPLIANCE DEPARTMENT
Objectives Role of branch compliance department is to reconcile the prescribed
frequencies, investigate long pending reconciliation item, and ensure correct treatment
every half year and clearing system service branch-in major cities. Internal control is the
integration of the activities, plans, attitudes, policies and efforts of the people of the bank
working together to provide reasonable assurance that the organization will achieve its
and mission.
HUMAN RESOURCES MANAGEMENT DEPARTMENT:
Human Resources Management Department works for the betterment of the employees.
Enhances skills, training management, service benefits, wages, medical facilities, staff
loans are basic functions of this department.
INFORMATION TECHNOLOGY DEPARTMENT:
Bank’s data collection and information system run by Regional Data Collection Center.
This department manages staff training programs regarding computer.
Islamic Banking:
The year 2005 marked the first year of Islamic banking operations. During the year under
review, in addition to active participation in various Sukuk transactions, DIBPL has
extended its Islamic Banking Operations Network
Loan Structuring and Syndication:

Dubai Islamic Bank Pakistan Ltd. leadership in loan syndicating stems from ability to
forge strong relationships not only with borrowers but also with bank investors. Because
syndicate partners understand the asset criteria, DIBPL help borrowers meet substantial
financing needs by enabling them to reach the banks most interested in lending to their
particular industry, geographic location and structure through syndicated debt offerings.
Syndication capabilities are complemented by capital strength and by industry teams,
who bring specialized knowledge to the structure of a transaction.
Cash Management Services:

With DIBPL Cash Management Services (in process of being set up), the customer’s
sales collection will be channeled through networking of DIBPL branched spread across
the country. This will enable the customer to manage their company’s total financial
position right from desktop computer. They will also be able to take advantage of
outstanding range of payment, ejection, liquidity and investment services. In fact, DIBPL
is committed to provide everything, which takes to manage cash flow more accurately.
Short Term Investments:

DIBPL now offers excellent rates of profit on all its short term investment accounts.
Whether the funds are invested for 3 months or 1 year, DIBPL’s rates of profit are
extremely attractive, along with the security and service only DIBPL can provide.
Equity Investments:
DIBPL has accelerated its activities in the stock market to improve its economic base and
restore investor confidence. The bank is now regarded as the most active and dominant
player in the development of the stock market. DIBPL is involved in the following:
 Investment into the capital market

 Introduction of capital market accounts (under process)
 DIBPL’s involvement in capital markets is expected to increase its earnings, which
would result in better returns offered to account holders.
Comments on organizational structure:

 DBI has strong organizational culture
 Span of control is clear.
 Employees are empowered
Chapter: 3
Horizontal Analysis:
Horizontal analysis is the comparison of historical financial information over a series of
reporting period, or of the ratio derived from this information. It is used to see if any numbers are
unusually high and low. In comparison to the information for bracketing periods, which may
then trigger a detailed investigation of the reason for the difference. It can also be used to project
the amounts of various line items into future. The analysis is the commonly a grouping of
information that is sorted by period can also be expressed as a percentage of the amount in the
baseline year, with the baseline amount being listed as 100%.
Horizontal Analysis (absolute) = Amount in Comparison year - Base Year
Amount ∈comparison year −Base Year

Horizontal Analysis (%) = ×100
Base Year
Horizontal Analysis of five years are given below:
Statement of financial position with horizontal analysis (2015):

DUBAI ISLAMIC BANK PAKISTAN LIMITED
Statement of financial position
As at December 31, 2015

Assets 2015 2014 Increase or Decrease
Rupees in”000” Amount Percent
Cash and balance with treasury 14183630 10480052 3703578 35.33%
bank
Cash and balance with other 3869403 529277 3340126 63.10%
banks
Due from financial intuitions 11725145 1047169 1577976 15.55%
Investments 18515808 18258604 2572204 1.41%
Islamic financing and related 104953637 58840280 46113357 78.37%
assets
Operation Fired assets 1842705 1751032 91673 5.24%
Differed tax asset-net - 62434 (62434) (1.0%)
Other asset 2002857 1484151 518706 34.95%
Total asset 157093185 101552999 55540186 54.69%
Liabilities
Bills Payable 1552219 1250385 301834 24.14%
Due to financial intuitions 4551920 3567342 984578 27.60%
Deposits and other accounts 136743547 83844395 52899062 63.09%

Sub-oriented loans 3246971 3114976 131995 4.24%
Liabilities against assets - - - -
subject to financial lease
Differed tax liabilities-net 54040 - ∞ ∞
Other Liabilities 2968911 2336820 623091 27.04%
Total liabilities 149177518 94133918 55003600 58.44%
Net asset 7975667 7439081 536586 7.21%
A profit and loss account with horizontal analysis (2015):
DUBAI ISLAMIC BAND PAKISTAN LIMITED
Profit and Loss Account
For the year ended December 31, 2015

