By
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Start in the name of Allah, the one who controls our destiny. Start in ALLAH name, whose promise will never fail us. Start with ALLAH guidance, that which will never mislead me. Start with his help, that which will always suffice you.
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PREFACE
to join the MCB Faisalabad Medina town branch for the said propose for a period of 6 weeks Practical involvement was a great experience as interaction both with experienced executive and clients cemented the base of knowledge I have been acquiring in classroom. This internship report includes the material about MCB and different departments along with their working procedure. For the completion of this project I meet various persons of this organization. As for my knowledge and hard work is concerned, this report will provide a good in sight of MCB.
BENISH SHAKOOR
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LIST OF ACRONYMS
MCB Muslim Commercial Bank SBP State Bank of Pakistan
EBIT Earning Before Interest and Taxes DD TT MT Demand Draft Telephonic Transfer Mail Transfer
RTC Rupee Traveler Cheque SEVP Senior Executive Vice President AVP Assistant Vice President SVP VP GM HO OGI Senior Vice President Vice President General Manager Head Office Officer Grade I
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TABLE OF CONTENTS
CHAPTER-1 BRIEF HISTORY
01 01 02 03 03 04 05
1.1 BRIEF HISTORY 1.2 BANKING IN PAKISTAN 1.3 NATIONALIZATION 1.4 PRIVATIZATION 02 1.5 AN OVERVIEW OF MCB 1.6 OBJECTIVES OF MCB 1.7 STRATEGIES TO ACHIEVE OBJECTIVES OF THE BANK 1.8 MCB VISION & MISSION
CHAPTER-2
2.0 DIVISIONS OF MCB 2.1 HUMAN RESOURCE DIVISION 2.2 GENERAL SERVICE DIVISION 2.3 BUSINESS DEVELOPMENT & MARKETING DIVISION 2.4 FINANCE & TREASURY DIVISION 2.5 INDUSTRIAL CREDIT DIVISION 2.6 INTERNATIONAL DIVISION 2.7 CENTRAL ACCOUNT DIVISION 2.8 AUDITS AND INSPECTION DIVISION 2.9 ELECTRONIC AND DATA PROCESSING DIVISION 2.10 LEGAL AFFAIRS DIVISION 2.11 ISLAMIC BANKING DIVISION 2.12 TRAINING DIVISION 2.13 CREDIT MANAGEMENT DIVISION 2.14 DEPARTMENTS OF MCB 2.15 CASH DEPARTMENT 2.16 CLEARING AND COLLECTION DEPARTMENT 2.17 INLAND REMITTANCES
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CHAPTER-3
FINANCIAL ANALYSIS
16 17 17 21 32 34 35 35 37
3.1 PURPOSE OF FINANCIAL STATEMENT ANALYSIS 3.2 LIMITATIONS OF FINANCIAL STATEMENTS 3.3 TOOLS OF FINANCIAL STATEMENT ANALYSIS 3.4 BALANCE SHEET ANALYSIS 3.5 FORMULAE FOR THE CALCULATION OF THE RATIOS 3.6 RATIOS ANALYSIS 3.7 INTERPRETATION 3.8 LIQUIDITY AND CREDIT RISK MEASUREMENT 3.9 PROFITABILITY MEASUREMENT
CHAPTER#4
4.1 STRENGTHS 4.2 WEAKNESS 4.3 OPPORTUNITIES 4.4 THREATS
SWOT ANALYSES
41 42 44 45
CHAPTER-5
5.1 DEPOSITS DEPARTMENT 5.2 REMITTANCES DEPARTMENT 5.3 CASH DEPARTMENT 5.4 BILLS AND CLEARING DEPARTMENT 5.5 ADVANCES DEPARTMENT 5.6 FOREIGN EXCHANGE DEPARTMENT 5.7 OTHER FINDINGS AND RECOMMENDATIONS BIBLIOGRAPHY
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CHAPTER-1
1.1 BRIEF HISTORY
HISTORY OF BANKING
Consensus on the origination of word Bank is not yet reached at. Some authors opinion is that this word is derived from the words Bancus or Banque, which mean a bench and they further relate banking business inception to Jews in Lombardy. Other authorities state that the word Bank is derived from the German word Back which means Joint Stock fund and later on due to German occupation of Italy, this word was Italianated into Bank. Authors quote Babylonians (few quotes Chinese) who developed banking system as early as 2000. B.C1 A banker is described as a person transacting the business of accepting for the purpose of lending or investment of deposits of money from the public, repayable on demand or otherwise and withdraw-able by cheque, draft order and includes any post office savings bank.
