MCD - Bank Report 3

CHAPTER- 01
INTRODUCTION
As a student pursuing a Bachelor of Business Administration (BBA) with high honors, my institution, GIMS
(Gujrat Institute of Management Sciences), mandates a six-month internship at any registered corporation.
This apprenticeship is compulsory for 7th semester undergraduates pursuing a BBA (hons) degree. Its mission
is to impart pragmatic relevance to the theoretical information obtained over the three-year educational
program.
In accordance with the university's stipulations, I completed my work experience at Muslim Commercial Bank
(MCB).
MCB is a major financial institution in Pakistan. MCB has an infrastructure of 1400 branches in Pakistan and
internationally in countries like the UAE, Sri Lanka, and Bahrain. MOn July 9, 1947, the Adamjee Group
established MCB. CB offers a wide range of banking services, including corporate and investment banking,
retail banking, and Treasury operations. With its extensive network and diverse range of services, MCB plays
a crucial role in the economic development of Pakistan and the regions it operates in.
Background of the Study
It is crucial for our future selves, as we use the knowledge obtained in school to tackle practical scenarios.
This task is an element of our appointed educational work and a compulsory condition set by the university.
Professional competence in any chosen sector may only be obtained through prior involvement. Employment
is a structured initiative implemented by companies to facilitate students and new graduates in collecting
training and practical job experience. The objective of an internship is to build up novel qualifications in
anticipation of forthcoming employment. An internship is a crucial component in launching your employment
as a new graduate seeking practical job experience. In the current highly competitive job market, possessing a
degree and achieving exceptional scores in tests does not ensure employment. Having work skills is
important.
Scope of the organization
The Adamjee Group incorporated MCB Bank as a limited organization under the Indian Companies Act, 7 of
1913, on July 9, 1947. 913. The bank was founded to be part of the financial requirements of South Asian
business organizations. The bank relocated to Dhaka, the capital of East Pakistan, after the split of the Indo-
Pak peninsula in August 1948.
Objectives of an Internship
 During this internship,

 I want to get invaluable hands-on exposure in the high-stakes financial services industry. The
main goal of the project is to predict or determine an organization's current financial performance
and condition.
 The following are key aims of researching the organization:
 To participate in the training provided by a consortium of companies.
 To familiarize oneself with the respective functions of the different departments inside the bank.
 Apply the knowledge gained in class to real-life situations.
 I want to enhance my proficiency in several domains.
 To enhance one's intellectual growth and acquire skills in interpersonal communication.
Objectives of Studying the Organization
 In order to enhance one's understanding of the bank's capitalization adequacy, supervision of

assets and liabilities, exposure to an increasing interest rate, access to liquidity, asset assessment,
and productivity,
 Assessing the effectiveness of the organizational control framework and financially indicating
procedures by analyzing financial statements to determine the financial well-being of the
business
 Analyzing the patterns of preservation and spending in the banking sector.
 Explain the impact of financial choices on the organization's overall resilience and prosperity.
To explore recent advancements in customer service within the banking industry,
Plan of Study
 In Chapter 2, we examine the brief background of organizations, which includes the organization's
nature, its nature of business, its product line, its PESTEL and SWOT assessments, its BCG matrix,
and its challengers.
 In Chapter 3, we discuss the organization's hierarchy chart, an overview of all departments,
and critiques of the corporate set-up.
 In chapter 4, there is a short-term review of the department where you did your traineeship, the
commencing and completion dates of your internship, and the names of the departments in which
you teach.
 A detailed task report, a detailed report of the branch's activities, and a detailed report of the
training program's results are all standard features.
 Weekly time table.
 What I learned from my internship is discussed in Chapter 5.
 What specific responsibilities did you assume throughout your internship?
 What impact do you anticipate the internship will have on my eventual business plan?
 How do you see the internship projects that you have pledged to be associated with my classroom?
 The previous chapter focused on the topic of financial analysis.
 Analysis of accounting documents using horizontal and vertical methods:
 Statement of Income
 Balance statements
 Cash flow statement
 Perform a precise ratio calculation and convey a pertinent interpretation.
 Liquidity Ratios
 Asset Management Ratios
 Financial ratios are used to assess and analyze an entity's ability to manage and repay its debts.
 Profitability Ratios
CHAPTER- 02
OVERVIEW OF THE ORGANIZATION
2.1 Overview of the Organization, Brief History and Nature of the Organization
Brief History
The Muslim Commercial Bank was founded by the ISFHANI and ADAMJEE families in Calcutta on July 9, 1947 In
April 1991, the MCB developed a private Pakistani bank. The new Pakistani government has reversed the banking
arrangement of the Nishat Group industrial bank, which is a group of the country's top businessmen by selling 26%
of the bank's shares. According to a contract between the Government of Pakistan and the Nishat Group of industries,
which resulted in their 50% hold of the other 24% shares purchased by the Nishat group to make their 50%
shareholding. After that, Mian Muhammad Mansha became the chairman of the bank.
For the first five years, the private sector focused on expanding the operations of its national branch system and
established a large and stable foundation in Pakistan.
Following the banking transformation, a bank that strives to facilitate extraordinary improvements in efficiency has
completed human resource development and technology integration by establishing a wide network of online
branches and an ATM (Automated Teller Machine) operating 24/7 and facilitating customers.
IMCB Bank focuses on the backbone of customer financial transactions in increasing its reputation as the perfect
banking service provider in the fight against advanced struggle in the banking sector in Pakistan. With a strong
network of 1387 branches worldwide and 12860 employees trying to make a productive bank in Pakistan. Customer
bank provides consumers with advanced savings schemes, goods and services.
AWARDS & ACHIEVEMENTS
2022 International Finance Awards - Best Corporate Finance Bank

– Pakistan
Best Bank Award - Best Corporate Bank - Pakistan
2021 The Asset AAA reward for best loan advisor in south Asia
ICAP and ICMAP - Overall Best Corporate Report Award 2021

– Joint Runner up
2020 Best performance organization in Pakistan overall
Best performance organization in financial sector
2019 The Asset Triple A Country Awards 2019 Best Bank .

