goharinternshipreportfinal-120719004553-phpapp02

8/13/2019 goharinternshipreportfinal-120719004553-phpapp02

1/60

University of Central

Punjab .

Internship Report on MCB, RMG Dept.

Course: B S Hons. Applied Accounting

Internship Report: MCB Bank Ltd

Su!itted ": Gohar #ouro$e

%ni ID: L&S&'BSAA('&)

Su!ission Date: &* Septe!er ('&&


2/60

Preface:

It is the requirement of the Bs Applied Accounting course University of Central Punjab, thatall students of BSAA have to spend Si !ee"s in any organi#ation to get practical eposure

and to get familiari#ed !ith the !ays to live in the organi#ational environment !hich is

dramatically different from the educational environment$ %hat si !ee"s period called

&Internship Period &, if spent properly and sincerely, enables the students to be more

confident, more "no!ledgeable, more responsible and, above all, more committed to its !or"

in the practical field$ I have also been assigned to do internship of si !ee"s period in Alfalah

ban" , 'ain Branch (ujran!ala$

It has enabled me to understand the practical scenario and sharpen our decision ma"ing

po!er and utili#ing the resources in an effective manner, so that our resources generatemaimum profit$

In preparing this report, I have put all of my best efforts and tried my level best to give

maimum "no!ledge$ )espite of my all the coherent efforts, I do believe that there !ill

al!ays be a room for improvement in the efforts of learner li"e me$

Gohar Nouroze

2


3/60

Acknowledgement

Person is not a perfect in all the contets of his life, *e has a limited mind and mind thin"ing

approaches$ It is the guidance from Almighty Allah that sho!s the man light in the dar"ness

and the person find his !ay in the light$ +ithout this helping light, person is nothing but a

helpless creation$

%he teaching of the *oly Prophet 'uhammad PBU*- !ere also the continuous source of

guidance for me especially his order of getting "no!ledge and fulfilling once duty honestly

!as "ey motivation force for me$

I also !ant to sho! my gratitude to my loving parents and humble teachers !ho ma"e me

able to be at this position$ and as they appreciate me to do this$

And I !ould li"e to than"s 'r$ .i#!an Chughtai , 'r$ Shahid *assan, 'r$ +asif %ahir, 'r$

/arhaj 0a#i, 'r$ Shahba# Bo"hari and 'r$ Bilal %ahir especially as they helped me

remar"ably for this project$

3


4/60

EXECUTIVESUMMARY

%his term report is an essential part of the course 1rgani#ational behavior because through

this, students come to "no! the real difference bet!een theory and practice and they are alsointroduced to the outside business !orld$ An important requirement of this study program is

to compile a report about the activities of that organi#ation in !hich the student has studied

the organi#ation behavior$

I survey organi#ational behavior in 'CB BA23 4I'I%5)$ %his report provided me great

opportunity to equip myself !ith "no!ledge, techniques, application and tools used in an

organi#ation$

%he report covers various features of "no!ledge$ It starts !ith the brief history of Ban",

covers current status, mission statement, vision statement, the ban" position today and in the

past decade, hierarchy etc$

%he major portion of this report eplains the activities of .is" 'anagement and !hat is ris"

and !hat is 'ar"et ris" 'anagement and my learning eperience elaborates ho! much these

visits !ere useful for me$

Concluding the report there are certain recommendations and suggestions for the ban" in

order to have improvements$

%he source of information for the preparation of report includes the !ritten notes etracts

from ban"ing literature and verbal discussion !ith ban" officials$

I hope this report !ill help in understanding various aspects and features of 'CB BA23

4%)$ And !ill be equally important for business administration students and persons ma"ing

future ban"ing$

4


5/60

TABLE OF CONTENTS

DESCRIPTION PAGE

+rgani$ational Background-

Mission /ision state!ent0

A1ards Accolades&'

Core /alues&&

+2ecti3es o4 MCB&(

+rgani$ation 5ro4ile&6

Manage!ent Le3el&6

Board o4 Directors&*

+rgani$ational Hierarch" o4 MCB&7

+rgani$ational Setup o4 MCB&8

Branch #et1ork&-

5attern o4 Share Holdings&)

+rgani$ational Structure o4 MCB&0

5roducts o4 MCB Bank ('

5olicies(7

Risk Manage!ent Group(0

Managing credit risk6&

Managing Market Risk6*

Managing Li9uidit" Risk6)

5


6/60

DESCRIPTION PAGE

Managing +perational Risk*'

inancial Anal"sis o4 MCB*(

Ratio Anal"sis o4 MCB*8

S;+< Anal"sis*0

5=S< Anal"sis and =n3iron!ental Scan7(

Conclusion7*

Suggestion77

Glossar"7-

Re4erences70

Cop" Right8'

ORGANIZATIONALBACKGROUND

Brie4 Histor" o4 MCB BA#> LIMI


7/60

Before separation of Indo Pa", the need for more 'uslim ban"s !as felt$ And 'uslimshaving strong financial capacity !ere thin"ing to invest in this sector as !ell$ %his !as theidea !hich provided the !ay for setting up 'US4I' C1''5.CIA4 BA23 4td "no!n as'CB$ %his !as the third 'uslim ban" in the subcontinent$

Histor"

%his ban" !as incorporated under companies6 act 7879 on 8th :uly, 78;< just before

partition- at Calcutta$ But due to changing scenario of the region, the certificate of

incorporation !as issued on &-th August, &0*)!ith a delay of almost 7 year= the certificate

!as issued at Chitagong$ %he first *ead office of the company !as established at )acca and

'r$ ($'$ Adamjee !as appointed its first chairman$ It !as incorporated !ith an authori#ed

capital of .s$ 7> million$

After some time the registered office of the company !as shifted to 3arachi on August ?9rd,78>@ through a special resolution, no! recently the *ead office of 'CB has been transferred

to Islamabad in :uly, 7888 and no! *ead office is termed as Principle 1ffice$

%his institute !as nationali#ed !ith other on :anuary 7st, 78@

branches and deposits amounting to .s$ 7,@; million$

5RI/A


8/60

restructured its asset portfolio and rationali#ed the cost structure in order to remain a lo! cost

producer$

After privati#ation, the gro!th in every department of the ban" has been observed$ /ollo!ingare some "ey developmentsE

4aunching of different deposit schemes to increase saving level$

Increased participation on foreign trade$

Betterment of branches and staff service level$

Introduction of .upee %raveler Cheques F Photo Credit Card for the first time in

Pa"istan$

MCB BA#> A%'s in the mar"et$

)uring the last fifteen years, the Ban" has concentrated on gro!th through improving servicequality, investment in technology and people, utili#ing its etensive branch net!or",developing a large and stable deposit base$

S+CIAL S=C


9/60

Mission State!ent

We are a team of committed professionals, providing innovative and efficient financial

solutions to create and nurture long-term relationships with our customers. In doing

so, we ensure that our shareholders can invest with confidence in us

]

A$ARDS " ACCOLADES

'CB Ban" has !on many a!ards, !hich is a clear proof of its good performance$ It has !on

5uro money a!ards and Asia 'oney a!ards$

9


10/60

=uro !one" A1ards

Be%t Bank Award &''(

Be%t Bank )n Pak)%tan Award &''*

Be%t Bank )n Pak)%tan Award &''+

Be%t Bank )n Pak)%tan Award &'',

Be%t Bank )n Pak)%tan Award &''-

E.ro mone/ Award &''- for the 0Be%t Bank )n Pak)%tan0.