Profit/ return earned 8725646 7523271 1202375 15.98%
Profit/ return expensed 4091219 3433969 657250 19.14%
Net spread earned 4634247 4089302 545125 13.33%
Provision against non (187286) (291528) 104242 (35.76%)

performing Islamic financing
and related assets-net
Provision for diminution in the - - - -
value of investments net
Bad debts written off directly - - - -
(187268) (291528) 10424 (35.76%)
Net spread after provisions 4447141 3797774 649367 17.10%
Other Income
Fee commission and brokerage 1249751 806451 443300 54.97%

income
Dividend income - - - -
Income from dealing in foreign 6735 122501 (115766) (94.50%)

currencies
Gain on sales of securities 15946 197190 (181244) (91.91%)
Unrealized loss on revaluation - (9461) 9461 100%

of investments classified as
‘held for trading’
Other income 2023 309 1714 55.47%
Total other income 1274455 1116990 157465 14.08%
5721596 4914767 806832 16.42%
Other expenses
Administrative expenses 4987933 3972258 1015675 56.57%
(Reversal against other - (3813) 3813 100%

provisions)/ other provisions/
write offs
Other charges 21941 20788 1153 5.55%
Total other charges 5009874 3989233 1020641 25.58%
711722 925531 (213809) (23.10)
Extra ordinary/ unusual items - - - -
Profit before taxation 711722 952531 (213809) (23.10%)
Taxation
Current (191099) (86494) (104605) 1021%
Prior years (29648) - (29648)
Deferred (60420) (238524) 178104 (74.67%)
(281167) (325018) 438151 (13.49)
Profit after taxation 430555 600513 (169958) (28.30%)

Cash and balance with treasury 14007320 14183630 (176310) (1.24%)
bank
Cash and balance with other 543363 3869403 (3326040) (85%)
banks
Investments 27211659 23822256 3389403 14.23%
Islamic financing and related 93910902 104953637 (11042735) (10.52%)
assets
Operation Fired assets 1870060 1842705 27355 1.48%)
Differed tax asset-net - - - -
Other asset 2054034 2040854 13180 0.65%)
152133399 157131182 (4997783) (3.18%)
Liabilities
Bills Payable 2218979 1552219 666760 42.96%

Deposits and other accounts 129264513 136743457 (74789440) (5.47%)
Sub-oriented loans - 3246971 (3246971) (100%)
Differed tax liabilities 16784 54040 (37256) (68.940
Other Liabilities 2588697 3006908 (151211) (5.03%)
140026064 149155515 (9129451) (6.12%)
Net asset 12107335 7975667 4131688 51.80%
Profit and loss account with horizontal analysis (2016):
2016 2015 Increase or Decrease

Profit/ return expensed 4273598 4091219 3864379 94.45%
Provision against non (111734) (187268) 75552 (40.34%)

Provision for diminution in the (16846) - (16846) ∞
(1285800 (187286) 58706 (31034%)
Other Income

income
(loss)/ income from dealing in (41795) 6735 (48530) (72.05%)

foreign currencies
Gain of sales on security 163286 15946 147340 92.40%
Other income 42436 2023 40413 97.68
6650639 5721596 929043 16.245
Other expenses
Administrative expenses 5264089 4987933 276156 5.54%
Other provisions/ write offs - - - -
Other charges 15519 21641 (6422) (29.27%)
Total other charges 5279608 5009874 269734 5.38%
137103 711722 753320 92.64%
Profit before taxation 1371031 711722 659320 92.64%
Taxation
Current (535978) (191099) (344876) 18.47%
Prior years (34686) (29648) (5220) (17.60)
Deferred 55355 (60420) 115775 19.61%
(515491) (281167) (234324) 83.33%
Profit after taxation 855540 430555 424985 98.71


Cash and balance with treasury 10423998 14007320 (3583322) (25.58%)
bank
Cash and balance with other 1173267 543363 629904 (15.936%)
banks
Due from financial intuitions 4860272 12536061 7675789 (61.23%)
Investments 41474123 27211659 14202464 52.41%
assets
Operation Fired assets 1703784 1870060 (166276) (8.89%)
Differed tax asset-net 71759 - 71759 ∞
Other asset 3042056 2054034 988022 48.10%
182271523 152133399 30138124 19.81%
Liabilities
Bills Payable 3677900 2218979 1458921 65.75%
Due to financial intuitions 5255642 5670091 (414449) (7.31%)