ICAP & ICMAP Best Corporate Report Award 2018
2018 Asset Triple A Infrastructure Awards Telecom Deal of the Year,
Pakistan
Asia money Best Bank Awards Best Domestic Bank
2017 Euro money Awards Best Investment Bank in Pakistan 2017
Finance Asia Achievement Awards Best Pakistan Deal, IPO of
Pakistan Stock Exchange
TABLE - 2. 1 AWARDS & ACHIEVEMENTS
Nature of the organization
The bank is broken up into three distinct departments:
 Corporate finance
 Tradin' & selling
 Consumer and retail banking
CORPORATE FINANCE
Studying how businesses make choices about their budgets, capital structures, books, and investments is
what academics call "corporate finance."
TRADING &Selling
Stable income, stock, foreign financial supplies, investments in monetary foundations, and debt are all
examples of items that can be traded and sold.
2.3.3. RETAIL & CONSUMER BANKING
The following services are available to retail clients and SMEs: retail giving and deposits; banking
services; private lending and deposits; banking facilities; retail.
BUSINESS VOLUME
In the last five years, the following has been the combined volume of business deposits, advances, and
revenue investments:
Rupees in 2020 2021 2022
billion
Operating profit 43096 84,060 68.96
Profit before 29.8 1,970,468 71.36

taxation
Profit after 22.5 174,407 32.74
taxation
Shareholders 125.86 1,035,585 189.4
fund
Deposits from 1379.3 51,989 1378.7

customers
Investments 578.9 30,811 50.4
Advances to 428.3 541.6 978.7
customers
TABLE - 2. 2 BUSINESS VOLUM
Product/Service Lines
Products and Services
MCB delivers a range of accounts to its clients, along with additional services like ATM cards, text
notifications, and locker facilities.
Current Account
MCB offers a current account that allows customers to hold and operate in both local and foreign
currencies. Customers are issued a checkbook and an ATM card facility for retrieving funds from their
current account. The consumers are provided with many advantages on their present accounts:
 A little quantity is necessary.

 You have the ability to make limitless deposits and withdrawals from several locations located
across the whole nation.
reasonable-priced cabinets and transactional services.
Current Life Account
Customers are allowed to get comprehensive life insurance through this account. Customers are not
charged for the issuance of debit cards. Debit card annual decrease of up to 50% This account requires a
consistently low monthly average balance.
Saving Account
The money savings funds are a great means of saving money for both workers and consumers.
Additionally, they provide the advantage of generating monthly and annual earnings. Customers are
provided with the convenience of limitless transactions for both disbursements and payments.
Saving a 365 Gold Account
High depositors get a substantial return on their capital. MCB provides competitive interest rates on large
contributions in a Daily 365 Savings Golden account to enhance your financial planning for a prosperous
future. Unlimited accessibility for both payments and repositories
Savings Extra Account
The MCB Saver Extra account offers the opportunity to save more funds, culminating in higher returns
on capital. Customers are provided with a compelling interest percentage on the money deposited in this
account.
PESTEL ANALYSIS
Political
The government's present status in Pakistan has a direct impact on bank policy. MCB is facing operational
challenges due to the imposition of dual sanctions by the State Bank of Pakistan (SBP) and the European
Union. These restrictions limit the bank's activities in response to the evolving political landscape. The
State Bank of Pakistan (SBP) is influenced by the government's changing policies, and in turn, the SBP is
affected by the laws and policies of the MCB (Muslim Commercial Bank).
The government has privatized most of Pakistan's banks. The modifications have an immediate impact on
MCB due to the reduced presence of state-owned banks.
Economical
The economy of any given country has a significant impact on any financial organization. Economic
indicators include the Gross Domestic Product (GDP), inflation, the balance of payments, and government
debt.
The MCB and its different divisions are suffering as a result of Pakistan's appalling economy and unstable
governance; the bank recently made a significant number of layoffs. The economic situation in our nation
is dire. Due to the weak economy, businesses are reporting minimal profits, and the Pakistan stock market
is in dire danger. Foreign loans to Pakistan are growing daily, which poses a serious threat to MCB's
ability to survive.
Social
Social influences have an impact on MCB. The population of Pakistan is experiencing hardship due to the
focus of most European countries on the nation of Pakistan as a government that supports terrorist
activity. Foreign investments in Pakistan have been mostly suspended. Pakistanis are those who adhere to
traditional values and strongly dislike the modern banking environment at the MCB. Socio-cultural
aspects influence the financial services environment and operations, as some consumers choose cash
counters over ATMs.
Technological
Technology has had a profound influence on several institutions, including banking institutions and social
welfare organizations. The majority of banks use computers. Given that none of the institutions save data
individually, the institution must continuously adopt inventive methods to accomplish tasks. MCB
consistently stays ahead of the curve by regularly deploying new technological systems to ensure its
workforce remains up-to-date. Employees may enhance their proficiency through the use of the intranet
facility. This approach significantly depends on technology to optimize management's operations.
SWOT Analysis
Organizations use the SWOT methodology to develop strategies that are competitive in the market. The
SWOT analysis entails the identification of certain criteria that firms adhere to.
1. Strengths.
2. Weaknesses.
3. Threats.
4. Opportunities.
1 Strengths
 MCB has a commendable standing in Pakistan.

 MCB has a robust network with 1400 branches and about 1350 ATMs.
 The training program offered by MCB is superior to those of other banks, particularly for personnel.
 MCB always prioritizes the enhancement of quality by offering locker facilities and banana
assurance services.
 MCB recently made significant investments in its HR department.
 MCB's strengths include the inclusion of electronic banking and smart cards, which are
widely accepted abroad.
 MCB Bank has a competitive advantage in the realm of salary accounts compared to other
banks. MCB has a robust and highly skilled audit department.
 MCB Bank stands out as the only financial institution with operating hours from 8 a.m. to 8 p.m.
in certain branches, which serves as a significant advantage for the bank.
2 Weaknesses
 The bank prioritizes providing exceptional customer care and may not cater to the requirements
of smaller clients, perhaps even terminating relationships with valuable customers.
 In order to attract new clients, it is essential for them to prioritize the enhancement of their
online banking service, since it now suffers from a negative perception among consumers.
 MCB banks possess constrained accessibility outside Pakistan, encouraging firms to choose
MNC banks, particularly United Bank Limited (UBL). Therefore, if MCB Bank aspires to
expand its operations beyond Pakistan, it might conceivably attract a significant percentage of
clients.
 The assertive marketing strategies used by MCB have rapidly increased its consumer base. However,
they do not correspondingly augment the workforce. Consequently, there is a decrease in the quality
of client service.
3 Opportunities
 In order to enhance its competitiveness in the market, MCB might enhance its insurance offerings.
 The MCB insurance price is exorbitant, but the reimbursement claim is meager in terms of
percentage. Certain insurance firms persuade their clients to purchase insurance plans.
 MCB's recruitment process was inadequate, necessitating the acquisition of professionals well-
versed in many tax and banking regulations.
 MCB may enhance its customer service by implementing new strategies and policies, which have
the potential to enhance institutional performance.
 MCB has just launched a portable financial services service; however, there is a lack of recognition
among clients about this service. MCB should focus on advertising it in order to ensure clients may
use its positive aspects.
4 Threats
 MCB has noteworthy competitiveness in the market from business entities that have both national
and international branches.
 MCB is well equipped to present comprehensive online services to its consumers. However, it is
crucial for them to ensure the confidentiality and security of information, preventing any
unauthorized disclosure to third parties.
 Branch managers have autonomy in making choices pertaining to their respective branches.
However, the assessments made by individuals may vary, and a single erroneous decision has the
potential to result in substantial losses for the organization.
 MCB is confronted with the difficulty of delivering high-quality services to clients who lack
expertise in utilizing electrical and computer equipment.
BCG MATRIX 1-
Question Marks
These are items or firms that compete in rapidly growing sectors but own only a small market share.
Introducing a new product into a rapidly expanding market dominated by an existing market leader
is often considered a dangerous undertaking.
Example
 Savings and Deposit Account

