Page 1 of 110 1

A Ag gr ra an ni i B Ba an nk k L Li im mi it te ed d
A Ag gr ra an ni i B Ba an nk k B Bh ha ab ba an n
9 9D D D Di il lk ku us sh ha a C Co om mm me er rc ci ia al l A Ar re ea a, , D Dh ha ak ka a- -1 10 00 00 0, ,
B Ba an ng gl la ad de es sh h
w ww ww w. .a ag gr ra an ni ib ba an nk k. .o or rg g



Page 2 of 110 2
T TA AB BL LE E O OF F C CO ON NT TE EN NT TS S
P PA AG GE E N NO O. .
Corporate Profile
Letter of Transmittal
Notice of the Third Annual General Meeting
Our Vision
Our Mission
Our Motto
Our Values
Our Strategic Objectives
Our Ethical Standards
Board of Directors
Audit Committee
Board of Trustees of Agrani Bank Limited Employees Provident Fund Trust
Auditors
Legal Consultant
Income Tax Advisor and Credit Rating Company
Management Team
Five Years Performance at a Glance
Graphical presentation of Performance

Chairmans Message

Stakeholders' Information
Shareholders' Information
a. Distribution of Shares
b. Shares held by Directors
c. Annual General Meeting
d. Dividend Distribution
Financial Highlights
Key Ratios
Graphical Presentation of Key Financial Information
Maintaining Capital Adequacy
Value Added Statement
Products and Services
Directors Report to the Shareholders
Global Economic Scenario
Bangladesh Economic Scenario
a. Agriculture
b. Industry
c. Services
d. Investment
e. Savings
f. Monetary Development
g. Balance of Payment
h. Export
i. Import
j. Foreign Remittances
k. Foreign Assistance
l. Economic Prospect in near future
Emergence of Agrani Bank Limited
Progress Achieved in 2009
Capital Structure
Funding Structure
Asset Portfolio
Page 3 of 110 3
Business Performance
a. Deposits
b. Assets Quality
c. International Trade
d. Import-Export Business
e. Foreign Remittance Business
f. Treasury Operation
g. Loans and Advances
h. Industrial Credit
i. Credit Lines
j. Syndication Loan
k. SME and Micro Credits
l. Agriculture and Rural Credit
m. Loan Classification and Provisioning
n. Recovery of Non-performing Loans
o. Merchant Banking Unit
p. Foreign Correspondents
q. Help Desk
r. Branch Expansion
Financial Performance
a. Total Operating Income
b. Total Operating Expenditure
c. Net Interest Income
d. Net Profit
e. Appropriation of Profit
f. Capital Adequacy Ratio
g. Guarantee Business
h. Investment
i. Merchant Banking Unit
j. Profitability
k. Foreign Correspondents

Automation and Modernization
a. Focus
b. Planned and Increased Use of ICT
c. Branch Computerization
d. On-line Banking
e. Website
f. ATM
g. SWIFT
Business Risk Management
a. Focus
b. Credit Risk
c. Asset Liability Management Risk
d. Foreign Exchange Management Risk
e. Internal Control and Compliance Risk
f. Money Laundering Risk
g. Credit Rating
h. Reputation risk
i. Liquidity risk
j. Operational risk
k. Market risk
Implementation of Basel II
Outlook for 2010
Page 4 of 110 4
Corporate Governance
Corporate Social Responsibility
Valued customer
Shareholders
Employees
Business friends
Environment
Regulators
Community
Human Resource Management and Development
Organogram
Human resource Planning- Recruitment, Promotion & Departure
Skill of the executives
Health and safety program
Development and Training
Training Performance for the Year 2009
Employee Motivation
Budget for training
Contribution to National Exchequer
Contribution to National Economy
Appointment of Statutory Auditors
Annual General Meeting
Acknowledgements

Corporate Governance
B Bo oa ar rd d S St tr ru uc ct tu ur re e a an nd d I It ts s c co om mm mi it tt te ee e
M Me ee et ti in ng gs s o of f t th he e B Bo oa ar rd d D Du ur ri in ng g 2 20 00 09 9
I In nd de ep pe en nd de en nt t D Di ir re ec ct to or rs s
C Ch ha ai ir rm ma an n o of f t th he e B Bo oa ar rd d a an nd d M Ma an na ag gi in ng g D Di ir re ec ct to or r & & C CE EO O
R Ro ol le e o of f t th he e B Bo oa ar rd d o of f D Di ir re ec ct to or rs s
Internal Control Compliance
Business Risk Management
Changes in the Board of Directors
Board Audit Committee
Role of Audit Committee
Meetings of Audit Committee During 2009
Role and Function of Audit & Inspection Division

Directors Statement of Responsibilities

Report of the Audit Committee
Role of the Committee
Composition of the Committee
Meetings
Activities During the Year
Acknowledgements
Compliance with Bangladesh Bank's Circulars





Page 5 of 110 5

CORPORATE PROFILE
(As on 31.12.2009)

Name of the Company : Agrani Bank Limited
Chairman : Khondoker Bazlul Hoque PhD.
Managing Director & CEO : Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA
Company Secretary : Md. Ekramul Hakim
Legal Status : Public Limited Company
Genesis

: Agrani Bank Limited has been incorporated on 17 May 2007 and has
taken over the business, assets, liabilities, rights and obligations of
Agrani Bank with effect from 1 July 2007. Agrani Bank, which initially
emerged as a Nationalised Commercial Bank (NCB) in 1972, following
The Bangladesh Banks (Nationalisation) Order, 1972 (President's Order
No. 26 of 1972), has now become a State Owned Commercial Bank
(SCB) through a vendor's agreement dated 15 November 2007.
Date of Incorporation : 17 May 2007
Registered Office : 9D Dilkusha Commercial Area, Dhaka-1000, Bangladesh
Authorised Capital : Tk. 800 Crore
Paid up Capital : Tk. 497 Crore
Reserve & Retained Earnings : Tk. 420 Crore
Credit Rating by CRISL
:
Particulars
Long
Term
Short Term
Surveillance Rating 2008
(As Government Supported Entity)
AAA ST-1
Surveillance Rating 2008
(As State Owned Commercial Bank)
A- ST- 2
Outlook Positive
Date of Rating Declaration 08-11-2009
Number of Employees : 11,443
Number of Branches : 867
Number of Subsidiary Companies : 02
Phone-PABX : +88-02-9566153-54, +88-02-9566160-69, +88-02-9566074-75
Fax : +88-02-9562346, +88-02-9563662+88-02-9563658,
SWIFT AT H.O. ID : AGBKBDDH
Website : www.agranibank.org
E-mail :
:
agrani@agranibank.org
info@agranibank.org

Page 6 of 110 6
LETTER OF TRANSMI TTAL

To
1 1. . A Al ll l s sh ha ar re eh ho ol ld de er rs s
2 2. . R Re eg gi is st tr ra ar r o of f J Jo oi in nt t S St to oc ck k C Co om mp pa an ni ie es s & & F Fi ir rm ms s
3 3. . S Se ec cu ur ri it ti ie es s a an nd d E Ex xc ch ha an ng ge e C Co om mm mi is ss si io on n
D Dh ha ak ka a. .

Sub: Annual Report for the year ended 31 December 2009.


D De ea ar r S Si ir r ( (s s) )

W We e a ar re e p pl le ea as se ed d t to o e en nc cl lo os se e h he er re ew wi it th h a a c co op py y o of f t th he e A An nn nu ua al l R Re ep po or rt t t to og ge et th he er r w wi it th h t th he e A Au ud di it te ed d F Fi in na an nc ci ia al l
S St ta at te em me en nt ts s o of f A Ag gr ra an ni i B Ba an nk k L Li im mi it te ed d a an nd d i it ts s S Su ub bs si id di ia ar ri ie es s - - A Ag gr ra an ni i E Ex xc ch ha an ng ge e H Ho ou us se e P Pr ri iv va at te e L Li im mi it te ed d, , S Si in ng ga ap po or re e
a an nd d A Ag gr ra an ni i R Re em mi it tt ta an nc ce e H Ho ou us se e S SD DN N B BH HD D, , M Ma al la ay ys si ia a f fo or r y yo ou ur r k ki in nd d i in nf fo or rm ma at ti io on n a an nd d r re ec co or rd d. .


Y Yo ou ur rs s s si in nc ce er re el ly y, ,


S Sy ye ed d A Ab bu u N Na as se er r B Bu uk kh ht te ea ar r A Ah hm me ed d, , B B. .S Sc c. ., , M MB BA A. .
M Ma an na ag gi in ng g D Di ir re ec ct to or r & & C CE EO O. .






Page 7 of 110 7




NOTI CE OF THE THIRD ANNUAL GENERAL MEETI NG


Notice is hereby given to all Shareholders of Agrani Bank Limited that the Third Annual General Meeting of the
Company will be held on Thursday, 29 April 2010 at 7:00 p.m. in the Bakul, Dhaka Sheraton Hotel to transact the
following business and adopt necessary resolutions:

AGENDA

1. To confirm the minutes of the 2
nd
Annual General Meeting held on 17 August 2009.
2. To receive, consider and adopt the Directors' Report and Audited Financial Statements of the Bank for the
year ended 31 December 2009 together with the Auditors' Report thereon.
3. To approve 10% stock dividend (i.e. 1 bonus share for every 10 ordinary shares) for the year ended 31
December 2009 as recommended by the Board of Directors.
4. To elect/re-elect Directors.
5. To appoint Auditors of the Bank for the term 2010 until the next AGM and to fix up their remuneration.
6. To accord approval of enhancement of director's fees.
7. To transact any other related business with the permission of the Chair.


Dated : 08 April 2010 By Order of the Board of Directors


Md. Ekramul Hakim
Company Secretary





Page 8 of 110 8



To become a leading bank of
Bangladesh operating at international
level of efficiency, quality and
customer service.







We operate ethically and fairly within the
stringent framework set by our regulators.
We will go fusing ideas and lessons from
best practice to explore new avenues to
stay stronger and more efficient and
competitive. We will apply information and
communication technology for the benefit of
our customers and employees. We will
invest to strengthen the future of the Bank.





To adopt and adapt modern
approaches to stand supreme in the
banking arena of Bangladesh.


O
OU UR R M
MI IS SS SI IO ON N
O
OU UR R V
VI IS SI IO ON N
O
OU UR R M
MO OT TT TO O
Page 9 of 110 9




We believe in integrity, transparency
and accountability, and also value
professionalism that will provide a
high standard of service to all our
customers and stakeholders.





Winning at least 6 per cent share of deposits
and 4.5 per cent share of loans and advances
of Bangladeshi market.
Gaining competitive advantages by lowering
overall cost compared to that of competitors.
Overtaking competitors by providing quality
customer service.
Achieving technological leadership among the
peer group.
Strengthening the Banks brand name appeal.
Contributing towards the economic well-being
of the country by focusing particularly on
SME and agricultural sectors.
Strengthening research capability for
innovative products.
O
OU UR R V
VA AL LU UE ES S
O
OU UR R S
ST TR RA AT TE EG GI IC C O
OB BJ JE EC CT TI IV VE ES S

Page 10 of 110 10



1 1. . B Be e T Tr ru us st tf fu ul l: : W We e b be el li iv ve e i in n m mu ut tu ua al l t tr ru us st t a an nd d t tr ru us st t
o ou ur r c cu us st to om me er rs s i in n a a w wa ay y t th he ey y c ca an n t tr ru us st t u us s. .
2 2. . K Ke ee ep p A An n O Op pe en n M Mi in nd d: : F Fo or r c co on nt ti in nu uo ou us s
i im mp pr ro ov ve em me en nt t o of f o ou ur r b ba an nk k w we e k ke ee ep p o ou ur r m mi in nd ds s o op pe en n t to o
n ne ew w i id de ea as s. . W We e s se ee ek k o op pi in ni io on ns s a an nd d f fe ee ed db ba ac ck k f fr ro om m b bo ot th h
c cu us st to om me er rs s a an nd d t te ea am m m me em mb be er rs s t th hr ro ou ug gh h w wh hi ic ch h o ou ur r b ba an nk k
w wi il ll l c co on nt ti in nu ue e t to o g gr ro ow w. .
3 3. . M Me ee et t O Ob bl li ig ga at ti io on ns s: : R Re eg ga ar rd dl le es ss s o of f t th he e
c ci ir rc cu um ms st ta an nc ce es s, , w we e d do o e ev ve er ry yt th hi in ng g t to o g ga ai in n t th he e t tr ru us st t a an nd d
c co on nf fi id de en nc ce e o of f c cu us st to om me er rs s a an nd d c cl li ie en nt ts s b by y h ho on no or ri in ng g o ou ur r
c co om mm mi it tm me en nt ts s a an nd d o ob bl li ig ga at ti io on ns s. .
4 4. . B Be e T Tr ra an ns sp pa ar re en nt t: : W We e a ar re e t tr ra an ns sp pa ar re en nt t i in n o ou ur r
d de ea al li in ng gs s w wi it th h c cu us st to om me er rs s a an nd d a al ll l s st ta ak ke eh ho ol ld de er rs s. . W We e r re e- -
e ev va al lu ua at te e a al ll l p pr ri in nt t m ma at te er ri ia al ls s i in nc cl lu ud di in ng g a ad dv ve er rt ti is si in ng g, ,
b br ro oc ch hu ur re es s, , a an nd d o ot th he er r b bu us si in ne es ss s d do oc cu um me en nt ts s m ma ak ki in ng g s su ur re e
t th ha at t t th he ey y a ar re e c cl le ea ar r, , p pr re ec ci is se e a an nd d p pr ro of fe es ss si io on na al l
5 5. . B Be e i in nv vo ol lv ve ed d w wi it th h t th he e C Co om mm mu un ni it ty y: : W We e r re em ma ai in n
i in nv vo ol lv ve ed d i in n c co om mm mu un ni it ty y- -r re el la at te ed d i is ss su ue es s a an nd d a ac ct ti iv vi it ti ie es s, ,
t th he er re eb by y d de em mo on ns st tr ra at ti in ng g t th ha at t o ou ur r b bu us si in ne es ss s i is s a a
r re es sp po on ns si ib bl le e c co om mm mu un ni it ty y c co on nt tr ri ib bu ut to or r. .
6 6. . B Be e R Re es sp pe ec ct tf fu ul l: : W We e t tr re ea at t a al ll l s st ta ak ke eh ho ol ld de er rs s w wi it th h
u ut tm mo os st t r re es sp pe ec ct t a an nd d c co ou ur rt te es sy y r re eg ga ar rd dl le es ss s o of f d di if ff fe er re en nc ce es s, ,
p po os si it ti io on ns s, , t ti it tl le es s, , a ag ge es s, , o or r o ot th he er r t ty yp pe es s o of f d di is st ti in nc ct ti io on ns s. .
O OU UR R E ET TH HI IC CA AL L S ST TA AN ND DA AR RD DS S
Page 11 of 110 11


BOARD OF DI RECTORS
(As on 31.12.2009)





Khondoker Bazlul Hoque Ph D.
C Ch ha ai ir rm ma an n






Ranjit Kumar Chakraborty
Director


Shekhar Dutta
Director








Nagibul Islam Dipu
Director

Engineer Md. Abdus Sabur
Director
Barrister Zakir Ahammad
Director







Sahzada Mohiuddin
Director
Abduz J ahir Chowdhury (Sufian )Director K.M.N. Manjurul Hoque
Lablu
Director








A.K. Gulam Kibria, FCA
Director


Luna Shamsuddoha
Director

Syed Bazlul Karim, BPM
Director










Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA
Managing Director & CEO






Page 12 of 110 12


Board of Directors
(As on 31.12.2009)


Chairman
Khondoker Bazlul Hoque, Ph D.
Professor & Chairman
Department of International Business
University of Dhaka

Directors

Ranjit Kumar Chakraborty
Additional Secretary and Project Director,
Deepening MTBF and Strengthening Financial Accountability
Project, Finance Division, Ministry of Finance
Government of the Peoples Republic of Bangladesh

Shekhar Dutta
Author & Columnist
and
Secretary
Moni Singh-Farhad Memorial Trust

Nagibul I slam Dipu
Managing Director
Polac Real Estate Limited
Chairman
Polac Paints & Chemical Co. Ltd.
Proprietor : Khan Brothers,
94/1, Saratgupta Road, Narinda, Dhaka

Engineer Md. Abdus Sabur
Director
National Design & Construction Limited
4 Motijheel C/A (2
nd
Floor), Dhaka



Page 13 of 110 13

Barrister Zakir Ahammad
Chairman
Indepth News of Bangladesh (INB)
13 Topkhana Road, Dhaka


Sahzada Mohiuddin
Proprietor
M/S Arshi Enterprise
152/2B, Green Road (3
rd
Floor), Dhaka.


Abduz J ahir Chowdhury (Sufian)
Social Worker


K.M.N. Manjurul Hoque Lablu
Chief Editor & Managing Director
Global News Agency
33 Topkhana Road (1
st
Floor), Shabuj Chaya, Dhaka.


A.K. Gulam Kibria, FCA
Senior Partner
G.Kibria & Co., Chartered Accountants
24-25 Dilkusha C/A (5
th
Floor), Dhaka.

Luna Shamsuddoha
Chairman
Dohatech New Media
43 Purana Paltan Line, Dhaka.


Syed Bazlul Karim, BPM
Rtd. AIG

Chairman : 1. CBA Trading Ltd.
Bashundhara Market, Suit No. 2,3,4, Level-5,
Block "B" Bashundhara, Dhaka.

2. Agrobangla Poultry & Fish Feed Ltd.
Joydebpur, Gazipur.

Director : Mohona T.V. Ltd., Mohona Bhaban, Mirpur,
Section-11, Dhaka.

Advisor : Kingshuk Multi-purpose Co-operative Society.
Corporate Office : Mirpur, Dhaka.


Managing Director & CEO
Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA

Company Secretary
Md. Ekramul Hakim
Page 14 of 110 14



Audit Committee
(As on 31.12.2009)
.
.
.
Board of Trustees of Agrani Bank Limited
Employees Provident Fund Trust
(As on 31.12.2009)

Ranjit Kumar Chakraborty
Chairman & Director of the Board
.
.
.
K.M.N. Manjurul Hoque Lablu
Chairman & Director of the Board
Engineer Md. Abdus Sabur
Member & Director of the Board
.
.
.
Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA
Member & Managing Director & CEO

A.K. Gulam Kibria, FCA
Member & Director of the Board
.
.
.
Syed Abdul Hamid, B.Com (Hons),M.Com,
Chartered Accountant
Member & Deputy Managing Director



A. K. M. Mujibur Rahman
Member & General Manager

.