Deposits and other accounts 149295457 129264513 20030944 (15.50%)
Sub-oriented loans 4000000 - 4000000 ∞
Differed tax liabilities - 16784 (16784) (100%)
167359352 140026064 27333288 19.52%
Net asset 14912171 12107335 2804836 23.17%
Profit and loss account with horizontal analysis (2017)

Profit/ return expensed (4197721) (4273598) 75877 (1.78%)
Provision against non (155601) (111734) (43867) 39.26%

Provision for diminution in the (30256) (16846) (13410) (79.60%)
(185857) (128580) (57277) (44.55%)
Other Income
income
(loss)/ income from dealing in 128840 (41795) 170635 (4.08%)

foreign currencies
Gain of sales on security 77722 163286 (85564) (52.40%)
Other income 474 42436 (41962) (98.88%)
8317013 6650639 1666374 25.06%
Other expenses
Administrative expenses (5693223) (5264089) (429134) (8015%)
Other reversals provisions/ 1066 - 1066

write offs
Other charges (61291) (15519) (45772) 29.50%
Total other charges (5753448) (5279608) (473840) 8.97%
2563565 1371031 1192534 86.98%
Taxation
Current (870066) (535978) (334088) (62.33%)
Prior years (61255) (34868) (26384) (75.68%)
Deferred (30208) 55355 (85563) (1.55%)
(961529) (515491) (446038) (86.53%)
Profit after taxation 1602036 855540 746496 87.25%


Cash and balance with treasury 17752920 10423998 7328922 70.31%
bank
Cash and balance with other 1241840 1173267 68573 5.84%
banks
Due from financial intuitions 4000000 4860272 (860272) (17.70%)
Investments 45850970 41474123 4376847 10.55%
assets
Fixed assets 1381172 1499655 (118483) (7.90%)
intangible asset 169752 204129 (34377) (16.84%)
Deferred tax asset 460313 71759 388554 54.15%
Other asset 7659406 5764414 (1105008) (19.17%)
231822753 184993881 46828872 81.24%
Liabilities
Bills Payable 2811457 3677900 (866443) (23.56%)

Subordinated sukuk 7120000 4000000 3120000 78%
Differed tax liabilities - - - -
215072579 170081710 44990869 26.45%
Net asset 16750174 14912171 1838003 12.33%


Profit/ return expensed (6778333) (4370422) (2407911) 55.10%
Net profit/ return 8123136 6427472 1695664 26.38%
Other Income
Fee and commission income 1682033 1695661 (13628) (0.80%)
Foreign exchange income 562923 301541 261382 86.68%
Gain on security - 77722 77722 100%
Other income 3407 474 2933 61.88%
Total income 10371499 8502870 1868629 21.98%
Other expenses
Operating expenses (5942917) (5693223) (249694) 4.39%
Workers welfare fund (86586) (52318) (34250) 65.47%
Other charges (239) (8973) 8734 (97.33%)
Total other expense (6029724) (5754514) (275210) 4.78%
Profit before provisions 4341775 2748356 1593419 57.98%
Provisions and write offs-net (221788) (184794) (36997) 20.02%

Taxation (1610722) (961529) (649193) 67.52%

Cash and balance with treasury 19417428 17752920 1664508 9038%
bank
Balance with other banks 1246953 1241840 5113 0.41%

Investments 49157269 45850970 3306299 7.21%
assets-net
Fixed assets 4288414 1381172 2907242 21.05%
Intangible asset 204062 169752 34310 20.21%
Differed tax asset - 460313 (460313) (100%)
Other assets 6812250 7659406 (847156) (11.06%)
264638618 231822753 32815865 14.16%
Liabilities
Bills Payable 2972307 2811457 160850 5.72%
Due to financial intuitions 9813903 12670525 (2856622) (22.55%)

Subordinated sukuk 7120000 7120000 0 ∞
Differed tax liabilities 750167 - 750167 ∞
242475984 215072579 27403405 12.74%
Net asset 22162634 16750174 5412460 32.31%

Profit/ return expensed (15615070) (6778333) (8836737) 13.04%
Net profit/ return 10523878 8123136 24000742 29.55%

Other Income
Fee commission and 1679676 1682033 (2537) (0.14%)

commission income
Foreign exchange income 709722 56923 146799 26.08%
Gain on security 367270 - 367270 ∞
Other income 2989 3407 418 (12.26%)
Total income 13283535 10371499 2912036 28.08%
Other expenses
Operating expenses (6658707) (5942917) (715790) 12.04%
Workers welfare fund (116083) (86586) (29515) 34.09%
Other charges (99043) (239) (98804) 41.31%
Total other expense (6873833) (6029724) (844109) 13.98%
Profit before provisions 6409702 4341775 2067927 47.63%
Provisions and write offs-net (721628) (221788) (499840) (22.53%)
Taxation (2342477) (1610722) (731755) 45.43%

