INTERNSHIP REPORT

ON
MUSLIM COMMERICAL BANK

MARDAN BRANCH

BBA (Hons)

Submitted by
SYED ZAHID
18-AU-CCM-II-02

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES-II MARDAN

(Affiliated with)
ABDUL WALI KHAN UNIVERISTY MARDAN
Session (2018 To 2022)
 APPROVAL SHEET
Internship report submitted to Government College of Management Sciences No.2 Mardan affiliated
with Abdul Wali Khan University Mardan in partial fulfillment of the requirement for the degree

Of

BBA (Hons)

Session 2018-2022

Approved by:
Supervisory Committee:

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

________________________
Name: External Examiner
Department Name:

DEPARTMENT OF MANAGEMENT SCINECES

GOVERNMENT COLLEGE OF MANAGEMENT SCIENCES-II
MARDAN
 ACKNOWLEDGMENT
Allah is first and foremost in my thoughts and prayers. Who provides me with wisdom, strength, and
the ability to complete my BS? (banking & finance). When I was writing my internship report, I had
to overcome a number of obstacles, and then there were a few people who helped me out throughout
the process. To begin, I want to express my gratitude to my parents, who have never stopped
encouraging me and giving me strength when I've felt both hopeless and discouraged.
After that, I'll be grateful to MCB's manager in a big way (Ltd). Additionally, the employees at the
MCB (Ltd.) Branch have been extremely supportive throughout my internship.

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

Syed Zahid
BBA (Hons)
 EXECUTIVE SUMMARY
In Pakistan, MCB Bank Limited (Muslim Commercial Bank Limited) has been around for more than
50 years and has a very solid foundation. It has a branch network of over 1040 locations, and an
additional 850 locations are available online. Additionally, the MNET switch is used by more than
12 MCB ATMs spread across 41 urban areas across the country.
With a focus on cost justification, back-end restructuring to build profitability, client administration
benchmark upgrades, process effectiveness and control, MCB's activities remained streamlined. To
improve efficiency, skill, and reduce transportation costs, the bank has led the pack by introducing
the creative idea of bringing together Trade Services across the nation by centralising outside
exchange administration to branches.
For the duration of my contract, I was responsible for completing all tasks assigned to me, including
those in the offices of settlements, remote trade, and client administration.
Over the course of my temporary position, I learned about the bank's various roles and
responsibilities, as well as who was responsible for maintaining the bank's records and reporting on
its activities.

v
Contents
ACKNOWLEDGMENT ..................................................................................................................iii
DEDICATION................................................................................................................................... iv
EXECUTIVE SUMMARY ............................................................................................................... v
1.1 Introduction .............................................................................................................................. 1
1.2 Summary of the Report ........................................................................................................... 1
1.3 Determination of the Study ..................................................................................................... 2
1.4 Possibility of the Study ............................................................................................................ 2
1.5 Research Methodology ............................................................................................................ 2
1.6 Limitations ................................................................................................................................ 2
1.7 Advantages of the study........................................................................................................... 3
CHAPTER #02 ................................................................................................................................... 4
OVERVIEW OF THE ORGANIZATION ...................................................................................... 4
2.1. Brief history ............................................................................................................................. 4
2.2. Our Vision and Mission .......................................................................................................... 4
2.3. Business Volume...................................................................................................................... 5
2.4. Product Line ............................................................................................................................ 5
2.5. Islamic Bank ............................................................................................................................ 5
2.6. Loan.......................................................................................................................................... 7
CHAPTER # 03 ................................................................................................................................ 10
ORGANIZATIONAL STRUCTURE ............................................................................................ 10
3.1 Organizational Hierarchy Chart .......................................................................................... 10
3.2. A brief introduction to all departments of MCB Bank ..................................................... 11
CHAPTER#04 .................................................................................................................................. 13
MY INTERNSHIP PLAN ............................................................................................................... 13
4.1. A brief introduction of my internship branch.................................................................... 13
4.2. One. Account opening department ...................................................................................... 14
CHAPTER#05 .................................................................................................................................. 20
FINANCIAL ANALYSIS................................................................................................................ 20
5.1. Ratio analysis......................................................................................................................... 20
CHAPTER #06 ................................................................................................................................. 36
SWOT ANALYSIS .......................................................................................................................... 36
6.1. Strengths ................................................................................................................................ 36
6.2. Weakness ............................................................................................................................... 36
 6.3. Opportunity ........................................................................................................................... 36
6.4. Threat ..................................................................................................................................... 37
CHAPTER#07 .................................................................................................................................. 38
CONCLUSION AND RECOMMENDATIONS ........................................................................... 38
7.1. Conclusion ............................................................................................................................. 38

