Professional Documents
Culture Documents
0 Company Background
IDLC Finance Limited commenced its journey in 1985, as the first ever leasing company of the country. In 1995, IDLC was licensed as a Financial Institution by the countrys central bank, Bangladesh Bank, following the enactment of the Financial Institution Act 1993. Over the last two and a half decades, IDLC has grown in tandem with the countrys transition into a developing country and has emerged as Bangladeshs leading multiproduct financial institution. IDLC has changed its name to IDLC Finance Limited from earlier Industrial Development Leasing Company of Bangladesh Limited in August 2007. Since 1985, when IDLC was formed as the pioneering leasing company in Bangladesh, the company continues to evolve as an innovative financial solutions provider. IDLC is now able to offer its customers, integrated and customized financial solutions all under one roof. The Companys wide array of products and services range from retail products, such as home and car loans, corporate and SME products including lease and term loans, structured finance services ranging from syndications to capital restructuring and a complete suite of merchant banking and capital market services. The subsidiaries of IDLC finance Limited are IDLC Securities Limited IDLC Securities Limited, a fully owned subsidiary of IDLC, offers full-fledged international standard brokerage service for retail and institutional clients. It has seats on both Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited. IDLC Investments Limited As advised by the Securities & Exchange Commission (SEC), the Company formed a separate subsidiary on May 19, 2010 in the name and style IDLC Investments Limited to transfer its existing merchant banking activities. The Company has applied to the SEC to transfer the existing merchant banking license of IDLC Finance Limited in the name of IDLC Investments Limited. After getting approval from SEC, the companys existing merchant banking services will be provided by its wholly owned subsidiary, IDLC Investments Limited.
IDLC Finance Limited. Financial Institution. (Leasing company) Licensed as Financial Institution under Financial Institutions Act, 1993 on February7, 1995.
Year of Establishment:
C 14218/1992 of 1984-1985. BCD (Non-banking)/Dhaka/2/1995. Bays Galleria (1st Floor) 57 Gulshan Avenue, Gulshan 1, Dhaka 1212 Tel: +880 (2) 883 4990 (Auto Hunting) Facsimile: +880 (2) 883 4377, 883 5887 E-mail: mailbox@idlc.com
Lanka Bangla Securities Limited SES Securities Limited IDLC Securities Limited
Memberships:
Asian Financial Services Association. Bangladesh Merchant Bankers Association. Bangladesh Association of Publicly Listed Companies. The Institute of Bankers, Bangladesh. Chambers of Commerce & Industry.
1.2 Mission
Their mission is to be one of the top three financial institutions in terms of profitability and brand image through quality growth and superior client services.
1.3 Vision
To be the most preferred financial institution in the country by exceeding stakeholders expectations.
Customer: we live for our customers. Focus: we keep promises; we are honest, transparent & compliant. Trust & Respect: we respect the environment and our culture. Environment Friendly: be direct, simple & consistent, no jargons, transparent. Simplicity: be direct, simple & consistent, no jargons, transparent. Passion: one team one goal, exceed customer expectation, deep understanding of our
market.
Equal Opportunity: Gender/age/racial/religious equality and meritocracy.
1.7 Methodology
We have used different data collection method for conducting the study:
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discussion with the administrative manager and officers of different departments for relevant and extensive information regarding this study.
Secondary data: Secondary data is our main source of information. Data required for
our study is mainly collected from IDLC website and IDLC annual report of 2010.
1.9 Limitation
While preparing the report we had to face many difficulties: As we were outsider we did not have access to many confidential documents and information which would have enriched the report to some great extent. Lack of time for such vast study. Lack of information available on the internet. Some personnel were reluctant in providing appropriate information required for the study.
To ensure that proper and adequate internal controls are in place; To provide the Board of Directors with a clear understanding of where enterprise risk lies; and
Assist the Board of Directors in discharging its responsibilities towards the stakeholders
of the company. Role of the Audit Committee The role of the Audit Committee clearly lays down its authority, responsibility and specifi c duties. The Committee is empowered, among other things, to examine any matter relating to the financial affairs of the Company and to review all audit and inspection programs, internal control systems and procedures, accounting policies and adherence to compliance requirements, etc. This ensures that a sound control system is in place, which is well managed, providing accurate, appropriate and timely information to the Board of Directors and stakeholders.