Be%t Bank )n Pak)%tan Award &''1

Be%t Dome%t)c Bank Award &'''

Asia Mone" A1ards

T2e Be%t Dome%t)c Commerc)al Bank Award &''+

T2e Be%t Dome%t)c Commerc)al Bank Award &'',

CORE #AL3ES

I#


11/60

R=S5=C days$

!OBILE BAN8ING AT A GLANCE

'CB 'obile Ban"ing gives easy and quic" access to accounts- at a time find convenient,including all holidays$

+ith 'CB 'obile Ban"ing

Chec" balance

ie! the last ; transactions of your 'CB accounts-$

Ban"ing at fingertips

)ial in anytime to get information regarding balance and mini statements$

)ce%Islamic ban"ing services through eclusive unitsKbranches offering a range of liability and

asset based Sharia compliant products li"e 'ushari"a, 'urabaha, Ijara and Istasana$

1'= !CB Car Ca%2

Car financing and leasing at competitive rates !ith fleible options Car cash finances both

semiGcommercial and nonGcommercial vehicles for personal and business use$

11= !CB Locker

Best protection for valuable things$ 4oc"ers of different capacities are available in the

branches but only for valued customers$

21


22/60

1&= !CB !a%ter CardT7E F3T3RE OF !ONE :

Since the beginning of time, people have tried to find more convenient !ays to pay, from goldto paper money and chec"s$ %oday, money is moving a!ay from distinct hard currencies andto!ards universal payment products that transcend national borders, time #ones, and, !ith the

Internet, even physical space$

Plastic or NvirtualN money, credit, debit, and electronic cash products, inevitably !ill displacecash and chec"s as the money of the future$

Ca%2 Ad>ance Fac)l)t)e%

Available in Pa"istan and !orld!ide !ith a net!or" of over 7, branches and a team of

dedicated professionals, 'CB is Pa"istan6s largest private sector commercial ban"$ 1ur

Consumer Ban"ing provides customers !ith innovative saving schemes, products and

services$ 1ur A%' net!or" is the largest in Pa"istan and our Pa" .upee %ravelers

Cheques are mar"et leaders$ +e !ere the first to introduce the photo card !ith theintroduction of the 'asterCard$

1ur Corporate Ban"ing ensures assistance from a dedicated team of professional financialadvisors for under!riting, project finance or corporate advisory services$

+hen it comes to ban"ing practices, you can depend on us$ +e6ve been around for over fiftyyears$

13. !CB Smart Card

'CB no! brings you 'CB S!artCardGa secure and convenient instrument of payment!ith unmatched functionalities$ It provides ?;Ghour direct access to your ban" account

%he convenience and fleibility of 'CB S!artCard!ill help live a smarter life$ It not onlyhelps you manage your epenses, but also avoids undue interest on your day to day credit cardtransactions$Lour balance is al!ays !ithin your reach and you spend accordingly$

'CB is the only ban" to introduce a debit card that gives the option to choose from domestic

and international card for local and global usage respectively

14. Rem)t E@9re%%

Fastest to Pakistan Anywhere in Pakistan.

/astest !ay of getting your money across Pa"istan$ .emit

5press offers lo! cost remittance from U$A$5$ and Saudi

22


23/60

Arabia$ Lour relatives, friends or business associates receive drafts !ithin


24/60

Policies:

Internship Policy:

'CB is the ban" that serves all type of customers and ma"es its policies

according to their needs and demands here the 'CB has the policy to serve the

students that is si !ee"s internship$

MCB has no gender bias

/or the selection of the employee 'CB focus on merit rather than gender$

%here is no any "ind of discrimination on the basis of male or female, a person having

the s"ills and "no!ledge and is perfect of that particular job can be selected as the

employee$

Opening account policy

Prior to establishing a relationship !ith ne! customer 'CB obtains basic

information i$e$ business, source of income, epected level of activity in the account

and reasons for opening the account$

Training of employees

'CB has the program through !hich all the employees of the ban" get proper

training and then !or" for the achieving the goals$

24


25/60

Revenue Recognition

'CB recogni#ed its revenue on accrual basis$ /or eample if 'CB invest in

some different securities and entitled for the profit yet not received, the profit is

recorded as !hen it earned not !hen it received$

Investments Policy

'CB also invest its money other than the advances, !hile investing in the securities

'CB has the follo!ing policy to invest in

a- *eld for trading

b- *eld to maturity

In the light SBP regulations quoted securities are sho!n at mar"et values and any

changes arising are ta"en to profit and loss account only upon actual reali#ation$

RIS M!"!#$M$"T

%he ban" is primarily subject to interest rate, credit and currency ris"s$ %he ban" has

designated and implemented a frame !or" of controls to identify, monitor and manage these

ris"s are as follo!

MCB%s Competitive Strategies

%o be competitive the Ban" has further reinforced its position in the

Consumer ban"ing area by streamlining and reGlaunching the consumer financing products

and introducing more convenience based solutions$ +ith the reGlaunch of auto finance and

house finance products, the Ban" pushed the products !ith full thrust$ %he Ban" has also

launched a running finance facility against mortgage of property$

%echnology continued to play an important role in improving and epanding product

offerings$ %he Ban" introduced more I% based products to cater to the changing lifestyles and

needs of the customers$

25


26/60

'CB irtualGInternet Ban"ing !as launched !ith !ide ranging ban"ing solutions for

the customers ranging from individual to corporate customers and it has become the most

preferred Internet ban"ing solution in the country$

'CB also had the privilege of being the first Ban" in Pa"istan to launch the

comprehensive bill payment facility through its alternate delivery channels !hich include