vii
 CHAPTER # 01
INTRODUCTION OF THE ORGANIZATION
1.1 Introduction
MCB Bank Ltd. was established on July 9th, 1947, and has been a leading financial institution in
Pakistan for more than 60 years. To maintain its leadership position, MCB Bank has implemented
quality banks, technological advancements, professional management and leadership and ethical
methods of prudent working. In 1974, as part of Pakistan's economic reform movement, the MCB was
nationalised along with other private banks and then privatised in 1991 as the main consortium of the
Nishat Group.
MCB's progress since privatisation has been astounding. MCB is one of the largest foreign banks in Sri
Lanka today. The Global Deposit Receipt (GRD) was first introduced by MCB in Pakistan in 2006. The
Bank of Malaysia, Malaysia, has a strategic partnership with it. By way of its wholly-owned subsidiary,
Mayban International Trust (MIT), it has been operating since 2008. (Labuan). Bank Berhad owns a 20
percent stake of indirect international companies in Dubai (UAE), Bahrain, Azerbaijan, Hong Kong and
Sri Lanka through its national network of over 1,130 branch locations and 600 ATMs. Approximately
4.5 million people use the service.
MCC is one of Pakistan's leading financial institutions and major banks, with a total deposit of $462
billion dollars from the country and a total asset value of $650 million. MCB Bank is one of Pakistan's
most venerable and dependable financial institutions. MCB has a number of institutions in Pakistan,
including ones that are internationally recognised and marketed, that play an important role in
representing the country in agricultural companies across the globe.
Additionally, the bank's reputation and the funds in euros, MMT, Asian funds, SAFA (SAARC), and
Asian assets and bankers are well-known aspects of the bank

1.2 Summary of the Report

In today's world, banking is essential because banks are the most critical component of the economy.
Essentially, it serves as the economy's skeleton. Banking is a necessity not only in Pakistan, but across
the Muslim world. Because banking has a significant impact on a country's growth. In order to make the
economy more robust, efficient, and on par with the global system, the bank is expected to step in.

1
1.3 Determination of the Study
That's the main purpose of the study: to gain a better understanding of the overall power and weaknesses
that make up the MCB, which is a prerequisite for receiving a bachelor's degree in business
administration from Abdul Wali Khan University, Mardan-affiliated government college of
management sciences-ii.
As a secondary goal, I wanted to put my management theory and alertness to the test in a real-world
setting.
1.4 Possibility of the Study
MCB's management and operations are recognised, but the Finance and Planning Department is given
more attention. The evaluation and scope of work of the project has been constrained by a lack of
cooperation from the organization's employees, limited access to information, and a lack of time for
internships.
1.5 Research Methodology
For this report, the following methods of data collection are employed.
1.5.1 Primary Data

When collecting primary data, the following steps are used.

i. Personal Opinion during the period of internship

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

1.5.2 Secondary Data

The secondary data sources are given below;
i. Annual reports of the Bank of Khyber
ii. Broachers
iii. Manuals of Banks
iv. Internet
1.6 Limitations
I've had a hard time finding a place to do my internship because I've sent out my resume to a lot of
different organisations. I had no prior experience collecting data and conducting research on
organisations, so this was a difficult task. Secondary sources of information, such as books or articles,
were not readily available, and as a result, mistakes were made in the research as a result of these
limitations.

1.7 Advantages of the study

Due to the comprehensive nature of this report's economic analysis, students majoring in business and
administrative studies alike will benefit greatly from this internship opportunity. It is possible, too, that
MCB Mardan Branch will gain from the references provided at the end of the report's conclusion.