Internal Control Committee addresses operational risk and frames and implements policies to encounter such risks. The Committee assesses operational risk across the Company, as a whole, and ensures that an appropriate framework exists to identify, assess and manage operational risk.
diverging from Group policy or practice; Review and make recommendations to the Board on remuneration; Perform other functions referred to the Committee by the Board.
The committee supervises the ethical business practices of the different units of the company. It also ensures the compliance with the stated conduct and code of ethics of the company.
Bill/Invoice Discounting Work Order Finance Corporate Real Estate Finance Real Estate Developer Finance Home Loans with Home Loan Shield Home Equity Loans Car Loans for Individuals Personal Loan Machinery Loan Business Loan Investment Product: Common Equity investments Preferred Equity Investments Bonds Liabilities Product:
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Corporate Service: Project Finance Appraisal Project Loan Syndication Working Capital Arrangement Syndication Agency services Refinancing arrangements Corporate Financial Advisory
Securitization of Receivables
Trusteeship Management Professional supports to SMEs Merchant Banking and Portfolio Management Services: Capital Investment Max Capital Investment IPO Advisory Issue Management Underwriting Investment Advisory Placement of Equity, Debentures and Bonds
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progress. Provides an opportunity to identify alternative courses of action and choose the best course of action from among them
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The major components of a strategic plan are: Mission - The mission statement answers the question "Why does our organization exist?" It identifies who the organization exists to serve, what it does, and why. The mission serves as a guide for the rest of the plan. Vision - The vision statement answers the question "What is our ideal future?" It is a statement of the shared and idealized view of the future state, given that the organization carries out its mission. The vision also serves as a guide for the rest of the plan. Guiding Principles - Guiding principles answer the question "What beliefs that we hold direct our actions?" These are normative statements. They may relate to beliefs about people in general, persons served, employees, the methods by which services are delivered, or general philosophy. These may be linked to action (for example, we believe that every family is unique, therefore we are committed to individualized planning and service delivery). Analysis - The analysis answers the questions, What can move us forward?" and "What is likely to deter us?" The analysis includes an assessment of both internal and external factors. Internally, it is important to examine strengths and prior accomplishments that can provide the foundation for future success. It is also important to examine organizational weaknesses, barriers, gaps, and any other factors that might present obstacles to implementation of the plan. Externally, it is important to examine opportunities that can be seized and potential challenges. These might include economic, political, social, and technological conditions, competition, attitudes, and the like. Operational Plan - An operational plan specifies what needs to be accomplished within a given time period to move in the key directions specified in the strategic plan. It identifies in greater detail what can be done within the time period (usually one year or less). It guides the activities of everyone in the organization; that is, everyone should be able to see how their efforts are leading to successful accomplishment of the plan. An operational plan:
Links strategic plans to daily operations so that the day-to-day work of the organization
is consistent with the mission, will lead to the vision, and will address the key strategic directions.
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Requires that the organization be realistic about the scope of work to be undertaken by linking planned actions to available resources. Provides for ongoing assessment of progress and identification of barriers so they can be addressed in a timely manner. Provides a basis for accountability. The components of an operational plan: Outcomes - Outcomes are the most important results that the organization plans to achieve during the year. The outcomes should be under the control of the organization and be realistic. They should focus on the "big picture." Purpose - The purpose statement specifies why the organization plans to do the proposed work during the year. This statement helps to explain the intent behind the desired outcomes and why it is important to achieve these outcomes. Products - Products are the tangible results that will be in hand at the end of the year if the plan is successfully carried out (for example, a policies and procedures manual, or training curriculum). Major Actions - Major actions describe what the organization will do to achieve the desired outcomes for the year. Major actions are derived from the key directions and strategies included in the strategic plan. They are statements that describe in measurable terms what will be accomplished during the year. Action Plans - Action plans are developed for each major action. The plans lay out in detail exactly what steps are to be taken with respect to the major action. For each action step, it is important to identify who is responsible. If there is more than one responsible person, a lead person should be identified. For each action step, the start and target completion dates should be identified, keeping in mind that some steps cannot start until others are completed.