 Khushhalibachat account
2- Stars
Question marks that achieve success eventually gain fame. Nevertheless, investment is often required to
sustain development and protect the prevailing position. Stars often have moderate profitability initially,
but as they age and their growth rate decreases, higher returns become more appealing.
The foundation of profitability and long-term development is in the stars.
Example
 Current account
 business account
 New foreign currency
account 3: Cash Cows
These entities are characterized by their significant market share in sectors with limited growth. As the
market matures, there is a decrease in the need for investment. The cash cows represent the most
profitable goods in the portfolio. It is advantageous to maintain a position of dominance for as long as it is
feasible.
The tactical choices comprise. Example
 Bark Raftar account

 Assan account
 Remittance account
4-Dogs
These terms are used to characterize firms that participate in markets with moderate growth. They may
have been regarded as very profitable assets. While it is possible to resuscitate some canines, they
often experience significant advantages.
due to management's misguided allegiance. Example
 Ladies account
 Pension accounts
Competitors of MCB
HBL bank
UBL bank
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Gujrat Institute of Management Sciences
PMAS-Arid Agriculture University,
Rawalpindi
National bank
ASKARI bank
FAISAL bank
CHAPTER- 03
ORGANIZATION STRUCTURE
ORGANIZATIONAL CHART
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Customer
Service
Officer
Sales
Manager
Ms. Branch
Operation
Manager
Mr.
Foreign
Exchange
r
Ms. Nadia Branch
Manager
Mr. Usman
Cash
Crediter
Mr.
Cashi Teller
er Service
Supervis
Mr.Ibbad
or
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Figure - 3. 1 ORGANIZATIONAL CHART
DEPARTMENTS OF GT ROAD BRANC
During my internship at MCB Bank, I had the privilege to engage in six unique sectors for a span of six
weeks. During that time, I saw that company staff was operating in a disciplined manner, in accordance
with the bank's regulations and rules.
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 “Account opening department”
 “Credit department”
 “Clearing department”
 “Cash department”
 “Remittances department”
 “Banca Insurance”
I actively participated in all of these areas, exerting my utmost effort during that specific duration. I
completed all the duties promptly as they were given to me. The next sections provide comprehensive
information on various organizations and my corresponding experience.
3. Training Program
I labored for a duration of six weeks; nevertheless, my effort was focused on acquiring more knowledge.
I am intrigued by the field of business and like gathering knowledge about the various operations
conducted by different firms.
 “Account opening department”

 “Credit department
 “Clearing department”
 Cash department
 “Remittances department”
 “Banca Insurance”
I had a six-week tenure at the MCB bank Ltd, G.T Road Branch Gujrat. I acquired knowledge about the
intricate operations of several departments throughout my time there. I engaged in several departmental
activities, and I would assert my expertise and familiarity with certain departments to provide accurate
information.
Accounts Opening Department
Throughout my work experience, I first served in the application opening department. It is a crucial
division of the bank. On the initial day, the client care consultant provided me with an account and
instructed me to extensively peruse it and thereafter relay any acquired understanding. The information
provided was comprehensive and specific, including both current and stored account details. Profile
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opening is the primary and first operation via which a consumer establishes their desired kind of account,
resulting in an increase in bank credit.
Muslim Commercial Bank provides a range of account options to its clients, including current accounts,
money-saved accounts (saving accounts), profitability and losses (PLS) logins, foreign currency logins,
MCB Burqraftaar logins, and MCB Asaan accounts. Each of these account types has distinct
specifications and offers distinctive positive aspects to clients. A preliminary deposit is necess ary for
opening a new account, and the amount varies depending on the account type. The bank imposes fees
for debit cards and checkbooks. Consumers who only want a debit card are exempt from the fees
associated with obtaining a checkbook.
New account applications must include the following documentation and details:
 Biometric identification of the account holder.

 Account opening form tailored to the specific account type
 Customer's name who made a request to initiate the opening of a new account.
 Specify the account type: current or savings.
 Form for FACTA compliance
 Three electronic copies of the customer's CNIC.
 Verify the authenticity of the CNIC.
 Specimen Signature Card (SS Card)
 The customer's mother's name and father's name
 Customer's current and permanent residential address.
 Next of Kin's CNIC
 Income source
 Invoice for electricity use
 Customer's passport copy (if necessary)
 Sender's details (if relevant)
 Pictures of customer (if applicable) • E statement form
 Request for a checkbook (if relevant)
 Form for obtaining a Visa Debit Card (VDC), if appropriate
 Username Verification Tool
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The SS Card, also known as the specimen signature card, is crucial in the account procedure as it serves
as the main key for the account user. Whenever someone other than the account holder attempts to
withdraw a check, the signatures on both the Social Security card and the check are compared. If they
match, the check is authorized for payment by the Bank of Money (BOM). Otherwise, the payment is
denied to the individual attempting to withdraw.
The next stage in the account opening process is the KYC Form, which requires the account holder to
provide confidential information such as the names of their parents, their source of earnings, business
details, mailing address, postal place of residence, and contact number.
Cash Department
The cash section is responsible for managing the movement of cash into and out of the bank. During my
internship, I first concentrated on grasping the payment slip, also known as the deposit slip, which is used
by customers or third parties to make deposits into certain accounts. The entity that makes a deposit is
referred to as the depositor. The deposit slip contains the following details: quantity, account number,
account holder's name, date, and transaction or information. Once the depositor has completed filling out
the deposit slip, they hand over both the amount of money and the form to the teller, who then proceeds
to deposit the specified amount into the designated account. In addition, the checks are deposited using a
deposit slip. The consumers provide a blank check and intend to withdraw funds. The Bank of Montreal
(BOM) verifies the check and the signature of the account holder, after which the cashier disburses the
requested amount. The receptionist is engaged in several tasks, such as providing cash to clients,
transferring cash, administering the cash in the ATM machine, retrieving credit cards acquired by the
ATM machine, collecting utility expenses, and extracting fees.
Tasks carried out by MCB Bank Ltd.'s cash department
 To oversee the handling of financial resources;