Internet Ban"ing, A%'s and 'CB Call Centre, currently !ith si payment partners$

Similarly, the Ban" also too" initiatives to increase the usage of debit facility$ %o provide

timely and updated information, 'CB has also provided a ne! loo" to its !ebsite !hich is

user friendly and considerably easy to bro!se$

%he Islamic Ban"ing initiative has been very successful in attracting ne! customer,

both individuals and companies$ Similarly, those relationships, !hich !ere confined only to

current account facility, have gro!n into stronger business relationships$ %he branch net!or"

!as epanded to 4ahore and 'ultan during the last year and recently been etended to

*yderabad and /aisalabad$ %he Ban" plans to further epand its Islamic Ban"ing branch

net!or" to other metropolitan areas and also to introduce ne! sharia compliant ban"ing

solutions to a !ider range of customers for satisfying their individual and business needs$

Some !ideGranging ne! strategic initiatives !ere also ta"en up !hich !ill be

important for the Ban" in years to come$ A private company has been formed in *ong 3ong

fully o!ned subsidiary of 'CB- in partnership !ith Standard Chartered Ban", handling trade

transactions of select countries in the AsiaGPacific region$ It is projected to earn USQ 7 millionin its first year of operations$ %o increase its international presence, the Ban" !ill be opening

its representative office in )ubai and entering into major strategic alliances !ith ban"s in the

UA5K especially for mar"eting our consumer ban"ing products to nonGresident Pa"istanis$

/urthermore, feasibility is also being carried out for entering other international

mar"ets$ 'CBs operations continued to be streamlined !ith focus on rationali#ation of

epenses, reGalignment of bac"Gend processing to increase productivity, enhancement of

customer service standards, process efficiency and controls$ %he Ban" has ta"en the lead in

introducing the innovative concept of centrali#ing %rade Services in the country by providing

centrali#ed foreign trade services to branches !ith a vie! to improve efficiency, epertise and

reduce delivery cost$

'anagement of *uman .esources has been one of our core focus areas$ 'CB is

committed to!ards attracting, retaining and motivating outstanding people$ Challenge for

26


27/60

'CB is to provide an environment in !hich employees can better reali#e their potential$ %he

Ban" introduced re!ard for performance !here high potential officers !ere identified and

re!arded accordingly$ In vie! of the competitive environment, the Ban" is focusing on

performance and introducing a more robust performance management system$

'CB is also strongly committed to training its staff at all levels$ %he Ban" !ill also be

implementing the full suite of the latest version of SL'B14S ersion $ 'CB Ban" !ill run

SL'B14S 5G/inance modules to deliver personali#ed services to its customers over multiple

delivery channels, !hile SL'B14S 5nterprise 1perations Center !ill serve as its core

ban"ing transactionGprocessing engine$ By implementing SL'B14S, 'CB Ban" aims to

raise the level of its customer service and its time to mar"et in ne! product offerings for its

three core ban"ing businesses in Corporate, Commercial and Consumer Ban"ing R retaining

its mar"et leadership as Pa"istans progressive Ban"$

Summ!":

'CB has the policy to serve the students that is si !ee"s internship$ 'CB focus on

merit rather than gender$ %o be competitive the Ban" has further reinforced its position in the

Consumer ban"ing area by streamlining and reGlaunching the consumer financing

products and introducing more convenience based solutions$

RIS8 !ANAGE!ENT GRO3P

27


28/60

RIS>:

.is"s are usually defined by the adverse impact on profitability of several distinct sources of

uncertainty$ +hile the types and degree of ris"s an organi#ation may be eposed to depend

upon a number of factors such as its si#e, compleity business activities, volume etc$ it is

believed that generally the ban"s face credit, mar"et, liquidity, operational, compliance and

reputational ris"s$ Before reaching these ris" categories, given belo! are some basics about

ris" management and some guiding principles to manage ris"s in ban"ing organi#ation$

RIS> MA#AG=M=#


29/60

.

a Strategic le3el:

It encompasses ris" management functions performed by senior management and B1)$ /orinstance definition of ris"s, ascertaining institutions ris" appetite, formulating strategy andpolicies for managing ris"s and establish adequate systems and controls to ensure that overallris" remain !ithin acceptable level and the re!ard compensate for the ris" ta"en$

Macro Le3el:

It encompasses ris" management !ithin a business area or across business lines$ (enerallythe ris" management activities performed by middle management or units devoted to ris"revie!s fall into this category$

c Micro Le3el:

It involves 1nGtheGline6 ris" management !here ris"s are actually created$ %his is the ris"management activities performed by individuals !ho ta"e ris" on organi#ation6s behalf suchas front office and loan origination functions$ %he ris" management in those areas is confinedto follo!ing operational procedures and guidelines set by management$

Board and senior Manage!ent o3ersight:

%o be effective, the concern and tone for ris" management must start at the top$ +hile theoverall responsibility of ris" management rests !ith the B1), it is the duty of seniormanagement to transform strategic direction set by board in the shape of policies andprocedures and to institute an effectivehierarchy to eecute and implement those policies$ %o ensure that the policies are consistent!ith the ris" tolerances of shareholders the same should be approved from board$

Risk Manage!ent 4ra!e1ork:

A ris" management frame!or" encompasses the scope of ris"s to be managed, theprocessKsystems and procedures to manage ris" and the roles and responsibilities ofindividuals involved in ris" management$ %he frame!or" should be comprehensive enough tocapture all ris"s a ban" is eposed to and have fleibility to accommodate any change inbusiness activities$

Integration o4 Risk Manage!ent:

.is"s must not be vie!ed and assessed in isolation, not only because a single transaction

might have a number of ris"s but also one type of ris" can trigger other ris"s$ Sinceinteraction of various ris"s could result in diminution or increase in ris", the ris" managementprocess should recogni#e and reflect ris" interactions in all business activities as appropriate$+hile assessing and managing ris" the management should have an overall vie! of ris"s theinstitution is eposed to$ %his requires having a structure in place to loo" at ris"interrelationships across the organi#ation$

29


30/60

Business Line Accountailit":

In every ban"ing organi#ation there are people !ho are dedicated to ris" managementactivities, such as ris" revie!, internal audit etc$ It must not be construed that ris"management is something to be performed by a fe! individuals or a department$ Businesslines are equally responsible for the ris"s they are ta"ing$ Because line personnel, more thananyone e lse, understand the ris"s of the business, such a lac" of accountability can lead to

problems$

Independent re3ie1:

1ne of the most important aspects in ris" management philosophy is to ma"e sure that those!ho ta"e or accept ris" on behalf of the institution are not the ones !ho measure, monitor andevaluate the ris"s$ Again the managerial structure and hierarchy of ris" revie! function mayvary across ban"s depending upon their si#e and nature of the business, the "ey isindependence$ %o be effective the revie! functions should have sufficient authority, epertiseand corporate stature so that the identification and reporting of their findings could be

accomplished !ithout any hindrance$ %he findings of their revie!sshould be reported to business units, Senior 'anagement and, !here appropriate, the Board$