puts in place those arrangements which it considers are in the best interest of the Company and its shareholders, and consistent with its responsibilities to other stakeholders. The Board of Directors is in full control of the Companys affairs and is also fully accountable to the shareholders. They firmly believe that the success of the Company largely depends on the credible corporate governance practices adopted by the Company. Taking this into consideration, the Board of Directors of IDLC set out its strategic focus and oversees the business and related affairs of the Company. The Board also formulates strategic objectives and policy framework for the Company. Chairman of the Board The Chairman of the Board is elected to the offi ce of Chairman by the directors. The Board considers that the Chairman is independent. Role of the Chairman The Chairman runs the Board. The Chairman serves as the primary link between the Board and management, and works with the CEO and Company Secretary to set the agenda for Board meetings. It is the Chairmans responsibility to provide leadership to the Board and ensure that the Board works effectively and discharges its responsibilities as directors of the Company. Chairman of the Board & CEO of the company are different person The Chairman of the Board is not the Chief Executive of the Company. The role of Chairman and the CEO & Managing Director are independent and separate. Role of the CEO & Managing Director The CEO & managing Director performs three fundamental roles in IDLC:
First, CEO as a leader establishes and directs the vision and mission of the team. In this
capacity, the CEO is the source of visionary strength of the Company and keeps it on a consistent track to achieving the vision; Second, CEO is a project manager. In this role, the CEO is responsible for directing the operational activities of the Company by scheduling the utilization of the Companys resources, including people and capital equipment. In this way, the CEO gets things done through the efforts of the people in the Company. The CEO is responsible for
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establishing and executing the Companys operating plan that is necessary to achieve the Companys objectives; Third, CEO is a coach, and as such picks the people for the management team and improves the performance of people through ongoing counseling. As a coach, the CEO works with people to help them become greater contributors by helping them improve their efficiency and effectiveness. Whenever a plan needs to be initiated or a plan needs to be changed or make further modification- the board of directors held the board meeting in this regard: Holding of the Board meeting The meeting of the Board of Directors of IDLC is normally held at the Registered and Corporate Head Office of the Company. The meetings are held frequently, at least once in a quarter, to discharge its responsibilities and functions as mentioned above. Meeting is scheduled well in advance and the notice of each Board meeting is given, in writing, to each director by the Company Secretary. Process of holding Board meeting The Company Secretary prepares the detailed agenda for the meeting. The Board papers comprising the agenda, explanatory notes and proposed resolutions are circulated to the directors in advance for their review. The members of the Board have complete access to all information of the Company enabling them to work efficiently. The members of the Board are also free to recommend inclusion of any matter in the agenda for discussions. The Company Secretary and Chief Financial Officer always attends the Board meeting and other senior management is invited to attend Board meeting to provide additional inputs to the items being discussed by the Board and make necessary presentations. There are procedures, at IDLC, for keeping the Board up-to-date with the Companys activities and relevant external developments. These includes senior management presenting significant matters to the Board and it being able to seek further information on any issue relating to performance, strategy, outlook, etc. Independent Decision Making Any director may seek external, independent, professional advice at the Companys expense. The policy of the Board is that external advice will be made available to all directors, unless the
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Chairman of the Board determines otherwise. It is expected that a director will consult the Chairman of the Board, Managing Director or Company Secretary before obtaining external advice. Role of the Company Secretary Appointed by the Board, the Company Secretary works with the Chairman of the Board to monitor and enhance corporate governance processes and to ensure that Board policies and procedures are followed.
Identification of a problem
Analysis of alternatives
Selection of alternative
Implementation of alternative
The implication that the outcome of every possible alternative is known. Uncertainty A condition under which there is not full knowledge of the problem and reasonable probabilities for alternative outcomes cannot be determined. Risk The probability that a particular outcome will result from a given decision. IDLC has a very efficient risk management system to analyze the risk associated with a decision making.