 To make a monetary deposit,
 Cash transfer;
 Issuance of cash via checks or internet platforms
 International money transfers;
 Security involvement;
 Cheque verifications;
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 To gather the utility invoices and charges,
 Online inter-branch financial transfer
The MCB bank's cash department staff followed procedures and were always on time. They took great
care to avoid making any mistakes when handling cash, and at night, before the bank closed, they double-
checked to make sure the cash registers tallied up.
Clearing Department
During the elimination process, the bank sends the distinctive check to the regional branch for the
gathering of funds. If the bank is located near the regional branch, the check is sent directly there.
However, if another representative is responsible for the clearing, the bank transfers the check to the
branch specified on the check.
If there is any problem, such as a lack of funds in the account, the check will be returned either outwardly
or inwardly, and it will be delivered directly to the account holder who authorized it for approval.
Each of these acts is meticulously transcribed by hand into the clearing notebook on a daily basis,
including the date and other necessary details, serving as a record.
Remittances Department
The emigration department is crucial in facilitating the transfer of funds from individuals living or
working internationally to their families or other recipients for various reasons. The remittance
department is responsible for issuing and disbursing the payments, which are then collected at the cash
counter.
The funds are transferred to the account holders and other clients using a pin code, and the payment
voucher also includes relevant information about the recipient of the transaction. Non-account holders are
needed to provide the E-name checker and a copy of their CNIC. However, account holders just need to
provide their account number regardless of the E-person inspector and document of CNIC.
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Credit Department
During my time as an intern at MCB, I got to see firsthand a crucial division that helps the less fortunate
manage their lifestyles and enterprises with loans that adhere to the bank's laws. The borrower must
pledge an asset (such as real estate documents or gold) as security and assurance to the lender until the
loan is repaid in full plus interest.
Many forms of operating capital and loans are described here.
 Currency finance.
 Request finance.
 Leasing Money.
 Short term loans.
 Long-term loans.
When a consumer applies for a loan at a bank, the bank applies a set of standards and restrictions to that
loan, regardless of the borrower's stated goals. Different forms of loans have different documentation,
details, and guarantee needs. The following is a list of the details and paperwork that will be necessary.
Banca assurance
MCB is also home to the assurance division responsible for providing auditing and advisory services to
clients. When it comes to helping customers save money and prepare for the years to come, the team in
this division is invaluable. They advise, enlighten, and educate clients on the many savings plans and
policies available to them. Adamjee Banca Insurance has combined with MCB to form a new division
that would operate jointly. The bank agrees to let Banca Assurance take money out of the account of any
policyholder who requests an assurance program or savings plan.
Making a savings plan involves a series of actions.
 The borrower's account number

 Indicate here who you would want the company to pay any death benefits to.
 First edition of CNIC
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 Borrower's written approval.
 CNIC photocopies.
 Insurer or retirement program.
 Income of the Borrower
CHAPTER- 04
PLAN FOR INTERNSHIP PROGRAM
A brief description of the industry in which I interned
The Gujrat branch of MCB Bank Limited, where I interned, is located in the vicinity of the Purani Fruit
Mandi Branch. The department number is 1410.
Overview of the Branch
 The department is neat and tidy.

 There is a large parking lot at the branch.
 The facility has a state-of-the-art video security system.
 The connection between the branch and its clientele is strong.
Starting and ending dates of my internship:
Starting Date: 04-07-2023
Ending Date: 11-08-2023
Names of the Departments:
Accounts Opening Department: 7 Days
Sales Department: 3 days
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Retail Department: 7 days
Department of Remittance: 7 days
Training Program
Explanation of What I've Been Doing
Checkbook and Depository Institution
Cards Supervisor, Miss Kubra Sharif
 People who haven't received their ATM cards are calling.

 Instructions for using debit cards and checkbooks
 Where in the register should I look for cash cards and checks that have been received?
 How clients get their debit cards and checkbooks
Office of New Account Opening
Supervisor, Miss Faiza
My manager briefed me on the different types of accounts we offer in the area, as well as the required
paperwork and procedures necessary to open and maintain each.
 Forms for new accounts and dormant accounts were filled out by me and sent to clients.
 The Know Your Customer (KYC) forms were filled out by me.
 The process of opening a bank account was one I learnt. My superior handed me the bank's
account opening form and went over the necessary documentation with me.
Department Remittances
Supervisor, Sir Usman
 I learned about payment orders (POs), demand drafts (DDs), and online fund transfers.
 I completed the Know Your Customer (KYC) paperwork.
 I make a copy of the remittance form.
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 I learned about the different types of stamps that must used in the bank.
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Department Clearing
Supervisor, Sir Hassan
 My supervisor informed me about the clearing process.

 I learned about cleansing both inner and outer.
 I learned about same-day clearing and intercity clearance.
 I learned about the numerous stamps required for various clearing paperwork.
 Clearing Outward Register entri
Department General Banking
Department Supervisor, Miss Kubra
Shareef
 I learned about the issue of checkbooks.

 Entries in the issuing register for cheque books.
 I learnt how to open lockers and how to keep them clean.
 Locker entries are kept in a log.
 I learned how to apply for cheque books and how to fill out KYC papers.
Department Remittances and Online Supervisor, Sir Usman
 I learned about payment orders (POs), demand drafts (DDs), and online fund transfers.
 I make a copy of the remittance form.
 I learned about the different types of stamps that must be used in the bank.
Department that I worked for:
Division: Customer Service Week (First), Manager: Miss Kubra Sharif
 On day one, after introducing myself to everyone, I was given the opportunity to watch the CSO in
her role. She filled me in on the bank and her duties there.
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 Pay-in slips were something my employer had me do for clients, so I did it.
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 When I was calling customers to retrieve their ATM cards from the bank, I found out about
client balance checks.
 Online money transfers are something I became familiar with.
Department: Account
Opening Week (2nd)
Supervisor, Miss Faiza
 My manager briefed me on the many account options available at the branch and the
procedures necessary to establish and maintain each.
 I learned there are inactive accounts. Why do accounts become inactive, and how may they
be revived?
 Customers' new-account paperwork was completed by me.
 I have completed my KYC paperwork.
 I learned the steps involved in opening a bank account. My superior handed me the bank's
registration form and went over the necessary documentation with me.
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Activity Schedule
TABLE - 4. 1 Activity Schedule
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CHAPTER-05
SUMMARY OF THE REPORT
certificate obtained through an internship
The Gujrat MCB G.T. Road Branch is where I completed my internship. MCB is a major financial
institution in Pakistan. Working with a genuine, professional bank was a fantastic experience. The
internship has been really helpful to both my present and future selves. It enhances my reputation and
skills. In addition, I get invaluable experience that will improve my strategy in the future. The following
are some of the transferable talents I gained that I plan to employ in my future work.
 My ability to make choices is much better now.