Md. Nazrul I slam Farazi
Member Secretary & Deputy General Manager







Page 15 of 110 15

Auditors

A. Qasem & Co.
Chartered Accountants
Gulshan Pink City Suit 1-3, Level 07
Plot No. 15, Road No. 103
Gulshan Avenue, Dhaka.
Tel: 8837285-7
Zoha Zaman Kabir Rashid & Co.
Chartered Accountants
Dhaka Chamber Bhaban
65-66, Motijheel C/A
Room No. 504,Dhaka.Tel: 9564178-9, 9564755


Legal Consultant
Mr. Shahjahan Majumder



Income Tax Advisor

M/s. L.R. Bhuiyan and Associate
6 Bijoy Nagar (2nd Floor)
Dhaka.
Tel: 9330736
Credit Rating Company

Credit Rating Information and Service Limited (CRISL)
Nakshi Homes (4th floor),
6/1A, Segun Bagicha, Dhaka.
Tel: 7173700-1, 9565780



















Page 16 of 110 16

Management Team


MANAGING DIRECTOR & CEO
Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA

DEPUTY MANAGI NG DI RECTORS
Syed Abdul Hamid, B.Com(Hons),M.Com, Chartered Accountant.
Md. Fayekuzzaman

Dr. Md. Nurul Alam Talukder


GENERAL MANAGERS

Md. Mofazzal Husain
Md. Monir Uddin
Md. Enamul Hoque
Md. Obayed Ullah Al Masud
Omar Farooque
Mohammad Shams-Ul Islam
A. K. M. Mujibur Rahman
Md. Khurshed Hossain




Page 17 of 110 17
DEPUTY GENERAL MANAGERS

Md. Abdur Rashid Aminul Hoque Mollah
Shamsul Hossain A.B.M. Rafiqul Islam
Md. Delwar Hossain Md. Rafiqul Islam
Md. Abul Kashem Sikder Md. Nazrul Islam
A. S. M. Waliullah Shanti Ranjan Mondal
Mohammad Jalaluddin Md. Rezaul Karim
Mohammad Zakaria Badal Chandra Dey
Tazrina Ferdausi Farook Hossain
Bhanu Roy Chowdhury Abu Saleh Md. Nurul Islam
Md. Nurul Haque Md. Abul Hossain Talukder
Md. Mojammel Hoque Md. Afzalur Rahman
Md. Golam Mostafa Md. Aslam Miah
Md. Aminul Islam Monwar Rafiqul Alam
Mizanur Rahman Khan Md. Abdus Sukur
Haradhan Chandra Das Nasreen Jahan
Parimal Chandra Goswami A.B.M. Tofazzel Hossain
Aruna Rani Roy Firoz Ahmed
Akand Md. Golam Mostafa Kazi Alamgir
Md. Nuruzzaman Md. Moazzem Hossain
Md. Emdadul Haque Nurul Huda
Md. Aminul Islam Dilip kumar Maitra
Md. Shahidullah Mobarak Hossain
Md. Nurul Amin Khan Md. Yusuf Ali
Bhupati Ranjan Biswas Md. Ali Hossain Prodhania
Sahida Akhtar Md. Mustafa kamal Bhuiya
Md. Ekramul Hakim Shahida Khatun
Md. Nazrul Islam Farazi Md. Abu Siddique
A. A. M. Shahjahan Shamsuzzaman
Tarak Chandra Karmaker Pankaj Roy Chowdhury
A. K. M. Nazrul Islam Md. Nazrul Islam
Quazi Jahangir Alam Md. Ruhul Amin
Hamidur Rahman Kazi Shahidul Islam
Taskina Yasmin Md. Rafiqul Alam
Kalpana Saha Md. Delowar Hossain
Md. Kamruzzaman Md. Showket Islam
Md. Moshiur Ali Md. Nurul Amin
Md. Serajul Islam Md. Harmuz Miah
Borhanuddin Farook Ahmed


Page 18 of 110 18































P Ph ho ot to os s o of f t to op p m ma an na ag ge em me en nt t t te ea am m
Page 19 of 110 19
FIVE YEARS' PERFORMANCE AT A GLANCE
(Amount in crore taka)
Particulars 2009 2008 2007 2006 2005
Balance Sheet
Authorized Capital 800 800 800 800 800
Paid-up Capital 497 248 248 248 248
Reserves 139 74 16 15 15
Revaluation Reserve on Investment in Govt. Securities 207 43 - 15 19
Retained Profit (Loss) 74 277 70 (1,810) (2,008)
Total Equity 917 642 334 (1,532) (1,726)
Total Deposits 16,628 14,681 13,592 12,892 13,084
Core deposit: 7,357 7,209 7,129 7,491 7,731
i. Savings deposit 6,966 6,486 6,001 5,785 5,201
ii. Deposit Pension Scheme 125 127 124 113 114
iii. Agrani Bank Pension Scheme 136 567 1,004 1,593 2,416
iv. Agrani Bank Bishesh Shanchay Scheme 130 29
Long Term Liability 15,964 3,980 10,230 11,006 6,955
Total Loans and Advances 12,224 11,336 11,849 10,587 9,940
Interest Suspense and Penal Interest 691 672 950 892 959
Provision for Loans and Advances 1,187 1,153 1,390 1,337 1,440
Net Loans and Advances 10,346 9,511 9,509 8,358 7,541
Investments 4,090 2,933 2,190 2,231 2,433
Fixed Assets (Property, Plant and Equipment) 288 253 248 41 44
Total Assets 21,179 18,732 18,628 15,408 15,553
Net Current Asset 4,798 (6,854) 356 2,130 2,379
Operating Results
Total Income 1,637 1,498 1,368 1,233 1,060
Total Expenditure 992 865 842 875 846
Provision during the year 186 211 222 29 374
Operating Profit before amortization, provision & tax 644 633 526 358 214
Net Profit (Loss) after amortization, provision & tax 111 265 86 194 163
Earnings per share 22.31 106.52 34.56 ---- -----
Cost of Fund in percentage 6.86 6.65 6.68 6.84 6.95
Return on Equity in percentage 12.09 41.28 29.55 - -
Return on Assets in percentage 0.52 1.41 0.92 1.26 1.05
Net Interest Margin in percentage 4.61 4.24 3.69 2.96 1.73
Average Yield on Loan in percent. (Performing Loan) 11.04 10.38 10.35 9.53 7.94
Loans as percentage of Deposit (A. D. Ratio) 73.51 77.21 87.18 82.12 75.98
Total Classified Loans to Total loans in percentage 19.42 22.48 26.83 26.27 28.31
Net Classified loans to Net loans in percentage (including
staff loan)
4.79 7.61 8.82 6.61 5.51
Page 20 of 110 20










(Amount in crore taka)
Particulars 2009 2008 2007 2006 2005
Other Key Operational Data
Forex Business: 17,801 21,175 20,516 20,693 12,747
i. Imports: 7,753 10,952 11,343 11,592 5,119
ii. Exports: 4,461 4,954 4,892 5,171 4,171
iii. Remittances: 5,587 5,269 4,281 3,930 3,457
Guarantee Business 160 112 105 108 118
Number of Branches 867 867 866 866 864
Number of Employees 11,443 10,988 11,345 11,793 11,938
Number of Correspondent Banks with NOSTRO A/c. 39 39 39 38 41
Number of Foreign Correspondents 383 383 416 416 410
Number of Remittance Correspondents 33 29 28 25 25
Subsidiaries 2 2 2 2 1



Major Achievements in 2009


1. Capital Surplus increased toTk. 73 crore in 2009
from deficit of Tk. 67 crore in 2008.
2. Classified Loan reduced to Tk. 2,374 crore in
2009 from Tk. 2,549 crore in 2008.
3. Paid-up capital increased to Tk. 497 crore from
Tk. 248 crore in 2008.
4. Net Interest Margin (NIM) improved by 0.37%
5. Capital Adequacy Ratio increased from 9.16%
in 2008 to 10.80% in 2009.
6. Liquidity ratios increased significantly. Current
ratio increased from 0.51% in 2008 to 2.12%
in 2009. Cash flow liquidity ratio increased
from 0.08% in 2008 to 0.33% in 2009.

Page 21 of 110 21
Graphical Presentation of performance







Page 22 of 110 22
Page 23 of 110 23
Page 24 of 110 24































Page 25 of 110 25













CHAIRMANS MESSAGE





















Page 26 of 110 26
P Ph ho ot to o o of f t th he e C Ch ha ai ir rm ma an n

CHAIRMANS MESSAGE

Bismillahir Rahmanir Rahim
Respected Shareholders,
Assalamu Alaikum,


I feel honored to extend you warm welcome, to the
3rd Annual General Meeting of the Bank on behalf
of the Board of Directors of Agrani Bank Limited
and on my personal behalf. I also feel delighted to
have the opportunity to place before you a resume
of major milestones that we achieved through our
banking operations in 2009.


However, at the very beginning, I recall with
profound respect, the greatest Bangalee of all times
Bangabandhu Sheikh Mujibur Rahman, the Father
of the nation, at whose clarion call we fought a
series of heroic struggles and a great liberation war
and earned the dignity of living as an independent
nation. I aslo wish to pay my respectful homage to
the valiant heroes of our great Liberation War, who
made supreme sacrifices by embracing martyrdom
for the independence of our motherland.

We are meeting at a time when the global economy
has started recovering, albeit slowly, from the
unprecedented crisis arising from the economic
meltdown mainly triggered by the turmoil in
financial sector. The contagion of the crisis first
spread to the developed economies and then
engulfed the countries across the world. Its impact
on our economy though not quite severe because
of our low integration with the global economy,
several important sectors of the economy like
import, export and remittance were subjected to a

P Pq qv vi i g g v v b bi i e ev vY Yx x

c ci i g g K Ki i b bv vg gq q A Am mx xg g ` `q qv vj j y yA Av vj j v vn ni i b bv v g g
m m v vw wb bZ Z k kq qv vi i n nv v v vi i e e ` `, ,
A Av vm mm mv vj j v vg gy yA Av vj j v vB BK Kz zg g, ,

A AM M Y Yx x e e v vs sK K w wj j w wg g U UW W- -G Gi i Z Z Z Zx xq q e ev vw wl l K K m mv va av vi i Y Y m mf f v vq q
c cw wi i P Pv vj j b bv v c cw wi i l l ` ` G Ge es s A Av vg gv vi i w wb b R Ri i c c _ _ K K
A Av vc cb bv v ` `i i K K ^ ^v vM MZ Z R Rv vb bv v Z Z c c i i A Av vw wg g w wb b R R K K m m v vw wb bZ Z
e ev va a K Ki i w wQ Q| | 2 20 00 09 9 m mv v j j e e v vs sK K K KZ Z K K m m v vw w` `Z Z m mv vw we e K K
K Kv vh h g gi i g g a a h h m mK Kj j w we e k kl l K K w wZ ZZ Z c c~ ~Y Y m mv vd dj j
A Aw wR R Z Z n n q q Q Q Z Zv vi i m ms sw w w we ee ei i Y Yx x A Av vc cb bv v ` `i i m m y y L L
D Dc c v vc c b bi i m my y h hv vM M c c q q A Av vw wg g A Av vb bw w ` `Z Z| |

c c _ _ g gB B A Av vw wg g M Mf f x xi i k k v vi i m mv v _ _ i i Y Y K Ki i w wQ Qm me e K Kv v j j i i m me e
k k e ev vO Ov vj j x x, , R Rv vw wZ Zi i R Rb bK K e e e e a ay y k kL L g gy yw wR Re ey yi i i i n ng gv vb b K K h hv vu ui i
D D` `v v A Av vn ne ev v b b m mv vo ov vw w` ` q q A Av vg gi i v ve ex x i i v vw wP PZ Z m ms sM M v vg g G Ge es s g gn nv vb b
G GK K g gy yw w h hy y i i g gv va a g g G GK Kw wU U ^ ^v va ax xb b R Rv vw wZ Z w wn n m m e e e eu u P P
_ _v vK Kv vi i g gh hv v ` `v vA AR R b b K K i i w wQ Q| | A Av vw wg g k k v vi i m mv v _ _ A Av vi i I I i i Y Y
K Ki i w wQ Qg gy yw w h hy y i i A AK Kz z Z Zv vf f q q m mB B e ex xi i ` `i i h hv vu ui i v vA Av vg gv v ` `i i
g gv vZ Z f f z zw wg gi i ^ ^v va ax xb bZ Zv vi i R Rb b m m e ev v P P Z Z v vM M ^ ^x xK Kv vi i K K i i k kn nx x` `
n n q q Q Qb b| |

A Av vg gi i v vG Gg gb b G GK Kw wU Um mg g q q w wg gw wj j Z Z n n q qw wQ Qh hL Lb b A Av vw w_ _ K K L Lv v Z Z
k k s sL Lj j v vn nx xb bZ Zv vi i d d j j m m b bw wR Ri i w we en nx xb b g g ` `v v _ _ K K w we ek k A A_ _ b bx xw wZ Z
a ax x i i a ax x i i c cy yb bi i v v i i i i c c _ _ G G Q Q| | G G g g ` `v vi i m ms s g gY Y
c c _ _g gZ Z D Db b Z Z w we e k k i i ` `k k j j v v Z Z Q Qw wo o q q c c o o G Ge es s
c ci i e eZ Zx x K Kv v j j Z Zv vm mg gM M w we e k k Q Qw wo o q q c c o o| | w we ek k A A_ _ b bx xw wZ Zi i m mv v _ _
A Av vg gv v ` `i i m ms sw wk k Z Zv v L Ly ye e e ek kx x R Rv vi i v v j j v v b bq q e e j j w we ek k g g ` `v v
c cw wi i w w w wZ Z A Av vg gv v ` `i i A A_ _ b bx xw wZ Z K K Z Zg gb b Z Zx xe e f f v v e e A Av vN Nv vZ Z K Ki i Z Z
c cv v i i w wb b, , Z Z e e w wK KQ Qy yw wK KQ Qy yL Lv vZ Z h hg gb b A Av vg g` `v vw wb b - - i i v vw wb b I I
e e ` `w wk kK K i i w wg g U U L Lv vZ Z w we ec cb b n n q q c co ov vi i j j Y Y ` `L Lv v ` `q q| |
Page 27 of 110 27
quite significant degree of vulnerability. However,
prudent policy response from the Government
helped meet the challenges as well as avert the
potential risks that the economy confronted with at
that time. At this critical juncture, Agrani Bank
Limited has been able to expand its business, and
successfully face the challenge of fulfilling the
expectation of the stakeholders in most of the
spheres of its operation. All these have been
possible because of continued support and co-
operation from our valued customers, patrons, well-
wishers, Government of Bangladesh, Bangladesh
Bank and shareholders. I sincerely convey my
heartiest gratitude to all of them.

It is a matter of great satisfaction for all of us that
during 2009 the Bank has been able to place itself
on a much firmer footing showing marked
improvement in key performance indicators.



Let me now say a few words about the bank's
reforms program as part of the long-term financial
sector reform and modernization plan of the
Government. As part of this plan, the Bank was
incorporated as a Public Limited Company on May
17, 2007 and acquired all assets, liabilities, rights
and obligations of the former Agrani Bank. This has
offered us a new opportunity to shape our own
future with greater autonomy and flexibility.



In 2009, the Bank continued to grow steadily in all
major areas. Deposits increased by 13.26 per cent
in 2009 and reached to Tk. 16,628 crore from Tk.
14,682 crore in 2008. Total loans and advances in
2009 was TK.12,224 crore as against Tk.11,336.22
crore in 2008; a growth of 7.83 per cent over the
h hv v n nv vK K m mi i K Kv vi i K KZ Z K K M M n nx xZ Z w we eP P Y Y b bx xw wZ Z m mm mg g q qi i P P v v j j
g gv vK Kv v e ej j v v K Ki i Z Z G Ge es s A A_ _ b bx xw wZ Z Z Z m m v ve e S Sz zu uw wK K G Go ov v Z Z
m mv vn nv vh h K K i i | | A A_ _ b bx xw wZ Zi i G Gi i c c v vw w K Kv v j j I I A AM M Y Yx x e e v vs sK K
w wj j w wg g U UW WG Gi i e e e em mv vm m m mv vi i Y Y m mg g_ _ n n q q Q QG Ge es s m md dj j Z Zv vi i
m mv v _ _ m mK Kj j P P v v j j g gv vK Kv v e ej j v vK K i i K K n nv v v vi i ` `i i P Pv vw wn n` `v v
c c~ ~i i Y Y m mg g_ _ n n q q Q Q| | G G m me e w wK KQ Qy ym m e e n n q q Q Q A Av vg gv v ` `i i
m m v vw wb bZ Z M M v vn nK K, , c c c cv vl l K K, , f f v vb by ya a v vq qx x, , m mi i K Kv vi i , , e ev vs sj j v v ` `k k
e e v vs sK K G Ge es s k kq qv vi i n nv v v vi i ` `i i H HK Kv vw w K K m mn n h hv vw wM MZ Zv vi i d d j j | |
A Av vw wg g Z Zv vu u ` `i i m mK Kj j K K R Rv vb bv vB B A Av v w wi i K K K K Z Z Z Zv v| |




G GU Uv vA AZ Z m m w w i i w we el l q q h h e e v vs sK K 2 20 00 09 9 m mv v j j G GK KU Uv v` ` p p I I
m m v vb bR Rb bK K A Ae e v v b b D Db b x xZ Z n n q q Q Q| | e e v vs s K Ki i K Kg g K K w wZ Zi i
i i Z Z c c~ ~Y Y m m~ ~P PK K j j v vi i j j Y Yx xq q D Db b w wZ Z _ _ K K Z Zv v B B
c c Z Zx xq qg gv vb b | |


G G c ch hv v q q A Av vw w_ _ K K L Lv v Z Z m mi i K Kv v i i i i ` `x xN N g gq qv v` `x xm ms s v vi i G Ge es s
m mi i K Kv v i i i i e e v vs sK K A Av va ay yw wb bK Kv vq q b bi i c cw wi i K K b bv vi i A Av vI I Z Zv vq q G G
e e v vs s K Ki i m ms s v vi i K Kv vh h g g m m K K A Av vw wg g w wK KQ Qy ye ej j Z Z P Pv vB B| | G G
c cw wi i K K b bv vi i A Aa ax x b b A AM M Y Yx xe e v vs sK K K K 2 20 00 07 7 m mv v j j i i 1 17 7 g g
Z Zv vw wi i L L G GK Kw wU Uc cv ve ew wj j K K w wj j w wg g U UW W K Kv v v vb bx x Z Z i i c cv v w wi i Z Z K Ki i v v
n nq q| | A AM M Y Yx xe e v vs sK K w wj j w wg g U UW W c c v v b b A AM M Y Yx xe e v vs s K Ki i m mK Kj j
m m ` `, , ` `v vq q- - ` `b bv vG Ge es s ^ ^Z Z I I A Aw wa aK Kv vi i A Aw wa aM M n nY Y K K i i | | G Gi i
d d j j A Av vg gi i v v A Aw wa aK KZ Zi i ^ ^v vq q k kv vm mb b j j v vf f K K i i e e v vs sK Kw wU U K K
b bZ Zz zb bf f v v e e M M o o Z Zv vj j v vi i m my y h hv vM M c c q qw wQ Q| |

2 20 00 09 9 m mv v j j A Aw wa aK Kv vs sk k e e v vs s K Ki i A AM M M Mw wZ Z A Ae e v vn nZ Z
A Av v Q Q| | 2 20 00 09 9 m mv v j j e e v vs s K Ki i A Av vg gv vb bZ Z 1 13 3. .2 26 6 k kZ Zv vs sk k e e w w
c c q q 1 16 6, ,6 62 28 8 K Kv vw wU UU Uv vK Kv vq q D Db b x xZ Z n nq q| | h hL Lv v b b 2 20 00 08 8 m mv v j j
A Av vg gv vb b Z Zi i c cw wi i g gv vY Y w wQ Qj j 1 14 4, ,6 68 82 2 K Kv vw wU UU Uv vK Kv v| | 2 20 00 09 9 m mv v j j
F FY Y I I A Aw wM M g gi i c cw wi i g gv vY Y w wQ Qj j 1 12 2, ,2 22 24 4 K Kv vw wU U U Uv vK Kv v h hv vi i
Page 28 of 110 28
previous year. The Bank's profit also continued to
grow. In a period marked by the worldwide volatile
economic scenario,the profit before amortization,
provision and tax rose by 1.81 per cent to Tk.
644.44 crore in 2009 from Tk. 632.97 crore in
2008. As a result, capital deficit of Tk. 67.36 crore
in 2008 was turned into a 73.34 crore capital
surplus in 2009 even after covering capital
requirement increase of Tk.113 crore. The classified
loan decreased to 19.42 per cent from 22.48 per
cent of the previous year, which indicates a good
sign.




In order to infuse dynamism in some key areas, the
Management has brought several welcoming
changes by way of controlling expenses,
redeploying its funds to more profitable areas,
lending to micro finance institutions and making the
workforce more productive.