Vertical Analysis:
Vertical analysis is a method of analyzing financial statements that list each line as a percentage
of a base figure with in the statement always show the base figure at 100% , with each following
line item representing a percent of the whole. For example, each line of income statement
represents a percentage of gross sale, while each line of a cash inflow or outflow as a percentage
of total cash flow:
Income Statement Items

Vertical analysis formula (Income statement): ×100
Sales
Balance Sheet Items

Vertical analysis formula (Balance sheet): × 100
Total Assets(laibilities)
Statement of financial position with vertical analysis (2020)
2020 2019
Assets Amount Percent Amount Percent
Cash and balance with treasury 19096891 6.30% 19417428 7.39%
bank
Cash and balance with other 3279935 1.08% 1246953 0.47%
banks
Due from financial intuitions 2397516 0.79% 5590405 2.11%
Investments 66579570 21.95% 49157269 18.58%
Islamic financing and related 199416405 65.76% 177921837 67.23%
assets
Fixed assets 3685492 1.22% 4288414 1.62%
Tangible assets 321916 0.11% 204062 0.07%
Differed tax asset-net - -

Other asset 8484438 2.80% 6812250 2.75%
Total assets 303262163 100% 264638618 100%
Liabilities
Bills Payable 4246241 1.52% 2972307 1.23%
Due to financial intuitions 17350949 6.23% 9813903 4.05%

Deposits and other accounts 237553365 85.26% 209952073 86.59%
Subordinated sukuk 7120000 2.56% 7120000 2.94%
Differed tax liabilities 353054 0.13% 750167 0.31%
Other Liabilities 12014856 4.31% 11867543 4.89%
Total liabilities 278638465 100% 242475984 100%
Net asset
Profit and Loss account with Vertical Analysis (2020):
2020 2019
Amount Percent Amount Percent
Profit/ return earned 25981040 100% 26138948 100%
Profit/ return expensed (14085771) (54.21%) (15615070) (59.74%)
Net profit/ return 11895269 45.78% 10523878 40.26%
Other expenses
Fee and commission income 155006 5.97% 1679676 6.43%
Foreign exchange income 743694 2.86% 7097676 6.43%
Gain on security 194317 0.75% 367270 1.41%
Other income 7288 0.02% 2989 0.01%

Total other income 2495305 9.60% 2759654 10.56%
Total income 1439074 55.39 13283535 50.82%
Other expenses
Operating expenses (7369672) (28.37%) (6658707) (25.47%)
Workers welfare fund (98091) (0.38%) (116083) (0.44%)
Other charges (312) (0.00012%) (99043) (0.37%)
Total other expense (7468075) (28.74%) (6873833) (26.30%)
Profit before provisions 6922499 26.64% 64099702 24.52%
Provisions and write offs-net (2135241) (8.22%) (721628) (2.76%)
Profit before taxation 478728258 18.43% 5688074 21.76%
Taxation (1893367) (7.29%) (2342477) (8.96%)
Profit after taxation 2893891 11.14% 3345597 12.80%

1. Ratio analysis
Ratio analysis is a quantitative method of gaining insight into a company's liquidity,
operation efficiency and profitability by studying its financial statement such as the
balance sheet and income statement. Ratio analysis is a corner stone of fundamental
equity analysis.
I. Liquidity Ratio:
Liquidity ratio refer to the ability of a firm to meet its current applications as
when they became due.
To measure the liquidity of a firm the following ratios can be calculated.
a) Current Ratio:
Current Asset
Formula=
Current Laibilities
182271523
=
16359352
= 1.08
Interpretation:
The current ratio is mainly used to give an idea of the company's ability to pay its short time
liabilities with its short time assets. The current ratio of DBL of year 2020 is good that company
is able to pay its obligation.
b) Working Capital Ratio:
Formula= Current assets – current liabilities
= 182271523 – 167359235
= 14902171
2. Profitability Ratio:
Profitability ratio employed by management in order to assess how efficiently they carry
on business operation various profitability ratios.
I. Gross Profit Ratio:

Gross Profit
Formula= ×100
Net Sales
11895269
×100
25981040
45.78 = 45%
Interpretation:
According to gross profit ratio of DBL is name that they have increased their income by using
proper strategy.
II. Net Profit Ratio

Gross Profit
Formula= ×100
Net Sales
2893891
×100
25981040
11.13 = 11%
Interpretation:
Bank net profit margin declined over the year.