 The internship helped me gain self-assurance.
 My communication skills and ability to interact with others have both improved thanks to my time
at Muslim Commercial Bank.
 taught me how to act professionally on the job.
b) Facilitating the growth of teamwork skills
 It bolstered my self-assurance and prepared me for the rigors of the workplace.

 I now have more control over my schedule and am more timely as a result.
 It has helped me develop my professional demeanor.
 My internship helped me become a more disciplined worker.
 It taught me the ins and outs of how banks really work.
Responsibilities during the internship
During my internship, I was able to gain experience in many different areas of the bank, including general
financial services, money transfers, foreign currency and the clearing process, basic banking, setting up
accounts, and many more. During my internship, I worked hard to complete all of the tasks that were
given to me.
[30]
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 Two additional personal accounts and a sole proprietorship account were assigned to me.
 Payment orders (PO), demand drafts (DI), and electronic cash transfers (EFT) all have
different criteria, which I discovered.
 The Know Your Customer (KYC) forms were filled out by me.
 I duplicated the money transfer form.
 The problem of checkbooks was brought to my attention.
 Checkbook issuance entries are in the register.
 I was taught the ins and outs of locker access and maintenance.
 The registry of the lockers
Influence of Internships in the Future
Internships provide me with valuable work experience and a chance to put what I've discovered in the
classroom into reality. As a result, internships are a great option for students in this industry since they
provide them with practical expertise and help them get their first jobs. Internships have helped me
tremendously in developing skills that will serve me well in my future profession. Working in banking has
always been my ultimate career goal. During my six-week internship, I was able to objectively assess the
banking industry and determine whether or not it was a good fit for my subsequent career goals. It is hard
to predict real-world scenarios when sitting in a classroom.
An internship provides an excellent opportunity to gain valuable experience and prepare oneself to deal
effectively with any given challenge. Throughout the course of your internship, you will be instructed and
trained by a mentor who has been assigned to you. They may think they know how the business works
since they put in a lot of study time throughout their school years, but the truth is far different.
Internship and Classroom Knowledge Correlation
While researching different subjects, I found connections between banking and economics, for example.
Although I put in a lot of time learning about the banking field, general banking procedures, different
types of banks, opening and operating various types about takes into account and payments in cash, filling
those checks, and parties to those checks, I merely walked away with fundamental information.
[31]
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CHAPTER -06
CRITICAL FINANCIAL ANALYSIS
Financial analysis
Financial statements of an organizations help to know about the financial condition of organization in the
market. Balance sheet shows the assets and liabilities of a company. It shows the financial position of the
organization. Income statement helps to know about the expenses and revenues, which spend and earn by the
company. Ratio Analysis is very helpful for a person to check out the financial statement at a balance. It tells
the difference and ratios between two entities.
In my internship report, I mention recent 3 years’ data in balance sheet and income statement and
cash flow statement. I hold the data of 2020, 2021 & 2022. I am applying ratio analysis on this data to find
the liquidity ratios, profitability ratios, leverage ratios & activity ratios. Also define the horizontal and
vertical analysis.
Balance sheet
Balance Sheet
(Rupees in ‘000’)
2020 2021 2022
ASSETS
Cash and balance with treasury banks 122,180,839 164,613,179 96,368,918
Balance with other banks
Lending to financial institution 24,030,328 18,830,310 24,872,110
Investment 17,139,453 42,467,110 50,415,768
Advances 1,015,869,448 1,035,585,496 978,731,140
Fixed assets 462,941,787 589,711,091 753,399,576
Intangible assets 58,027,904 57,327,871 79,918,324
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Deferred tax assets 938,458 978,785 801,117
Other assets - - 7,547,068
56,334,253 60,954,606 93,301,143
Total Assets 1,757,462,470 1,970,468,448 2,085,355,164
LIABILITIES
Bills payable 23,980,692 24,589,644 39,136,884
Borrowing 164,001,533 269,525,556 340,237,265
Deposits and other accounts 1,289,502,304 1,411,851,527 1,378,717,068
Liabilities against assets subject to - - -

financial lease
Subordinated debt
- - -
Deferred tax liabilities
6,975,158 729,424 -
Other liabilities
82,900,828 89,364,889 137,769,297
Total liabilities 1,567,360,515 1,796,061,040 1,895,860,514
NET ASSETS 190,101,955 174,407,408 189,494,650
REPRESENTED BY
Share capital 11,850,600 11,850,600 11,850,600
Reserves 80,696,335 84,602,024 88,578,024
Surplus revaluation of assets 27,720,418 14,271,517 18,640,651
Unappropriated profit 69,835,602 63,683,267 70,425,375
190,101,955 174,407,408 189,494,650
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CASH FLOW STATEMENT
2020 2021 2022
CASH FLOW FROM OPERATING

ACTIVITIES
Profit before taxation

49,318,288 53,275,400 71,365,165
Less: Dividend (2,413,620)
(1,542,400) (2,898,800)
income 68,951,545
47,775,888 50,376,600
Adjustment:
Depreciation on fixed assets 2,403,220 2,587,352 2,375,622
Depreciation on right of use assets 1,697,826 1,709,613 1,327,442
Impairment on fixed assets 4,269 - -
Depreciation on non-banking assets 30,049 35,544 23,389

acquired in satisfaction of claims
Amortization
469,860 480,826 376,802
Provisions/ reversal) and write offs – net
7,330,044 (5,472,779) (2,782,463)
Workers welfare fund
974,808 1,058,419 1,427,303
Gain on sale of non-banking assets (3,976) (571,449) (6,817
Gain on conversion of Ijarah agreements