Throughout the year, the Bank had made concerted
efforts to change and improve the corporate culture
prevailing in the Bank. I am glad to inform you that
our valued clients are getting better service from
our bank. In order to bring transparency and
accountability in managing the affairs of the Bank,
the Board and the bank management have been
making relentless efforts to ensure meaningful
corporate governance in all spheres of banking
activities, including sanction and disbursement of
credit, loan administration, keeping of accounts,
utilization of resources, fund management and
reduction of wasteful expenditures. The Internal
Audit Division has been working according to
Bangladesh Bank Internal Contoll Guidelines. The
Audit Committee of the Board has discharged their
w we ec ci i x x Z Z 2 20 00 08 8 m mv v j j F FY Y I I A Aw wM M g gi i c cw wi i g gv vY Y w wQ Qj j 1 11 1, ,3 33 36 6
K Kv vw wU UU Uv vK Kv v| | G G F FY Y I I A AM M x xg g 7 7. .8 83 3 k kZ Zv vs sk k e e w w c cv vq q| |
e e v vs s K Ki i g gy yb bv vd dv ve e w w i i n nv vi i A Ae e v vn nZ Z _ _v v K K| | A Av v j j v vP P e eQ Q i i
g gy yb bv vd dv v( (G Gg gi i U Uv vB B R Rk kb b, , m mw w w wZ Z I I K Ki i c c~ ~e e ) ) 1 1 . . 8 81 1 k kZ Zv vs sk k
e e w w c cv vq q| | 2 20 00 08 8 m mv v j j g gy yb bv vd dv v( (G Gg gi i U Uv vB B R Rk kb b, , m mw w w wZ Z I I
K Ki i c c~ ~e e ) ) w wQ Qj j 6 63 32 2. .9 97 7 K Kv vw wU UU Uv vK Kv v| | 2 20 00 09 9 m mv v j j Z Zv ve e w w
c c q q 6 64 44 4 . . 4 44 4 K Kv vw wU UU Uv vK Kv vq q D Db b x xZ Z n nq q| | G Gi i d d j j g g~ ~j j a ab b
N Nv vU Uw wZ Zi i m mg gm m v v K K U Uh hv vq q| | 2 20 00 08 8 m mv v j j g g~ ~j j a ab b N Nv vU Uw wZ Z w wQ Qj j
6 67 7. .3 36 6 K Kv vw wU UU Uv vK Kv v| | 2 20 00 09 9 m mv v j j c c h hv vR Rb bx xq q g g~ ~j j a ab b 1 11 13 3
K Kv vw wU Ue e w w c cv vI I q qv vm m I I Z Zv vc c~ ~i i Y Y K K i i g g~ ~j j a ab b D D ` `v vu uo ov vq q
7 73 3. .3 34 4 K Kv vw wU U U Uv vK Kv v| | c c~ ~e e e eZ Zx x e eQ Q i i i i k k b bx xw we eb b v vw wm mZ Z F FY Y
2 22 2. .4 48 8 k kZ Zv vs sk k _ _ K K A Av v j j v vP P e eQ Q i i 1 19 9. .4 42 2 k kZ Zv vs s k k n n v vm m
c c q q Q Q, , h hv vA Av vk kv ve e K K| |

c c a av vb b c c a av vb b K Kv v R R M Mw wZ Zk kx xj j Z Zv v A Av vb bv vi i R Rb b e e v vs sK K
e e e e v vc cb bv v e ek k w wK KQ Qy yc c k ks sm mb bx xq q c c` ` c c M M n nY Y K K i i | | G Gm m e ei i
g g a a i i q q Q Qe e q q w wb bq q Y Y, , A Aw wa aK KZ Zi i j j v vf f R Rb bK K Z Zn nw we ej j
w we ew wb b q qv vM M, , y y` ` F FY Y` `v vb bK Kv vi i x xc c w wZ Z v vb b F FY Y ` `v vb b G Ge es s w we e` ` g gv vb b
R Rb bk kw w i i D Dr rc cv v` `b bk kx xj j Z Zv ve e w w K Ki i Y Y| |

e e v vs s K K w we e` ` g gv vb b K K c c v v i i U U m ms s w wZ Zi i c cw wi i e eZ Z b b G Ge es s Z Zv v
D Db b q q b bi i R Rb b m mv vi i v ve eQ Qi i e e v vc cx xb bv vb bv vc c P P v vA Ae e v vn nZ Z w wQ Qj j | |
A Av vw wg g A Av vb b ` `i i m m A Av vc cb bv v ` `i i R Rv vb bv vw w Q Q h h, , M M v vn nK KM MY Y c c~ ~ e e i i
Z Zz zj j b bv vq q e eZ Z g gv v b b A Aw wa aK KZ Zi i f f v vj j m me ev v c cv v Q Qb b| | K Kg g
^ ^ Q QZ Zv vI I R Re ev ve ew w` `w wn nZ Zv vw wb bw w Z ZK Ki i Y Yi i D D k k G Ge es s e e v vs s K K
m my ym mv vk kb b c c w wZ Z v vi i j j e e e e v vc cb bv vK KZ Z c c G Ge es s c cw wi i P Pv vj j b bv v
c cw wi i l l ` ` Z Zu uv v ` `i i c c P P v vA Ae e v vn nZ Z i i v v L Lb b| | h hm me e m my yk kv vm mb b
A Av vb bv vi i c c P P v vA Ae e v vn nZ Z _ _v v K K m m j j v vn n Q Qt t F FY Y A Ab by y g gv v` `b b
G Ge es s c c ` `v vb b, , F FY Y c c k kv vm mb b, , w wn nm mv ve e m ms si i Y Y, , m m ` ` e e e en nv vi i , ,
Z Zn nw we ej j e e e e v vc cb bv vG Ge es s e e q q n n v vm mK Ki i Y Y| | A Af f i i x xY Y w wb bi i x x v v
w we ef f v vM Me ev vs sj j v v ` `k k e e v vs s K Ki i A Av vf f i i x xb b w wb bq q b b I I b bx xw wZ Zg gv vj j v v
g gv vZ Zv v e eK K c cw wi i P Pv vw wj j Z Z n n Q Q| | e ev v W W i i A Aw wW WU U K Kw wg gw wU U Z Zv v ` `i i
D Dc ci i A Aw wc c Z Z ` `v vw wq qZ Z ` ` Z Zv vi i m mv v _ _ m m v v` `b b K K i i Q Q| | A Af f
i i x xY Y w wb bi i x x v vi i g gv vb b G GL Lb b c c~ ~ e e i i Z Zy yj j b bv vq q A A b bK K D Db b Z Z| | e e v vs s K Ki i
Page 29 of 110 29
responsibilities effectively and efficiently. The
standard of internal audit is now much higher than
what was before. A number of administrative
measures have also been taken by the Board to
improve efficiency and performance of the bank
officials. The training facilities have been
strengthened further. I strongly believe that these
initiatives of the Board of Directors would yeild
much better results for the Bank in the coming
years.

The Bank operates under the overall supervision
and guidance of the Board of Directors. Efforts
have been made by the Board throughout the year
to ensure compliance of existing rules and
regulations. Several steps have been taken by the
Board during the year to update various policies
and directives to the performance of the Bank and
its service delivery. The Board of Directors expects
that such measures would enhance the
competitiveness of Agrani Bank Limited in future.

We believe that Agrani Bank Limited is a corporate
citizen of the country. It is, therefore, our moral
duty to take part in such activities as they relate to
our Corporate Social Responsibilities (CSR). We
pledge to accelerate CSR activities to ensure safe
and welcoming ambience in our society and
workplace, provide equal opportunity and fair
treatment in terms of gender, ethnic and other
minorities' career development. We oppose
financing trade and business having potentially
harmful impacts on environment. We have also
planned for more active participation in the social
development sector such as improvement of
standard of education in the country, particularly in
the rural areas, skill development activities for the
disadvantaged section of the society.
In order to maintain stability in business under
K Kg g K KZ Z v v ` `i i ` ` Z Zv v e e w w i i R Rb b A Av v j j v vP P e eQ Q i i c cw wi i l l ` `
A A b bK K j j v vc c k kv vm mw wb bK K c c` ` c c M M n nY Y K K i i | | c c w wk k Y Yi i e e e e v v
A Av v i i v v R Rv vi i ` `v vi i K Ki i v vn n q q Q Q| | A Av vw wg g ` ` p pf f v v e e w we ek k v vm mK Kw wi i G Gm me e
c c` ` c c M M n n Y Yi i d d j j f f w we el l Z Z e e v vs s K Ki i K Kv v R R A Av v i i v vf f v vj j
d dj j v vd dj j c cv vI I q qv vh hv v e e| |




e e v vs sK K c cw wi i P Pv vw wj j Z Z n nq q c cw wi i P Pv vj j b bv vc cw wi i l l ` `i i m mv vw we e K K Z Z v ve ea av v b b I I
w w` `K Kw wb b ` ` k kb bv vq q| | e e v vs s K Ki i I I M M v vn nK K m me ev vi i g gv vb b D Db b q q b bi i R Rb b
c cw wi i l l ` ` w we ew wf f b b b bx xZ Zg gv vj j v v G Ge es s w wb bq qg gv ve ej j x x c cw wi i e eZ Z b b I I
h hy y M Mv vc c h hv vM Mx x K Ki i v vi i R Rb b e ek k w wK KQ Qy yc c` ` c c M M n nY Y K K i i b b| |
w we ew wf f b b b bx xw wZ Zg gv vj j v v, , w we ew wa ag gv vj j v v G Ge es s w wb b ` ` k kv ve ej j x x c cw wi i e eZ Z b b I I
c cw wi i e ea a b b c cw wi i P Pv vj j b bv vc cw wi i l l ` ` e ek k w wK KQ Qy yc c` ` c c M M n nY Y K K i i b b
h hv v Z Z M M v vn nK K m me ev vD Db b Z ZZ Zi i n nq q| | c cw wi i P Pv vj j b bv vc cw wi i l l ` ` g g b b K K i i b b
G G Z Z A Av vM Mv vg gx x w w` ` b b A AM M Y Yx x e e v vs sK K w wj j w wg g U UW W A Av v i i v v
c c w wZ Z h hv vw wM MZ Zv vc c~ ~Y Y c cw wi i e e k k K Kv vR R K Ki i Z Z m mg g_ _ n n e e| |

A Av vg gi i v v g g b b K Kw wi i A AM M Y Yx x e e v vs sK K w wj j w wg g U UW W ` ` k ki i A Ab b Z Zg g
K K c c v v i i U U w wm mw wU U R Rb b | | A AZ ZG Ge e K K c cv v i i U U m mv vg gv vw wR RK K ` `v vw wq qZ Z
c cv vj j b bi i m mv v _ _ m m K Kv v R R A As sk kM M n nY Y K Ki i v vA Av vg gv v ` `i i b bw wZ ZK K
` `v vw wq qZ Z | | K K c c v v i i U U m mv vk kv vj j i i m mc cw w w we ew wj j w wU Ui i A As sk k w wn n m m e e
A Av vg gi i v vm mg gv v R R G Ge es s K Kg g w wb bi i v vc c` ` c cw wi i e ek k i i v vG Ge es s
b bv vi i x x- -c cy yi i l l , , R Rv vw wZ Z- -e eY Y w wb bw we e k k l l m me ev vi i R Rb b m mg gv vb b m my y h hv vM M
w wb bw w Z Z K Ki i Z Z A As sM Mx xK Kv vi i e e | | A Av vg gi i v vc cw wi i e e k ki i w wZ ZK Kv vi i K K
K Kv vb b c c K K A A_ _ h hv vM Mv v b bi i w we ei i | | A Av vM Mv vg gx xw w` ` b b A Av vg gi i v v
A Av v i i v v e ek kx x m mg gv vR Rw wn nZ ZK Ki i K Kv vR R K K i i h hv ve e| | A Av vg gi i v v ` ` k k, ,
w we e k kl l K K i i M M v vg gv v j j w wk k v vi i g gv v b bv vb b q qb b G Ge es s m mg gv v R Ri i
m my yw we ea av ve ew w Z Z ` `i i ` ` Z Zv vD Db b q q b b A Av vi i I I m mw w q qf f v v e e A As sk kM M n n Y Yi i
R Rb b D D ` ` v vM Mw wb b q qw wQ Q| |


Page 30 of 110 30
competitive environment and to face the challenges
of economic recession, Agrani Bank Limited
continued its efforts to increase the credit flow to
corporate houses in the priority sectors. In line with
government strategy, apart from traditional
banking, the Bank continued SME financing in
collaboration with different funding agencies, both
national and international, so that thousands of
rural and urban poor improve their living by
overcoming poverty. Upto 2009, the Bank financed
14 programmes in SME and micro credit sectors
and 54 programmes in agriculture and rural sector.


I would like to take the opportunity to thank all the
Directors of the Bank for their unflinching support
and valuable contribution in attaining the goals of
the Bank during the year under review. I also thank
the valued shareholders of the Bank for the trust
and confidence. My special thanks are to our
Customers, Depositors, Patrons, Well-wishers,
Bangladesh Bank, Government of Bangladesh and
all others for extending necessary support, co-
operation and assistance.

I would also like to put on record my thanks and
appreciation to all of our executives and employees
for their untiring efforts without which Agrani Bank
Limited would not have become one of the most
preferred financial service providers in the country.









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b bv v| | A Av vw wg g Z Zu uv v ` `i i K K a ab b e ev v` ` R Rv vb bv vB B| |








Page 31 of 110 31

Finally, I would like to add that in the changed
political landscape characterized by the present
Governments commitment to bring about greater
welfare for the community at large, the expectation
of the stakeholders has gone high. All our efforts
are, therefore, directed towards meeting this
expectation. We firmly believe that our efforts will
add value to the steps towards executing the
'Charter for change' as set out by the present
Government of Prime Minister Sheikh Hasina to
realize its vision for establishing Digital Bangladesh.


May the Almighty Allah bless us all in our future
endeavors.


Khondoker Bazlul Hoque, Ph D.
Chairman
The Board of Directors

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Page 32 of 110 32







STAKEHOLDERS' INFORMATION

















Page 33 of 110 33

SHAREHOLDERS I NFORMATI ON


a. Distribution of Shares in 2009

Particulars
Number of Shares
31 December 2009 31 December 2008
Government of Bangladesh
496,83,988 248,41,990
Directors
12 10
General Public
- -
Total
49,684,000 24,842,000


b. Shares held by Directors as on 31 December 2009

Sl# Particulars Status
Starting Position
Closing
Position
Change
Date Share
1 Khondoker Bazlul Hoque Ph D. Chairman
16.09.09
1 1 0%
2 Mr. Ranjit Kumar Chakraborty Director
13.12.06
1 1 0%
3 Mr. Shekhar Dutta Director
09.09.09
1 1 0%
4 Mr. Nagibul Islam Dipu Director
09.09.09
1 1 0%
5 Engineer Md. Abdus Sabur Director
09.09.09
1 1 0%
6 Barrister Zakir Ahammad Director
09.09.09
1 1 0%
7 Mr. Sahzada Mohiuddin Director
09.09.09
1 1 0%
8 Mr. Abduz Jahir Chowdhury (Sufian) Director
14.09.09
1 1 0%
9 Mr. K.M.N. Manjurul Hoque Lablu Director
14.09.09
1 1 0%
10 Mr. A.K. Gulam Kibria, FCA Director
24.09.09
1 1 0%
11 Ms. Luna Shamsuddoha Director
24.09.09
1 1 0%
12 Mr. Syed Bazlul Karim, BPM Director
22.10.09
1 1 0%

Page 34 of 110 34


c. Annual General Meetings

The first annual general meeting was held on 14 August 2008.


Photo with caption of First AGM
First AGM on in Progress- 14 August 2008


The second annual general meeting was held on 17 August 2009.
Photo with caption of Second AGM
Second AGM on in Progress- 17 August 2009


The third annual general meeting will be held on 29 April 2010.

Photo with caption of Signing Accounts by
Directors
Signing of accounts by Directors -28 March, 2010



d. Dividend Distribution

The Bank declared and distributed 100% stock dividend (i.e. 1 bonus share for every 1 share) for
the year 2008 out of the accumulated profit as on 31 December 2008.
The Board of the Directors recommends 10% Stock Dividend (i.e. 1 bonus share for every 10
shares) for the year ended 31 December 2009.

Page 35 of 110 35



Financial Highlights
( Amount in crore taka)
2009 2008 Change
Performance during the year
Interest revenue 1,012.24 954.78 6.02%
Interest cost 608.36 524.14 16.07%
Net interest revenue 403.88 430.64 -6.21%
Income from investment 369.02 185.43 99.01%
Other operating revenue 624.47 543.29 14.94%
Total operating revenue 1028.35 973.93 5.59%
Salary & allowances 305.11 271.40 12.42%
Other operating cost 78.80 69.55 13.30%
Total operating cost 383.91 340.95 12.60%
Profit before amortization, provision and tax 644.44 632.97 1.81%
Amortization ( valuation adjustment) 132.95 132.95 ----
Provision for loans and advances 90.94 185.12 -50.88%
Other provision 94.78 25.85 266.65%
Profit before tax 325.77 289.05 12.70%
Provision for tax 214.92 24.43 779.74%
Net profit after tax 110.84 264.62 -58.11%
At the end of the year
Paid up capital 496.84 248.42 100.00%
Total shareholders equity 916.72 641.92 42.81%
Deposits 16,628.36 14,681.46 13.26%
Total contingent liabilities and commitments 5,297.36 4,616.45 14.75%
Loans and advances 12,223.60 11,336.23 7.83%
Amount of classified loans 2,373.93 2,548.92 -6.87%
Provision kept against classified loans 1,056.06 1,036.97 1.84%
Investments 4,089.72 2,932.98 39.44%
Average interest earning assets 14,908.04 14,384.53 3.64%
Non interest earning assets 4,397.05 4,235.62 3.81%
Fixed assets (Property, plant & equipment) 287.87 253.08 13.75%
Total assets 21,178.91 18,732.57 13.06%





Page 36 of 110 36
Key Ratios
Sl # Particulars 2009 2008
Profitability and performance ratios
1 Net profit ratio 6.77% 17.66%
2 Cost to income ratio 60.63% 57.75%
3 Efficiency ratio
Non interest expense to Total income
0.37 0.35
4 Asset utilization 7.73% 8.00%
5 Return on assets 0.52% 1.41%
6 Leverage multiplier 23.10 29.18
7 Return on equity (before amortization,
provision & tax)
35.54% 45.03%
8 Return on Equity (After amortization,
provision & tax)
12.09% 41.28%
9 Earnings Power 70.39% 76.79%
10 Non interest expenses to total assets 1.81% 1.82%
11 Net non-interest income to total assets 1.14% 1.08%
12 Interest margin to total assets 1.91% 2.30%
13 Interest margin to earning assets 2.71% 2.99%
14 Yield on earning assets 6.79% 6.64%
15 Earnings per share 22.31 106.52
16 Net asset value per share (Tk.) 184.51 258.40
17 Total classified loan to total loans 19.42% 22.48%
18 Net classified loan to net loans 4.97% 7.61%
19 Cost of fund 6.86% 6.65%
20 Return on investment 9.02% 6.32%
Liquidity and solvency ratios
1 Current ratio 2.12 0.51
2 Cash flow liquidity ratio 0.33 0.08
3 Debt to total assets ratio 0.96 0.97
4 Long term debt to total capitalization 0.12 0.25
5 Liquid assets to earning assets 11.56% 10.24%
6 Loans & advances to deposit ratio 73.51% 77.21%
7 Loans & advances to total assets ratio 57.72% 60.52%
8 Provision to total loans & advances 9.63% 10.11%

Dividend ratios
Stock dividend 10% 100%

Capital adequacy ratios
Capital adequacy ratio 10.80% 9.16%
I. Tier I Capital 7.74% 7.74%
II.Tier II Capital 3.06% 1.72%
Page 37 of 110 37
Note: Since ABL is not a listed company, its market price per share is not available. So, P/ E ratio of the Bank could not be provided.







































Page 38 of 110 38








































Page 39 of 110 39

Maintaining Capital Adequacy

Capital adequacy symbolizes the financial strength and stability of a bank. It limits the ceiling up to which
banks can expand their business in terms of risk-weighted assets. Like all commercial institutions, banks too
consistently look at the way of expanding their operations by acquiring property, plant and equipment and
shifting of branches to better commercial areas, in addition to mobilizing deposits, providing loans and
investing in other assets.

Regulatory capital requirements are therefore necessary to prevent banks from expanding beyond their ability
to manage (overtrading), to improve the quality of banks, to leverage their growth and to lead to higher
earnings on assets. The Bank keeps a careful check on its adequacy ratio, as will be evident from capital
adequacy ratio given below:

a. Capital adequacy as per BASEL-I
(Amount in Crore taka)
Particulars 2009 2008
Total Assets (net) including Off-Balance Sheet Items (net). 18,314.36 17,755.99
Total Risk Weighted Assets 9,181.09 8,051.07
Minimum Required Capital (10% of Risk Weighted Assets ) For details reference
may be made to note #13.7 of the audited financial statements
918.11 805.11
Minimum required core capital ( 5% of RWA) 459.05 402.55
Actual Capital Held 991.45 737.75
Core Capital (Tier-I) 710.24 599.39
Supplementary Capital (Tier-II) 281.21 138.36
Total Capital surplus/(shortfall) 73.34 (67.36)
Capital Adequacy Ratio (%): 10.80% 9.16%
Core Capital (against standard of minimum 5%) 7.74% 7.44%
Supplementary Capital 3.06% 1.72%
Core Capital (Tier - I)
Paid up capital 496.84 248.42
Statutory Reserve 138.94 73.78
General Reserve 0.50 0.50
Retained Earnings 73.96 276.69
Total Core Capital ( Tier-1) 710.24 599.39
Supplementary Capital (Tier - II )
General Provision maintained against UC loans 114.09 115.66
Provision for Off Balance Sheet Exposure 52.97 6.43
Revaluation Surplus on HTM Securities @ 50% 103.24 5.36
Exchange Equalization Accounts 10.91 10.91
Total Supplementary Capital ( Tier-2) 281.21 138.36
Page 40 of 110 40

b. Capital adequacy as per BASEL-I I
(Amount in Crore taka)
2009
A. Eligible Capital :
1.Tier-1 (Core Capital ) 710.24
2.Tier-2 (Supplementary Capital) 281.21
3.Tier-3 (eligible for market risk only) -
4.Total Eligible Capital (1+2+3) : 91.45

B. Total Risk Weighted Assets (RWA): 12,052.44
C Capital Adequacy Ratio (CAR) (A4 / B)*100 8.22%
D. Core Capital to RWA (A1 / B)*100 5.89%
E. Supplementary Capital to RWA (A2 / B)*100 2.33%
F. Minimum Capital Requirement (8% of RWA) 964.20
G. Capital Surplus (F-A) 27.25

Eligible Capital
1.Tier-1 (Core Capital )
Paid-up Capital 496.84
Statutory Reserve 138.94
General Reserve 0.50
Retained Earnings 73.96
Sub-Total: 710.24

2.Tier-2 (Supplementary Capital)
General Provision (UC) 14.09
Provision for Off Balance Sheet exposure 52.97
Reserve on HTM & HFT Securities @50% 03.24
Balance of Exchange Equalization A/C 10.91
Sub-Total 281.21

3.Tier-3 (eligible for market risk only)
Short-term subordinated debt -
Sub-Total -
4. Total Supplementary Capital(2+3) 81.21
5. Total Eligible Capital (1+4) 991.45






Note : For details reference may be made to note 13.8 of the audited financial statements.
Page 41 of 110 41

Value Added Statement

The value added statement for the Bank shows the values created and distributed among different stakeholders
of the Bank. Value added by the Bank stood at Tk. 682.82 crore as of 31 December 2009 as against Tk. 576.14
crore as of 31 December 2008.