!anag)ng cred)t r)%k

&Credit ris" arises from the potential that an obligor is either un!illing to perform on anobligation or its ability to perform such obligation is impaired resulting in economic loss tothe ban"O

Co!ponents o4 credit risk !anage!ent

A typical Credit ris" management frame!or" in a financial institution may be broadlycategori#ed into follo!ing main componentsE

aBoard and senior 'anagement6s 1versight 1rgani#ational structurec Systems and procedures for identification, acceptance, measurement, monitoring andcontrol ris"s$

& Board and Senior Manage!ents +3ersight

It is the overall responsibility of ban"6s Board to approve ban"6s credit ris" strategy andsignificant policies relating to credit ris" and its management !hich should be based on theban"6s overall business strategy$ %o "eep it current, the overall strategy has to be revie!ed bythe board, preferably annually$ %he responsibilities of the Board !ith regard to credit ris"management shall, interalia, include E

30


31/60

a- )elineate ban"6s overall ris" tolerance in relation to credit ris"$b- 5nsure that ban"6s overall credit ris" eposure is maintained at prudent levels andconsistent !ith the available capitalc- 5nsure that top management as !ell as individuals responsible for credit ris" managementpossess sound epertise and "no!ledge to accomplish the ris" management functiond- 5nsure that the ban" implements sound fundamental principles that facilitate theidentification, measurement, monitoring and control of credit ris"$e- 5nsure that appropriate plans and procedures for credit ris" managementare in place$

( +rgani$ational Structure:

5ach ban", depending upon its si#e, should constitute a Credit .is" 'anagement CommitteeC.'C-, ideally comprising of head of credit ris" management )epartment, creditdepartment and treasury$ %his committee reporting to ban"6s ris" management committee

should be empo!ered to oversee credit ris" ta"ing activities and overall credi t ris"management function$ %he C.'C should be mainly responsible for

a) %he implementation of the credit ris" policy K strategy approved by the Board$

b) 'onitor credit ris" on a ban"G!ide basis and ensure compliance !ith limits approvedby the Board$

c) .ecommend to the Board, for its approval, clear policies on standards for presentationof credit proposals, financial covenants, rating standards and benchmar"s$

d) )ecide delegation of credit approving po!ers, prudential limits on large crediteposures, standards for loan collateral, portfolio management, loan revie!mechanism, ris" concentrations, ris" monitoring and evaluation, pricing of loans,provisioning, regulatoryKlegal compliance, etc$

- S/%tem% and Proced.re%:

31


32/60

Credit +riginationE

Ban"s must operate !ithin a sound and !ellGdefined criteria for ne! credits as !ell as theepansion of eisting credits$ Credits should be etended !ithin the target mar"ets andlending strategy of the institution$ Before allo!ing a credit facility, the ban" must ma"e anassessment of ris" profile of the customerKtransaction$ %his may includeE

a- Credit assessment of the borro!er6s industry, and macro economic factors$

b- %he purpose of credit and source of repayment$

c- %he trac" record K repayment history of borro!er$

d- AssessKevaluate the repayment capacity of the borro!er$

e- %he Proposed terms and conditions and covenants$

f- Adequacy and enforceability of collaterals$

g- Approval from appropriate authority

Li!it setting:

An important element of credit ris" management is to establish eposure limits for singleobligors and group of connected obligors$

%he measurement of credit ris" is of vital importance in credit ris" management$ A number ofqualitative and quantitative techniques to measure ris" inherent in creditportfolio are evolving$

Internal Risk RatingE

Credit ris" rating is summary indicator of a ban"6s individual credit eposure$ An internalrating system categori#es all credits into various classes on the basis of underlying creditquality$ A !ellGstructured credit rating frame!or" is an important tool for monitoring andcontrolling ris" inherent in individual credits as !ell as in credit portfolios of a ban" or abusiness line$ %he importance of internal credit rating frame!or" becomes more eminent dueto the fact that historically major losses to ban"s stemmed from default in loan portfolios$

Managing Market Risk

&It is the ris" that the value of on and offGbalance sheet positions of a financial institution!ill be adversely affected by movements in mar"et rates or prices such as interest rates,foreign echange rates, equity prices, credit spreads andKor commodity prices resulting ina loss to earnings and capitalO

32


33/60

Interest rate risk:

Interest rate ris" arises !hen there is a mismatch bet!een positions, !hich are subject tointerest rate adjustment !ithin a specified period$ %he ban"6s lending, funding and investmentactivities give rise to interest rate ris"$ %he immediate impact of variation in interest rate is onban"6s net interest income, !hile a long term impact is on ban"6s net !orth since theeconomic value of ban"6s assets, liabilities and offGbalance sheet eposures are affected$

Consequently there are t!o common perspectives for the assessment of interest rate ris"$

a- =arning perspecti3e:

In earning perspective, the focus of analysis is the impact of variation in interest rates onaccrual or reported earnings$ %his is a traditional approach to interest rate ris" assessment andobtained by measuring the changes in the 2et Interest Income 2II- or 2et Interest 'argin2I'- i$e$ the difference bet!een the total interest income and thetotal interest epense$

b- =cono!ic /alue perspecti3e:

It reflects the impact of fluctuation in the interest rates on economic value of a financial

institution$ 5conomic value of the ban" can be vie!ed as the present value of future cashflo!s$ In this respect economic value is affected both by changes in future cash flo!s anddiscount rate used for determining present value$ 5conomic value perspective considers thepotential longerGterm impact of interest rates on an institution$

=9uit" price risk:

It is ris" to earnings or capital that results from adverse changes in the value of equity relatedportfolios of a financial institution$ Price ris" associated !ith equities could be systematic orunsystematic$ %he former refers to sensitivity of portfolio6s value to changes in overall levelof equity prices, !hile the later is associated !ith price volatility that is determined by firmspecific characteristics$

=le!ents o4 Market Risk !anage!ent:

Board and senior Manage!ent +3ersight:4i"e!ise other ris"s, the concern for management of 'ar"et ris" must start from the topmanagement$ 5ffective board and senior management oversight of the ban"6s overall mar"etris" eposure is cornerstone of ris" management process$ /or its part, the board of directorshas follo!ing responsibilities$a- )elineate ban"s overall ris" tolerance in relation to mar"et ris"$b- 5nsure that ban"6s overall mar"et ris" eposure is maintained at prudent levels andconsistent !ith the available capital$