__________________________________________________________________ However the process is reverse since 1991, up till now MCB, ABL, and UBL have been privatized and HBL is in the process of its privatization. On 14th August 1947, 487 branches of different banks were operating in Pakistan. By 30th June, 1948, 292 branches winded up their business in Pakistan and the remaining 195 branches restricted their banking operations to a minimum level. The only bank, which shifted its head office from Bombay to Karachi, was the Habib Bank Limited. MCB with the assistance of Quaid-e-Azam Mohammad Ali Jinnah, started operation in July 9, 1947 with an Authorized capital of Rs.3 crores. Indo-Pak subcontinent, the Bank moved to Dhaka from where it commenced its business in August 1948. And in 1956 the bank shifted its head office to Karachi, where it is still working. In 1948 Ms. Ispahanani and Mr. Abdul Hameed Adamjee purchased the bank. At that time the bank showed a historical performance and profit.
1.3 NATIONALIZATION
In 1974 the government felt a harsh need of nationalization of banks and financial institution and the nationalization act was introduced. Under this act, MCB was the first bank, which was nationalized. In the same year Premier Bank was merged with MCB and it started work as a government bank this nationalization affected the bank badly.
1.4 PRIVATIZATION
All the financial institutions and banks did not show good performance after nationalization, and again the government felt a big need to privatize these banks. In 1991 the bank was privatized again. The government of Pakistan transferred the management of the bank to National group, one of the leading groups in the field of business. They were sold 25% shares. Now this group has 50% of the total shares. Government has 25% shares and general public also has the same shares. Internship Report On MCB 9
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10
__________________________________________________________________ The main objectives of MCB are to earn Profit by investing the money of depositors, who cant utilize that money for getting required return. So the bank invests that money in the shape of advances and shares, the return or interest Charged on those advances with the depositors. Beside above-mentioned objectives the Bank serves the society by facilitating them in the shape of advances to industries, agriculturists etc. it also provides employment to people; it help in developing economy of the country. It also provides facilities in doing business with other countries.
11
__________________________________________________________________ B) A comprehensive six months theoretical program was devised at MCB Staff Colleges, located at Karachi and Lahore for providing some reasonable knowledge to the newly hired qualified staff. The stated theoretical training program was supplemented by the practical branch training.
3. Compatible Package After privatization the staff salaries have been revised three times. The first time was 35%, the second was 32%, and the last one was 20%. 4. 5. 6. 7. 8. Excellent Working Environment Modernization of Branches Launching of New Products Decentralization of Authority Effective Reward Punishment Policy.
Mission Statement
MCB Banks team of committed professionals is dedicated to maintaining long term customer relationships through outstanding service and convenience.
12
CHAPTER-2
Consideration on complaints. Utility bills collections. Hajj arrangements. New and innovative policies.
Cash department Clearing and collection department Remittance department Foreign exchange department Credit department The functions of each department and their operations are explained as follows:
2.15.1 Payment
The cash department issues payments on request. The checks are received by the department and after their clearance cash is issued to the check-holder. The payment deals with that customer who withdraws money through cheques or any other negotiable instruments. The cashier keeps the record of all payments in the register book. At the end the payment and receipt cashier checks the balance and count the cash. They verify that both register cash and the cash in hand are balance.