3
 CHAPTER #02

OVERVIEW OF THE ORGANIZATION

2.1. Brief history
MCB Bank is one of Pakistan's leading financial institutions. The MCB has been operating in Pakistan
for more than 50 years and, in the current situation, is preventing the command organisation from doing
its job. When it comes to success, MCB isn't a household name overnight, but it's hard-earned and full
of power. Go.
The concentration of commercially funded products at the Adamjee Group's MCB in the 1960s fueled
its rapid growth. When the Nawaz Sharif government deregulated the financial sector in 1991, the MCB
and other private banks were privatised.
To begin, the private sector concentrated on expanding and stabilising its branch network, which took
the first five years to complete. Human resources and technology have made a big difference since being
privatised, which has resulted in significant operational efficiency gains. Currently, the bank owns both
the online name and the ATM network in the country.
As consumer banking grows in popularity and MCB establishes itself as a full-service provider, banks
in Pakistan have an advantage over the growing competition. A consumer bank and a network with more
than 1,200 members.
Customers can benefit from the team's savings plans, new products, and innovative services. Pak Rupee
Traveler's Checks are the most popular currency in Pakistan, and the ATM network is the largest.
To date, MCB is the only MCB MasterCard photo card. An experienced financial advisory team
provides underwriting, project financing, or business advisory services for corporate banking clients.
MCB is a team of dedicated professionals with a global outlook and a deep understanding of regional
priorities.
2.2. Our Vision and Mission
2.2.1. Vision statement
It is our goal to become a leading financial services provider, working with our customers to build a
better future.
2.2.2. Mission statement
With a focus on long-term customer relationships and innovative financial solutions, we are a well-
respected and hardworking group. As a result, we are able to ensure the privacy of our shareholders'
investments in us.
2.3. Business Volume
Three-year business volume of MCB Bank Limited
Rs in millions
Details 2016 2017 2018
Total Assets 1072365 1343238 1498130
Deposits 781430 968483 1049038
Advances-net 348117 459356 503581
Investments-net 555929 656964 749369
Shareholder’s Equity 120152 138100 140196
Profit before Taxation 36075 31014 32064
Profit after Taxation 21891 22459 21360
Earning per Share (Rs.) 19.67 19.56 18.02

2.4. Product Line

The MCB Bank in Pakistan manages all the bank's plans and services under the current conditions and
has numerous financial infrastructures in which MCB Bank serves its customers.
2.4.1 Consumer Bank
Debit and credit cards, as well as personal loans and mortgages, will be part of consumers' portfolios.
However, we are confident that the bank's profitability will rise to new heights as a result of our
numerous online branches, superior technology platform, large customer base, and CPBG.
2.4.2 Commercial Bank
MCB is a market leader in commercial banking, which it also performs. MCB sells products to the
general public. MCB's primary objective is to provide a wide range of financial and investment products
to its esteemed clients and to maintain steady progress in the financial sector. Authenticity in commercial
and retail banking is based on the assets and liabilities of the institution. There are a variety of products
and tools offered by MCB Bank.
2.5. Islamic Bank
On the first of the year in the year 2003, the Islamic Banking Business Unit was established. Shortly
after it was founded in 2007, its experience, infrastructure and information technology have allowed it
to manage Islamic banking activities and provide services in the Islamic banking industry.
2.5.1. Islamic Bank Deposit Plan