(63,290) (20,761) -
(Reversal)/ charge for defined benefit
plan
74,827 289,144 209,051
Gain on sale of fixed assets
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(Gain) / loss on termination of lease (73,164) (107,783) (112,091)
liability against right of use assets
15,637 (149,129) (58,837)
Unrealized loss on revaluation of
investment classified as held for trading
(110,269) 7,026 -
Interest expensed on lease liability
Against right-of-use assets
1,495,614 1,257,256 1,174,390
Loss on amalgamation of a subsidiary
Gain on sale of share in an associate

- - -
- - -
14,245,455 1,103,279 3,953,791
62,021,343 51,479,879 72,905,336
Decrease / (increase) in operating

assets
Lending to financial institutions

(11,907,374) (22,648,876) (7,948,658)
Held-for-trading securities
8,244,331 1,316,226 12,455
Advances
(6,724,193) (133,965,474) (161,164,764)
Others assets (excluding advance 9,319,674 (5,854,958) (28,935,480)
taxations)
(1,067,562) (161,153,073) (198,036,447)
(Decrease) / increase in operating

liabilities
Bills payable
13,656,188 34,932 14,547,240
Borrowings from financial institutions
92,691,055 97,007,799 71,558,140
Deposits
162,144,936 145,848,710 (33,134,459)
Other liabilities
(18,845,300) 6,448,651 32,522,192
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Rawalpindi
249,646,879 249,340,092 85,493,113
Define benefits paid (302,940) (250,977) (292,346)
Income tax paid (16,309,576) (21,722,469) (28,106,042)
Net cash flow from operating activities 293,988,144 117,693,452 (68,036,386)
CASH FLOW FROM INVESTING

ACTIVITIES
Net investment in available-for-sale (297,967,382) (41,999,823) 35,690,276

securities
Net investment in held-to-maturity

17,593,419 (4,886,763) (200,831)
securities
- - -
Investment in a subsidiary
1,161,822 2,177,615 2,409,247
Dividend received
(3,051,399) (3,205,076) (4,391,456)
Investment in fixed assets
(358,181) (451,0086) (206,988)
Investment in intangible assets
191,342 405,766 200,139
Proceeds from sale of fixed assets
39,000 2,052,928 153,500
Proceeds from sale of non-banking
assets acquired in satisfaction of claims
Investments in non-banking assets - - -

Net cash inflow from amalgamation of a - - -

subsidiary
Net cash outflow on demerger

- - -
Proceeds from divestment in an
99,694 - -
associate
Effect of translation of net investment in

foreign branches 212,515 882,350 701,906
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Net cash flow generated from / (used (282,079,170) (45,024,089) 30,355,793
in) investing activities
CASH FLOW FROM FINANCING

ACTIVITIES
Payment of subordinated debt

- - -
Dividend paid
(11,872,206) (34,211,540) (21,807,509)
Payment of lease liability against right- (2,327,634) (2,359,330) (1,867,928)
of-use assets
Net cash flow used in financing (14,199,840) (36,570,870) (23,675,437)

activities
Effects of exchange rate changes on

1,595,436 5,341,973 9,600,163
cash and cash equivalents
Cash and cash equivalent transferred to

- - -
MIB under the scheme of demerger
Increase in cash and cash equivalents (695,430) 41,440,466 (51,755,867)
Cash and cash equivalents at beginning 161,391,072 155,353,669 172,183,208

of the year
Cash and cash equivalent at end of the 160,695,642 196,794,135 120,427,341

year
INCOME STATEMENT
2020 2021 2022
Mark-up / return / interest earned 136,075,705 123,334,306 200,763,193
Markup / return / interest expensed 64,741,214 59,347,404 113,607,359
Net mark-up / interest income 71,334,491 63,986,902 87,155,834
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NON MARK-UP / INTEREST
INCOME
Fee and commission income 10,936,325 12,439,679 14,181,818
Dividend income 1,209,753 2,251,473 2,413,620
Foreign exchange income 2,525,340 3,734,284 9,159,404
Income from derivatives 4,087 14,035 33,148
Gain on securities 3,332,032 810,850 (1,464,224)
Other income 128,250 823,415 289,536
Total non-markup / interest income 18,135,787 20,073,736 24,613,302
Total income 89,470,278 84,060,638 111,769,136
NON MARK-UP / INTEREST

EXPENSES
Operating expenses 32,645,782 35,380,554 41,494,758
Workers welfare fund 964,978 1,039,786 1,427,303
Other charges 297,397 473,716 264,373
Total non-mark up interest 33,908,157 36,894,056 43,186,434
expenses Profit before provision 55,562,121 47,166,582 68,582,702
Provision and write offs-net 7,313,166 (4,822,728) (2,782,463)
Extra ordinary / unusual items - - -
PROFIT BEFOR TEXATION 48,248,955 51,989,310 71,365,165
Taxation 19,211,654 21,178,263 38,624,230
Profit After Taxation 29,037,301 30,811,047 32,740,935
Ratio Analysis (Rupees in ‘000’)

Liquidity Ratio
Current Ratio
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Current ratio = Current Assets/Current liabilities
For 2020
Current Ratio=1,643,100,313/1,484,459,687
Current ratio=1.1068
For 2021
Current ratio=1852185971/1,706,696,151
Current ratio=1.0852
For 2022
Current ratio= 1107519236/
517143446 Current ratio: 2.1
Cash Ratio
Cash Ratio= Cash and cash equivalent/Current liabilities
For 2020
Cash ratio=122,180,839/1,484,459,687
Cash ratio=0.0823
For 2021
Cash rati0=164,613,179/1,706,696,151
Cash ratio=0.0964
For 2022
Cash Ratio= 96368918/ 517143446
Cash ratio= 0.18
Acid Test Ratio
Acid Test Ratio= (Cash + Marketable Securities)/ Current liabilities
For 2020
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Acid Test Ratio=164,211,167/1,484,459,687
Acid Test Ratio=0.0984
For 2021
Acid Test Ratio=183,443,489/1,706,696,151
Acid Test Ratio=0.1074
For 2022
Acid test ratio:
128788096/517143446 Acid ratio=
0.24
Years Current Ratio Cash ratio Acid Test Ratio

2020 1.1068 0.0823 0.0984
2021 1.0852 0.0964 0.1074
2022 2.1 0.18 0.24
Interpretation
The current ratios of the aforementioned years for the MCB show that the bank has sufficient liquid assets to
meet its short-term commitments.
The cash ratios for the aforementioned years show that the MCB does not have enough liquid assets to cover
its existing debts.
The acid test ratios for the given years demonstrate that the MCB does not have enough liquid assets to meet
its current obligations.
An improved current ratio in 2022 indicates that assets have grown while liabilities have shrunk. The
company's assets are greater than its debts.
Assets Management Ratio