III. Operating Income
operating income
Formula= ×100
Net Sales
2495305
×100
25981040
9.60 = 9.6%
Interpretation:
Operating income of dig shows low income in near to 2020.
IV. Expense Ratio

Expenses
Formula= × 100
Net Sales
7468075
×100
25981040
28.74 = 28%
Interpretation:
In 2020 the expense ratio is 28% it is not higher and also not low. The lower is the ratio the
greater is the probability and the higher the ratio lower the profitability.
3. Solvency Ratio
This ratio indicate the pattern of Financing weather long-term requirements have been
met out long term funds or not.
Net Profit After Tax+ Deprication

Formula=
Total Laibilities
2893891+7288
278638465
0.01
Interpretation:
In this year 2020, the solvency ratio of DBL is0.01% capacity to meet long-term borrowing
4. Efficiency ratio
Deficiency of ratio is the efficiency with which assets are managed directly affect the
volume of sales. The better the management of assets the larger the amount of sales and
profits.
Following are the efficiency ratio:
I. Asset Turnover Ratio
Sales
Formula=
Total assets
25981040
3032262163
0.08
II. Working Capital Turnover Ratio:
Total Sales
Formula=
Net Working Capital
259811040
14914171
1.47
5. Market Base Ratio:
Following rations are Market base ratio:
I. Earnings Per Share:
Net Profit
Formula=
No of Out Standing Shares
2893891
115755
2.50
Interpretation:
In the year 2020, by using outstanding shares the DBL is able to control its operations;
II. Book Value Per Share:
Share Holder Equity

Formula=
Share Holder Capital
2774851
11052288
0.21
Interpretation:
Shareholder equity shows how much the shareholders were actually paid by the way this ratio
show the lower paid by shareholders.
SWOT Analysis:
Strengths:
 The first international Islamic Bank in Pakistan with a network of over 17 branches in 6
cities.
 The members of the Shariah Supervisory Board of DIBPL are internationally-renowned
scholars, serving on the boards of many Islamic banks operating in different countries.
 Online banking service means that a customer can withdraw and deposit his money at any
branch in the country.
Weakness:
 The management was of the view that the customer should come to them and they don’t
need to go to the customer
 It was observed in the bank that the degree of satisfaction of the employees was quite
low.
 Due to the dissatisfaction of staff and recession, there is high turnover among them.
Opportunities:
 House financing sector can be targeted to maximize the profit.

 Growing demand of Islamic financial product and services.
 Increase branch network within the country.
 Coming up with products for the SME to targeting the medium level customers.
Threats:
 Aggressive marketing by the competitor banks.

 Large number of conventional commercial banks.
 Few banks that are providing Islamic banking services, hence more can enter in near
future
Chapter: 4
Details of Departments of Internship:

During my internship I have been working in mainly these departments, which are,
 Clearing Department
 Operations Department
 Remittance Department
 Sales Department
 Account Department
Account Department:
I learned about the major Islamic banks and the way all types of accounts work at bank Islamic. I
learned the different staff positions in a branch. We again discussed in detail how to break a deal.
We received the profit rates for this month from head office through e-mail. We made fresh
calculations on the basis of new rates. We learned about
• High risk accounts
• KYC (Know Your Customer) form.
• Discussed how Islamic banking is interest or riba free.
• Foreign currency accounts and the Schedule of Charges (SOC).
• Stop payment.
• miner‘s account.
• Disabled persons account like blind, etc.
Types of Account:
 Current account.
 Saving Account.
 Saving plus account.
 Special saving account.
 Junior Account.
 E saving account.
 Enhanced saving account.

 Business account.
 Fixed Deposits account.
 Premium fixed account.
 Joint account.
Account opening method:
Account opening form:
1. Specimen signature card (SS card).
2. Account opening form.
3. ATM Debit card form 4.Banking services agreement.
5. NIC copy.
6. Customer Profile form.
7. Business Proof.
8. Telephonic verification.
Operation Department:
1. Courier Register:
Outgoing mail register.
Incoming mail register Cheque book.
ATM card.
ATM PIN.
2. Cheque book entry:
Account title.
Account number.
Leave number.
3. Demand Draft:
ATM pin register entry.
ATM card register.
4. Deposits Slip:
Deposits slip for Cash.
Deposits slip for cheque.
Remittance Department:
Remittance department we Learned what is a
 Demand Draft (D.D.)
 Pay Order (P.O.),
 Foreign Demand
 Travelers Cheques (T.C.)
 Remittance inward
 Remittance outward
Clearing Department:
In Clearing Department, Cheques drawn on Bank by other Banks and Cheques drawn by
bank on other banks are handled.
 Inward Clearing.
 Out word clearing.
Types of clearing:
 Outward clearing
 Inward clearing
 Local clearing
 OBC clearing
Sales department:
1. Increase sale of services of Debit card.
2. Attract new customer.
3. Achievement of target.
4. Increase deposits of Branch.
5. How to calculate profit to tell a customer how much profit he will get.
Cash Department:
In Cash Department, dealing of cash receipts and cash payments is handled. Cash receipts are in
the form of deposits in accounts, demand drafts, transfer commission, and other instruments that
can be sold in the market. Cash payments are in form of withdrawals from accounts,
miscellaneous expenses and clearing outward. Main activities of cash department are:
 Cash Receipt.
 Cash Payment.
 Cash Management.
 Cash sorting.
 Cash Lifting.
 Handling of Fresh Cash.
Remittance Department / Cash Department