2.15.2 Clearing
Another main aspect is the clearance of checks. It includes verification of proper date, amount, endorsements, such as issue stamp, clearing stamp and back-side stamp, and
signature. After proper verification of checks the payments are issued. At the issuance of cash the cash is debited in the clients account.
2.15.3 Receipts
It is responsible for taking cash deposits from its clients who want to store or invest their surplus reserves. In the receipt section, the cashier receives money from the customers on behalf of any individual or the company. Most of the receipt goes through the accounts of the MCB.The cash receipts are done in two forms: Collection of money from customers in their accounts Collection of utility bills
It also provides this convenience to private companies as well. Private companies also deposit their bills in the MCB accounts, which are similarly received, kept in record and deposited in the corresponding accounts.
Clearing department handles check related issues. It handles the checks of different other banks such as Allied Bank, NBP etc. At the time of cash deposits, different checks from other banks also come to MCB for deposits. This is the job of clearing department to sort out checks of each bank. Then the net balance for each bank is calculated and adjusted. The procedures for check transfer and clearance are as follows:
Clearing checks MCB Account-holder X Cross check NBP Account-holder Y NBP Bank MCB Deposited
The clearing department makes different envelops for different checks of each bank. It then sends these envelops to the clearinghouse. In the clearinghouse, representatives of different banks take the balances of all the checks and the balances are cleared. Now National Institution of Facilitation Technology (NIFT) takes the job of clearinghouse. It not only separates balances for each bank but also for each branch. The clearing department of MCB separates checks of each bank in different envelops and sends it to NIFT. After NIFT sends the checks to other banks, they send an OK report to NIFT which sends that report back to MCB. This ensures that all checks are safely deposited in the respective banks.
Guarantee. And then deposit to the corresponding department or banks or whatever the case may be. Shortly the bills are divided in the following two main categories. Local bills collection (LBC) Country bills collection (CC)
thing he had to do is to fill an application form. In which he states that I want to transfer the money from this bank to that bank by mail. If the customer is the account holder of the bank, it will debit his account and the concerned officer will fill the six different forms to make the transfer complete. The five forms used for this purpose are listed below:
After issuing the DD, the remittance department sends credit advice to the branch to which the DD is sent, when the responsible branch receives the DD from the originating branch, they credit it, and when the DD comes for clearing they debit the account. Up to 100,000 RS 150 for a/c holder RS 250 for non a/c holder OVER 100,000 0.1% for a/c holder 0.2% for non a/c holder
CHAPTER-3
FINANCIAL ANALYSIS
Financial statement is any written report that purports to show the financial condition of an organization. It may include balance sheet, income statement, cash flow statement, and a report of changes in net worth. For stakeholders of a business, analysis of the financial statements is the primary way to critically examine its financial position, in order to seek answers to varying queries. Publication of financial statements is a statutory requirement for corporations chiefly addressed to stakeholders outside the business, albeit they serve the management for internal control in many ways. The fact that the audit carried out to uncover any material irregularity, is based on sample of items, leaves some room for incredulity. The Financial
Statements of a bank particularly need great care in analysis, as the nature and scope of assets and liabilities differs from that of manufacturing concerns. For example verification and valuation of plant and machinery, stock and tools etc. is grounded on some basic sources as contrary to verification and valuation of deposits, advances, and investments.
Stability of the business is measured by its ability to meet interest and principle payment requirements on outstanding debt and also its ability to pay dividends to its stockholders regularly. Profitability is measured by the success of a business in maintaining and increasing the owners equity. The nature and amount of earning as well as their regularity and trend are all significant in this appraisal.
The credibility of financial statements is confined to the audit carried out, and most audit evidence is persuasive rather than conclusive. Financial statements do not disclose any significant future events or contingencies. Financial statements do not compare the actual figures with any standards set. Qualitative information about the business is not found in financial statements. And finally the company management often is under heavy pressure to report rising earnings, accounting policies may be tailored towards this objective.
3.3 TOOLS OF FINANCIAL STATEMENT ANALYSIS 3.3.1 Rupee and percentage changes
In this method the rupee amount of change from year to year and the change in percentage are determined.