2009 2008
Taka in
crore
In per cent Taka in
crore
In per
cent
a. Income from Banking service 1,636.70 - 1,498.07 -
b. Less: Cost of services & supplies 680.20 - 588.01 -
c. Value added by the Banking services (a-b) 956.50 - 910.06 -
d. Add: Non-Banking income - - - -
e. Less: Amortization, Loan Loss Provision and Other
Provisions except incentive bonus
273.68 - 333.92 -
Value added ( c+d-e) 682.82 576.14

Distribution of Value addition
To Employees as salaries, allowances and bonus 350.11 51.27% 281.40 48.84%
To Govt. as Income Tax 170.00 24.90% - -
To Statutory reserve 65.15 9.54% 57.81 10.03%
To Expansion and Growth
Retained profit 45.70 6.69% 206.81 35.90%
Depreciation 6.94 1.02% 5.69 0.99%
Deferred Tax 44.92 6.58% 24.43 4.24%
Total : 682.82 100.00% 576.14 100.00%

2 Graphs: Distribution of Value Addition















Page 42 of 110 42

Products and Services

a) Deposits

Current Deposits (CD)
Call Deposits
Savings Deposits (SB)
Fixed Deposits
o 3 months
o 6 months
o 1 year
o 2 years and above
Special Notice Time Deposits (SNTD)
Non Residence Special Taka Account
NR Investors Taka Account
Agrani Bank Pension Sanchay Prokalpa (APS)
Agrani Bank Bishesh Shanchay Scheme (ABS)

b) Foreign Currency Deposit Accounts

Foreign Currency Account
Non Resident Foreign Currency Deposit

c) Loans & Advances

Cash Credit (Hypo)
Cash Credit (Pledge)
Secured Overdraft (SOD)
Temporary Overdraft (TOD)
Industrial Credit (IC)
Inland Bills Purchased (IBP)
Staff Loan
Loan (Others)
Housing Loan-General & Commercial
Consumer Credit
Loan for Overseas employment
Advance Against Salary
Rural & Agro Credit
Small and Medium Enterprise Loan
Weavers Credit
Export Cash Credit


Import Finance
Loan Against Imported Merchandise (LIM)
Loan Against Trust Receipt (LTR)
Loan Against Export Development Fund (EDF)
Payment against Document (PAD)


Export Finance
Export Cash Credit
Pre-shipment credit
Packing Credit
Foreign Bills Purchased (FBP)









Page 43 of 110 43


d) Treasury

i. Primary Dealer Unit
Treasury Bills
Treasury Bonds
REPO
Reverse REPO

ii. Forex & Fund Management
Import/Export Financing
Custodian Services
Money Market Lending


e) Special Services

i. Cash Services
ATM Services
Cheque encashment
Foreign Currency

ii. Fund Transfer
Inter-Branch Money Transfer
SWIFT
Telegraphic Transfer
Issuing and Encashing Foreign Drafts

iii. Value Added Services
Locker Service


f) Other Services

i. Letters of Credit
Letters of Credit-Sight
Letters of Credit-Usance
Back to Back L/C

ii. Letters of Guarantee
Advance Payment Guarantee
Bid Bond
Performance Bond
Shipping Guarantee
Guarantee- Others

g) New products and services introduced in 2009
In the year 2009 the Bank introduced the following products:
Merchant Banking Unit
Agrani Bank Sanchay Scheme
Loan for Overseas Employment
Islamic Banking Unit













Page 44 of 110 44

























DIRECTORS REPORT TO THE SHAREHOLDERS


























Page 45 of 110 45

DIRECTORS REPORT TO THE SHAREHOLDERS

Bismillahir Rahmanir Rahim
Respected Shareholders
Assalamu Alaikum,


On behalf of the Board of Directors I am much
delighted to present the third Annual Report of
Agrani Bank Limited together with the audited
financial statements.

In the report, Banks operational performance of
2009 compared with that of 2008 has been
evaluated and analyzed within the prevailing
business environment. The information and analysis
may be read in conjunction with the audited
financial statements presented herewith. This
report presents an overview of the global economic
scenario and the performance of Bangladesh
economy.
Global Economic Scenario
After a deep global recession, economic growth has
turned positive, as a wide range of policy
interventions has supported demand and reduced
uncertainty and systemic risk in financial markets.
Although global growth is expected to continue in
positive territory in 2010, the pace of the recovery
will be slow and subject to uncertainty. After falling
by an estimated 2.2 percent in 2009, global output
is projected to grow 2.7 and 3.2 percent in 2010
and 2011 respectively.

The banking crisis that erupted in September 2008
has substantially reinforced the cyclical downturn
that was already under way. Following the
insolvency of a large number of banks and financial


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2 20 00 08 8 m mv v j j h h g g ` `v v ` `L Lv v ` `q q Z Zv v m me eQ Qi i B B i i n nq qw wb b| | G Gi i
c c~ ~e ee eZ Zx x e eQ Q i i I I g g ` `v vf f v ve e w wQ Qj j | | e ev vS Sv vh hv vq q G GU Uv vG GK KU Uv vP P h hv vi i
c cy yb bi i v ve e w w N N U U Q Q| | g gv vw wK K b b h hy y i i v v , , B BD D i i v vc c G Ge es s D Db b q qb bk kx xj j
Page 46 of 110 46
institutions in the United States, Europe, and the
developing world, financial conditions have become
much tighter, capital flows to developing countries
have dried up, and huge amounts of market
capitalization have evaporated.

Towards the end of 2009, gross capital inflows to
developing countries began to gain momentum as
uncertainty subsided and risk aversion declined. On
an annualized basis, total gross inflows to
developing countries reached a $435 billion pace in
the five months ending November 2009, up from
$218 billion in the first half of the year. Policy
interest rates around the globe remain very low,
although some central banks have begun tightening
(e.g., Australia has already tightened by 75 basis
points) or signaled their intention to begin to do so
soon. In the United States, the Federal Reserve
Board's federal funds rate has been hovering
around 12 basis points, compared with close to 550
basis points in mid 2007. The European Central
Bank's (ECB) policy rate remains in the 100-basis-
point range, compared with a level of more than
400 basis points in 2008. Short-term market rates
are also very low. Reflecting policy steps to re-
capitalize banks and restore confidence in the
international financial system, the spread between
the rates that commercial banks charge one
another for overnight lending and the overnight
rate charged by central banksa common measure
of banks' confidence in one anotherhas fallen
from an unprecedented 365 basis points at the
peak of the crisis to a more normal level of less
than 15 basis points. As part of these efforts,
central banks have taken a number of extraordinary
steps including lending directly to private firms and
intervening in secondary mortgage markets. As a
result, the balance sheets have ballooned.
` `k km mg g~ ~ n ni i w we ei i v vU Um ms sL L K K e e v vs sK K I I A Av vw w_ _ K K c c w wZ Z v vb b ` `D Dw wj j q qv v
n nI I q qv vi i c ci i A Av vw w_ _ K K A Ae e v vL Ly ye eB B m m x xb b n nq q, , D Db b q qb bk kx xj j ` ` k k
c cy yu uw wR R m mi i e ei i v vn n n n v vm mc cv vq q G Ge es s g g~ ~j j n n v v m mi i d d j j k kq qv vi i e ev vR Rv vi i
_ _ K K w we ei i v vU Uc cw wi i g gv vY Y c cy yu uw wR R D Da av vI I n n q q h hv vq q | |


A Aw wb b q qZ Zv v K K U Uh hv vI I q qv vq q G Ge es s S Sz zu uw wK K n n v vm mc cv vI I q qv vq q D Db b q qb bk kx xj j
` `k km mg g~ ~ n n 2 20 00 09 9 m mv v j j i i k kl l w w` ` K K g gv vU Ug g~ ~j j a ab b c c e ev vn n e e w w
c c Z Z _ _v v K K| | e ev vw wl l K K w wf f w w Z Z b b f f ^ ^i i G Gi i k kl l b bv vM Mv v` ` 2 20 00 09 9
m mv v j j i i c cv vu uP P g gv v m m g gv vU Ug g~ ~j j a ab b c c e ev vn n 4 43 35 5 w we ew wj j q qb b W Wj j v v i i
c cu u Q Q| | c c~ ~e e e eZ Zx x Q Qq q g gv v m mh hv vi i c cw wi i g gv vY Y w wQ Qj j 2 21 18 8 w we ew wj j q qb b
W Wj j v vi i | | m my y ` `i i n nv vi i w we ek k e e v vc cx xB B K Kg g h hw w` `I I K Kv vb b K Kv vb b K K ` ` x xq q
e e v vs sK K ( (A A w wj j q qv vB Bw wZ Zg g a a B B 7 75 5 e ew wm mm mc c q q U UK Kw wg g q q Q Q) )
g gy y` ` v vb bx xw wZ Z K K V Vv vi i Z Zi i K Ki i v vi i N Nv vl l Y Yv vw w` ` q q Q Q| | g gv vw wK K b b h hy y i i v v
d dW Wv v i i j j w wi i R Rv v f f i i i i U U1 12 2 e ew wm mm mc c q q U Ui i K Kv vQ Qv vK Kv vw wQ Qh hw w` `I I
2 20 00 07 7 m mv v j j Z Zv v w wQ Qj j 5 55 50 0 e ew wm mm mc c q q U U| | B BD D i i v vc cx xq qv vb b
m m U U v vj j e e v vs s K Ki i c cw wj j w wm m i i U U 1 10 00 0 e ew wm mm m c c q q U Ui i
K Kv vQ Qv vK Kv vw wQ Q| | ^ ^ g gq qv v` `x x e ev vR Rv vi i m my y ` `i i n nv vi i L Ly ye eB B K Kg g| |
e e v vs sK K j j v vi i c cy yu uw wR R e e w w G Ge es s Z Zv v ` `i i I I c ci i A Av v v ve e w w i i d d j j
^ ^ g gq qv v ` ` e e v vs sK K j j v vi i w wb b R R ` `i i g g a a j j w w s s i i U U n n v vm m
c c q q Q Q| | n n v vm m c c q q Q Q K K ` ` x xq q e e v vs s K Ki i j j w w s s i i U UI I | |
m ms sK K U Ui i m mg gq q G GB B n nv vi i w wQ Qj j 3 36 65 5 e ew wm mm mc c q q U U| | G GL Lb b Z Zv v
1 15 5 e ew wm mm mc c q q U Ug gv v | | G G c c v vc c U U K K ` ` x xq q e e v vs sK K j j v v e ek k
w wK KQ Qy yc c` ` c c w wb b q q Q Q| | G Gi i g g a a A Av v Q Q m mi i v vm mw wi i c c v vB B f f U U
d dv vg g K K F FY Y ` `q qv vG Ge es s g gU U M MR R g gv v K K U Un n c c K Ki i v v| | G G Z Z
D D c c x xZ Z n n q q Q Q| |







Page 47 of 110 47
Developing countries' access to international capital
markets has also revived. Both sovereign and
corporate borrowers have benefited from rising
global liquidity, improved market conditions, and
better long-term fundamentals of emerging
economies vis--vis advanced economies. The
recovery in corporate bond issuance by developing
countries reached $109 billion through 2009, up
almost $45 billion compared with 2008. In stark
contrast to the recovery in bond and equity
markets, cross-border bank lending remains weak
as global banks continue to consolidate and
deliberate in an effort to rebuild their balance
sheets. In contrast with debt-creating flows, foreign
direct investment (FDI) has yet to show signs of
rebounding. FDI tends to be the most stable source
of international capital, but inflows nevertheless
have declined by 40 percent since the first quarter
of 2008 and stood at $69 billion in 2009 Q3.
Although these flows are expected to have re-
covered during the last quarter, inflows to all
developing countries for the year as a whole are
expected to come in at $385 billion, only 30 percent
of their 2008 values. While resource-related
investment has picked up in 2009 after a pause in
late 2008, investment in the banking sector, which
led the surge in recent years, remains limited.

The global economic crisis affected developing
countries first and foremost through a sharp
slowdown in global activity due to a sudden cut in
investment programs, consumer durable demand,
and a widespread effort to reduce inventories in the
face of uncertain future conditions. Falling export
demand, commodity prices, and capital flows
exacerbated and extended the downturn. Overall,
growth in developing countries declined to an
estimated 1.2 percent in 2009, down from 5.6
percent in 2008.
A Av v R R v vw wZ ZK K c cy yu uw wR R e ev vR Rv v i i D Db b q qb bk kx xj j ` `k k j j v vi i c c e ek k h hv vM M Z Zv v
c cy yb bi i x xw we eZ Z n n q q Q Q| | m mi i K Kv vw wi i G Ge es s e em mi i K Kv vw wi i F FY Y M M n nx xZ Zv vi i v v
w we e` ` g gv vb b D Db b Z Z Z Zv vi i j j c cw wi i w w w wZ Z _ _ K K m my yw we ea av vc cv v Q Qb b| | D Db b Z Z
e ev vR Rv vi i c cw wi i w w w wZ Z, , ` `x xN N g gq qv v ` ` D Db b q q b bi i m m v ve eb bv vG Ge es s D Db b Z Z I I
D Db b q qb bk kx xj j ` ` k k w we ei i v vR Rg gv vb b A Ab by yK Kz zj j c cw wi i w w w wZ Z Z Z m me ev vB B j j v vf f e ev vb b
n n Q Q| | D Db b q qb bk kx xj j ` `k k j j v v Z Z 2 20 00 09 9 m mv v j j K K c c v v i i U U e e
w we ew w i i c cw wi i g gv vY Y w wQ Qj j 1 10 09 9 w we ew wj j q qb b W Wj j v vi i h hv v2 20 00 08 8 m mv v j j i i
Z Zz zj j b bv vq q c c v vq q 4 45 5 w we ew wj j q qb b W Wj j v vi i e ew wk k| | e e I I g g~ ~j j a ab b e ev vR Rv v i i
A Av v` `v v q qi i Z Zz zj j b bv vq q A Av v t t ` `k kx xq q e e v vs sK K F F Y Yi i A Ae e v v ` `y ye e j j | |
K Kv vi i Y Y e e n nr r e e v vs sK K j j v vZ Zv v ` `i i A Ae e v vi i D Db b w wZ Z K Ki i v vi i c cv vk kv vc cv vw wk k
e e v v j j k kx x U Ui i A Ae e v vD Db b Z Z K Ki i v vi i m me e v v K K c c P P v vP Pv vj j v v Q Q| |
F FY Y c c e ev vn n e e w w i i Z Zz zj j b bv vq q d d i i b b w wW W i i B Bb b f f g g U U G Gi i M Mw wZ Z
w wd d i i c cv vI I q qv vm mg gq qm mv v c c e e v vc cv vi i | | G Gd dw wW WA Av vB B A Av v R Rv v w wZ ZK K
c cy yu uw wR Ri i m me e P P q q w w w wZ Zk kx xj j D Dr rm mn n Z Z h hv v Q Q| | w wK K 2 20 00 08 8
m mv v j j i i c c _ _g g g gv vw wm m K K G Gd dw wW WA Av vB B 4 40 0 k kZ Zv vs sk k n n v vm m c c q q
2 20 00 09 9 m mv v j j i i P PZ Zz z_ _ g gv vw wm m K K 6 69 9 w we ew wj j q qb b W Wj j v v i i ` `v vu uw wo o q q Q Q| |
G Gd dw wW WA Av vB B G Gi i c c e ev vn n M MZ Z g gv vw wm m K K A Av v` `v vq q A Av vk kv vK Ki i v vn n j j I I
D Db b q qb bk kx xj j ` `k k j j v v Z Z G Gd dw wW WA Av vB B c c e ev v n ni i c cw wi i g gv vY Y 3 38 85 5
w wg gw wj j q qb b W Wj j v v i i ` `v vu uo ov v Z Z c cv v i i | | h hv v2 20 00 08 8 m mv v j j i i c c e ev v n ni i 3 30 0
k kZ Zv vs sk k| | m m ` ` m m w wK K Z Z w we ew wb b q qv vM M 2 20 00 08 8 m mv v j j i i k k l l
_ _g g K K ` `v vu uo ov v j j I I 2 20 00 09 9 m mv v j j w wK KQ Qy yU Uv ve ev v o o| | e e v vs sw wK Ks s L Lv v Z Z
w we ew wb b q qv v M Mi i m m v ve eb bv v ` `L Lv v M M j j I I Z Zv vm mx xw wg gZ Z w wQ Qj j | |


w we ek k g g ` `v vi i K Kv vi i Y Y w we ew wb b q qv vM M K Kg g m m~ ~P Px xi i k k _ _M Mw wZ Z, , P Pv vw wn n` `v vi i
w wb b g gy yw wL LZ Zv v, , f f w we el l Z Zi i A Aw wb b q qZ Zv vi i K Kv vi i Y Y g gR Ry y` ` c cY Y K Kw wg g q q
A Av vb bv vi i e e v vc cK K c c q qv vm m D Db b q qb bk kx xj j ` `k k j j v vi i A A_ _ b bx xw wZ Z K K
w wZ ZM M Z Z K K i i | | g gv v j j i i g gR Ry y` `I I K Kg g _ _v v K K| | i i v vw wb b n n v vm m, ,
c c Y Y i i g g~ ~j j n n v vm mI I g g~ ~j j a ab b c c e ev vn n n n v vm mg g ` `v vi i A Ae e v v K K A Av vi i I I
A Ae eb bw wZ Zi i w w` ` K K w wb b q q D D ~ ~Z Z g g ` `v v K K c c j j w w ^ ^Z Z K K i i | | d d j j
D Db b q qb bk kx xj j ` `k km mg g~ ~ n n c c e e w w i i n nv vi i K K g g A Av v m m1 1. .2 2 k kZ Zv vs s k k| |
2 20 00 08 8 m mv v j j G G n nv vi i w wQ Qj j 5 5. .6 6 k kZ Zv vs sk k| |

Page 48 of 110 48

Just as the sharp rise in food and fuel prices
generated a rapid acceleration of headline inflation
in both high-income and developing countries
during 2008, the fall of commodity prices during the
course of 2009 and the unprecedented slowdown in
the global economy has led to a dramatic fall in
headline inflation. The median rate of year-over -
year consumer price inflation in high-income
countries, which peaked at 5.2 percent in mid-
2008, turned negative in July, but was 0.6 percent
in November 2009. The median inflation rate in
developing countries has declined from a peak of
12.4 percent in mid-2008 to only 2.6 percent in
November 2009. Notwithstanding the declines in
headline inflation, core inflation has remained
relatively stable in high-income countries. Only in
Japan has core inflation dropped below zero. The
bulk of the commodity price deflation has now
passed through the system; therefore headline
inflation can be expected to rise toward core
inflation rates in coming months.

Growth in the East Asia and Pacific region
(particularly in China) as well as in South Asia
(particularly in India) has been resilient, buoyed by
a massive fiscal stimulus package in China and by
India's skillful macroeconomic management.
Between 2008 and 2009, growth in the East Asia
and Pacific region is estimated to have eased by
only 1.2 percentage points to 6.8 percent, while
South Asian growth has remained stable at 5.7
percent. GDP growth in China is estimated to have
slowed from 9 percent in 2008 to 8.4 percent in
2009, but is expected to recover toward 9 percent
over the remainder of the forecast period.