33


34/60

c- 5nsure that top management as !ell as individuals responsible for mar"et ris" managementpossess sound epertise and "no!ledge to accomplish the ris" management function$d- 5nsure that the ban" implements sound fundamental principles that facilitate theidentification, measurement, monitoring and control of mar"et ris"$e- 5nsure that adequate resources technical as !ell as human- are devoted to mar"et ris"management$

+rgani$ational Structure$%he organi#ational structure used to manage mar"et ris" vary depending upon the nature si#eand scope of business activities of the institution, ho!ever, any structure does not absolve thedirectors of their fiduciary responsibilities of ensuring safety and soundness of institution$+hile the structure varies depending upon the si#e, scope and compleity of business, at aminimum it should ta"e into account follo!ing aspe ct$a- %he structure should conform to the overall strategy and ris" policy set by the B1)$b- %hose !ho ta"e ris" front office- must "no! the organi#ation6s ris" profile, products thatthey are allo!ed to trade, and the approved limits$c- %he ris" management function should be independent, reporting directly to seniormanagement or B1)$

d- %he structure should be reinforced by a strong 'IS for controlling, monitoring andreporting mar"et ris", including transactions bet!een an institution and its affiliates$

AssetLiailit" Co!!ittee:

Popularly "no!n as A4C1, is senior management level committee responsible forsupervision K management of 'ar"et .is" mainly interest rate and 4iquidity ris"s-$ %hecommittee generally comprises of senior managers from treasury, Chief /inancial 1fficer,business heads generating and using the funds of the ban", credit, and individuals from thedepartments having direct lin" !ith interest rate and liquidity ris"s$ %he C51 or some seniorperson nominated by C51 should be head of the committee$ %he si#e as !ell as compositionof A4C1 could depend on the si#e of each institution, business mi and organi#ational

compleity$ %o be effective A4C1 should have members from each area of the ban" thatsignificantly influences liquidity ris"$ In addition, the head of the Information system)epartment if any- may be an invitee for building up of 'IS and related computeri#ation$'ajor responsibilities of the committee includeEa- %o "eep an eye on the structure Kcomposition of ban"6s assets and liabilities and decideabout product pricing for deposits and advances$b- )ecide on required maturity profile and mi of incremental assets and liabilities$c- Articulate interest rate vie! of the ban" and deciding on the future business strategy$d- .evie! and articulate funding policy$e- )ecide the transfer pricing policy of the ban"$f- 5valuate mar"et ris" involved in launching of ne! products$

A4C1 should ensure that ris" management is not confined to collection of data$ .ather, it !illensure that detailed analysis of assets and liabilities is carried out so as to assess the overallbalance sheet structure and ris" profile of the ban"$ %he A4C1 should cover the entirebalance sheetKbusiness of the ban" !hile carrying out the periodic analysis$

Middle +44ice:$

34


35/60

%he ris" management functions relating to treasury operations are mainly performed bymiddle office$ %he concept of middle office has recently been introduced so as toindependently monitor, measure and analy#e ris"s inherent in treasury operations of ban"s$Besides the unit also prepares reports for the information of senior management as !ell asban"6s A4C1$ Basically the middle office performs ris" revie! function of dayGtoGdayactivities$ Being a highly speciali#ed function, it should be staffed by people !ho haverelevant epertise and "no!ledge$ %he methodology of analysis and reporting may vary fromban" to ban" depending on their degree of sophistication and eposure to mar"et ris"s$ %hesesame criteria !ill govern the reporting requirements demanded of the 'iddle 1ffice, !hichmay vary from simple gap analysis to computeri#ed a. modeling$ 'iddle 1ffice staff mayprepare forecasts simulations- sho!ing the effects of various possible changes in mar"etconditions related to ris" eposures$ Ban"s using a. or modeling methodologies shouldensure that its A4C1 is a!are of and understand the nature of the output, ho! it is derived,assumptions and variables used in generating the outcome and any shortcomings of themethodology employed$ Segregation of duties should be evident in the middle office, !hichmust report to A4C1 independently of the treasury function$ In respect of ban"s !ithout aformal 'iddle 1ffice, it should be ensured that ris" control and analysis should rest !ith adepartment !ith clear reporting independence from %reasury or ris" ta"ing units, until normal

'iddle 1ffice frame!or" is established$

/alue at Risk:

alue at .is" A.- is generally accepted and !idely used tool for measuringmar"et ris" inherent in trading portfolios$ It follo!s the concept that reasonableepectation of loss can be deduced by evaluating mar"et rates, prices observedvolatility and correlation$ A. summari#es the predicted maimum loss or!orst loss- over a target hori#on !ithin a given confidence level$ %he !ellG"no!nproprietary models that use A. approaches are :P 'organ6s .is" metrics,Ban"er6s trust .is" Adjusted .eturn on Capital, and Chase6s alue at ris"$(enerally there are three !ays of computing A.

a- Parametric method or ariance covariance approachb- *istorical Simulationc- 'onte Carlo method

Ban"s are encouraged to calculate their ris" profile using A. models$ At theminimum ban"s are epected to adopt relatively simple ris" measurementmethodologies such as maturity mismatches, sensitivity analysis etc$

Risk Monitoring:

.is" monitoring processes are established to evaluate the performance of ban"6s

ris" strategiesKpolicies and procedures in achieving overall goals$ +hether themonitoring function is performed by middleGoffice or it is a part of ban"s internalaudit it is important that the monitoring function should be independent ofunits ta"ing ris" and report directly to the top managementKboard$

Audit:

Ban"s need to revie! and validate each step of mar"et ris" measurement process$ %his revie!function can be performed by a number of units in the organi#ation including internal

35


36/60

auditKcontrol department or A4C1 support staff$ In small ban"s, eternal auditors orconsultants can perform the function$

Risk li!its:

As stated earlier it is the board that has to determine ban"6s overall ris" appetite and eposure

limit in relation to its mar"et ris" strategy$ Based on these tolerances the senior managementshould establish appropriate ris" limits$ .is" limits for business units, should be compatible!ith the institution6s strategies, ris" management systems and ris" tolerance$ %he limitsshould be approved and periodically revie!ed by the Board of )irectors andKor seniormanagement, !ith changes in mar"et Conditions or resources prompting a reassessment oflimits$ Institutions need to ensure consistency bet!een the different types of limits$

a Gap Li!its:

%he gap limits epressed in terms of interest sensitive ratio for a given time band aims atmanaging potential eposure to a ban"6s earnings K capital due to changes in interest rates$Setting such limits is useful !ay to limit the volume of a ban"6s repricing eposures and is an

adequate and effective method of communicating the ris" profile of the ban" to seniormanagement$ Such gap limits can be set on a net notional basis net of asset K liabilityamounts for both on and off balance sheet items- or a durationG!eighted basis, in each timeband$ )uration is the !eighted average term to maturity of a security6s cash flo!$ /orinstance a .s 7 > year D semi Annual- coupon bond having yield of D !ill have aduration of ;$?7< years as already eplained in the footnotes-$

c- actor Sensiti3it" Li!its:

%he factor sensitivity of interest rate position is calculated by discounting the position usingcurrent mar"et interest rate and then using the current mar"et interest rate increase or decreaseby one basis point$ %he difference in the t!o values "no!n as factor sensitivity is the potentialfor loss given one basis point change in interest rate$ Ban"s may introduce such limits for

each time band as !ell as total eposure across all time bands$ %he factor sensitivity limit orP7 limit measures the change in portfolio present value given one basis point fluctuation inunderlying interest rate$

!anag)ng L)?.)d)t/ R)%k

&4iquidity ris" is the potential for loss to an institution arising from either its inability to meetits obligations or to fund increases in assets as they fall due !ithout incurring unacceptablecost or losses.

Board and Senior Manage!ent +3ersight:%he prerequisites of an effective liquidity ris" management include an informed board,capable management, staff having relevant epertise and efficient systems and procedures$ Itis primarily the duty of board of directors to understand the liquidity ris" profile of the ban"and the tools used to manage liquidity ris"$ %he board has to ensure that the ban" has

36


37/60

necessary liquidity ris" management frame!or" and ban" is capable of confronting unevenliquidity scenarios$

Li9uidit" Risk Strateg"E

%he liquidity ris" strategy defined by board should enunciate specific policies on particularaspects of liquidity ris" management, such asE

a.Co!position o4 Assets and Liailities:

%he strategy should outline the mi of assets and liabilities to maintain liquidity$ 4iquidityris" management and assetKliability management should be integrated to avoid steep costsassociated !ith having to rapidly reconfigure the asset liability profile from maimumprofitability to increased liquidity$

.Di3ersi4ication and Stailit" o4 Liailities:

A funding concentration eists !hen a single decision or a single factor has the potential toresult in a significant and sudden !ithdra!al of funds$ Since such a situation could lead to anincreased ris", the Board of )irectors and senior management should specify guidance

relating to funding sources and ensure that theban" have a diversified sources of funding dayGtoGday liquidity requirements$ An institution!ould be more resilient to tight mar"et liquidity conditions if its liabilities !ere derived frommore stable sources$ %o comprehensively analy#e the stability of liabilitiesKfunding sourcesthe ban" need to identifyE

o 4iabilities that !ould stay !ith the institution under any circumstances=

o 4iabilities that runGoff gradually if problems arise= and

o %hat runGoff immediately at the first sign of problems$

c. Access to Interank Market:

%he interGban" mar"et can be important source of liquidity$ *o!ever, the strategies shouldta"e into account the fact that in crisis situations access to inter ban" mar"et could be difficultas !ell as costly$

ALC+In3est!ent Co!!ittee:

%he responsibility for managing the overall liquidity of the ban" should be delegated to aspecific, identified group !ithin the ban"$ %his might be in the form of an Asset 4iabilityCommittee A4C1- comprised of senior management, the treasury function or the ris"

management department$

Li9uidit" Risk Manage!ent 5rocess:

Besides the organi#ational structure discussed earlier, an effective liquidity ris" managementinclude systems to identify, measure, monitor and control its liquidity eposures$'anagement should be able to accurately identify and quantify the primary sources of aban"s liquidity ris" in a timely manner$ %o properly identify the sources, management should

37


38/60

understand both eisting as !ell as future ris" that the institution can be eposed to$'anagement should al!ays be alert for ne! sources of liquidity ris" at both the transactionand portfolio levels$

Scope o4 C5:

%he sophistication of a C/P depends upon the si#e, nature, compleity of business, ris"eposure, and organi#ational structure$

Li9uidit" Ratios and Li!its:

Ban"s may use a variety of ratios to quantify liquidity$ %hese ratios can also be used to createlimits for liquidity management$ *o!ever, such ratios !ould be meaningless unless usedregularly and interpreted ta"ing into account qualitative factors$ .atios should al!ays be usedin conjunction !ith more qualitative information about borro!ing capacity, such as theli"elihood of increased requests for early !ithdra!als, decreases in credit lines, decreases intransaction si#e, or shortening of term funds available to the ban"$

!anag)ng O9erat)onal R)%k

&1perational ris" is the ris" of loss resulting from inadequate or failed internal processes,people and system or from eternal eventsO

1perational ris" is associated !ith human error, system failures and inadequate procedures and controls$ It is the

ris" of loss arising from the potential that inadequate information system= technology failures, breaches ininternal controls, fraud, unforeseen catastrophes, or other operational problems may result in unepected lossesor reputation problems$ 1perational ris" eists in all products and business activities$

Risk Assess!ent and Euanti4ication:Ban"s should identify and assess the operational ris" inherent in all material products, activities, processes andsystems and its vulnerability to these ris"s$ Ban"s should also ensure that before ne! products, activities,processes and systems are introduced or underta"en, the operational ris" inherent in them is subject to adequate

38


39/60

assessment procedures. +hile a number of techniques are evolving, operating ris" remains the most difficult ris"category to quantify$ It !ould not be feasible at the moment to epect ban"s to develop such measures *o!everthe ban"s could systematically trac" and record frequency, severity and other information on individual lossevents$ Such a data could provide a meaningful information for assessing the ban"6s eposure to operational ris"and developing a policy to mitigate K control that ris"$

Risk Monitoring:An effective monitoring process is essential for adequately managing operational ris"$ .egular monitoringactivities can offer the advantage of quic"ly detecting and correcting deficiencies in the policies, processes andprocedures for managing operational ris"$ Promptly detecting and addressing these deficiencies can substantiallyreduce the potential frequency andKor severity of a loss$ %here should be regular reporting of pertinentinformation to senior management and the board of directors that supports the proactive management ofoperational ris"$ Senior 'anagement should establish a programme toEa- 'onitor assessment of the eposure to all types of operational ris" faced by the institution=b- Assess the quality and appropriateness of mitigating actions, including the etent to !hich identifiable ris"scan be transferred outside the institution= andc- 5nsure that adequate controls and systems are in place to identify and address problems before they becomemajor concerns$

Risk Reporting:'anagement should ensure that information is received by the appropriate people, on a timely basis, in a formand format that !ill aid in the monitoring and control of the business$