Amount
Percent Amount
Percent
Assets
Case hand Balance with treasury banks Balance with other banks Lending to financial institutions Investments (net) Advances (net) Other asset Operating fixed assets Deferred tax assets Total Assets Liabilities Bills Payable Borrowing from financial inst. Deposits and other accounts Subordinate loans Liabilities against assets Subject to finance lease Other liabilities Differed tax liabilities Total Liabilities plus stockholders equity Share capital Reserves Unappropriated profit Surpens on revaluation of asset 8k,578,240 18066493 2423140 2278980 283940 1900962 6887022 Total liabilities and Share holders equity 187053515 4.56% 96.32% 1.30% 1.22% .15% 1.02% 3.68% 100% 9045634 1838545 223439676 2665455 3026517 621985 5384934 11698891 235138567 3.85% .78% 95.02% 1.13% 1.29% .26% 2.29% 4.98% 100% 8,097,178 8946624 14544451 4.33% 4.78% 82.62% 6,2661,957 21,987,824 182,705,716 1,600,000 2.66% 9.35% 77.70% ..68% 21,259,900 8,025,689 15470519 55,432,235 76584120 11,400,906 3,659,646 220500 187053515 11.37% 1.62% 8.27% 29.63% 40.94% 6.09% 1.99% .12% 100% 17,867,991 2,154,190 33874620 89609821 78,923,737 8,883,163 3,825,045 235138567 7.60% .92% 14.61% 38.11% 33.28% 3.78% 1.63% 100%
2008
2009
2010
Liabilities Bill payables Borrowing institutions Deposit and other accounts Subordinated loans 135,990147 154544451 182705716 18.22% 1600000 13.64% from 7,803,443 financial 5,856,198 8097178 8946624 6261957 22.66% 3.76%
Liabilities against assets subject to Nil finance lease Other liabilities Deferred tax liabilities Total liabilities Net assets Represented by: Share capital Reserves Unappropriated profit C/F 2,202,855 2,277,630 3,185 8,43,8,055 Nil
9.99% 86%
119.05% 8814.91%
23.14%
Lending to financial institution 10,852,094 Investment (net) Advances (net) Other asset Operating fixed assets Deferred tax assets Total Assets 43,110,947 86,359,139 13,203,910 3,604,356 2,55,780
The analysis of balance sheet is an effort to evaluate the financial strength of the business at a given date.
3.4.1 Assets
Total assets increased by 25.70% during 2009 over 2010, primarily based on deposit growth. Increase in balance sheet volume is a healthy trend apparently, but it needs further investigation. The balance sheet figures are reported on the day, books are closed. These figures are not based on averages; neither financial statement discloses changes during the year. Specific transactions may be carried out on the day to show favorable balances. For instance on the day of closing of accounts, paying off bills payable will improve the working capital or current ratio. In the following paragraphs assets have been analyzed segments wise.
The amount standing at around 3 billion of Rupees has decreased by 29% (as compared to previous year). The account is chiefly held with foreign banks both in form of current account and deposit account. The account is .92% of total assets, which is a
satisfactory indication. The account is utilized for import and export transactions with foreign banks. The balances with other banks in normal circumstances carry an interest rate of between 0% to 6.55%, so the amounts in these accounts do not generate much revenue directly, but the services funded by these accounts have some worth. The Reduction in this account can be associated with watchful economic activity because of depending international recessionary trends.
3.4.5 Investments
Investments at the face of balance sheet amounted to around Rs. 89.609 billion. Investments increased by 81% as compared to a increase of 28% in the last year.