L Lv v` ` I I R R v vj j v vw wb bi i g g~ ~j j e e w w c cv vI I q qv vi i d d j j a ab bx xI I D Db b q qb bk kx xj j
` `k km mg g~ ~ n n g g~ ~j j x xw wZ Z 2 20 00 08 8 m mv v j j ` `v vi i Y Yf f v v e e e e o o h hv vq q| |
A Av ve ev vi i A Ab b w w` ` K K 2 20 00 09 9 m mv v j j w we ek k A A_ _ b bx xw wZ Zi i g g ` `v vi i K Kv vi i Y Y
g g~ ~j j x xw wZ Z A Av vk kv vZ Zx xZ Zf f v v e e n n v vm mc cv vq q| | a ab bx x ` `k k j j v v Z Z M Mo o
g g~ ~j j x xw wZ Zi i n nv vi i 2 20 00 08 8 m mv v j j i i g gv vS Sv vg gv vw wS S m mg g q q 5 5. .2 2 k kZ Zv vs sk k
D D V V| | R Ry yj j v vB B g gv v m mG G n nv vi i b bw wZ Ze ev vP PK K n nq q| | A Av ve ev vi i 2 20 00 09 9
m mv v j j i i b b f f ^ ^ i i Z Zv vn nq q 0 0. .6 6 k kZ Zv vs sk k| | D Db b q qb bk kx xj j ` `k k j j v v Z Z
M Mo o g g~ ~j j x xw wZ Zi i n nv vi i 2 20 00 08 8 m mv v j j i i g ga a f f v v M Mm m e e v v P P 1 12 2. .4 4
k kZ Zv vs sk k _ _ K K 2 2. .6 6 k kZ Zv vs s k k n n v vm mc cv vq q| | m mv va av vi i Y Y g g~ ~j j x xw wZ Z n n v vm m
c c j j I I g g~ ~j j g g~ ~j j x xw wZ Z a ab bx x ` `k k j j v v Z Z g gv vU Uv vg gy yw wU Uf f v v e e w w i i
_ _v v K K| | G GK Kg gv v R Rv vc cv v b b g g~ ~j j g g~ ~j j x xw wZ Z k k~ ~ b b i i b bx x P P b bv v g g| |
c c Y Y i i g g~ ~j j m ms s K Kv vP Pb b e eZ Z g gv v b b G GK Kw wU Uw wm m g gi i g g a a w w` ` q q
A Aw wZ Ze ev vw wn nZ Z n n Q Q G Ge es s G GK Kv vi i Y Y c ci i e eZ Zx x g gv vm m j j v v Z Z
g gy y` ` v v x xw wZ Zi i n nv vi i e ev vo o Z Z c cv v i i | |





c c~ ~e e G Gw wk kq qv v G Ge es s c c v vw wm mw wd dK K A A j j ( (w we e k kl l Z Z P Px x b b) ) G Ge es s
` `w w Y Y G Gw wk kq qv vq q ( (w we e k kl l K K i i f f v vi i Z Z) ) c c e e w w i i n nv vi i A Ae e v vn nZ Z
_ _v v K K| | G Gi i K Kv vi i Y Y P Px xb b K KZ Z K K M M n nx xZ Z c c Y Yv v` `b bv vg g~ ~j j K K c c v v K KR R
G Ge es s f f v vi i Z Z K KZ Z K K A Ab by ym m Z Z w we eP P Y Y m mg gw w K K A A_ _ b bw wZ ZK K
e e e e v vc cb bv vb bx xw wZ Z| | 2 20 00 08 8 G Ge es s 2 20 00 09 9 m mv v j j c c~ ~e e G Gw wk kq qv vG Ge es s
c c v vw wm mw wd dK K A A j j 6 6. .8 8 k kZ Zv vs sk k c c e e w w n nq q| | ` `w w Y Y G Gw wk kq qv vq q
c c e e w w i i n nv vi i w wQ Qj j 5 5. .7 7 k kZ Zv vs sk k| | P Px x b bi i c c e e w w i i n nv vi i 2 20 00 08 8
m mv v j j i i 9 9 k kZ Zv vs s k ki i Z Zz zj j b bv vq q 2 20 00 09 9 m mv v j j 8 8. .4 4 k kZ Zv vs sk k n nq q| |
A Ae ek k P Px x b bi i c c e e w w 9 9 k kZ Zv vs s k k e e w w c cv v e e e e j j a av vi i Y Yv vK Ki i v v
n n Q Q| |



Page 49 of 110 49

Developments have been reflected in global
industrial production, which declined sharply in the
aftermath of the global financial crisis. In February
2009, world industrial production was falling at a 27
percent annualized pace, but by the beginning of
April/May, production began recovering, initially led
by accelerating growth in China following the imple-
mentation of the $575 billion (over five quarters)
fiscal stimulus package. Increased import demand
from China quickly spread to other countries, with
industrial production registering positive growth in
emerging countries (excluding China) by March
2009 and high-income countries by May 2009.

As the benefits of the stimulus measures and
inventory restocking began to wane, industrial
production growth rates have started to moderate.
Whether this deceleration signals a transition to
slower growth, more in line with underlying
demand patterns or the beginnings of a double-dip
recession will largely depend on the extent to which
consumer and business demand picks up in the
months ahead.
Great uncertainty continues to surround future
prospects. Even the weak recovery outlined above
is not certain. If the private sector continues to
save in order to restore balance sheets, a double-
dip, characterized by a further slowing of growth in
2011 is entirely possibleespecially as the growth
impact of fiscal stimulus wanes. A stronger recovery
is also possible, if the massive traditional and
nontraditional monetary stimulus that has been put
into place in high-income countries begins to gain
traction.



w we ek k g g ` `v vi i c ci i e eZ Zx x K Kv v j j w wk k D Dr rc cv v` `b b n n v vm m c c j j I I e eZ Z g gv v b b
w wk k D Dr rc cv v` ` b bi i c c e eY YZ Zv v e e w w i i w w` ` K K| | 2 20 00 09 9 m mv v j j i i
d de e q qv vi i x x Z Z w wk k D Dr rc cv v` `b b e ev vr rm mw wi i K K w wf f w w Z Z 2 27 7 k kZ Zv vs sk k n n v vm m
c c q q Q Q| | w wK K G Gw wc c j j / / g g g gv v m mi i w w` ` K K w wk k D Dr rc cv v` ` b b e e w w
c cv vI I q qv v i i n n q q Q Q| | G Gi i K Kv vi i Y Y P Px x b bi i 5 57 75 5 w we ew wj j q qb b W Wj j v vi i
g g~ ~ j j i i c c Y Yv v` `b bv vg g~ ~j j K K c c v v K KR R ( (c cv vu uP P e eQ Q i i i i R Rb b ) )| | P Px x b bi i
A Av vg g` `v vw wb b P Pv vw wn n` `v ve e w w c cv vI I q qv vi i d d j j A Ab b v vb b ` ` k k Z Zv vi i c c f f v ve e
c c o o Q Q| | 2 20 00 09 9 m mv v j j i i g gv v P P i i w w` ` K K w wk k D Dr rc cv v` `b b P Px xb b e ev v ` `
A Ab b v vb b ` ` k k e e w w c c Z Z i i n n q q Q Q| | g g g gv v m mi i w w` ` K K D Db b Z Z
` ` k kI I Z Zv vi i c c f f v ve e c co o e e| |



c c Y Yv v` `b bv vg g~ ~j j K K c c v v K K R Ri i d d j j g g ` `v ve e v v g gk kt t K K U Uh hv v Q Q| |
w wk k D Dr rc cv v` ` b b c c e e w w i i n nv vi i I I w w w wZ Zk kx xj j n n Q Q| | A Av vM Mv vg gx xw w` ` b b
w wK K a ai i b bi i e e e em mv vw wq qK K G Ge es s f f v v v vP Pv vw wn n` `v ve e w w c cv v Q QZ Zv vi i
D Dc ci i w wb bf f i i K Ki i Q Qf f w we el l r r c c e e w w i i n nv vi i A A_ _e ev vg g ` `v vi i K Ke e j j
c co ov vi i m m v ve eb bv v| |



A Av vM Mv vg gx xw w` ` b b K Kx xN NU U e e Z Zv vw wb b q q A Aw wb b q qZ Zv vi i q qB B h hv v Q Q| |
G Gg gb bw wK K A A_ _ b bx xw wZ Zi i g g ` `y yc cy yb bi i x xe eb b n n e e w wK Kb bv vZ Zv vI I A Aw wb bw w Z Z| |
e em mi i K Kv vw wi i L Lv v Z Z h hw w` ` m m q q e ev v o o Z Zv vn n j j e e v v j j k kx x U UD Db b w wZ Z
n n Z Z c cv v i i | | G GU Uv v2 20 01 11 1 m mv v j j m m e e n n Z ZI I c cv v i i | | c c e e w w i i n nv vi i
e ev vo o Z ZI I c cv v i i h hw w` ` c c Y Yv v` `b bv vg g~ ~j j K K c c v v K K R R c c ` ` m my yw we ea av vd dj j
w w` ` Z Z i i K K i i | |





Page 50 of 110 50
Bangladesh Economic Scenario

Bangladesh maintained a steady growth in 2009
despite global financial turmoil, but growing power
and energy shortages and poor infrastructure
remained as major hurdles to the countrys
industrial activities. Financial markets and
institutions remained free of the toxic assets and
contagion afflicting the global financial markets
over the last couple of years because of the limited
and regulated external exposure of our economy.
Unlike most other economies in the region and
elsewhere, economic growth in Bangladesh has so
far been only mildly impacted by the ongoing global
slowdown, attaining 5.9 percent real GDP growth in
FY 09 following 6.2 percent growth of FY 08.
Foreign exchange reserve is more than USD 7.04
billion even after ACU adjustment. Inward
remittances are recorded at USD 9.7 billion (end of
June 2009) and exports continue to post double-
digit growth. The sector-wise changes in the
domestic economy are mentioned below:


a. Agriculture
Agriculture sector posted an impressive 4.68
percent growth, more than 1 percent higher than
the target set at PRSP-II. Within the agriculture
sector, crop sub-sector has posted an impressive
5.93 percent growth, contributing to ensuring
countrys food security in the backdrop of the
inflationary pressure on prices of food items
experienced in the recent past.

b. Industry
The targeted industrial growth of 11.70 percent in
FY 09 was significantly higher than the actual
growth of 6.78 percent in FY 08. The sectors
performance was affected by domestic uncertainties
e ev vs sj j v v ` ` k ki i A A_ _ b bw wZ ZK K c cw wi i w w w wZ Z

w we ek k R Ry y o o A Av vw w_ _ K K w we ec ch h q q _ _v vK Kv v m m I I 2 20 00 09 9 m mv v j j
e ev vs sj j v v ` ` k ki i A A_ _ b bw wZ ZK K A AM M M Mw wZ Z A Ae e v vn nZ Z _ _v v K K| | Z Z e e w we e` `y y r r
I I G Gb bv vw wR R i i N Nv vU Uw wZ Z G Ge es s ` `y ye e j j A Ae eK Kv vV Vv v g gv vw wk k v vq q b bi i c c _ _ e ev va av v
n n q q _ _v v K K| | e ev vs sj j v v ` ` k ki i A A_ _ b bx xw wZ Z w we ek k A Av vw w_ _ K K e ev vR Rv v i i i i m mv v _ _
m mx xw wg gZ Z c ch hv v q q m m _ _v vK Kv vi i K Kv vi i Y Y A Av vg gv v ` `i i A Av vw w_ _ K K e ev vR Rv vi i
G Ge es s c c w wZ Z v vb b j j v vg gy y w wQ Qj j w we el l v v c cw wi i m m r r ( (t to ox xi ic c a as ss se et ts s) )
_ _ K K| | d d j j M MZ Z ` `y y e eQ Q i i e ev vs sj j v v ` ` k ki i A A_ _ b bx xw wZ Z e ev vB B i i i i
m mg gm m v v v vi i v vA Av v v v n nq qw wb b| | G G A A j j i i A Ab b v vb b ` `k k A A_ _e ev v
Z Zv vi i e ev vB B i i A Ab b v vb b ` ` k ki i Z Zz zj j b bv vq q w we ek k g g ` `v v e ev vs sj j v v ` ` k ki i
A A_ _ b bx xw wZ Zi i w wZ Z K Ki i Z Z c c i i Q QK Kg g| | 2 20 00 08 8 m mv v j j A Av vg gv v ` `i i
c c e e w w i i n nv vi i w wQ Qj j 6 6. .2 2 k kZ Zv vs sk k| | m mL Lv v b b 2 20 00 09 9 m mv v j j c c e e w w
A Aw wR R Z Z n nq q 5 5. .9 9 k kZ Zv vs sk k| | G Gw wk kq qv vb b w wK K q qv vw wi i s s B BD Dw wb bq qb b G Gi i ` `v vq q
c cw wi i k kv v a ai i c c i i I I A Av vg gv v ` `i i e e ` `w wk kK K g gy y` ` v vw wi i R Rv v f f i i c cw wi i g gv vY Y
w wQ Qj j 7 7. .0 04 4 w we ew wj j q qb b W Wj j v vi i | | 2 20 00 09 9 m mv v j j i i R Ry yb b k k l l e e ` `w wk kK K
i i w wg g U U i i c cw wi i g gv vY Y w wQ Qj j 9 9. .7 7 w we ew wj j q qb b W Wj j v vi i | | i i v vw wb b e e w w i i
c cw wi i g gv vY Y w wQ Qj j 1 10 0 k kZ Zv vs s k ki i I I c c i i | | L Lv vZ ZI I q qv vi i x x A A_ _ b bw wZ ZK K
A AM M M Mw wZ Zi i w wP P b bx x P P Z Zz z j j a ai i v vn n j j v vt t


K K. . K K w wl l
K K w wl l L Lv v Z Z c c e e w w i i n nv vi i w wQ Qj j 4 4. .6 68 8 k kZ Zv vs sk k| | w wc cA Av vi i G Gm mw wc c- -2 2 G G
h h j j g gv v v vw wQ Qj j Z Zv vi i Z Zz zj j b bv vq q G GB B c c e e w w i i n nv vi i w wQ Qj j G GK K
k kZ Zv vs sk k e ew wk k| | K K w wl l L Lv v Z Zi i g g a a k km m D Dc cL Lv v Z Z c c e e w w i i n nv vi i
w wQ Qj j 5 5. .9 93 3 k kZ Zv vs sk k| | m mv v c c w wZ ZK K K Kv v j j L Lv v ` ` i i D D P Pg g~ ~j j G Ge es s
g g~ ~j j x xw wZ Zi i c c v vc c U Uk k m m i i G G c c e e w w A Av vg gv v ` `i i L Lv v` `
w wb bi i v vc c v vw wb bw w Z Z K K i i | |

L L. .w wk k
2 20 00 08 8 m mv v j j i i w wk k c c e e w w i i n nv v i i i i P P q q 2 20 00 09 9 m mv v j j i i
j j g gv v v v w wQ Qj j D D j j L L h hv vM M f f v v e e e ew wk k| | 2 20 00 08 8 m mv v j j w wk k
c c e e w w i i n nv vi i w wQ Qj j g gv v 6 6. .7 78 8 k kZ Zv vs sk k| | m mL Lv v b b 2 20 00 09 9 m mv v j j i i
R Rb b j j g gv v v v w wQ Qj j 1 11 1. .7 7 k kZ Zv vs sk k| | w wk k L Lv v Z Zi i D Dr rc cv v` `b b
Page 51 of 110 51
and the ongoing economic crisis. Industrial sector
as a whole could actually manage a growth rate of
5.92 percent in FY 09. Within the industrial sector,
growth rate of manufacturing sub-sectors
(contributing 17.24 percent in the incremental GDP)
experienced significant slowdown, posting a growth
of 5.92 percent in FY 09 against 6.78 percent in FY
08. However, good performance of exports helped
export-oriented industrial sector to overcome
difficulties significantly, thereby contributing to the
overall performance of the sector.

c. Services
Service sector has consistently experienced a
moderately high performance, contributing to its
increasing share in Bangladeshs GDP (49.7 per
cent of total GDP in FY 09). In FY 09, service sector
recorded a 6.25 percent growth, which was lower
than the PRSP II target of 6.87 percent. Among the
nine sub-sectors of the service sector, three
experienced lower growth performance (wholesale
& retail trade, transport & communication and
financial intermediaries), while for others the
growth rates were higher in FY 09 compared to FY
08. In FY 08 the growth in the service sector was
6.5 per cent.

d. I nvestment
Growth of gross capital formation made some
progress, posting 5.72 percent in FY 09 compared
to only 1.80 percent in FY 08. However, this is
lower than the general trend which hovers around 8
percent to 9 percent. Investment has suffered from
both lack of infrastructure and continuing
uncertainty in recent times. Ongoing recession also
had an adverse impact on investors confidence. In
spite of growth in absolute terms, gross investment
as percentage of the GDP has declined for the third
consecutive year, recording 24.18 percent of GDP in
A Af f i i x xY Y A Aw wb b q qZ Zv vG Ge es s A A_ _ b bw wZ ZK K m ms sK K U Ui i K Kv vi i Y Y e e v vn nZ Z
n nq q| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i w wk k c c e e w w i i n nv vi i w wQ Qj j g gv v 5 5. .9 92 2
k kZ Zv vs sk k| | c c~ ~e e e eZ Zx x e eQ Q i i G GL Lv v Z Z c c e e w w i i n nv vi i w wQ Qj j 6 6. .7 78 8
k kZ Zv vs sk k| | w wk k L Lv v Z Zi i A Aa ax xb b g g v vb by y d dK KP Pv vw wi i s s D Dc cL Lv vZ Z j j v v Z Z
c c e e w w N N U UK Kg g| | e ew wa a Z Z w wR Rw wW Ww wc c Z Z G G L Lv v Z Zi i A Ae e` `v vb b 1 17 7. .2 24 4
k kZ Zv vs sk k| | A Ae ek k i i v vw wb bg gy yL Lx xw wk k i i i i v vw wb b e e w w i i d d j j c cw wi i w w w wZ Z
w wK KQ Qy yU Uv vw wb bq q Y Y _ _v v K K| | G G Z Z w wk k i i m mv vw we e K K A Ae e` `v vb b g gv vU Uv vg gy yw wU U
m m v vl l R Rb bK KB B _ _v v K K| |


M M. . m me ev v
m me ev v L Lv vZ Z A Ae e v vn nZ Zf f v v e e f f v v j j v v c c e e w w i i n nv vi i e eR Rv vq q i i L L
P P j j Q Q| | e eZ Z g gv v b b G G L Lv v Z Zi i w wR Rw wW Ww wc c Z Z A Ae e` `v v b bi i c cw wi i g gv vY Y
n n Q Q4 49 9. .7 7 k kZ Zv vs sk k| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i m me ev vL Lv v Z Z c c e e w w i i
n nv vi i w wQ Qj j 6 6. .2 25 5 k kZ Zv vs sk k| | w wc cA Av vi i G Gm mw wc c- -2 2 G G A Ae ek k G Gi i
j j g gv v v vw wQ Qj j 6 6. .8 87 7 k kZ Zv vs sk k| | m me ev vL Lv v Z Zi i b bq qw wU UD Dc cL Lv v Z Zi i
g g a a w wZ Zb bw wU Ui i c c e e w w w wQ Qj j K Kg g| | G G w wZ Zb bw wU UL Lv vZ Z n n Q Qc cv vB BK Kv vw wi i
I I L Ly yP Pi i v ve e e em mv v, , c cw wi i e en nb b I I h hv vM Mv v h hv vM MG Ge es s A Av vw w_ _ K K L Lv vZ Z| |
A Ab b v vb b Q Qq qw wU UD Dc cL Lv v Z Z c c e e w w i i n nv vi i c c~ ~e e e eZ Zx x A A_ _ e eQ Q i i i i Z Zz zj j b bv vq q
e ew wk k w wQ Qj j | | 2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i m me ev vL Lv v Z Zi i c c e e w w w wQ Qj j 6 6. .5 5
k kZ Zv vs sk k| |


N N. . w we ew wb b q qv vM M
g gv vU Uc cy yu uw wR R M MV V b bi i n nv vi i A Av v j j v vP P A A_ _ e eQ Q i i w wK KQ Qy yU Uv v e e o o Q Q| |
2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i G G L Lv v Z Z c c e e w w i i n nv vi i w wQ Qj j 1 1. .8 80 0
k kZ Zv vs sk k| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i Z Zv v5 5. .7 72 2 k kZ Zv vs s k k D Db b x xZ Z n nq q| |
A Ae ek k G GB B n nv vi i m mv va av vi i Y Y n nv v i i i i Z Zz zj j b bv vq q K Kg g| | m mv va av vi i Y Y n nv vi i n n Q Q
8 8 _ _ K K 9 9 k kZ Zv vs sk k| | A Ae eK Kv vV Vv v g gv vM MZ Z m mg gm m v vG Ge es s A A_ _ b bw wZ ZK K
A Aw wb b q qZ Zv vi i K Kv vi i Y Y w we ew wb b q qv vM Mw we ew wN N Z Z n nq q| | w we e` ` g gv vb b g g ` `v vi i
K Kv vi i Y YI I w we ew wb b q qv vM MK Kv vi i x x ` `i i A Av v v v b b n nq q| | U Uv vK Kv vi i A A
e ev vo o j j I I w wR Rw wW Ww wc ci i k kZ Zv vs sk k w wn nm mv v e e M MZ Z w wZ Zb b e eQ Qi i a a i i
w we ew wb b q qv v M Mi i c cw wi i g gv vY Y n n v vm mc cv v Q Q | | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i
Page 52 of 110 52
FY 09 compared to 24.21 percent of GDP in FY 08.
This is somewhat lower than the Medium Term
Macroeconomic Framework (MTMF) target of PRSP-
II which was set at 24.40 percent of GDP.