Fixed Assets turnover ratio
Fixed asset turnover ratio= Sales/Net Fixed Assets
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For 2020
[41]
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Fixed asset turnover
ratio=136,075,705/58,027,904 Fixed asset
turnover ratio=2.3450
For 2021
Fixed asset turnover
ratio=123,334,306/57,327,871 Fixed asset
For 2022
Fixed asset turnover ratio= 2001763193/
79918324 Fixed asset turnover ratio= 2.51
Total Asset turnover ratio
Total asset turnover ratio= Sales/total asset
For 2020
Total asset turnover
ratio=136,075,705/1,757,462,470 Total asset
For 2021
Total asset turnover
ratio=123,334,308/1,970,468,448 Total asset
For 2022
Total asset turnover ratio:
200763193/2085355164 Total asset turnover
ratio= 0.096
Asset Management Ratio
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Year Fixed asset turnover ratio Total asset turnover ratio
2020 2.3450 0.0774
2021 2.3083 0.0625
2022 2.51 0.096
Interpretation
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The overall turnover in assets of the MCB throughout the aforementioned years is indicative of the company's
inefficiency in monetizing its holdings. If their fixed asset turnover percentage is high, it suggests they've
done a good job of turning their assets into cash.
Debt Management Ratios

Total Debt ratio
Total debt ratio= Total liabilities/Total assets
For 2020
Total debt
ratio=1,567,360,515/1,757,462,470 Total
debt ratio=0.0918
For 2021
Total debt
ratio=1,796,061,040/1,970,468,448 Total
debt ratio=0.9114
For 2022
Total debt ratio= 1895860514/
2085355164 Total debt ratio= 0.91
Debt to equity ratio
Debt to equity ratio= Total liabilities/ (total assets-total liabilities)
For 2020
Debt to equity
ratio=1,567,360,515/190,101,955 Debt to
equity ratio=8.2448
For 2021
Debt to equity
ratio=1,796,061,040/174,407,408 Debt to
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equity ratio=10.2980
For 2022
Debt to equity ratio= 1895860514/189494650
[45]
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Debt to equity ratio= 10
Years Total debt ratio Debt to equity ratio

2020 0.0918 8.2448
2021 0.9114 10.2980
2022 0.91 10.004
Interpretation
The MCB's total debt ratio throughout the specified years indicates that the bank is relatively safe and has
very little debt overall. If this proportion is low, it is good for investors.
The high debt-to-ownership ratio observed at MCB throughout the specified years indicates that the ghetto
bank relies heavily on external financing.
Profitability Ratios
Net Profit Margin
Net Profit Margin= Net income / Sales
For 2020
Net Profit
Margin=29,037,301/136,075,705 Net
Profit Margin=0.2133
For 2021
Net Profit
Margin=30,811,047/123,334,308 Net
For 2022
Net profit margin= 32740935/
200763193 Net profit margin= 0.16
Operating Profit Margin
[46]
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Operating Profit Margin= Operating income/revenue
For 2020
[47]
Rawalpindi
Operating Profit Margin= 48,248,955
/136,075,705 Operating Profit Margin=0.3545
For 2021
Operating Profit Margin=51,989,310
/123,334,308 Operating Profit Margin=0.4215
For 2022
Operating profit margin= 71365165/
200763193 Operating profit margin= 0.36
Gross Profit Margin

Gross Profit Margin= Gross income/ Revenue
For 2020
Gross Profit Margin=
71,334,491/136,075,705 Gross Profit
Margin=0.0524
For 2021
Gross Profit
Margin=63,986,902/123,334,308 Gross
For 2022
Gross profit margin= 32740935/
87155834 Gross profit margin= 0.375
Return on Total Assets

Return on Total Assets= Net income/ Total Assets
For 2020
Return on Total
Assets=29,037,301/1,757,462,470 Return on
[48]
Rawalpindi
Total Assets=0.0165
For 2021
Return on Total Assets=30,811,047/1,970,468,448
[49]
Rawalpindi
Return on Total Assets=0.0156
For 2022
Return on total assets= 32740935/
2085355164 Return on total assets= 0.0157
Years Net Profit Operating Gross Profit Return on