Market Risk
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Market risk refers to the risk of fluctuation in a variety of markets such as interest rates, prices of securities where the values of assets and liabilities can change and there exists the risk of incurring losses. Liquidity Risk Liquidity risk arises when a company is unable to meet the short term obligation to its lenders and stakeholders. This arises from the adverse mismatch of maturities of assets and liabilities. Operational Risk Operational risk is the potential loss arising from a breakdown in companys systems and procedures, internal control, compliance requirements or corporate governance practices that results in human error, fraud, failure, damage of reputations, delay to perform or compromise of the companys interests by employees. Operational risk may also arise from the following: Turnover of trained staff; Risk of insider dealings; Leakage of sensitive information; Shortcomings of organizational structure; Risk of falling in credit ratings; Money laundering; Changes in statutory requirements; Technological obsolescence; Business volume risks At IDLC, business volume risk may arise in the form of risk of falling business volumes and market share, risk of being overtaken and losing leadership position and risk of over trading which may affect profitability due to volatile revenues and reduced spread earnings, credit rating and reputation. Risk of over trading may lead to insufficient capital.
Here is an overview of some of the crucial steps carried out by IDLC to ensure successful risk management program: Integrating risk management policies into the companys top priority; Maintaining those values via actions; Performing risk analysis; Implementation of various strategies to minimize it; Building of screening systems to encourage early warnings related to prospective risk;
Periodic analysis of the management program.
Managers in IDLC generally make the decision in group. The process of making group decision has some advantages: Make more accurate decisions Provides more complete information Offers a greater diversity of experiences and perspectives Generates more alternatives Increases acceptance of solution Increases legitimacy of decision.
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As IDLC is a financial organization making decision is largely dependent on the analysis of the information and data processing. As a result there decision making style is quite analytic. Analytic style characterizes the high tolerance for ambiguity combined with a rational way of thinking of individuals who prefer to have complete information before making a decision.
4.2 Departmentalization
Departmentalization refers to grouping of activities. There are five ways of grouping activities:
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east etc.).
Process: Groups employees based on the basis of work or customer flow (e.g. testing,
payment etc.). According to our study IDLC follows Functional way of departmentalization. It has different departments for different set of functions. IDLC has an Operations Department for maintaining smooth operation of the company and customer feedback. It has a Credit department for distribution of loan and a Collection department for collecting the loans allotted. IDLC also has a well equipped IT department for computerized operation and an HR department for developing an efficient human capital. As we can see all these departments are developed according to the functions performed, we can easily conclude that Functional Departmentalization is being followed by IDLC.
lower levels in an organization. The more centralized an organization the higher the level at which decisions is made.
Decentralization: The pushing down of decision making authority to the lowest level
of an organization. In IDLC major decisions are handled by the manager himself. But in case of regular decisions manager is very open for suggestions from staffs. From this sort of situation we can say IDLC is highly centralized with a bit of moderate attitude from the manager.
operate 10-12 people under them. But for the efficient operation of the organization these people are trained very well to cope with the pace of the manager.
Be a trusted partner; Respect Think and act as a team; Optimize the value of our global community; Deliver results and celebrate success;
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who are required to read and sign these documents every year, as a sign of reiteration and commitment to the principles enshrined in it.
have clear personal objectives, aligned to the business strategy and objectives;
career pathways that identify key capabilities and behaviors at different competency
progression. IDLC provides its employees with a competitive compensation package. The company has implemented a strict performance based reward system and evaluates staff performance evaluation twice a year. IDLC is a performance driven organization and career development opportunities are based on merit and performance. A detailed compensation survey was carried out by an independent consultant in the year 2010, to assess and evaluate the current pay level
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of IDLC vis a vis the market. The survey results helped us make necessary adjustments to ensure that IDLC employees are fairly paid and which is also competitive in the market.
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Category Core Management Staffs Management Staffs Executive Officers Support Staffs Total
2008 11 54 43 99 207
6.0 Conclusion
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