e. Savings
Stagnating share of domestic savings in the GDP
continued to persist in FY 09. As matter of fact,
domestic savings as a percentage of GDP
somewhat declined from 20.31 percent in FY 08 to
20.02 percent in FY 09. Rising prices of essential
items in the first half of FY 09, particularly for food
items, was perhaps a contributing factor as well. In
contrast, impacted by successive high growth in
remittance inflow, national savings rate has
registered higher growth in recent times. Share of
national savings as percentage of GDP increased
further in FY 09, to reach 32.36 percent of GDP, as
against 30.21 percent in FY 08.

f. Monetary Development
Growth of Broad Money (M2) was kept consistent
with target GDP growth and inflation. The growth
of Broad Money stood at 19.2 percent in FY 09,
which was lower than previous years growth of
20.6 percent.

g. Balance of Payment
The balance of payment (BOP) position remains
healthy. From USD 331 million in FY 08, the overall
BOP of Bangladesh reached USD 2,058 million in FY
09. Current account balance also followed similar
trend, increasing from USD 702 million in FY 08 to
USD 2,536 million in FY 09.




w we ew wb b q qv v M Mi i c cw wi i g gv vY Y w wQ Qj j w wR Rw wW Ww wc ci i 2 24 4. .1 18 8 k kZ Zv vs sk k| | c c~ ~e e e eZ Zx x
e eQ Q i i G Gi i c cw wi i g gv vb b w wQ Qj j 2 24 4. .2 21 1 k kZ Zv vs sk k| | w wg gw wW Wq qv vg g m mv vg gw w K K
A A_ _ b bw wZ ZK K K Kv vV Vv v g gv v Z Z h h U Uv v M M U U ` `q qv vA Av v Q QZ Zv vi i Z Zz zj j b bv vq q
w we ew wb b q qv vM Mc c e e w w K Kg g| |

O O. . m m q q
A Af f i i x xY Y m m q q G GK Kw wU U w we ei i Z Zv vi i j j Y Y ` `L Lv v h hv v Q Q| |
e e Z Zc c 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i m m q qi i c cw wi i g gv vY Y w wQ Qj j
w wR Rw wW Ww wc ci i 2 20 0. .0 02 2 k kZ Zv vs sk k| | c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j
g gv v 2 20 0. .3 31 1 k kZ Zv vs sk k| | e eQ Q i i i i A A a a K K m mg gq q R Ry y o o
w wb bZ Z c c q qv vR Rb bx xq q c c Y Y i i h h g g~ ~j j x xw wZ Z, , w we e k kl l K K i i L Lv v` ` ` ` e e i i
g g~ ~ j j i i D Da a M Mw wZ Zi i K Kv vi i Y YB B m m e eZ Z G G w we ei i Z Zv v ` `L Lv vw w` ` q q Q Q| |
A Ab b w w` ` K K i i w wg g U U A Ae e v vn nZ Zf f v v e e e e w w c cv vI I q qv vq q R Rv vZ Zx xq q m m q q
G Gi i c c e e w w n nq q e ew wk k| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i w wR Rw wW Ww wc ci i w wn nm mv v e e
R Rv vZ Zx xq q m m q q G Gi i n nv vi i w wQ Qj j 3 32 2. .3 36 6 k kZ Zv vs sk k| |



P P. . g gy y` ` v vc cw wi i w w w wZ Z
w wR Rw wW Ww wc c I I g g~ ~j j x xw wZ Zi i j j g gv v v vi i m m m mv vg g m m i i L L e e W W
g gv vw wb b ( (G Gg g
2 2
) ) e e w w c cv vq q| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Qi i e e W Wg gv vw wb b e e w w
c cv vq q 1 19 9. .2 2 k kZ Zv vs sk k n nv v i i | | M MZ Z A A_ _ e eQ Q i i G Gi i c c e e w w i i n nv vi i w wQ Qj j
2 20 0. .6 6 k kZ Zv vs sk k| |

Q Q. . e e v v j j A Ae e c c v v g g U U
e e v v j j A Ae e c c v v g g U U( (w we eI I w wc c) ) c cw wi i w w w wZ Z w wQ Qj j m m v vl l R Rb bK K| |
2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i 3 33 31 1 w wg gw wj j q qb b W Wj j v v i i i i Z Zz zj j b bv vq q m mv vw we e K K
w we eI I w wc c 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i 2 2, ,0 05 58 8 w wg gw wj j q qb b W Wj j v v i i D Db b x xZ Z
n nq q| | K Kv v i i U UG GK Kv vD D U Ue e v v j j - -G G G GK KB B a av vi i v vj j Y Yx xq q w wQ Qj j | |
G G 2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i i i 7 70 02 2 w wg gw wj j q qb b W Wj j v v i i i i Z Zz zj j b bv vq q
2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i e e v v j j 2 2, ,5 53 36 6 w wg gw wj j q qb b W Wj j v v i i D Db b x xZ Z
n nq q| |

Page 53 of 110 53
h. Export
Bangladeshs total export earnings during FY 08
stood at USD 14.09 billion, registering a growth of
15.92 percent over FY 07. Performance during FY
09 (USD 15.54 billion) has by and large followed
this trend. Growth rate of 10.28 percent posted
during this period is particularly impressive in view
of the global economic crisis when the majority of
developing countries were experiencing falling
export earnings. Specially export of knitwear grew
by vigorous 16.2 percent and constituted 41.32
percent of total export. Export of woven garments
increased by 14.5 percent during FY 09. Exports of
home textiles, footwear, textile fabrics and
agricultural products achieved growth but did not
fulfill the target. Frozen shrimps and fish export
decreased by 14.9 per cent due to global financial
crisis. Export of jute and jute goods has revived.

i. I mport
Import payment rose by 4.06 in FY 09 from FY 08.
The lower growth of import was mainly attributed
to lower prices of fuel oil and some imported
commodities in the international markets and
decrease in food grain prices because of good
domestic harvest. Import share of textiles and
articles was the highest at 9.33 percent of total
imports followed by petroleum, oil and lubricants,
accounting for about 8.87 percent of total imports.
With the fall of the global rice price and good Boro
harvest in 2008, Bangladesh was in a more
comfortable position and imported only about 6.03
lakh MT of rice during FY 09 compared with 20.55
lakh MT of import in FY 2008.





R R. . i i v vw wb b
2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i e ev vs sj j v v ` ` k ki i i i v vw wb bi i c cw wi i g gv vY Y w wQ Qj j
1 14 4. .0 09 9 w we ew wj j q qb b W Wj j v vi i | | c c~ ~e e e eZ Zx x e eQ Q i i i i Z Zz zj j b bv vq q G Gi i c cw wi i g gv vY Y
1 15 5. .9 92 2 k kZ Zv vs sk k e ew wk k| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i I I i i v vw wb bi i A AM M M Mw wZ Z
f f v vj j w wQ Qj j | | G G e eQ Q i i i i v vw wb bi i c cw wi i g gv vY Y w wQ Qj j 1 15 5. .5 54 4 w we ew wj j q qb b
W Wj j v vi i | | h hL Lb b e ew wk ki i f f v vM M ` ` k ki i i i v vw wb b n n v vm m c c q q Q QG Ge es s
h hL Lb b w we ek k g g ` `v vw we e` ` g gv vb b Z ZL Lb b i i v vw wb b L Lv v Z Z 1 10 0. .2 28 8 k kZ Zv vs sk k
c c e e w w c c k ks sm mv vi i w we el l q qB B e e U U| | w we e k kl l K K i i w wb bU UI I q qv vi i i i v vw wb b
1 16 6. .2 2 k kZ Zv vs sk k e e w w c cv vq q| | g gv vU U i i v vw wb b Z Z w wb bU UI I q qv vi i i i v vw wb bi i
A Ae e` `v vb b 4 41 1. .3 32 2 k kZ Zv vs sk k| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i I I f f b b
M Mv v g g U Um mi i v vw wb b e e w w c cv vq q 1 14 4. .5 5 k kZ Zv vs sk k| | ` `k kx xq q e e , ,
d dz zU UI I q qv vi i , , U U U Uv vB Bj j d dw we e G Ge es s K K w wl l c c Y Y i i i i v vw wb b e e w w c cv vq q; ;
w wK K G G j j v vj j g gv v v vc c~ ~i i Y Y K Ki i Z Z c cv v i i w wb b| | w we ek k g g ` `v vi i K Kv vi i Y Y
w wn ng gv vw wq qZ Z w wP Ps sw wo o G Ge es s g gv v Q Qi i i i v vw wb b 1 14 4 ` `k kg gw wK K 9 9 k kZ Zv vs sk k n n v vm m
c cv vq q| | c cv vU UI I c cv vU UR Rv vZ Z ` ` e e i i v vw wb bi i D Db b w wZ Z n n q q Q Q| |

S S. . A Av vg g` `v vw wb b
2 20 00 07 7- -0 08 8 A A_ _ e eQ Q i i i i Z Zz zj j b bv vq q 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i A Av vg g` `v vw wb b
A Av vg g` `v vw wb b e e w w c cv vq q 4 4. .0 06 6 k kZ Zv vs sk k| | A Av v R R v vw wZ ZK K e ev vR Rv v i i
c cY Y g g~ ~j j n n v vm mG Ge es s R R v vj j v vw wb b Z Z j j i i g g~ ~j j n n v v m mi i K Kv vi i Y Y A Av vg g` `v vw wb b
U Uv vK Kv vi i A A K Kg g n nq q| | G GQ Qv vo ov v ` `k kx xq qf f v v e e A Aw wa aK KZ Zi i c cw wi i g gv vY Y
L Lv v` ` k km m D Dr rc cv v` ` b bi i d d j j L Lv v` ` A Av vg g` `v vb bx xI I w wQ Qj j K Kg g| | m me e P P q q
e ew wk k A Av vg g` `v vw wb b n nq q U U U Uv vB Bj j I I U U U Uv vB Bj j ` ` e e ( (9 9. .3 33 3% %) )| |
G Gi i c c i i B B v vb b c c U U v vw wj j q qv vg g, , Z Zj j I I j j y yw we e K K U Ui i | | g gv vU U
A Av vg g` `v vb bx x Z Z G G j j v vi i A Ae e` `v vb b 8 8. .8 87 7 k kZ Zv vs sk k| | 2 20 00 08 8 m mv v j j
f f v vj j e ev v i i v vd dm mj j D Dr rc cb b n nq q| | A Av v R R v vw wZ ZK K e ev vR Rv v i i P Pv v j j i i ` `v vg g
K K g g| | d d j j 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i A Av vg g` `v vw wb b n nq q g gv v 6 6. .0 03 3
g gw wU U K K U Ub b | | c c~ ~e e e eZ Zx x e eQ Q i i L Lv v` ` k km m A Av vg g` `v vb bx xi i c cw wi i g gv vY Y w wQ Qj j
2 20 0. .5 55 5 j j g gw wU U K K U Ub b| |




Page 54 of 110 54
j. Foreign Remittances
In sharp contrast to the gloomy outlook with regard
to remittance flows worldwide, Bangladeshs
performance in this area in FY 09 remained upbeat.
Remittances of Bangladeshi nationals working
abroad increased by more than 22.42 percent in FY
09 over FY 08. Monthly remitted amount of USD
919.10 million, the highest single month's
performance ever, was recorded for June 09.
Remittances from Saudi Arabia constituted the
major share of the total inward remittance
(29.51%), followed by the United Arab Emirates
(about 18.11%) and the USA (about 16.26%).

k. Foreign Assistance
In FY 09, a total of USD 1.73 billion in aid had been
disbursed which was approximately USD 335 million
less than the amount disbursed in FY 08. Aid
related payments (the principal) increased to USD
641.20 million in FY 09 from USD 586 million in FY
08. Net receipts of foreign aid during FY 09
decreased to USD 1,085.91 million from USD
1,475.52 million in FY 08.



l. Economic Prospect in near future
In the updated Medium Term Macro-economic
Framework (MTMF), the real GDP growth has been
projected to increase gradually to 7.0% and 7.2%
in FY 10 and FY 11, respectively assisted by
sustained macro-economic stability, improved
business and investment facilities, increased growth
in the industry and services sector, buoyancy in the
overall agricultural sector growth, expansion and
diversification of the export base, increased
efficiency, technological progress and ongoing
implementation of economic reforms programs.
T T . . e e ` `w wk kK K i i w wg g U U
m mv vi i v vw we e k k i i w wg g U U i i e ev vR Rv v i i g g ` `v v_ _v vK Kv vm m I I e ev vs sj j v v ` ` k ki i
i i w wg g U U e e w w A Ae e v vn nZ Z _ _v v K K| | 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i w we e ` ` k k
K Kg g i i Z Z e ev vs sj j v v ` `k kx x ` `i i i i w wg g U U i i c cw wi i g gv vY Y 2 22 2. .4 42 2 k kZ Zv vs sk k
e e w w c cv vq q| | m me e P P q q e ew wk k i i w wg g U U A Av v m mR Ry yb b g gv v m m| | 2 20 00 09 9
m mv v j j i i R Ry yb b g gv v m m i i w wg g U U i i c cw wi i g gv vY Y w wQ Qj j 9 91 19 9. .1 10 0 w wg gw wj j q qb b
W Wj j v vi i | | m m w w` ` A Av vi i e e _ _ K K h h i i w wg g U U A Av v m mZ Zv v g gv vU U
i i w wg g U U i i 2 29 9. .5 51 1 k kZ Zv vs sk k| | g gv vU U i i w wg g U U A Ae e` `v v b bi i w w` `K K
_ _ K K Z Zv vi i c c i i i i ` `y y U Uv v v vb b m ms sh hy y A Av vi i e e A Av vw wg gi i v vZ Z ( (1 18 8. .1 11 1% %) )
G Ge es s g gv vw wK K b b h hy y i i v v i i ( (1 16 6. .2 26 6% %) )| |



U U. . e e ` `w wk kK K m mn n h hv vw wM MZ Zv v
2 20 00 08 8- -2 20 00 09 9 A A_ _ e eQ Q i i g gv vU U c c v v e e ` `w wk kK K m mv vn nv v h h i i
c cw wi i g gv vY Y w wQ Qj j 1 1. .7 73 3 w we ew wj j q qb b W Wj j v vi i | | c c~ ~e e e eZ Zx x e eQ Q i i i i Z Zz zj j b bv vq q
G Gi i c cw wi i g gv vY Y 3 33 35 5 w wg gw wj j q qb b W Wj j v vi i K Kg g w wQ Qj j | | A Av vw w_ _ K K m mv vn nv vh h
c cw wi i k kv v a ai i ( (A Av vm mj j ) ) c cw wi i g gv vY Y 2 20 00 08 8- -0 09 9 A A_ _ e eQ Q i i w wQ Qj j
6 64 41 1. .2 20 0 w wg gw wj j q qb b W Wj j v vi i | | c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j
5 58 86 6 w wg gw wj j q qb b W Wj j v vi i | | A AZ ZG Ge e b bx xU U e e ` `w wk kK K m mv vn nv v h h i i c cw wi i g gv vY Y
` `v vu uo ov vq q g gv v 1 1, ,0 08 85 5. .9 91 1 w wg gw wj j q qb b W Wj j v v i i | | c c~ ~e e e eZ Zx x e eQ Q i i b bx xU U
e e ` `w wk kK K m mv vn n h h v vi i c cw wi i g gv vY Y w wQ Qj j 1 1, ,4 47 75 5. .5 52 2 w wg gw wj j q qb b W Wj j v vi i | |

V V. . A A` `~ ~i i f f w we el l Z Zi i A A_ _ b bw wZ ZK K m m v ve eb bv v
m ms s k kv vw wa aZ Z g ga a g gq qv v` `x xm mg gw w K K A A_ _ b bw wZ ZK K K Kv vV Vv v g gv v Z Z 2 20 00 09 9- -
1 10 0 G Ge es s 2 20 01 10 0- -1 11 1 A A_ _ e eQ Q i i i i R Rb b c c e e w w i i n nv vi i a ai i v vn n q q Q Q
7 7 I I 7 7. .2 2 k kZ Zv vs sk k| | G G c c v v j j b bi i w wf f w w j j v vn n Q Qt t m mv vg gw wM M K K
A A_ _ b bw wZ ZK K w w w wZ Zk kx xj j Z Zv v, , e ew wa a Z Z e e e em mv vI I w we ew wb b q qv vM Mm my yw we ea av v, , w wk k
I I m me ev vL Lv v Z Z A Aw wa aK KZ Zi i c c e e w w , , K K w wl l L Lv v Z Z A Ae e v vn nZ Z D D P PZ Zi i
c c e e w w , , i i v vw wb bi i e e g gy yL Lx xK Ki i Y Y G Ge es s i i v vw wb bi i w wf f w w m m c c m mv vi i Y Y, ,
D Db b Z Z ` ` Z Zv vG Ge es s K Kv vw wi i M Mw wi i D Db b w wZ Z G Ge es s P Pj j g gv vb b m ms s v vi i K Kg g m m~ ~w wP P
e ev v e ev vq qb b B BZ Z v vw w` `| |

Page 55 of 110 55
Emergence of Agrani Bank Limited
Agrani Bank Limited was incorporated as a Public
Limited Company on 17 May 2007 with a view to
take over the business, assets, liabilities, rights and
obligations of the former Agrani Bank, which
emerged as a Nationalised Commercial Bank in
1972, pursuant to the Bangladesh Banks
(Nationalisation) Order, 1972 (President's Order No.
26 of 1972), on a going concern basis through a
Vendors Agreement. The Agreement was signed
between the Ministry of Finance, Government of the
People's Republic of Bangladesh on behalf of the
former Agrani Bank and the Board of Directors of
the Bank on behalf of Agrani Bank Limited on 15
November 2007 with retrospective effect from 01
July 2007.

All shares of the Bank are held by the Government
of the People's Republic of Bangladesh and 12
other shareholders (with one share each, the
qualification share required to become a
director)nominated by the Government. The Bank
has 867 branches as of 31 December 2009 with no
overseas branch.

The Bank has, however, two wholly owned
subsidiary companies named Agrani Exchange
House (private) Ltd. in Singapore and Agrani
Remittance House SDN, BHD in Kuala Lumpur,
Malaysia.