Margin Profit Margin Margin Total Assets
2020 0.2133 0.3545 0.0524 0.0165

2021 0.2498 0.4215 0.5188 0.0156
2022 0.16 0.36 0.375 0.0157
Interpretation
According to the MCB's net profit margin during the last several years, the bank is making decent money off
of its many product lines.
Based on its operational profit margin, the MCB seems to be making a lot of money off of its customers
during the last several years.
After the pandemic's effects have worn off, the MCB's gross profit margin for the aforementioned years
predicts the bank will become financially stable in 2021.
The MCB's return on total assets for the aforementioned time period is low, indicating that the bank is not
making good use of its resources to increase profitability.
Lower profit margins in 2022 indicate that the bank is not doing well financially. The bank has produced less
money because of its poor gross profit margin.
Horizontal Analysis
[50]
Rawalpindi
A financial statement's many components may be compared from year to year using a horizontal analysis. The
goal is to calculate the percentage increase or decrease in numbers over a certain time period (say, a year).
Balance Sheet
In 2020, cash and bank holdings were $121,808,390; in 2021, $164,613,179; and in 2022, $196,368,198. With
a 34.7% rise from 2020, 2021 has the biggest cash reserves. This demonstrates that MCB's liquidity has
strengthened. However, 2021 saw a decline in net assets, from $190,101,955 to $174,407,408. Due to the
growth of deposits and other accounts (liability), MCB's total liabilities as a percentage of total assets have
grown over time, resulting in a decline in net assets. The entire value of MCB's assets rose from
$1,757,462,170 in 2020 to $1,970,468,448 the following year, a rise of 12.41 percent. In 2022, MCB invested
their cash or used it to settle their debts, as seen by the declining amount of bank balance.
Income Statement
In 2020, 136,075,705 dollars were made; in 2021, 123,334,306; and in 2022, 200,763,193 dollars were made.
In 2021, total sales will have gone down by 9.36%. The number of sales of MCB's goods and services has
gone down in 2021. While MCB's net income (profit after taxes) is 30,811,047 in 2020, and 29,037,301 in
2021, In 2021, net income will have grown by 6.1% because of this. That's because fee and commission
income as well as bonus income went up, which is why net income went up. Total income has gone up from
123335306 to 200763193 in 2022. This means that MCB has greatly raised the sales of goods and services for
the year 2022.
Statement of Cash Flows
The three sources of cash flows are shown in the cash flow sheet. Expenses that bring in cash, investments
that bring in cash, and borrowing money get cash flows. From its business activities, MCB has made
293,988,144 and 117,693,452 (68,036,386) in cash in 2020 and 2021, 2022. From 2020 to 2022, cash flows
from working activities have gone down. This shows that MCB's business efforts have become much less
profitable over time. The same is true for MCB: its net cash flows from working operations are 160,695,642,
196,794,135, and 120,427,341 for 2020, 2021, and 2022.
[51]
Rawalpindi
In 2022, the net cash flows have gone down by 38%.
Vertical Analysis
The effect of one variable on another may be calculated via vertical analysis. To calculate how much factor b
changed as a result of a 10% shift in factor a,
Balance Sheet
Everything that is owned will be worth 175462470 euros in 2020. Advances, worth 1,015,869,448, make up
the largest part of the total assets. On the other hand, the total amount owed in 2020 is 1,567,360,515, and
savings and other accounts, worth 1,239,502,304, make up the largest part of that amount. Hence, the net
assets are 190,101,955 for 2020. It's clear that MCB's finances are in good shape.
In 2021, MCB will have a total of 1,970,468,448 in assets. Advances, which are worth 1,035,585,496 of the
total assets, make up the biggest part of it. In contrast, the total amount owed in 2021 is $1,796,061,040,
with savings and other accounts making up the largest part of that amount, $141,851,527. Hence, the net
assets are 174,407,408 for 2021. It's clear that MCB's finances are in good shape.
The total amount of money and property owned in 2022 is $2,085,355,164. Advances, which are worth
978,731,140, make up the largest part of the total assets. In contrast, the total amount owed in 2022 is
$1,895,860,514, with savings and other accounts making up the largest part of that amount, $1,378,717,068.
Hence, the net assets are 189,494,650 for 2022. It's clear that MCB's finances are in good shape.
Income Statement
MCB made a total of 200,763,193 in 2022. The most cash is made from fee and commission income and
foreign exchange income. The total tax paid by MCB in 2022 is 38,624, 230. This means that MCB will
have a net income of 32,740,935 in 2022. This shows that MCB is in a pretty good cash situation.
[52]
Rawalpindi
CHAP’TER -07
CONCLUSION AND RECOMENDATIONS
I have worked hard and participated in a lot of events during my internship at MCB. I have seen that there is a
shortage of staff during this time, which means that each individual must handle multiple responsibilities.
Additionally, I saw that some members lacked the necessary training.That is the rationale behind affecting the bank's
efficiency.
With the same dedication to serving the needs of people in Pakistan and around the globe, MCB should carry on
with its current activities. In comparison to other national banks, MCB appears to be in a far healthier financial
situation.
Additionally, MCB offers the most ATMs across Pakistan. MCB makes a constant effort to deliver its services.
Salaries increase.
MCB is making a lot of money compared to the other banks in the area, yet they are paying their staff less.
Therefore, it is appropriate to raise the employees' compensation.
Nature of work.
MCB ought to have to alter the type of work. Employees lose their respect for other banking tasks because they are
typically rigid about sticking to one seat. I believe that MCB needs to alter the way they operate.
Promotions.
Despite their excellent performance, many MCB employees are unable to advance in a timely manner. This could
harm the bank's reputation. Therefore, the bank must appropriately and promptly provide employee promotions.
Training.
Every year, MCB employees must complete employee training. Banks are required to assign their employees to
other countries for training purposes. A wide range of reading materials should be made available to bank employees
in order to improve their expertise. As a result, workers are skilled at resolving any problem .
Incentives
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Rawalpindi
In order to lessen friction between staff members and officers, banks must provide incentives to their workers. It is
necessary to have a structure whereby any employee who has a problem with their officer can speak with
management directly and get the problem resolved.
Appreciation
MCB needs to incentivize its staff members by bestowing accolades and awards. Employees may
become more motivated as a result, and they may outperform their peers.
[54]
Rawalpindi
•
[55]
Rawalpindi

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CHAPTER- 01

Background of the Study

Scope of the organization

 During this internship,

Objectives of Studying the Organization

 In order to enhance one's understanding of the bank's capitalization adequacy, supervision of

OVERVIEW OF THE ORGANIZATION

AWARDS & ACHIEVEMENTS

2022 International Finance Awards - Best Corporate Finance Bank

ICAP and ICMAP - Overall Best Corporate Report Award 2021

2020 Best performance organization in Pakistan overall

Best performance organization in financial sector

2019 The Asset Triple A Country Awards 2019 Best Bank .

2018 Asset Triple A Infrastructure Awards Telecom Deal of the Year,

Asia money Best Bank Awards Best Domestic Bank

2017 Euro money Awards Best Investment Bank in Pakistan 2017

Finance Asia Achievement Awards Best Pakistan Deal, IPO of

Pakistan Stock Exchange

TABLE - 2. 1 AWARDS & ACHIEVEMENTS

Nature of the organization

The bank is broken up into three distinct departments:

2.3.3. RETAIL & CONSUMER BANKING

Rupees in 2020 2021 2022

Profit before 29.8 1,970,468 71.36

Profit after 22.5 174,407 32.74

Deposits from 1379.3 51,989 1378.7

Investments 578.9 30,811 50.4

Advances to 428.3 541.6 978.7

Products and Services

 A little quantity is necessary.

reasonable-priced cabinets and transactional services.

Current Life Account

Savings Extra Account

 MCB has a commendable standing in Pakistan.

 Savings and Deposit Account

account 3: Cash Cows

The tactical choices comprise. Example

 Bark Raftar account

due to management's misguided allegiance. Example

DEPARTMENTS OF GT ROAD BRANC

 “Account opening department”

Accounts Opening Department

 Biometric identification of the account holder.

Tasks carried out by MCB Bank Ltd.'s cash department

 To oversee the handling of financial resources;

Many forms of operating capital and loans are described here.

Making a savings plan involves a series of actions.

 The borrower's account number

PLAN FOR INTERNSHIP PROGRAM

A brief description of the industry in which I interned

Overview of the Branch

 The department is neat and tidy.

Starting and ending dates of my internship:

Starting Date: 04-07-2023

Ending Date: 11-08-2023

Names of the Departments:

Accounts Opening Department: 7 Days

Sales Department: 3 days

Department of Remittance: 7 days