Commercial banks investments essentially include government debt securities, to minimize credit risk. In Pakistan the capital and money markets have not matured enough to generate funds for projects. The investments have been categorized by four classes: Available-for-sale Securities. Held-to-maturity Securities. Subsidiaries. Associated Undertakings. Almost 85% of the investments are held in available-for-sale securities, which show the strong liquidity position of the Bank. These securities include Market Treasury Bills, Federal Investment Bonds, Pakistan Investment Bonds, Listed TFCs, Shares in Listed Companies etc., which are generally, considered very safe mode of investment. Among these securities T-Bills are highly liquid. Interest rate carried by these securities is not very high but the main concern is the liquidity sought for prudent banking Securities given as collateral has evidenced a sharp decrease of around Rs. 7 billion, which can be ascribed toward decline in Borrowings from Financial Institutions. There is no out of usual provision for diminution in the value of investments, which indicate the overall stability in the money market. Among the securities held-to-maturity, half of the lot include TFCs, Debentures, Bonds, PTCs, which carry as high as 18% interest rate. The new entry in subsidiaries was introduction of MNET Services (Pvt) Ltd. it is the second technological initiative in a row, after the successful operation of ATM network. Investment in associated undertakings remained unchanged.
3.4.6 Advances
The total amount of advances stood at Rs. 79 billion. Advances increased 3.05% from previous year, as compared to a decrease of 11% in the same in The previous year. The increase can be attributed to two major factors. One was the increase in demand for credit from the manufacturing and export clients due to the
situation prevailing after offer the govt. good economic policies (increase in foreign exchange reserves). And second was the higher steadiness demand for seasonal financing due to speed in the sugar season and steadiness in cotton prices leading to a speed in the purchase of cotton. Short-term advances are less than Long-term advances by Rs. 50 billion. We can predict the high pace of long-term development projects from this piece of statistics. If we look at the component balance sheet analysis, it reveals that net advances are around 33% of total assets, while the same were around 41% of total assets in the previous year. At the same time lending to financial institutions and investments has increased as a proportion of total assets. The bank further needs to lower the mark-up rate broaden their deposit base, and a bit relaxation in conservative credit policy.
of the deposits i.e. 93.4% are held by customers in local currency. Deposits in local currency have increased move as contrary to the slight increase in foreign currency deposits during previous years. Major portion of deposits comprises of saving deposits i.e. 60% of total deposits. Fixed deposits are 15% and current accounts are 23% of total Deposits. It is important to note that deposits increased despite a decrease in PLS rates. The major increase has been evidenced in saving deposits, which can be attributed to targeted sales of products like ATM, and some attractive saving schemes.
Bills payable decreased by around 22% as compared to 4% increase in the last year. it shows an improved working capital of the business. Bank is able to pay its short term liabilities at time.
The amount of share capital was at Rs. 2.6 billion, with increase of 10% from previous year. The only reason for the increase in share capital is the issue of Rs. 220 million worth of bonus shares during the year.
3.4.12 Reserves
The reserves of the bank registered an increase of only 32% in the year 2009with the year-end figure of Rs. 3 billion compared to last years figure of Rs. 2.27 billion. While in the year 2008, we had seen an increase of .1% in the banks reserves.
The revaluation of assets was carried out by Iqbal Nanjee & Co., Valuation and Engineering Consultants on the basis of their professional assessment of the market values.
Shareholders equity at the end of the year 2009 was Rs. 11.6 billion showing an increase of 69% over last years figure of Rs. 6.9 billion. This can be attributed to the higher profits, the issuance of bonus shares, and the surplus declared on revaluation of assets.
MCB Income statement For the years ended Dec. 31, 2008 2010.