A AM M Y Yx xe e v vs sK K w wj j w wg g U U W Wi i A Av vZ Z c c K Kv vk k
1 17 7 g g 2 20 00 07 7 Z Zv vw wi i L L A AM M Y Yx xe e v vs sK K G GK Kw wU Uc cv ve ew wj j K K w wj j w wg g U UW W
K Kv v v vb bx xw wn nm mv v e e A Av vZ Z c c K Kv vk k K K i i | | A AM M Y Yx xe e v vs sK K w wj j w wg g U UW W
c c v v Y Y A AM M Y Yx xe e v vs sK K - -G Gi i e e e em mv v, , m m ` `, , ` `v vq q, , A Aw wa aK Kv vi i I I
K KZ Z Z Z A Aw wa aM M n nY Y K K i i | | A AM M Y Yx xe e v vs sK K c c w wZ Zw w Z Z n nq q 1 19 97 72 2 m mv v j j
e ev vs sj j v v ` `k k e e v vs sK K R Rv vZ Zx xq qK Ki i Y Y A Av v ` `k k e e j j ( ( c c w wm m W W U Ui i A AW W v vi i
b bs s 2 26 6, , 1 19 97 72 2 m mv vj j ) )| | A Aw wa aM M n n Y Yi i K Kv vR R m m b b n nq q G GK Kw wU U
f f i i P Pz zw w i i g gv va a g g| | m mi i K Kv vi i w wQ Qj j A AM M Y Yx xe e v vs sK K- -G Gi i c c
G Ge es s A AM M Y Yx xe e v vs sK K w wj j w wg g U U W Wi i c c w wQ Qj j c cw wi i P Pv vj j b bv vc cw wi i l l ` `| |
G GB B A Aw wa aM M n n Y Yi i K Kv vR R m m v vw w` `Z Z n nq q 1 15 5 b b f f ^ ^i i 2 20 00 07 7 m mv v j j | |
w wK K Z Zv vK Kv vh h K Ki i K Ki i v vn nq q 1 1 R Ry yj j v vB B 2 20 00 07 7 m mv vj j _ _ K K| |




e e v vs s K Ki i m mg g k kq qv v i i i i g gv vw wj j K K M MY Yc c R Rv vZ Z x xe ev vs sj j v v ` `k k m mi i K Kv vi i
G Ge es s A Av vi i I I 1 12 2( (e ev vi i ) ) R Rb b k kq qv vi i n nv v v vi i h hu uv vi i v vm mi i K Kv vi i K KZ Z K K
g g b bv vb bx xZ Z| | G GB B 1 12 2( (e ev vi i ) ) R R b bi i c c Z Z K KB B g gv v G GK Kw wU UK K i i
k kq qv v i i i i a av vi i K K h hv v c cw wi i P Pv vj j K Ki i h hv vM M Z Zv vg g~ ~j j K K k kq qv v i i i i
b b~ ~ b bZ Zg g c cw wi i g gv vb b | | 2 20 00 09 9 m mv v j j i i 3 31 1 w wW W m m ^ ^i i e e v vs s K Ki i k kv vL Lv v
m ms sL L v vw wQ Qj j 8 86 67 7w wU U| | w we e ` ` k k K Kv vb b k kv vL Lv vH H Z Zv vw wi i L L w wQ Qj j b bv v| |

A AM M Y Yx xe e v vs s K Ki i m m ~ ~Y Y g gv vw wj j K Kv vb bv vq q w wm m v vc cy y i i A AM M Y Yx xG G P P
n nv vD DR R ( (c c v vt t) ) w wj j t t G Ge es s g gv vj j q qw wk kq qv vq q A AM M Y Yx x i i w wg g U U n nv vD DR R
G Gm mw wW WG Gb b, , w we eG GB BP Pw wW W b bv v g g ` `y y U Uv v m mv ve ew wm mw wW Wq qv vw wi i K Kv v v vw wb b
i i q q Q Q| |








Page 56 of 110 56
Progress Achieved in 2009
The Bank continued to grow steadily in all major
areas. Deposits increased by 13.26 per cent in
2009 and reached Tk. 16,628 crore from Tk. 14,682
crore in 2008. Total loans and advances in 2009
were TK. 12,223.60 crore as against Tk.11, 336.22
crore in 2008; which is 7.83 per cent higher than
that of the previous year. The Bank's profit
continued to grow in 2009. The operating profit
rose by 1.81 per cent to Tk. 644 crore in 2009 from
Tk. 633 crore in 2008, due to which capital shortfall
of Tk. 67.36 crore in 2008 was reversed and led to
a capital surplus of Tk. 73.34 crore in 2009 even
after capital requirement increased by Tk.113 crore.


Capital Structure
The shareholders' equity of the Bank as on 31
December 2009 stood at Tk. 916.72 crore. The
equity increased by Tk. 274.80 crore in the year
2009 from Tk. 641.92 crore in 2008. The paid-up
capital of the Bank has increased from Tk.248.42
crore to Tk. 496.84 crore due to issuance of bonus
shares.
2 20 00 09 9 m mv v j j A Aw wR R Z Z A AM M M Mw wZ Z
e e e em mv vi i m mK Kj j i i Z Z c c~ ~Y Y e e v vs s K Ki i A AM M M Mw wZ Z A Ae e v vn nZ Z
A Av v Q Q| | 2 20 00 09 9 m mv v j j A Av vg gv vb bZ Z e e w w c c q q Q Q1 13 3. .2 26 6 k kZ Zv vs sk k| |
2 20 00 08 8 m mv v j j A Av vg gv vb b Z Zi i c cw wi i g gv vY Y 1 14 4, ,6 68 82 2 K Kv vw wU U U Uv vK Kv v| |
2 20 00 09 9 m mv v j j i i k k l l A Av vg gv vb b Z Zi i c cw wi i g gv vY Y ` `v vu uo ov vq q 1 16 6, ,6 62 28 8
K Kv vw wU UU Uv vK Kv v| | 2 20 00 08 8 m mv v j j i i 1 11 1, ,3 33 36 6. .2 22 2 K Kv vw wU UU Uv vK Kv vF FY Y I I
A Aw wM M g gi i w we ec ci i x x Z Z 2 20 00 09 9 m mv v j j i i k k l l F FY Y I I A Aw wM M g gi i
c cw wi i g gv vY Y w wQ Qj j 1 12 2, ,2 22 23 3. .6 60 0 K Kv vw wU U U Uv vK Kv v, , h hv vc c~ ~e e e eZ Zx x e eQ Q i i i i
P P q q k kZ ZK Ki i v v w wn nm mv v e e c c e e w w i i n nv vi i ` `v vu uo ov vq q 7 7. .8 83 3 k kZ Zv vs sk k| |
e e v vs s K Ki i g gy yb bv vd dv vI I e e w w c cv vI I q qv vA Ae e v vn nZ Z A Av v Q Q| | 2 20 00 09 9 m mv v j j
A Ac cv v i i w wU Us s c c w wd d U Ui i c cw wi i g gv vY Y w wQ Qj j 6 64 44 4 K Kv vw wU UU Uv vK Kv v| | k kZ ZK Ki i v v
w wn nm mv v e e G G c c e e w w i i c cw wi i g gv vY Y 1 1. .8 81 1 k kZ Zv vs sk k | | c c~ ~e e e eZ Z x xe eQ Q I I
A Ac cv v i i w wU Us s c c w wd d U Ui i c cw wi i g gv vY Y w wQ Qj j 6 63 33 3 K Kv vw wU UU Uv vK Kv v| | 2 20 00 09 9
m mv v j j e ev vo ow wZ Z g g~ ~j j a ab b j j v v M M1 11 13 3 K Kv vw wU U U Uv vK Kv v| | G GZ Z` `m m I I
e e v vs s K Ki i D D g g~ ~j j a a b bi i c cw wi i g gv vY Y w wQ Qj j 7 73 3. .3 34 4 K Kv vw wU UU Uv vK Kv v| |
A A_ _P P c c~ ~e e e eZ Zx x e eQ Q i i g g~ ~j j a a b bi i N Nv vU Uw wZ Z w wQ Qj j 6 67 7. .3 36 6 K Kv vw wU UU Uv vK Kv v| |
N Nv vU Uw wZ Zi i j j D D g g~ ~j j a ab b m m e e n nq q D D P PZ Zi i A Ac cv v i i w wU Us s g gy yb bv vd dv v
A AR R b bi i K Kv vi i Y Y| |

g g~ ~j j a ab b K Kv vV Vv v g gv v
2 20 00 09 9 m mv v j j i i w wW W m m ^ ^i i k k l l e e v vs s K Ki i g gv vU U k kq qv vi i
n nv v v vi i ` `i i B BK Kz zB Bw wU Ui i c cw wi i g gv vY Y w wQ Qj j 9 91 16 6. .7 72 2 K Kv vw wU U U Uv vK Kv v| |
A Av v j j v vP P e eQ Q i i k kq qv vi i n nv v v vi i ` `i i B BK Kz zB Bw wU Ui i c cw wi i g gv vY Y e e w w c cv vq q
2 27 74 4. .8 80 0 K Kv vw wU U U Uv vK Kv v| | 2 20 00 08 8 m mv v j j k kq qv vi i n nv v v vi i ` `i i
B BK Kz zB Bw wU Ui i c cw wi i g gv vY Y w wQ Qj j 6 64 41 1. .9 92 2 K Kv vw wU UU Uv vK Kv v| | e ev vb bv vm m k kq qv vi i
B Bm my y K Ki i v vi i d d j j c cw wi i k kv vw wa aZ Z g g~ ~j j a ab b 2 24 48 8. .4 42 2 K Kv vw wU UU Uv vK Kv vn n Z Z
e e w w c c q q 4 49 96 6. .8 84 4 K Kv vw wU UU Uv vK Kv vq q D Db b x xZ Z n n q q Q Q| |
Capital Structure Chart






















Page 57 of 110 57
Sources of Fund
2009
2008
Deposits 16628.36 14681.46
Paid-up-Capital 496.84 248.42
Statutory Reserve 138.94 73.78
Revaluation & Amortization Reserve in Govt.
Securities
206.48 42.53
General Reserve 0.50 0.50
Retained surplus from Profit and Loss account 73.96 276.69
Total : 17,545.08 15323.38
Funding Structure
The year-end funding structures of the Bank in 2008 and
2009 are given below:

Z Zn nw we ej j K Kv vV Vv v g gv v
2 20 00 08 8 G Ge es s 2 20 00 09 9 m mv v j j i i k k l l e e v vs s K Ki i Z Zn nw we ej j K Kv vV Vv v g gv vw wb b i i c ct t

(Amount in Crore Taka.)
Pie Chart














Asset Portfolio
The year-end asset portfolio scenarios of the Bank in 2008
and 2009 are given below:



m m ` `i i c cv vU U d dv vw wj j I I
2 20 00 08 8 G Ge es s 2 20 00 09 9 m mv v j j i i k k l l e e v vs s K Ki i m m ` `i i c cv vU U d dv vw wj j I I
w wb b i i c ct t
(Amount in crore Taka)
Particulars of Assets 2009 2008
Loans and advances 12,223.61 11,336.23
Investments 4,089.72 2,932.98
Fixed assets 287.86 253.07
Money at call and short notice 170.00 82.00
Cash in Hand and with other Banks & FIs 1,252.17 1,012.08
Other assets 3,155.55 3,116.21
Total : 21,178.91 18,732.57
Page 58 of 110 58
Pie Chart














Business Performance

a. Deposits
At the end of December 2009, the deposit of the
Bank was Tk. 16,628.36 crore compared to Tk.
14,681.46 crore at the end of previous year leading
to a year-over-year the growth in deposit of 13.26
percent.This growth rate is a remarkable
achievement, considering the adverse economic
scenario of the country during the year under
review.

e e e em mv vq q A AM M M Mw wZ Z

K K. . A Av vg gv vb bZ Z
2 20 00 09 9 m mv v j j i i w wW W m m ^ ^i i k k l l e e v vs s K Ki i A Av vg gv vb b Z Zi i c cw wi i g gv vY Y w wQ Qj j
1 16 6, ,6 62 28 8. .3 36 6 K Kv vw wU UU Uv vK Kv vh hv vM MZ Z e eQ Qi i w wQ Qj j 1 14 4, ,6 68 81 1. .4 46 6 K Kv vw wU U
U Uv vK Kv v| | G G Z Z G G c c e e w w i i n nv vi i ` `v vu uo ov vq q 1 13 3. .2 26 6 k kZ Zv vs sk k| |
A Av v j j v vP P e eQ Q i i i i g g ` `v vc cw wi i w w w wZ Z m m I I A Av vg gv vb b Z Zi i c c e e w w i i n nv vi i
w wQ Qj j D D j j L L h hv vM M | |

Bar Chart : Deposits












In the prevailing situation, mobiliziation of deposits
has become very competitive and as a result the
average cost of fund for the banks in the private
sector has increased compared to the previous

P Pj j g gv vb b A Ae e v vq q A Av vg gv vb bZ Z m ms sM M n n A AZ Z c c w wZ Z h hv vw wM MZ Zv vg g~ ~j j K K w we el l q q
n n q q ` `u uv vw wo o q q Q Q| | c c~ ~e e e eZ Zx x e eQ Q i i i i Z Zz zj j b bv vq q Z Zn nw we ej j e e q q e e w w
c c q q Q Q| | G GK Kv vi i Y Y w wb b e e q q m mv v c c A Av vg gv vb bZ Z m ms sM M n ni i
Page 59 of 110 59
year. The Bank has laid particular emphasis on
procurement of low cost fund. The deposit mix of
the Bank as on 31 December 2009 was as follows:

(Amount in crore Taka)
Types of Deposits 2009 2008
Current and other deposits 2,802.84 2,482.30
Savings Bank Deposits 6,965.59 6,485.55
Fixed Deposits 6,566.36 5,412.09
Bills Payable 293.57 301.52
Total 16,628.36 14,681.46

c c` ` c c b bq qv vn n q q Q Q| | 3 31 1 w wW W m m ^ ^i i , , 2 20 00 09 9 m mv v j j e e v vs s K Ki i
A Av vg gv vb b Z Zi i w wP P w wb b i i c c t t


( ( K Kv vw wU UU Uv vK Kv vq q) )
AvgvbZi ai b 2009 2008
Pj wZ GesAbvbAvgvbZ 2,802.84 2,482.30
mqxAvgvbZ 6,965.59 6,485.55
gqv`xAvgvbZ 6,566.36 5,412.09
c `q wej 293.57 301.52
gvU
16,628.3
6
14,681.46
Pie Chart of Deposit Mix-2009









Chart of Deposit Mix-2008 and 2009









b. Assets Quality
Quality of asset is one of the strong areas of
operation of the Bank. Credit facilities are allowed
after ensuring optimum asset quality i.e. Banks
standard of excellence will not be compromised. For
improving the quality of our assets, the Bank
Management has prioritised financing in trade and
commerce by providing working capital. Moreover,
some pragmatic steps have been taken to reduce
non-performing loans as well as to prevent new
classification thereof.

L L. .m m ` `i i g gv vb b
A AM M Y Yx xe e v vs s K Ki i m m ` `i i Y YM MZ Z g gv vb b G Gi i k kw w i i G GK Kw wU Uw w` `K K| |
m m ` `i i g gv vb b w wb bw w Z Z K K i i B B e e v vs sK K _ _ K K F FY Y ` `q qv vn nq q| | A A_ _ v vr r
e e v vs s K Ki i D Dr rK Kl l Z Zv vi i g gv v b b K KL Lb bI I Q Qv vo o ` `q qv vn nq q b bv v| | m m ` `i i
Y YM MZ Z g gv vb b e e w w i i R Rb b e e v vs sK K e e e em mv vI I e ev vw wY Y R R F FY Y ` `q qv v K K
A AM M v vw wa aK Kv vi i w w` ` Q Q G Ge es s G G P Pj j w wZ Z g g~ ~j j a ab b F FY Y c c ` `v vb b
K Ki i Q Q| | b bZ Zz zb b k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i c cw wi i g gv vY Y e e w w i i v va aK K
G Ge es s c cy yi i b bv v k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i U Uv vK Kv vA Av v` `v vq q c c~ ~e e K K K Kw wg g q q
A Av vb bv vi i R Rb b w we e k kl l e e e e v v b bq qv vn n Q Q| |
Page 60 of 110 60

c. I nternational Trade

The international trade financing constitutes a
major business activity conducted by the Bank. The
Banks foreign trade related activities, carried out
through 40 AD branches across the country, have
earned confidence of importers, exporters and
Bangladeshi work force working abroad. For
smooth conduct of international trade, The Bank
has as many as 383 foreign correspondents
throughout the world. In addition, the Bank is
maintaining 39 NOSTRO Accounts with the worlds
leading banks.

d. I mport-Export Business

The import business of the Bank during the year
2009 was Tk. 7,753 crore. The export business
handled by the Bank during the year 2009 stood at
Tk. 4,461 crore. The slow growth rate in export
business is attributable to the volatile situation in
the world economy.

e. Foreign Remittance Business
Since beginning, the bank has been highly active in
remittance operations to facilitate disbursement of
remittance received from Bangladeshi wage earners
working abroad. Inward Foreign Remittance also
played a significant role in decreasing the banks
dependency on inter-bank market for payment of
import bills in foreign currency. The remittances of
the Bank resulted in steady increase of revenues for
the Bank in spite of the downward trend in
international trade. In the year 2009 the total
remittance stood at Tk.5,587 crore as against
Tk.5,269 crore in the year 2008. The Bank
continues Taka Draft/ Electronics Fund Transfer
arrangements with a number of overseas exchange

M M. .A Av v R R v vw wZ ZK K e ev vw wY YR R

e e v vs sK K h hm mg g F FY Y ` `q q Z Zv vi i g g a a A Av v R R v vw wZ ZK K e ev vw wY Y R R c c ` `
F FY Y G GK KU Uv vD D j j L L h hv vM M A As sk k| | 4 40 0w wU U e e ` `w wk kK K e ev vw wY YR R k kv vL Lv vi i
g gv va a g g m m v vw w` `Z Z A Av v R R v vw wZ ZK K e ev vw wY YR R A Av vg g` `v vb bx xK Kv vi i K K, ,
i i v vw wb bK Kv vi i K K G Ge es s w we e ` ` k k K Kg g i i Z Z e ev vs sj j v v ` `k kx x ` `i i A Av v v vA AR R b b
K Ki i Z Z m m g g n n q q Q Q| | ` ` f f v v e e A Av v R R v vw wZ ZK K e ev vw wY YR R K Ki i v vi i R Rb b
m mv vi i v v w we e k k A AM M Y Yx x e e v vs s K Ki i i i q q Q Q 3 38 83 3w wU U w we e ` `k kx x
K K i i m mc c U U | | A Aw wa aK K y y, , e e v vs sK K w we e k k i i w we eL L v vZ Z e e v vs sK K j j v vi i
m m 3 39 9w wU U b b G GK Kv vD D U Uc cw wi i P Pv vj j b bv vK Ki i Q Q| |


N N. .A Av vg g` `v vw wb b- -i i v vw wb b e e e em mv v

2 20 00 09 9 m mv v j j A Av vg g` `v vw wb b e e e em mv vi i A A_ _ v vq qb b n n q q Q Q7 7, ,7 75 53 3 K Kv vw wU U
U Uv vK Kv v| | i i v vw wb b e e e em mv vq q c c ` `v vb b K Ki i v vn n q q Q Q4 4, ,4 46 61 1 K Kv vw wU UU Uv vK Kv v| |
w we ek k A A_ _ b bx xw wZ Zi i A Aw w w wZ Zk kx xj j A Ae e v vi i K Kv vi i Y Y i i v vw wb b e e e em mv vc c e e w w
K Kg g n n q q Q Q| |

O O. . i i w wg g U U e e e em mv v
w we e ` ` k k K Kg g i i Z Z e ev vs sj j v v ` `k kx x ` `i i c cv vV Vv v b bv v U Uv vK Kv v M M e e j j
c c u uQ Qv v b bv vi i A AM M Y Yx x e e v vs sK K R Rb b j j M M _ _ K KB B Z Zr rc ci i | |
e e ` `w wk kK K g gy y` ` v v` `v vq q g gU Uv v b bv vi i R Rb b A Av v t te e v vs sK K F F Y Yi i I I c ci i
e e v vs s K Ki i h h w wb bf f i i k kx xj j Z Zv vw wQ Qj j Z Zv vn n v v m m i i w wg g U U w we ei i v vU Uf f ~ ~w wg gK Kv v
c cv vj j b b K K i i Q Q| | e e ` `w wk kK K e ev vw wY Y R R k k _ _ M Mw wZ Z _ _v vK Kv v m m I I
i i w wg g U U i i K Kv vi i Y Y e e v vs s K Ki i A Av vq qe e w w i i c c e eY YZ Zv v A Ae e v vn nZ Z
_ _v v K K| | 2 20 00 09 9 m mv v j j g gv vU U i i w wg g U U i i c cw wi i g gv vY Y w wQ Qj j 5 5, ,5 58 87 7
K Kv vw wU UU Uv vK Kv v| | 2 20 00 08 8 m mv v j j G Gi i c cw wi i g gv vY Y w wQ Qj j 5 5, ,2 26 69 9 K Kv vw wU U
U Uv vK Kv v| | w we e ` `k kx x G G P P K Kv v v vb bx x j j v vi i m m e e v vs sK K U Uv vK Kv v
W W v vd dU U/ /B B j j U U w wb bK K d dv v U U v v d dv vi i e e e e v v A Ae e v vn nZ Z i i L L Q Q| |
g ga a c c v vP P , , D Dc cm mv vM Mi i x xq q A A j j I I c c~ ~e e G Gw wk kq qv vG Ge es s B BU Uv vj j x xi i 3 35 5w wU U
G G P P K Kv v v vb bx x/ /e e v vs s K Ki i m m b bU UI I q qv vK K e e e e v v R Rv vi i ` `v vi i
Page 61 of 110 61
2%
14%
1%
51%
13%
4%
8%
2%
5%
ForeignRemittance:2009
Bahrain
Kuwait
Oman
K.S.A.
U.A.E.
Malaysia
Singapur
U.S.A.
Others
companies/banks. The Bank has strengthened its
overseas network by operating through a total of
35 exchange companies/banks, covering Middle
East, the Gulf States, South-East Asia and Italy. Out
of these 33 exchange companies/banks, the bank
has two subsidiaries of its own through which
expatriates are remitting their foreign earnings .
The Bank has started instant payment remittance
with the assistance of Money Gram, Transfast,
Remit One andIME. The inflow of the remittance
through the bank will increase remarkably in the
coming days. Meanwhile, the bank brought a
revolutionary change in the remittance distribution
management by introducing on-line delivery
system. At present, all the branches of 52 zones
have been brought under this network. As a result,
the remitted money can be deposited to the
beneficiaries accounts within 24 hours. The
introduction of on-line distribution of remittances
has generated much enthusiasm among the
expatriate Bangladeshi workers. Countrywide
remittance inflow is shown below:
K Ki i v vn n q q Q Q| | G GB B 3 35 5w wU UG G P P K Kv v v vb bx xi i g g a a e e v vs s K Ki i
` `y y U Uv vm mv ve ew wm mw wW Wq qv vi i x x K Kv v v vb bx xA Av v Q Qh hv v ` `i i g gv va a g g e ev vs sj j v v ` `k kx x
I I q qR RA Av vb b v vi i i i v v ` ` k k U Uv vK Kv v c cv vV Vv v Q Q| | g gv vw wb bM M v v g gi i g gv va a g g
e e v vs sK K Z Zv vr r w wY YK Kf f v v e e U Uv vK Kv vc c ` `v v b bi i e e e e v vK K i i Q Q| | A Ab b- -
j j v vB Bb b w we eZ Zi i b b c c w wZ Z P Pv vj j y yK K i i e e v vs sK K i i w wg g U U i i U Uv vK Kv vN N i i
N N i i c c u uQ Qv v b bv vi i j j Y Yx xq q A AM M M Mw wZ Z ` `w wL L q q Q Q| | e eZ Z g gv v b b
5 52 2w wU U R Rv v b bi i m mK Kj j k kv vL Lv v K K A Ab bj j v vB Bb b c c w wZ Zi i A Aa ax x b b A Av vb bv v
n n q q Q Q| | d d j j 2 24 4 N N U Uv vi i g g a a c c w wi i Z Z U Uv vK Kv vm my yw we ea av vM M n nY YK Kv vi i x xi i
w wn nm mv v e e R Rg gv v ` `q qv vm m e e n n Q Q| | A Ab b- -j j v vB Bb b c c w wZ Z P Pv vj j y yn nI I q qv v Z Z
w we e ` ` k k K Kg g i i Z Z e ev vs sj j v v ` `k kx x ` `i i g g a a ` `v vi i Y Y D Dr rm mv v n ni i m m w w
n n q q Q Q| | A Av vi i Z Zt tB B G G _ _ K K m my yd dj j c cv vI I q qv vh hv v Q Q| | w we ew wf f b b
` `k k _ _ K K c c v v i i w wg g U U i i w wP P b bx x P P ` `L Lv v b bv vn n j j v vt t





















f. Treasury Operation

Fund Management Division has been playing a
pivotal role in the advancement of the Bank. Fund
Management Division contributed a significant
share to the total income of the bank through its
treasury operations both in money market and