5
2.5.2. Al-Makhraj Savings Account
The Al-Makhraj savings account only necessitates a deposit of Rs. Every year for the first half of the
year, make a profit of 5000.
2.5.3. IANAT account
With an IANAT account, you have the freedom to conduct as many transactions as you want. INR
10,000 is the minimum amount required to open an IANAT account. It is strongly recommended that
commercial funds be managed using the product's features and services.
2.5.4. Al-Makhraj TDR
The Al-Makhraj thematic deposit requires a minimum investment of 25,000 rupees. There are a variety
of options available when deciding on a term (that is, 3 months to 2 years).
2.5.5. Deposit product
Invest 365 gold coins.
More savings equals more success in your financial goals. MCB Savings 365 has a wide variety of profit
margins to choose from.
2.5.6. Additional savings
You can save more and earn more with MCB Savings Xtra. A wide variety of attractions are available
to you through MCB Savings Extra.
2.5.7. Smart account in dollars
Find a solution that will help you save money in the long run. You can keep or grow your cash, savings,
or term deposits with the MCB Smart Dollar account.
2.5.8. Savings account
The MCB Privilege Savings Account gives you the best of both worlds if you and your partner live
together and don't want to keep your money for an extended period of time but still want to profit from
your success.
2.5.9. Current account
Minimum spending limits that are easy to meet.
Hundreds of branches across the country have access to unlimited deposit and withdrawal options.
Lockers and other commercial facilities that are easily accessible.
Conveniently located network with more than a thousand physical locations and hundreds of electronic
ones as well.
Life as it is now.
Life insurance with no strings attached.
Debit / debit cards do not require an initial fee.
50% discount on the annual rate for debit cards at the time of renewal.
The average monthly balance requirement is low.
All the bills, payment orders, check books and debit cards required are free when the privileged
relationship is maintained.
It has a foreign currency
Offer in USD, GBP or EUR.
Unlimited exchange for your branch.
Free services for the deposit and withdrawal of cash in foreign currency.
Pay your income to your account every six months.
Provide foreign remittance services.
2.5.10. Investment products
2.5.11. Dynamic cash account
It's an open-ended money market fund run by the MCB Asset Management company called MCB
Dynamic Cash Fund (DCF). With a focus on capital preservation and investment quality, the fund seeks
to provide attractive returns to short-term investors with low risk tolerance.
2.5.12. Dynamic allocation fund
If you're in the market for an open asset allocation fund that can be invested in either debt or equity,
look no further than the Dynamic Allocation Fund from MCB AMC (MCB DAF). Investors can expect
high absolute returns from this fund.
2.5.13. Dynamic Capital Fund
Funds invested in the MCB Dynamic Equity Fund are held in an open equity fund managed by MCB
Asset Management Corporation. The fund's goal is to increase the capital of investors over the long
term. Investment in short-term fixed income is possible from time to time. To get a glimpse of the stock
market/stock exchange.
2.6. Loan
2.6.1. Car loan
The fast lane's pace can be slowed considerably if no vehicle is present. New or used cars can be easily
financed or leased through MCB.
Features and benefits

7
Financing or leasing options.
The financing period varies from 1 year to 7 years.
Choice of new and used cars.
Suitable for local and imported vehicles.
Financing up to Rs.20 lacs
Advance payment options
Alternative loan options
Minimum documents required (2 photos and CNIC copy)
Pay only up to 15% down payment
Prioritize the delivery of different vehicles.
2.6.2. Credit card
10,000 Pakistani credit card logos have been accepted by over 24 million companies in 210 countries,
so you can be sure of the real value-added benefits both at home and abroad.
2.6.3. Visa Debit Card
The first chip-based debit card issued in Pakistan. It provides customers with unparalleled comfort,
enhanced security, and 24-hour access to funds.
2.6.4. MCB Platinum Visa
The country's first chip-based debit card has arrived. Improved security and 24-hour access to funds are
just a few of the benefits customers get from using this service.
2.6.5. MCB visa
With the MCB Visa, you'll get more than just a card in your wallet. Visa is the safest, most cost-effective,
and most valuable credit card to use when making purchases. MCB visas are accepted at all of Pakistan's
ATMs, as well as 27 million reception locations around the world.
2.6.6. Prepaid MCB visa
Instant release.
Use cash 24/7 via ATM 24/7.
Accept 29 million points of sale.
Visa accepted online shopping.
Pakistan’s banking industry is growing rapidly, and there are many competitors near the MCB bank in
Pakistan.
United Bank
NIB Bank
•HBL Bank Ltd.
ABL Bank Ltd.
Soneri Bank Ltd.
Islamic Bank
Al-Falah Bank Ltd.
Faysal Bank Ltd.
Registered Standard Bank
Meezan Bank Ltd.
KASB Bank Ltd.
Punjab Bank

9
 CHAPTER # 03

ORGANIZATIONAL STRUCTURE
3.1 Organizational Hierarchy Chart
3.2. A brief introduction to all departments of MCB Bank
3.2.1. One. Business Development Department
Product sales and ATM/other product accounts are handled by the business unit. An objective strategy
is developed based on current conditions and three strategic objectives are pursued.
• customer satisfaction
• Employee satisfaction
• Commercial results

3.2.2. Cash management department

There is a cashier in this department who collects the deposit, delivers it to the account holder, and
deposits it online for him or her. There are three divisions within the cash department.
Token problem
• Cash receipt
• Cash
• Receipt invoice or rate received
• Wait up