I work in this department, his department deals in transfer of money from one place to another.
Demand Draft:
Demand draft is a written order drawn by a branch of a bank upon the branch of same or any
other bank to pay certain sum of money to or to the order of specified person. It can be issued to
the customers as well as non-customer against cash cheque.
Following parties are involved in demand draft:
 Applicant
 Issuing branch
 Drawee branch
 Beneficiary
A demand draft may be issued against the written request of the customer before issuing it must
be seen that the demand draft is in order.
The DD application must be scrutinized by the counter clerk in respect of following points.
 There should be branch where payment is to be made.

 Full name of payer should be mentioned.
 Amount in words and figures must be same
 The applicant on two places should sign application.
 Copy of CNIC.
Demand Draft:
1. ATM pin register entry.

2. ATM card register.
3. Account number.
4. Card number.
Deposits Slip:
It has two categories:
1. Deposits slip for cheque.

2. Deposits slip for cash.
Deposit slip for cash:
1. Branch name
2. Account title
3. Account number Date
Deposits Slip for cheque:
1. Branch name.
2. Account title.
3. Account number.
4. Date.
5. Cheque number.
6. Branch name of cheque.
Travelers Cheque on Deposits slip:
1. Branch name.
2. Account title.
3. Account number.
4. Date.
5. Branch name.
Envelop Categories:
1. Window envelop.
2. Large envelop.
3. Small size envelope.
Details of cheque to be deposited:
 Cheque number is filled.
 Account number written on cheque is filled.
 Name of bank, of which cheque is to be deposited is written.
 Name of branch is filled.
 Date on cheque is filled.

 Amount of cheque is written in digits and word.
Issue of Debit Card:
Limits PKR
Silver card limit 500
Gold card limit 1000
Platinum card limit 5000
New Knowledge Aquired

Skills And Qualifications Learned:
During my internship I have learned a lot, I have learned:
 How handle customers.
 How to attract new customers.
 How to work professionally
 How to solve problems of customer.
 How to prepare insurance cases.
 How to open accounts.
Kind of Responsibilities Undertaken During Internship:
Following responsibilities I have undertaken during my internship:
 Responsibilities of branch operational manager.
 Responsibility of sending Cheques through clearing.
Influence of Internship on my Future Career:

Internship has influenced my career in a better way. During my internship I have been offered
two jobs in Bank, one as a Branch Operational Manager and 2nd is in Bank assurance
Department.
Correlation of Internship Activities with Classroom Knowledge:

I have observed during my internship that classroom knowledge and internship activities are
correlated positively somehow.
Internship will impact on my career through this I have learn many different thing. I got the
knowledge of different accounts, deposits, remittance and the locker system of the bank.
The purpose of report is to know all the major work and activities which held in the bank. I have
performed different work at the branch and learn many things. I have work in different
departments of the bank so that I can know work of every department.
Chapter: 5
Conclusion:
DIB is clearly the priority of those customers who believe in qualitative approach in banking
environment.DIB is enjoying a healthy market share and good status in terms of its operating
features and customers’ support.DIB is the best bank operating in Pakistan. It has more
customers than another bank.
No doubt that DIB is the largest bank in the private sector and since its establishment it has
progressed and improved tremendously and has a customer base exceeding 5 million but it can
still advance further if it adopt new changing IT technologies as there is still room for some
improvements.
 Bank should try increase profit after taxation to strengthen its return on equity ratio.
 The management should make the innovative plans and schemes to utilize the investment
wisely.
There is an increasing trend of assets, but just the increase does not benefit the bank until and
unless these are utilized effectively.
The appreciation should be encouraged by management of Dubai Islamic Bank.
 Promotions should also make for better output.
 It should train its employees about the new IT trends.
 Proper customer handling training should be given to employees.
 Number of employees should be increased in order to decrease the work load.
 It should train its employees about the new IT trends.
 Moreover certain needs of the employees should also be considered like bank timings
should be acceptable and employees should be given importance and must be consulted
in some decision making processes.
 Improved friendly relations are required between the top and the middle management.
This will make the employees work even better for their organization.
RECOMMENDATIONS
In order to be a successful, every business organization including the bank has to continuously
innovate and make improvements in order to bring in more efficiency in its operation. DBL over
the years has done enough to be the premier and largest private bank in Pakistan, but there is
always room for the improvement and following steps are recommended.
Make all the Banking branches online and installation of Automatic Teller machines should be
the priority of the bank to increase the customer services. DBL has certainly got the potential to
make a mark in international markets as well, so opening more foreign branches and diversifying
the operations in foreign countries by partnering with the international Institutions is certainly a
good opportunity to work at.
Employees Training programs must be introduced on continuous basis so that Employees have
understanding with the latest developments especially employee must be trained for carrying out
the proper dealings with the customers. Bank should introduced incentive plans for employees on
regular basis so that if employees may work whole heartedly for the welfare of their
organization. While giving incentives qualification, work, experience, hard work and such other
factors must be considered.
Under the current system each of the employee has to work hard continuously from 9 to 5 to
serve and satisfy the current pool of already a large share of customers and then after completion
of those activities, these employee also have to be the salesperson and pull those known to them
to deposit funds and also purchase the product and At the end of year, their performance is not
measured by quality work done by them in serving their customers but by the deposits they have
brought in to the bank in that year, which is not fair and certainly not helping the cause of bank
to create employee satisfaction and also help them to prosper. Rethink about this policy and
allocation of targets to each branch.
Mismanagement of resources must be avoided as much as possible as it decreases profit but also
discourage hard worker and honest employees. Fresh graduates must be recruited. As the
combination of Experienced and fresh can produce better results and it will improve the
efficiency of management.
Dubai Islamic Bank is going towards mobile and internet banking but the problem is that a
common client has no idea of its usage due to lack of marketing. I think that a proper 72
marketing program must be launched for client’s awareness. Banks different schemes must be
conveyed to the targeted customers so that to have a reasonable share in market.
The DBL should try to diversify the new products in the credit segment. One possible new
product can be to start the "Gold loan scheme" and give the loan to customers against depositing
of gold and silver ornaments in the bank's custody.
The bank should work on the aggressive marketing of these entire loan offers to create the
awareness in the general public and motivate them to avail these services. The markup rates
should be made clear to all the person applying for the loan and all the terms should be made
clear so the management should make sure that any person applying for loan is given adequate
information.
The bank can do well by updating its banking Software MISYS n Graphics Interface as the
current command line interface is somewhat confusing and time-consuming. Bank should adopt
such an induction plan that when a customer opens his account with the bank he should be
supplied with a booklet which enables him to know the procedure of filing the checks, pay-in-slip
etc. It will save a lot of time of the bank staff afterward during the conduct of the account of that
customer.
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. All the customers should be treated equally.
DBL should increase its communication with customers about the terms and conditions of its
different products and services.
The bank should revise the policy and procedure applied in issuing ATM or Debit cards to its
customers. It is a very time taking process and often takes more than fifteen working days
between the application receipt and forwarding to head office for processing and final delivery of
card
Acronyms:
UOK ---------------------------------------------------University Of Kotli

DIBPL --------------------------------------------------Dubai Islamic Bank Pakistan Limited
UAE --------------------------------------------------United Arab Emirates
CSR -------------------------------------------------Common Reporting Standard
IOC ---------------------------------------------------Islamic Organization Conference
R&D -------------------------------------------------Research and Development
SME -------------------------------------------------Small to Medium Enterprise
NIFT ------------------------------------------------National Instructional Facilitation Technology
SBP -------------------------------------------------State Bank of Pakistan
NBP --------------------------------------------------National Bank of Pakistan
PLS --------------------------------------------------Profit and Loss Sharing
SOL ---------------------------------------------------Schedule Of Charges
ATM -------------------------------------------------------------------- Automated Teller Machine
MIS -------------------------------------------------------------------Manufacturing Information
System
BIBILOGRAPHY
1. Burns, T. and G. Stalker. (1961), the Management of Innovation. London:
Tavistock
2. Siddiqi Asrar H (1998) practice and law of banking in Pakistan, 6th Edition
Karachi, Royal Book Company
3. Carter McNamara, Copyright (1997-2007) MBA, PhD, Authenticity
Consulting, LLC.
4. BOK Act, 1991
5. Armstrong, Michael (2006). A Handbook of Human Resource
Management Practice 10th Ed London: Kogan Page.
6. Wayne.F.casico Applied psychology on HRM 5th Edi, page no 174.
7. Noe.Hallen.beck.Gerhart Wright, HRM, 5th edition.
8. Newton RM (1998), teacher reaction to school council member job
description, Doctorate Dissertation University of council.
9. Stevens. C.K and you will do. Sign here Canadian business 72, 49-52.
10. Timotly Clark, Jan (1993), research fellow open buss school the open Univ
walten hall, Milton Keynes UK, selection methods of executive search
consultancies Vol 1
11. Richard D. Arvey and Gary L. Renz (May, 1992), Fairness in the Selection
of Employees, Source: Journal of Business Ethics, Vol. 11, No. 5/6, Behavioral
Aspects of Business Ethics), pp. 331-340