(Rupees 000) 2010 2009 %2009 over 2010
Markup/return/interest earned Markup/return/interest expended Net markup/interest income Provisions Provision for diminution in the valve of invest Provision advances Provision for potential to lease losses Bad debts written off directly Total provisions Net markup/interest income after provisions Non-markup/interest income Fee, commission and brokerage income Dividend income Income from dealing in foreign currencies Other income Total non-markup/interest inc. 907071 297748 503593 881746 2,590,158 868637 243994 687854 400140 2,200,625 4.42% 22.03% 26.78% 120. 35% 17.70% 512 721105 721,617 8589570 636 448999 2,216,007 7272321 19.49% 60.60% 67.43% 18.11% against non performing loans and 62064 1704308 100% 100% 15,385,869 6,074,682 9,311,187 17,033,225 7,544,897 9,488,328 9.67% 9.67% 1.86%
11,179,728 Non markup/interest exp. Administrative exp. Other provisions Other charges Total non-markup/interest exp. Extra ordinary and exceptional items Profit before taxation Taxation current for the year For prior years Deferred 8077395 1313 8078708 3,101,020 1,531,551 (169125) 1362,426 Profit after taxation 1,738,594
9,472,946
18.01%
7331623 40,000 147 7,371,770 2,101,176 957,720 35280 993,000 1,108,176 3185
10.17% 100% 793.19% 9.58% 47.58% 59.91% 579.37% 37.20% 56.88% 8814.9%
Unappropriated profit b/f transfer from surplus on 283940 revaluation of fixed assets Prior years Current years (net of tax) 194751 60916 539607 Profit available for appropriation 2278201
3185 1,111,361
16842.13% 104.99%
MCB Income statement For the years ended Dec. 31, 2009 2010.
(Rupees 000) 2010 Amount
Markup/return/interest earned 15,385,869
Percent
179.80%
6,074,682 9311187
54.34% 83.29%
Provision for diminution in the valve of investment Provision against non-performing earns and advances Provision for potential lease losses Bad debts written off directly Total provisions Net markup/interest income after provisions Non-markup/interest income Fee, commission and brokerage income Dividend income Income from dealing in foreign currencies Other income Total non-markup/interest income Total income Non-markup/interest expenses Administrative expenses Other provisions Total non-markup/interest exp. Extra-ordinary and exceptional item Profit before taxation Taxation for current year For prior years Deferred Total taxation Profit after taxation Unappropriated profit b/f 8077395 8078708 3,101,020 1531551 (169125) 1,362,426 1,738,594 283940 907071 297748 503593 881746 2,590,158 11,179,728 512 721105 721617 8589570
1,704,308
17.99%
Transfer from surplus on revaluation of fixed asset: Prior year Current year-net of tax. 194751 60916 539607 Profit available for appropriation 2,278,301 1.74% .54% 4.83% 20.38% 3185 1,111,361 .03% 11.73%
ii)
Cash Ratio =
Cash (actual) and with trea sury bank current liabilitie s Total external liabilitie s total assets Total external liabilitie s total equity (internal liabilitie s) Total lendings total deposit Total investment s (net) total deposit Total advances (net) total deposit
iii)
Debt Ratio =
iv)
v)
vi)
vii)
viii)
Net mark - up/interes t income mark - up/interes t/return earned Total profit before taxation mark - up/return/ interest earned
ix)
x)
xi)
xii)
Return on assets =
Total profit before taxation Total equity Net income - preferred dividend no. of common share outstandin g Operating expense total expense Operating exp ense total revenue
xiii)
xiv)
xv)
xvi)
Operating exp ense total asets ratio Operating expense Total deposit ratio
xvii)
xix)
dividend yield =
2009
1.00 .12 .96 26 .10 .36 .49
2010
.63 .03 .95 19 .18 .49 .43
3.7 INTERPRETATION
Ratio is a simple mathematical expression of the relationship of one item to another. Ratios are particularly important in understanding financial statements because they permit us to compare information from one financial statement with information from another financial statement. There are some limitations to financial ratios. First different
firms use different accounting policies; secondly different businesses have different volumes and different conditions.
almost the same over previous years. The debt ratio for a bank over 0.90 is considered normal. It also suggests that proprietors finance only 5% of total assets.
Funds were available for investment at less cost. On the other hand the Bank made huge profits on comparatively less amount of advances
Net profit margin after tax is .11, which means that 11% of total revenue is left for stockholders equity, while equity is just 5% of total assets. Being more profitable during the year, company issued an interim dividend of Rs. 2.5 per share, Rs. 1.25 per share more than for previous year.
expense in a positive indication for the bank but management should be careful that it should not be at the expense of de-motivation in delaying increases in salaries and fringe benefits over the years.