3.2.3. Account opening department

To open a new account or to request an account to be opened in accordance with National Bank of
Pakistan requirements, an account opening department is responsible. It is my understanding that in
order to open an account, one must fill out the account opening form, attach a copy of one's national
identification card, and then have NADRA verify it.
3.2.4. Credit department
During the internship, you will have the opportunity to work with banks to help them obtain loans and
other forms of credit. Banks typically issue a personal loan based on an applicant's creditworthiness and
request additional loans if necessary. For example, if an organisation requests a loan from a bank, the
bank will approve the loan and impose certain restrictions on the organisation.
3.2.5. Dispatch office
Because of the volume of incoming and outgoing mail (including personal and business mail) and files
that are routed or transferred to the shipping department by the branch's mailbox, the shipping
department plays an important role in keeping track of items such as goods, checks, branches Cr. Fast
international bank letters of credit and other correspondence. In order to avoid causing harm, it is
important to treat the office with care.

11
3.2.6. Remuneration Department
The bank has two types of compensation, and during my internship, I made two types of compensation.
• Internal compensation
• External compensation
3.2.7. Accounting department
This is an important department where maintenance accounts, receipts and bank books and all fees or
expenses are maintained, so keeping the entire bank account is the most important part of the bank. This
department and this department work well.
3.2.8. Finance department
The financial sector is an important sector because there are many forms of bank financing, such as
granting loans and obtaining excess amounts in the form of interest earned by MCB, to provide loans to
customers and purchase private sector participation. The organization also finances the agricultural
sector and the private sector.
3.2.9. Comment on the organizational structure
The success of the organization is based on the organizational structure and the organizational structure
of MCB is very fluid and efficient. To facilitate the work, the work is divided into departments based
on the type of work and, otherwise, the bank or organization cannot be managed. When I completed my
work or responsibilities during my internship at the bank, I discovered that there was no difference
between the final staff and senior management during the departmental activities. Communication
between all employees and departments is efficient. Whether it is horizontal or vertical communication,
horizontal and vertical management is harmonious. Every employee knows their responsibilities and
authority to keep the job. I like the structure of the bank because it is clear who reports the transparency
method.
In my opinion, MCB Bank of Pakistan has done a clear, transparent and special job, making MCB Bank
(Limited) a leading bank in Pakistan's banking sector.
 CHAPTER#04

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

A detailed description of the tasks that were assigned to me during the internship program.
I was in practice at MCB Bank (Co., Ltd.) for six weeks, where I studied the detailed work of different
departments where I worked in different departments, but I explained the department that had completely
dominated during my study. The details of the functions I have performed are mentioned below.

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

4.2.2. Bill and fee received counter

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

15
This is the most important bank department that I supported when I worked in this department. In the
work of the staff, he is very cautious about keeping the cash, to ensure that there are no mistakes and to
close the cash accounts of both parties during the night, is balanced or equal to the bank for profit.
4.2.3. Credit department
In the fourth week of my credit training, the credit department was one of the bank's most important
departments. The credits department is responsible for the maintenance of loans and credits, issues
credits after the necessary checks and guarantees and guarantees up to the established limits and has
rules and regulations for the distribution of credits and loans to customers.
The credit department of the MCB Bank manages different types of operational financing, the types of
loans are as follows
• Cash financing
• Application for funding
• regular financing
• Short-term loans and loans.
• and many others

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

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

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

4.2.5. Inward clearing

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

17
4.2.6. Clean up
I am inclined to leave compensation in the liquidation department of the MCB banks. External
compensation refers to the claims of the MCB Bank or other MCB Bank branches. Complaints submitted
by other banks or other MCB bank branches of our clients' branches in our bank are archived by our
MCB bank branches. To clean. After receiving the external compensation check, enter it in the registered
compensation. Enter the following details, which are recorded as follows
1. Serial number
2. Account number of the depositary
3. Name of the depositor
4. Drawer
5. Payer
6. Check the number
7. Amount of checks
8. Cross check seal
9. Game of the seal
10. The seal will be credited to the back of the beneficiary's account

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

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

4.2.8. Western Union

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

19
 CHAPTER#05

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

5.1.1. Profitability
As the name suggests, the profitability index can measure a company's profitability. The perception by
the management of the economic environment, the competition, the market of the company's products
and the decisions on the asset and equity structure will have an impact on the company's profits.
Therefore, profitability can be seen as a key relationship and a powerful indicator of the company's
overall performance. These proportions indicate the company's effectiveness in generating profits.
1. Profit before tax
Year 2014 2015 2016 2017 2018
47.53% 52.65% 53.52% 41.86% 38.48%
 60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
2014 2015 2016 2017 2018