=stalishing Control Mechanis!:Although a frame!or" of formal, !ritten policies and procedures is critical, it needs to be reinforced through astrong control culture that promotes sound ris" management practices$ Ban"s should have policies, processes andprocedures to control or mitigate material operational ris"s$ Ban"s should assess the feasibility of alternative ris"limitation and control strategies and should adjust their operational ris" profile using appropriate strategies, inlight of their overall ris" appetite and profile$ %o be effective, control activities should be an integral part of theregular activities of a ban"$

39


40/60

F)nanc)al Anal/%)% of !CB

7or)5ontal Anal/%)%

Muslim Commercial Ban& 'imited

Balance Sheet

!s on ()st *ecember

$te!s &'1' &''< &'1'&''


41/60

Total L)a)l)t)e% ,((;-,(;,', ,- ret+rn > interest e"ensed 17,987,767 15,837,322 14

Net markH.9 )ntere%t )ncome-*;(--;+&

)%)on%--;&-*;,1

&&(;,+*;-*

, 1

NonHmarkH.9 )ntere%t )ncome

*ee, co!!ission and -ro)erae inco!e 4,129,540 3,455,948 19

Diidend inco!e 543,906 459,741 18

$nco!e fro! dealin in forein c+rrencies 632,346 341,402 85

/ain on sale of sec+rities net 411,834 773,768 47

Other inco!e 547,680 612,026 11

Total nonmarkup / interest income *;&*+;-'* +;*,&;((+ 11

Income after )ntere%t )ncome-


42/60

Other "roision net 88,261 142,824 38

Other chares 986,440 690,150 43

Total nonmarkup / interest expenses13,248,64

310,944,30

4 21

Prof)t efore ta@at)on&*;&+-;'

+&-;1+,;


43/60

ia-ilities aainst assets s+-;ect to finance lease 0 0Deferred ta lia-ilities net 4,934,018 6 3,196,743 5

Other lia-ilities 16,092,319 20 15,819,082 23

Total L)a)l)t)e% ,((;-,(;,', 617 ,-


44/60

#ert)cal Anal/%)%

44


45/60

45

!.%l)m Commerc)al Bank L)m)ted

Prof)t and Lo%% Acco.nt

A% on -1%t Decemer

&'1'>ert)cal &''ert)cal

ar)+" > ret+rn > interest earned54,821,29

6 32551,616,00

7 333

ar)+" > ret+rn > interest e"ensed17,987,76

7 10715,837,32

2 102

Net markH.9 )ntere%t )ncome

-*;(--;+&

< &1(

-+;(;*(

+ &-1'roision for di!in+tion in the al+e of inest!ents net 444,476 3 1,484,218 10

'roision aainst loans and adances net 3,100,594 18 5,796,527 37

(ad de-ts ritten off directl 52,047 0 41,576 0

Net markH.9 )ntere%t )ncome after 9ro>)%)on%--;&-*;,1

& 1


46/60

Rat)o Anal/%)% of !CB

&An inde that relates t!o accounting numbers and is obtained by dividing one

number by otherO

.atio Analysis is an important and ageGold technique of financial analysis$ It

simplifies the comprehension of financial statements$ .atios tell the !hole story of changes in

the financial condition of business$ It provides data fro inter firm comparison$ %hey also

reveal strong firms and !ea" firms, overG valued and undervalued firms$

.atio analysis also ma"es possible comparison of the performance of different

divisions of the firm$ %he ratios are helpful in decision about their efficiency of other!ise in

the past and li"ely performance in future$ .atios also help in Investment decisions in theinvestors and lending decisions in the case of ban"ers etc$

/ollo!ing are the main types of ratios that I am going to calculate in this report to

compare and highlight the financial performance of 'CB in ?7 !ith ?8

46


47/60

2010 2009

'


48/60

Details:

)eposits are increased in ?7 and profit on deposits also increased$

5quity Capital increased in ?7 and return also increase$

Profit margin increase in ?7 as compare to ?8$

%otal )eposits are also more than ?8, !ith increasing ratio$

Profits are more in ?7 as compare to ?8$

Advances Increases in ?7$

Admin epenses are more as compare to ?8$

)eposits increases in ?7$

Interpretation:

%he past t!o years data sho!s an increase in all return i$e$ interest earned, interest

income, Profit after taation- !hich is a positive sign$ But mostly epenses i$e$ Admin

epenses, Provisions, %aation- are also increase !hich sho! negative sign of business$ %he

Ban" should have to revie! its policies to decrease epenses$

S$OT ANALSIS

48


49/60

S


50/60

Best Bank In 5akistan A1ard: 'CB has been a!arded the best ban" in Pa"istan since ?, ?7,

?9, ?;, and ?@

;=A>#=SS:

'CB offers different types of products to the customers therefore majority of peopleare not !ell a!are about the products of 'CB$ /or eamples if a person !ants to

open an account !ith 'CB say it is current but he does not "no! !hat type of Current

Account he should open does not "no! this the major !ea"ness for the 'CB$

2o entertainment facilities are available in the ban" !hen customer visits Ban" and

!ait for at longer time$ %hese facilities can be the 2e!spaper$ 'aga#ines, etc$

1ut loo" of the 'CB branches is not attractive to the people$

In this era of competition most of the ban"s advertising their different products and

services but no commercial I have seen on any channel regarding their products and

services$

5quality should be observed throughout ban"ing system$ %here should no

discrimination among the customers$ As I observed at the branch !here I !or"ed

!ealthy customers !ere given the more entertaining services !hile the customers !ho

have lo! investment !ith the ban" !aited for long for their turn$

At private local ban"s there is normally transfer of employees after a normal period of

one and a half years or t!o years !hile at 'CB branch !here I did my internship

most of the employees are !or"ing more than three years$ :ob .otation help the

employees to learn about different segments of the business !hich I thin" is missing at

'CB$

+55%R


51/60

Best Ban" in Pa"istan A!ardE 'CB has been a!arded the best ban" in Pa"istan since

?, ?7, ?9, ?;, and ?@$

%hese a!ards create an edge in the mind of people to invest and borro! from this

ban"$

Before privati#ation people !ere not satisfied !ith the services of the ban"$ After theprivati#ation people have different alternatives to invest and borro! from$ %he 'CB

due to its over 7 years performance it has the opportunities to attract the customers


52/60

diversity of buyers preferences in many mar"ets require the constant attention of the mar"et

vouchers to identify promises business opportunities, see the shifting requirements of the

buyers, evaluate changes in competitors positioning and guide the choice of !hich buyers to

target and classify them according to respective segments$ Identification of eternal and

macro factors that influence buyers and thus change the si#e and composition of mar"et

overtime involves initially building customer profiles$ %hese influences includeE