CHAPTER#4
4.1 STRENGTHS
SWOT ANALYSIS
One of the major strengths of MCB is that it has very stable deposit base. MCB is largest private bank in Pakistan with around 1000 branches, which cover almost every part of Pakistan.
The bank enjoys competitive advantage over other banks in Pakistan. The bank enjoys competitive profitability in the industry.
MCB has captured majority of potential customers in Pakistan. MCB has the accounts of big organizations like OGDCL, PTCL, EFU, PTC etc. MCB is Successive and Market oriented. MCB investing huge sums on HR development and training. Customer default rate is lower as compared to other banks. MCB has the largest ATM network in the country. Meeting the challenges of latest Technology by introducing Smart card remit express, mobile banking etc.
Laying foundation on sound basis; recently for this they met with the ORACLE representative of South Asia, to purchase ORACLE software for their banking system and transform its environment in such a way so as to come in line with those of other international banks.
Establishment of TFC: Centralized import and export center of MCB in one special circle taking this extensive burden from branches, whereas no other bank has done this so far.
Maintaining an Excessive Earning Acceleration, this is expected to result in substantial value enhancement for investors.
EUROMONEY Awards of Best Bank in Pakistan for best bank in Pakistan, plus the accolade of best domestic band in Pakistan.
Extensive Management Restructuring to translate into bottom line improvement for going forward. This includes induction of professionals in strategic business areas, shedding surplus staff and shutting down loss making low potential branches. From
1996 onwards some 350 Branches were closed down & releasing staff of approx 4600 with golden handshake. Larger Market Share: MCB accounts for 10.4% of total assets, 10.0% of deposits and 11% of loans in the banking system. So it has a clear edge over smaller banks. Striving for income: New Team after massive restructuring, is looking to strive for greater operating income, as is evident from the figure (15) that since 1996 bank has been able to gain some net positive Profit After Tax amount consistently and will be aiming to do so in near future. Perhaps the only large bank in Pakistan to have a formal electronic banking research cell that is exploring the technical requirements and market size Potential of Internet Banking.
4.2 WEAKNESS
Decision making process is very slow. It is not having greater no. of branches abroad. Though ATM network is the largest in Pakistan, still some potential areas dont have the ATM. MCB RTC is useable only in Pakistan. Some management positrons needed are not professional. Although most of the branches are computerized now, still some important branches dont have computers. Low motivational level; non-aggressive marketing. Employees dissatisfaction due to ill treatment and improper reward system.
Favoritism and Nepotism in recruitment. Interest rate is very meager Extensive Management Restructuring though beneficial has some negative impacts on the existing performance of work. Such large scale restructuring results in too much load on single person plus the fear of being fired from the job at any moment.
Slight neglect as part of human resource management staff. Initially employees were given a quota of 2 weeks vacation per year or its equivalent amount in Rs. as a Recreational Activities have been withdrawn. Such program was essential to keep the employees in high spirit giving that extra bit of time for them to personal life.
It is extremely condemnable that sometime a circular is kept clandestine and not disclose to the staff by the branch managers which is in line with their needs due to some inexplicit ulterior motives.
Lack of Job Rotation: Job rotation has not been given due consideration and employees get bored due to monotony.
No Conspicuous rise in Staff Salary: As part of Human of resource Management apart from lack of other employees benefit funds, nothing is done to enhance the staff salary to be used as basic motivational factors in an effort to cut down the administrative cost by the management.
Prevailing Bias and Prejudice: Senior Junior Consideration may result in tussle in future. Therefore it is extremely necessary to develop such amicable environment that builds up harmony.