Interpretation
The term "pre-tax profit" refers to the sum of all the company's pre-tax profits, regardless of whether
they were generated as a result of normal business operations or not. For investors, profit before taxes
exist because tax expenditures are constantly changing and their extraction helps them to get a better
idea of how the company's profits or profits will change over time. Although MCB's pre-tax profit has
been steadily rising, it has also decreased in the past year.
2. Gross spread
Year 2014 2015 2016 2017 2018
56.31% 61.34% 65.01% 57.58% 55.23%

Chart Title
70.00%

65.00%

60.00%

55.00%

50.00%
2014 2015 2016 2017 2018

Interpretation
Difference between subscription price and actual price offered to the investing public is known as gross
differential. An initial public offering's gross margin is compensation paid by the insurers to cover the
costs of the initial public offering. The more OPV that goes to the investment bank, the higher the gross
margin index.

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

Chart Title

2014 2015 2016 2017 2018

Interpretation
Non-interest-related asset income for banks is a percentage of total income (net interest income plus
non-interest income). Net gains from trading and derivatives, net gains from other securities,
commissions and net commissions, and other operating income are all examples of non-interest-based
revenue. Interest-free income was 22.93 percent in 2014, but it jumped to 27.21% in 2015, a result of
the MCB's well-executed policies.
4. Return on average equity (ROE)
Year 2014 2015 2016 2017 2018
23.83% 23.21% 18.94% 17.65% 15.48%

Chart Title
30.00%

20.00%

10.00%

0.00%
2014 2015 2016 2017 2018
Interpretation
This report shows the gain in proportion to the book value of the common shareholder. Also the return
on the capital showed many positive changes. In 2014, the percentage was 23.83% and in 2018 it was
reduced to 15.48%. Indicates how well the company uses the fund and, above all, a sign of profitability.
Create value for shareholders if their return on capital is greater than the cost of capital.
5. Return on average assets (ROA)
Year 2014 2015 2016 2017 2018
2.78% 2.63% 2.16% 1.86% 1.50%

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

Interpretation
Using this report, you can see how effectively a business resource is being put to use. In order to calculate
ROAA, you divide net profit by average assets. As a percentage of the total average asset, the final
report is presented. MCB Since total assets have grown in tandem with profits, ROAA has shown a
slight decline.
6. Cost to income ratio
Year 2014 2015 2016 2017 2018
36.51% 33.34% 36.80% 46.94% 49.75%

23
 Chart Title
60.00%

40.00%

20.00%

0.00%
2014 2015 2016 2017 2018

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

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

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

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

Interpretation
A company's earnings per share can be calculated by taking the difference between its net profit and
dividends paid on preferred shares, and then dividing that result by the average number of shares still
outstanding. To put it simply, the company's earnings per share were at 21.85 in 2014, 22.95 in 2015 (a
slight increase), 18 in 2016, and 18.02 last year, which is not good news for investors.
2. Dividend payout ratio
Year 2014 2015 2016 2017 2018
64.06% 69.71% 81.35% 83.14% 88.77%

Chart Title
100.00%

80.00%

60.00%

40.00%

20.00%

0.00%
2014 2015 2016 2017 2018

Interpretation
Profits distributed to shareholders as dividends during the year are summarised in this report. If the
company is paying out a reasonable portion of its net income to shareholders, investors will be interested

25
in this relationship. As of 2014, this index was 64.06 percent, and it continues to rise, reaching 88.77
percent by 2018, making it an excellent predictor for investors interested in MCB stock.
3. Price to earnings ratio
Year 2014 2015 2016 2017 2018
13.99 9.45 12.09 10.85 10.74

Chart Title
15

10

0
2014 2015 2016 2017 2018

Interpretation
The price-to-earnings ratio is a measure of how much a stock is expected to be worth based on its
earnings. The market value of a company's shares rises in tandem with its profit per share. A high price-
to-profit ratio typically indicates that a company will perform well in the future.
MCB's price-to-profit ratio was 13.99 in 2014, but it fell to 10.74 in 2015 before rising to 10.74 in 2018.
Having a high ratio is a good sign for investors looking to make investments, so MCB needs to work on
it.
4. Dividend cover ratio
Year 2014 2015 2016 2017 2018
1.56 1.43 1.23 1.18 1.13
 Chart Title
2