Political and legal environment

5conomic trends

Socio cultural environment

%echnological factors

5+LI


53/60

o .ates of interest

o Budget deficit

o 5change rates

o Cost of living

o Inflation

S+CI+C%L


54/60

CONCL3SION

It is evident from this report that 'CB is ma"ing progress by leaps and bounds$ %he profits of

'CB have gro!n considerably during the last fe! years and this trend is epected to continue

into the future$ %herefore !e conclude that 'CB has a very prosperous present and future,

!hich assures the shareholders of !ealth maimi#ation$ Side by side of it I thin" that if ban"

!ould be able to cover and control on the above mentioned recommendations then it !ould be

in such a situation that !ill really lead it to!ards the road of prosperity, development and

integrity$ And !ith the above mentioned sentences I thin" there is too fault of the customers

and in order to ma"e the proper !or"ing of the ban" the customers should

Also cooperate !ith the ban" !hich !ill be really a good, ambitious and diligent condition for

the ban"$ And then ban" !ill be really in such a situation and position to compete its

competitors in the country as !ell as on international level$

54


55/60

S3GGESTIONS

Ban" must let potential customers "no! that all attractions for ban"ing eist$ %his is done by

advertising on television and obtaining press coverage, in conjunction !ith direct mail,!indo! displays, leaflet in branches and in appropriate other locations such as hotels, shops,

etc$- and including leaflets in statement of accounts sent to eisting customers in the hope that

they !ill tell potential customers about the services provided by our ban"$

/inancially unsophisticated people might feel ban" accounts, cheque boo"s, credit cards, etc$

are difficult to understand and to "eep control thereof$

Some personal sector customers prefer not to come to branch$ %hey increasingly !ant to deal

!ith the ban" in other !ays, such as home ban"ing or use of Automated %eller 'achines

A%'s-, !hich need to be at the branch or some important shopping pla#as$

It is !idely "no!n that there is a substantial Blac" 5conomy in Pa"istan, +here people earn

income that is undisclosed to the revenues authorities$ Payments for goods and services in the

blac" economy are necessarily in cash, because transactions by cheques are more li"ely to be

eposed to the revenue authorities$ Some people !ill therefore avoid ban" accounts to

preserve secrecy of earnings$

1ne !ay to retain the personal sector customers is to offer a !ide range of services such as

ta advice, free life insurance equivalent to amount deposited, shares portfolio management,fund management facility, etc$, complimentary to the core services$ Ban"s must have a

slightly different mi of services$ Ban"s must have a slightly different mi of services and

mean of providing these such that customers can choose the mi that suits them best$

Arguably, there has been a little encouragement from ban"s to persuade people to open a

ban" account$ 1pening hours are restricted, and there is a commonly held belief that ban"s

operate for their convenience and not for the convenience of the customers$

A logic leads to promotional campaign through employers !ho are customers of the ban"s

and their employees are paid in cash$ Such business accounts should be encouraged to open

the accounts of their employees !ith the ban"s$ It might be !orth offering free ban"ing for a

specific period to ne! accounts or simply publici#ing the services available by means of

posters at the employer6s premises$

It might be possible to attract another type of personal customers through business accounts,

namely directors and denier employees, etc$ Again an incentive pac"age could be put

together$

55


56/60

%he ban"s may choose to ma"e its eisting products distinctive or to introduce ne! products$

It is often easier to benefit from adverse changes made by other ban"s than to attract

customers by innovations$

A short term promotional technique is to offer price incentives, for eample, lo! interest rates

on advances or limited issue high profit bearing term deposits$ 4onger term, a 4oss 4eader

may be offered$ /or eample, profit bearing current accounts are not very lucrative but anyban" can not afford not to offer these$ %he reduced profits can be augmented by profits made

on other products$

It is also possible to attractKretain personal customers by investment in ne! technology li"e

A%'s and %elephone Ban"ing facilities, !hich made the services quic"er, easier, cheaper and

more fleible$

56


57/60

Glo%%ar/

!CB +sli! Co!!ercial (an)

AT! +to!atic %eller achine

FED *ederal Ecise D+t

$7T ith oldin %a

TDR %er! De"osit


58/60

ICO $nternal control officer

CSO C+sto!er serice officer

DD De!and Draft

PO 'a Order

FTA *+nd %ransfer ""lication

CPD Central 'rocessin Diision

NIFT #ational $nstit+te of *acilitation %echnolo

TDR %er! De"osit


59/60

htt"F>>en.i)i"edia.or>i)i>Econo!GofG'a)istan

htt"F>>.!c-.co!.")>!c->a-o+tG!c-.as"

htt"F>>.o""a"ers.co!>essas>'a)istans(an)in:ector$nd+str nalsis>181995

htt"F>>.s-".or.")>re"orts>ann+al>arf09>anneGinde.ht!

htt"F>>en.i)i"edia.or>i)i>+sli!GCo!!ercialG(an)

htt"F>>.-l+rtit.co!>B501915.ht!l

'CB Brochures 'anuals

Annual .eport

59
http://en.wikipedia.org/wiki/Economy_of_Pakistanhttp://www.mcb.com.pk/mcb/about_mcb.asphttp://www.oppapers.com/essays/Pakistans-Banking-Sector-Industry%20Analysis/181995http://www.sbp.org.pk/reports/annual/arfy09/annex_index.htmhttp://en.wikipedia.org/wiki/Muslim_Commercial_Bankhttp://www.blurtit.com/q501915.htmlhttp://www.blurtit.com/q501915.htmlhttp://en.wikipedia.org/wiki/Economy_of_Pakistanhttp://www.mcb.com.pk/mcb/about_mcb.asphttp://www.oppapers.com/essays/Pakistans-Banking-Sector-Industry%20Analysis/181995http://www.sbp.org.pk/reports/annual/arfy09/annex_index.htmhttp://en.wikipedia.org/wiki/Muslim_Commercial_Bankhttp://www.blurtit.com/q501915.html


60/60

COP RIG7T

Attention is dra!n to the fact that the copy right of this report rests !ith author$ %his copy of

report has been supplied on condition that any one !ho consults it is the understood torecogni#e that its copy right !ith its author and no information derived from it may bepublished !ithout the prior !ritten consent author$

%his report contains material, !hich is the property of the 'CB 4imited, 3arachi and isclearly mar"ed as such$ Although they have given me their "ind permission for itsreproduction$ %his material remains protected under their copy right$

%his report may be made available for consultation !ithin University K )epartment ofCommerce library and may be published on or lent to other libraries for the purpose ofconsultation$

Documents

goharinternshipreportfinal-120719004553-phpapp02