4.3 OPPORTUNITIES
Leasing sector is growing in Pakistan for the last two to three years which provides opportunity to MCB to go ahead in this area as well. MCB is providing Consumer Finances at comparatively lower rates which paves a way to grab more customers
Financing to small/medium cottage industries will definitely increase its advances and profitability as well. Islamic Trading Based Banking can enhance the business of the bank. Targeting of Hundi/Hawalla through networking and IT potential of MCB. Profitability is expected to strengthen despite decline in interest rate. The drop in interest rates is expected to spur the private sector credit growth in an effort to kickstart the dormant economy serving as impetus for productivity activity in economy; which is likely to compensate for lower interest margins that result from less than proportionate drop in deposit rates.
Banking sector fundamentals improving; on the back of economic stabilization, improved monetary and foreign exchange reserves management by the central bank and drive against loan defaulters.
MCB with its large branch network and hence huge, diversified clientele is placed to benefit from lower NPLs, a new dynamic and cost conscious management, and greater credit demand on the back of governments conscious initiative towards a deflationary monetary policy.
Only Operationally efficient banks will benefit from Low Interest Rates: The declining interest rate environment would lower MCBs cost of equity (COE), thus having a positive impact on its ROIE COE spread, which in turn allows
MCB to show growth in value creation. More Focus on consumer banking activities. Strong earning momentum expected in future, through focus on loan book growth, efficient utilization of idle cash and declining NPL. Deposit expected to grow in future: The Governments decision to lower interest rates has challenged the banking sector, including MCB, on the deposit mobilization front. At the same, however, MCBs large branch network coupled with its excellent market standing compared with other banks offering similar returns on deposits is expected to retain even bolster its deposit base in future at the expense of less efficient public Sector competitors.
4.4 THREATS
Other private commercial bank with sound profitability is also a threat to MCB e.g. UBL, Alfalah, HBL etc. For the last of many years, Pakistan is facing economic and political instability which is a big threat. Afghan war and Iraq war has a deep effect on the economy of Pakistan, which may affect MCB. Foreign banks are flourishing in field of consumer financing. People dont prefer banking culture. They mostly prefer cash transactions. MCB since 1996 is performing well in all most every department at national level particularly. However if there is some competition that MCB may expect to face come from the four nationalized commercial banks, which compete with the MCB in terms of deposit mobilization at retail level. Other banks working on the same phenomena seeking for proficient and efficient staff is expected to enamor qualified and experienced employees of organization by offering some brilliant incentives in the form of high salary and other benevolent funds and this thing may also attract existing efficient staff of MCB. To some extent they seem to be effective in their efforts.
CHAPTER-5
Recommendations are based on the previous sections of a report and are suggestions that the analyst feels are required to be implemented in order to improve further the standing and position of the firm in the financial world. These are thus based on the findings and shortcomings noted in an organization while working with it and then writing on it. Opinions of various capable individuals are sought who through their real life experiences and deep insight are better able to judge whether the course of action adopted by the organization is going to prove fruitful or does it require further improvement in the form of changes in its strategies. Following are the findings and recommendations for various Departments that were felt are required while consulting the staff members of MADINA TAWON Branch.
The procedure of opening an account should be simplified. The account opening form should be self-explanatory and include translations in Urdu for those customers who are not well read, since the fact cannot be ignored that many people do not have a good understanding of English.
Both these are dealt by separate officers and involve using specific stationary and procedures. The following recommendations are made for this very important Department of the bank
Performing inland remittance transactions handles the foreign remittances. It would be better for them to sit together so that they can benefit from his experience and know how.
counter cannot be built due to certain limitations the utility bills should be collected through a window so that the regular customers do not face any problems.
Good managerial skills make positive contribution towards higher effective results. MCB should focus on the effective utilization of its human resource by applying the modern style of management. This can only be possible if political interferences are discouraged especially when hiring and placing personnel and the recruitment policies are changed to give preference to M.B.A. and M. Com. Students.
BIBLIOGRAPHY
1. Annual Report of MCB 2010 2. Brochures/Leafletss 3. Accounts opening forms of MCB 4. Donnelley, Gibson, Ivanceivich (Fundamentals of Management) 5. Briefings by head of each division department & other officer of MCB