1.5

0.5

0
2014 2015 2016 2017 2018

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

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

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

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

Interpretation
The investment / deposit ratio of the investment of the company employed per unit of deposit. The MCB
investment / deposit ratio in 2014 was 74.26%, to then increase in the coming years, but in 2017 it again
falls to 67.83%. Due to the industrial development factor in the country for which loans have increased
and investments have slightly decreased.
3. NPLs to Gross advances ratio
Year 2014 2015 2016 2017 2018
6.80% 6.32% 5.90% 9.47% 8.95%
 Chart Title
10.00%

8.00%

6.00%

4.00%

2.00%

0.00%
2014 2015 2016 2017 2018

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

Chart Title
92.00%

90.00%

88.00%

86.00%

84.00%

82.00%
2014 2015 2016 2017 2018

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

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

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

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

Chart Title
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2014 2015 2016 2017 2018
Interpretation
It is the ratio between cash and cash equivalents to current liabilities. Shows the amount of money
available to meet current liabilities. In 2014, this percentage of MCB was 5.16% and increases year by
year and decreases to 3.44 %% in 2018. Even if current liabilities have increased, but the increase in
liquidity is very high.
7. Assets to Equity
Year 2014 2015 2016 2017 2018
8.74 8.87 9.09 9.84 10.74

12

10
Chart Title
8

0
2014 2015 2016 2017 2018

Interpretation
Using this report, you can see the relationship between the company's total assets and the number of
shares owned by shareholders. Financial leverage (debt) is a measure of a company's ability to raise
money from investors. A high resource-to-equity ratio indicates a lack of equity.
5.1.2. MCB financial analysis
The financial analysis of an organisation is based on the financial statements of the organisation. Each
financial year, the MCB releases an annual report that includes both financial and non-financial data.
Analysis of these statements is critical to enhancing decision-making quality. Financial statements can
be used to determine a company's current financial situation and the effectiveness of its operations at a
given time.
The financial statements are of interest to a wide range of stakeholders. However, everyone's attention
is not focused on the same thing. Prior to making decisions, budgets are prepared. It is not possible to
draw any meaningful conclusions from the financial statements, so this information is not a goal in and
of itself. Making decisions based on the analysis and interpretation of financial statements is a valuable

31
use of the data contained therein. Understanding the company's strengths and weaknesses can be done
through financial statement analysis by correctly establishing the relationship between financial
statement elements.
5.1.3. Horizontal Analysis of balance of Balance Sheet
2018 18vs17 2017 17vs16 2016 16vs15 2015
Assets Rs in % Rs in % Rs in % Rs in
million million million million
Cash and 103,175 -3% 106,072 43% 74,222 23% 60,568
Balances with
treasury banks
Balances with 11,879 159% 4,579 5% 4,344 20% 3,611
other banks
Lending to 35,106 698% 4,398 57% 2,810 -9% 3,080
financial
institution
Investments 749,369 14% 656,964 18% 555,929 -2% 565,696
Advances 503,581 7% 469,356 35% 348,117 14% 304,122
Operating fixed 41,070 5% 39,170 21% 32,409 11% 29,227
assets
Intangible 372 -8% 404 18% 343 -53% 723
assets
Other assets 53,578 -14% 62,295 15% 54,191 45% 37,384
Total assets 1,498,130 12% 1,343,238 25% 1,072,365 7% 1,004,410
Liabilities
Bills payable 15,699 -31% 22,681 77% 12,844 8% 11,889
Borrowings 216,019 62% 133,070 79% 75,515 -37% 118,040
Deposits 1,049,038 8% 968,483 24% 781,430 12% 696,805
Sub-ordinated 3,891 0% 3,893 100% _ _ _
loan
 Deferred tax 1,532 -67% 4,625 -59% 11,260 -1% 11,377
liabilities
Other liabilities 62,673 10% 56,921 12% 50,690 78% 28,498
Total liabilities 1,348,852 13% 1,189,672 28% 930,739 7% 866,608