12. William Chan Source (Oct., 1996), External Recruitment versus Internal
Promotion, Journal of Labor Economics, Vol. 14, No. 4, pp. 555-570, the
University of Chicago.
13. Charan D. Wadhva (Nov. 26, 1977): Economic and Political Weekly, Vol.
12, No. 48.
14. David A Jones. University of Vermont (June, 2006), Jones W.shultz and
Derek’s Chapman University of Calgary, International Journal selection and
assessment, Vol 14, No 2.
15. David E. Bowen, Gerald E. Ledford, Jr., and Barry R Nathan (Nov, 1991),
Hiring for the Organization, Job: Source, the Executive, and Vol. 5, No. 4 pp. 35-
51 Published by: Academy of Management.
16. By Raymond A. Noe: Employee Training and Development 3rd Edition:
page No 441.
17. Richard L. Draft, Management 6th edition 8th chapter, Strategy Formulation
and Implementation, page No 249.
18. www.dib.com.pk
19. www.dib pak.com
20. http://weatdibp/handbook.aspx
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INTERNSHIP REPORT

Dubai Islamic Bank

BBA (04 years)

Mr. Zafar Iqbal

Department of Business Administration

Historical evolution of the organization

Regular Savings Account:

Saving plus Account

Saving Special Account:

Fixed Deposit/ Term Deposit:

1. Receipts of customer's deposits

2. Collection of his cheque drawn on other banks

3. Making payments through cheque drawn on it

5. Foreign trade service.

Pak Rupees Traveler’s Cheques are a negotiable instrument.

There is no restriction on the period of validity.

At 36 branches of DIBPL all over the country

Saving Special Account:

Fixed Deposit/ Term Deposit:

Year Profit Percentage

DIB contributes in economic development of Pakistan in following ways:

 DIB provides agriculture loans to farmers, which increases productivity of agricultural

Organizational hierarchy chart:

 Model town Gujrawala plot 85 model town Gujranwala.

 Sialkot 247/248 Sadar bazar Sialkot cantt.

 Multan cantt 10 B Oold Bhawalpur road multan.

There are seven departments are operating in Branch.

In other departments, HR department functions the recruitment, performance appraisal, training

Out Station Cheque:

In-word clearing Books:

Out Word Clearing:

 Safe custody of specimen signature book

 Preparation of periodical statements

 Any other work/ duty assigned by manager

6. FOREIGN EXCHANGE DEPARTMENT:

7. PRIVILEGE BANKING DEPARTMENT

HUMAN RESOURCES MANAGEMENT DEPARTMENT:

INFORMATION TECHNOLOGY DEPARTMENT:

Loan Structuring and Syndication:

Cash Management Services:

Short Term Investments:

 Investment into the capital market

Comments on organizational structure:

Horizontal Analysis (absolute) = Amount in Comparison year - Base Year

Amount ∈comparison year −Base Year

Horizontal Analysis of five years are given below:

Statement of financial position with horizontal analysis (2015):

Statement of financial position

As at December 31, 2015

Bills Payable 1552219 1250385 301834 24.14%

Due to financial intuitions 4551920 3567342 984578 27.60%

Deposits and other accounts 136743547 83844395 52899062 63.09%

DUBAI ISLAMIC BAND PAKISTAN LIMITED

Profit and Loss Account

For the year ended December 31, 2015

Assets 2015 2014 Increase or Decrease

Net spread earned 4634247 4089302 545125 13.33%

Provision against non (187286) (291528) 104242 (35.76%)

(187268) (291528) 10424 (35.76%)

Net spread after provisions 4447141 3797774 649367 17.10%

Fee commission and brokerage 1249751 806451 443300 54.97%

Income from dealing in foreign 6735 122501 (115766) (94.50%)

Unrealized loss on revaluation - (9461) 9461 100%