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

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

Over the past three years, the bank's capital base has grown significantly and has passed many
milestones, including SEK 1 billion: the largest increase in the capital base was observed in 2017, when
assets grew by 25%, mainly due to progress in volume. Over the past six years, the capital base has
grown by 12% on an annual basis. In 2017, the investment base grew by 18 percent over the past six
years. In 2017, the most significant progress is being made.
From Rs.632 billion in 2013 to Rs. 1,049 billion in 2018, the bank's deposit base has grown at a
compound annual rate of 12 percent over the last six years. In 2017, there was the largest increase.
A wholly owned subsidiary of MCB, the Islamic bank MCB Limited, took over the business of MCB's
90 branches and transferred Rs 21.9 billion in deposits as part of the merger. Deposits have grown by
8% this year, despite this transfer. Overall net assets have grown by an average of 6 percent over the last
six years, thanks to improved profitability. Net assets have grown by an average of 6 percent over the
last six years.

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

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

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

35
 CHAPTER #06

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

o MCB instant financing products designed to provide customers with instant loan services from MCB
subsidiaries.
o The largest private Pakistani bank with 1,040 national and five foreign branches.
o MCB has a long-term vision and plays a very important role in organizational success.
o Emphasize banking activities by providing innovative savings plans, products and services to
consumer banks.
o Cash access 24 hours a day via an ATM.
o Be the first to present the MCB and RTC Master Card to minimize risk.
o Easy access to customers in their residential areas through a large number of branches.
o MCB has brand and recognition.
o Fully understand the market and adopt strategies based on competitive strategies.
o MCB has launched the mobile banking business, which is definitely a truly innovative product based
on customer needs.
o The current MCB customer list is very large and the amount of deposits is large.
6.2. Weakness
o Experienced employees but elderly who do not understand the use of modern technology / equipment?
o Financial weakness, ie operating costs are too high.
o I discovered that employees' job insecurity is linked to employee rationalization.
o Political pressure for the choice of vested interests.
o A very small foreign network.
o Marketing without advance payments.
o There is no anticipated training.
o There has been little progress in agriculture and SMEs.
6.3. Opportunity
o MCB also has the opportunity to expand its new technological advances; Effective telephony and
online banking services.
o Thanks to the wider ATM network, MCB can extend its cash service 24 hours a day to distant cities
with a growing market demand.
o If they extend their networks and ATM branches to other countries, they can occupy a large part of
the market.
o Increase the focus / focus of different types of customers. MCB can open female branches, especially
in areas where the female class wishes to participate but cannot participate due to environmental
limitations.
o Recover bad debts with more strength.
o Take advantage of the next experience and expertise.
o Focus on small businesses, export / import departments.
o New products such as Mala Mal and ATMs will be launched in the future.
o Open branches abroad, such as the National Bank and MCB, or merge with other foreign banks outside
Pakistan.
o It is necessary to introduce new programs to finance operations on raw materials.
o the formation of new and dynamic marketing teams can increase spending on loans and find new
customers.
6.4. Threat
o The government provides credit services to customers to comply with prudential regulations.
o Increase foreign banks in the country.
o The privatization of other national banks has also increased their services.
o Highly specialized and interesting services provided by foreign banks to their customers.
o Inconsistencies in government policies in the economic and commercial sectors.
o Evolution of global technological progress.
o The account lockout causes the customer to lose confidence.
o The credit sector involves the concentration of risks.
o The rate of national economic growth has slowed.
o The return on deposits is very low.

37
 CHAPTER#07

CONCLUSION AND RECOMMENDATIONS

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

ATM card availability

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

39
To strengthen the commercial capabilities of employees, banks must organize a series of internal training
courses and seminars on various topics related to advance payments and other departments.
In addition, banks must send employees to participate in professional courses. As a result, employees
will keep up with the latest innovations in the bank.
REFERENCES
➢ Deenzo, David A and Robinson, Stephen. (1994) Human Resource Management. USA: John
Wiley and Sons Inc.

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

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

➢ Sher Chaudhry Muhammad (2000), Introduction to Statistical Theory Part-1, Lahore, Ilmi Kutab
Khanaurdu Bazar.

➢ Siddiqui H Asrar, Practice and Law of Banking in Pakistan, Sixth Edition, Laureate Packages,
Karachi.

➢ Van, Horn James C. (2001) Fundamentals Of Financia Management India Saurab Print O Pack.

➢ MCB Bank of Pakistan Annual report of year 2016, 2017 and 2018.

➢ http://www.mcb.com,pk/Produ w.mcb.com.pk

41