P P. . U U R Rv vw wi i A Ac cv v i i k kb b

A AM M Y Yx xe e v vs sK K w wj j w wg g U U W Wi i A AM M M Mw wZ Zi i Z Zn nw we ej j e e e e v vc cb bv v
w we ef f v vM MA AM M Y Yx xf f ~ ~w wg gK Kv vc cv vj j b b K K i i Q Q| | D D w we ef f v vM Mg gv vw wb b g gv v K K U U
I I e e ` `w wk kK K e ev vw wY YR R g gv v K K U U U U R Rv vi i x x K Kv vh h g gi i g gv va a g g
e e v vs s K Ki i g gv vU UA Av v q q w wm ms sn nf f v vM MA Ae e` `v vb b i i L L Q Q| | D D w we ef f v vM M K K
Page 62 of 110 62
foreign exchange market. The treasury operation of
the bank has become a major profit centre of the
bank and made significant contribution. The
treasury of the Bank was a major market leader
both in the inter bank money market and foreign
exchange market.

On the other hand with an efficient and prudent
handling of Fund Management Division, a
functioning and effective Asset Liability Committee
regulates and articulates the banks total need,
exposures, rates and strategy for all Asset Liability
Management. An effective ALCOM process has
enabled the bank to effeciently manage and
projects its asset and liabiity flows, resulting in a
smooth flow of all funding requirements of the bank
while maximizing all profit opportunities. In fact
through the optimal management of assets and
liabilities, the treasury was the highest profit centre
for the bank in 2009. The good news for the year
under review was that the Division earned
TK.412.81 crore (Money Market Tk.388.60 crore
and Foreign Exchange Tk. 24.21 crore) through
prudent treasury operation.

Item wise income of treasury is shown below:
(Amount in crore Taka)
Sl
#
Item
Year
2009
2008 2007
1
Securities share
and debenture
290.34 137.15 75.94
2
Treasury Bill &
Repo
75.16 48.37 108.83
3
Underwriting
commission
1.36 1.69 0
4
Call Loan / Other
Bank Deposit
23.57 20.85 27.33
Total
390.43 208.06 212.10



e e v vs s K Ki i A Ab b Z Zg g A Av v q qi i D Dr rm mw wn nm mv v e e M MY Y K Ki i v vn nq q| | A Af f
i i x xY Y g gv vw wb b g gv v K K U U G Ge es s e e ` `w wk kK K e ev vw wY YR R g gv v K K U U U U R Rv vi i x x
w we ef f v vM Mn n Q Qg gv v K K U Uj j x xW Wv vi i | |



A Ac ci i w w` ` K K, , ` ` Z Zv vI I w we eP P Y YZ Zv vi i m mv v _ _ c cw wi i P Pv vw wj j Z Z Z Zn nw we ej j
e e e e v vc cb bv vw we ef f v v M Mi i m mn nv vq qZ Zv vq q G GK Kw wU UK Kv vh h K Ki i m m ` ` I I ` `v vq q
e e e e v vc cb bv vK Kw wg gw wU Um m ` ` I I ` `v vq q e e e e v vc cb bv vm mn n e e v vs s K Ki i g gv vU U
Z Zn nw we e j j i i P Pv vw wn n` `v v, , G G c cv vR Rv vi i , , m my y ` `i i n nv vi i G Ge es s K K k kj j
w wb ba av v i i Y Y K K i i | | d d j j m m ` ` I I ` `v vq q c c e ev vn n K Kv vh h K Ki i f f v v e e w wb bq q Y Y
G Ge es s Z Zv vi i c c c cY Y K Ki i v v h hv v Q Q| | e e y yZ Z, , m m ` ` I I ` `v vq q
e e e e v vc cb bv vi i g gv va a g g 2 20 00 09 9 m mv v j j U U R Rv vi i x x w we ef f v vM M m m e ev v P P
g gy yb bv vd dv v K K i i | | G G e eQ Q i i i i R Rb b m my yL Le ei i n nj j w we eP P Y Y Z Zn nw we ej j
e e e e v vc cb bv vi i g gv va a g g G G w we ef f v vM M4 41 12 2. .8 81 1 K Kv vw wU U U Uv vK Kv v( (g gv vw wb b
g gv v K K U U3 38 88 8. .6 60 0 K Kv vw wU UU Uv vK Kv vG Ge es s e e ` `w wk kK K w we ew wb bg gq q 2 24 4. .2 21 1
K Kv vw wU UU Uv vK Kv v) ) A Av vq q K K i i Q Q| |




L Lv vZ Zw wf f w w K K U UR Rv vi i x xw we ef f v v M Mi i A Av vq q w wb b c c ` `k k b b K Ki i v vn n j j t t
( ( K Kv vw wU UU Uv vK Kv vq q) )
g
#
LvZ
eQi
2009
2008 2007
1
wmwKDwi wUR kqvi
GeswWevi
290.34 137.15 75.94
2
U Rvi xwej Geswi cv 75.16 48.37 108.83
3
Avvi i vBwUsKwgkb 1.36 1.69 0
4
Kj j vb/AbvbevsK
wWcvwRU
23.57 20.85 27.33
gvU
390.4
3
208.06 212.10



Page 63 of 110 63

g. Loans and Advances

The loans and advances of the Bank registered an
impressive growth during the year 2009. The total
loans and advances as on 31 December 2009 was
Tk. 12,223.61 crore compared to as against Tk.
11,336.23 crore at the end of previous year,
showing an increase of 7.82 per cent.

The advance portfolio of the Bank is well diversified
and covers funding to a wide spectrum of business
and industries including agro-based and agro-
processing, ship scrapping, steel & engineering,
paper & paper products, chemicals, construction,
real estate and loans under consumers credit
schemes, various trading businesses, service-
holders loan and women entrepreneurs of the
country.

Sector-wise position of loan and advances as on 31
December 2009 is given below:
(Amount in crore taka)
Sectorwise of Loans 2009 2008
Agriculture and Fishery 694.33 643.18
Jute and Jute goods 650.24 678.24
Transport, Storage and
Communication
71.49
80.60
Ship Breaking 79.11 73.37
Textile and Readymade Garments 1,269.09 1,373.94
Food and Allied Industry 509.62 471.87
Construction and Engineering 235.52 218.42
Pharmaceuticals and Chemicals 320.19 296.95
Leather 464.47 440.49
Power & Energy 7.48 6.94
Professional and Services 93.02 86.27
Housing Service 1,370.80 1,126.98
Wholesale/ Retail Trading 2,011.98 1,865.92
Personal Loan (staff loan and
other personal loan
1,293.56
1,169.36
Others 3,152.71 2,803.70
Total 12,223.61 11,336.23

Q Q. .F FY Y I I A Aw wM M g g

2 20 00 09 9 m mv v j j i i F FY Y I I A Aw wM M g gi i c cw wi i g gv vY Y D D j j L L h hv vM M n nv v i i e e w w
c c q q Q Q| | A Av v j j v vP P m mv v j j i i k k l l F FY Y I I A Aw wM M g gi i g gv vU Uc cw wi i g gv vY Y w wQ Qj j
1 12 2, ,2 22 23 3. .6 61 1 K Kv vw wU U U Uv vK Kv v| | c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j
1 11 1, ,3 33 36 6. .2 23 3 K Kv vw wU UU Uv vK Kv v| | G G c c e e w w i i n nv vi i 7 7. .8 82 2 k kZ Zv vs sk k| |


e e v vs s K Ki i F F Y Yi i A Av vI I Z Zv vq q A Av v Q Qw we ew wf f b b k k Y Yx xi i F FY Y G Ge es s Z Zv vw we ew wf f b b
L Lv v Z Z m m v vw wj j Z Z| | e e e em mv vI I w wk k i i h hm me e D Dc cL Lv v Z Z Z Zv vm m v vw wj j Z Z
n n q q Q Q m m j j v vn n Q Qt t G G v v M M v v e eB BR RW WG Ge es s G G v v M M v vc c m mw wm ms s w wk k , ,
k kx xc c w wc cs s, , w w j j G Ge es s B Bw w w wb bq qv vw wi i s s, , c cc cv vi i I I c cc cv vi i c c v vW Wv v m m, ,
K Kw wg gK K v vj j m m, , w wb bg g v vY Y, , A Av ve ev vm mb b, , K Kb bw wR RD Dg gv vi i w wW WU U x xg g, , w we ew wf f b b
e e e em mv vw wq qK K K Kv vh h g g, , P Pv vK Ki i x xR Rx xw we e F FY Y G Ge es s b bv vi i x xD D ` ` v v v v| |




L Lv vZ Z w wf f w w K K F FY Y I I A Aw wM M g gi i w we ee ei i Y Y w wb b i i c ct t

( ( K Kv vw wU UU Uv vK Kv vq q) )
F F Y Yi i a ai i b b 2 20 00 09 9 2 20 00 08 8
K K w wl l I I g gr rm m 6 69 94 4. .3 33 3 6 64 43 3. .1 18 8
c cv vU UI I c cv vU UR Rv vZ Z ` ` e e 6 65 50 0. .2 24 4 6 67 78 8. .2 24 4
c cw wi i e en nb b, , g gR Ry y` ` I I h hv vM Mv v h hv vM M 7 71 1. .4 49 9 8 80 0. .6 60 0
w wk kc c e e w wK Ks s 7 79 9. .1 11 1 7 73 3. .3 37 7
e e I I Z Zi i x x c cv vk kv vK K 1 1, ,2 26 69 9. .0 09 9 1 1, ,3 37 73 3. .9 94 4
L Lv v` ` G Ge es s m ms sw wk k w wk k 5 50 09 9. .6 62 2 4 47 71 1. .8 87 7
w wb bg g v vY Y G Ge es s c c K K k kj j 2 23 35 5. .5 52 2 2 21 18 8. .4 42 2
I I l l y ya a I I i i m mv vq qb b 3 32 20 0. .1 19 9 2 29 96 6. .9 95 5
P Pv vg go ov vL Lv vZ Z 4 46 64 4. .4 47 7 4 44 40 0. .4 49 9
w we e` `y y r r L Lv vZ Z 7 7. .4 48 8 6 6. .9 94 4
c ck kv vI I m me ev vL Lv vZ Z 9 93 3. .0 02 2 8 86 6. .2 27 7
A Av ve ev vm mb b I I m me ev v 1 1, ,3 37 70 0. .8 80 0 1 1, ,1 12 26 6. .9 98 8
c cv vB BK Kv vi i x xI I L Ly yP Pi i v ve e e em mv v 2 2, ,0 01 11 1. .9 98 8 1 1, ,8 86 65 5. .9 92 2
e e w w M MZ Z F FY Y 1 1, ,2 29 93 3. .5 56 6 1 1, ,1 16 69 9. .3 36 6
A Ab b v vb b 3 3, ,1 15 52 2. .7 71 1 2 2, ,8 80 03 3. .7 70 0
g gv vU Ut t 1 12 2, ,2 22 23 3. .6 61 1 1 11 1, ,3 33 36 6. .2 23 3

Page 64 of 110 64

The Bank attaches top most importance to
acquisition of quality assets and does appropriate
lending risk analysis while approving commercial
and trade loans to clients. The advances matrix of
the Bank as on 31 December 2009 was as follows:

F F Y Yi i Y YM MZ Z g gv vb b i i v vq q e e v vs sK K m m e e v v P P i i Z Z ` `q q| | e ev vw wY Yw wR R K K I I
e e e em mv vw wq qK K F FY Y ` `q qv vi i m mg gq q j j w w s s w wi i G G v vb bv vj j v vB Bw wm mm m h h_ _v vh h_ _f f v v e e
K Ki i v vn nq q| | 2 20 00 09 9 m mv v j j i i k k l l F F Y Yi i w wP P w wU Uw wb b i i c c w wQ Qj j t t











h. Industrial Credit
Agrani Bank Limited has been playing a significant
role in supporting the Government policy of rapid
industrialisation. The Bank continues its specialized
services for financing medium and long-term capital
finance as well as short-term working capital
finance to industrial projects. The total outstanding
against industrial project loan, excluding working
capital loan as on 31 December, 2009 stood at Tk.
2,304 crore which is 18.85 per cent of the Bank's
total loan portfolio. The Bank also extended credit
facilities to all important sub-sectors of the
economy.


Photos
1. Energy-power
2. BSRM
3. Wisteria






i. Credit Lines
Agrani Bank Limited utilised IDA Credit, Exim
Credit, ADB Loan, OPEC credit and different foreign
credit lines under BSCIC Consortium for onward


R R. .w wk k F FY Y
m mi i K Kv v i i i i ` ` Z Z w wk k v vq qb b b bx xw wZ Z e ev v e ev vq q b b A AM M Y Yx x e e v vs sK K
D D j j L L h hv vM M f f v v e e f f ~ ~w wg gK Kv v i i L L P P j j Q Q| | A AM M Y Yx xe e v vs sK K g ga a g g I I ` `x xN N
g gq qv vw w` ` w wk k F FY Y h hv vM Mv vb bm mn n w wk k c c K K P Pj j w wZ Z g g~ ~j j a ab b m mi i e ei i v vn n K K i i
_ _v v K K| | P Pj j w wZ Z g g~ ~j j a ab b e ev v ` ` a ay yw wk k c c K K c c ` ` F F Y Yi i c cw wi i g gv vY Y e eQ Qi i
k k l l w wQ Qj j 2 2, ,3 30 04 4 K Kv vw wU UU Uv vK Kv vh hv v g gv vU UF F Y Yi i 1 18 8. .4 47 7 k kZ Zv vs sk k| |
A A_ _ b bx xw wZ Zi i m me e D Dc cL Lv v Z Z A AM M Y Yx xe e v vs s K Ki i F FY Y m my yw we e Z Z Z Z| | i i Z Z c c~ ~Y Y
w we ew wf f b b D Dc cL Lv v Z ZI I e e v vs sK K F FY Y w we eZ Zi i Y Y K Ki i Q Q| |



















S S. . w wW WU Uj j v vB B
e e v vs s K Ki i w wb bR R ^ ^D Dr rm m _ _ K K A A_ _ v vq qb b e ev v ` ` e e v vs sK K w we eG Gm mw wm mA Av vB Bw wm m i i
A Aa ax x b b A Av vB Bw wW WG G w wW WU U, , G Gw w g g w wW WU U, , G Gw wW Ww we e w wW WU U, , I I c cK K
w wW WU UI I A Ab b v vb b w wW W U Ui i U Uv vK Kv vI I A A_ _ v vq q b b e e e en nv vi i K K i i | | G Gm me e
Page 65 of 110 65
lending in addition to Banks own sources. The
balance outstanding against the loans and the
number of projects funded are appended below:


Types of fund
Number of
Projects
Amount
Outstanding
(crore taka)
Foreign Fund 258 41.39
Local Fund 738 1719.96




j. Syndication Loan

The Bank continues its participation in syndicated
lending arrangements. The bank so far sanctioned
Tk. 761 crore upto December, 2009 as against Tk.
598 crore in previous year under this credit
programme from its own source. Outstanding
balance of this loan amounted to Tk. 466 crore as
on 31 December, 2009 as against Tk. 416 crore in
the last year.

k. SME and Micro Credits

Beyond conventional banking, the Bank has also
been participating in several SME programs through
its own efforts and in collaboration with different
national and international agencies like Bureau of
Manpower Employment and Training (BMET),
Bangladesh Rural Development Board (BRDB),
Bangladesh Small and Cottage Industries
Corporation (BSCIC), NGOs, Bangladesh Rural
Advancement Committee (BRAC), Association for
Social Advancement (ASA) and other NGOs
including MIDAS, CDF, International Fund for
Agricultural Development (IFAD), Norwegian
Agency for Development Co-operation (NORAD),
Swedish International Development Agencies
(SIDA) etc. These are aimed at reinforcing efforts
F F Y Yi i A Av vI I Z Zv vq q c c ` ` F F Y Yi i m ms sL L v vI I F F Y Yi i c cw wi i g gv vY Y b bx x P P D D j j L L
K Ki i v vn n j j v vt t



Znwej i ai b c K i msLv
FY wwZ
( KvwUUvKvq)
e`wkK Znwej 258 41.39
Avf Zi xb
Znwej
738 1719.96





T T . .w wm mw w K K U UW W j j v vb b

w wm mw w K K U UW W j j v v b b e e v vs sK K A As sk kM M n nY Y K K i i _ _v v K K| | e e v vs sK K w wb bR R ^ ^A A_ _
_ _ K K 5 50 0w wU Uc c K K g gv vU U7 76 61 1 K Kv vw wU UU Uv vK Kv vg g y yi i K K i i Q Q| | w we eM MZ Z
e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j g gv v 5 59 98 8 K Kv vw wU U U Uv vK Kv v| | M MZ Z e eQ Qi i
w wm mw w K K U UW W j j v v b bi i A Av vI I Z Zv vq q e e K Kq qv vw w w wZ Z w wQ Qj j 4 41 16 6 K Kv vw wU UU Uv vK Kv v| |
G G e eQ Qi i w wW W m m ^ ^ i i G Gi i c cw wi i g gv vY Y ` `v vu uo ov vq q 4 46 66 6 K Kv vw wU UU Uv vK Kv v| |



U U. .G Gm mG Gg gB B G Ge es s z z` ` F FY Y ( (g gv vB B v v w wW WU U) )

m mv va av vi i Y Y e e v vs sw wK Ks s K Kv vh h v ve ej j x xi i e ev vB B i i I I e e v vs sK K G Gm mG Gg gB B I I y y` ` F FY Y
w w` ` Q Q| | w wb bR R ^ ^d dv v _ _ K K G Ge es s A Ab b v vb b ` `k kx xI I w we e ` `k kx xc c w wZ Z v v b bi i
m m h h _ _f f v v e e w wg g j j e e v vs sK K G GB B F FY Y c c ` `v vb b K Ki i Q Q| | h hm me e c c w wZ Z v vb b
G Gi i g g a a A Av v Q Q m m j j v vn n Q Qt t e ey y i i v vA Ae e g g v vb bc cv vI I q qv vi i G Gg gc c q q g g U U
G G v v U U w wb bs s ( (w we eG Gg gB Bw wU U) ) , , e ev vs sj j v v ` `k k i i i i v vj j W W f f j j c c g g U U e ev vW W
( (w we eA Av vi i w wW Ww we e) ), , e ev vs sj j v v ` `k k j j G G K K U UR R B B v vw w R R K K c cv v i i k kb b
( (w we eG Gm mw wm mA Av vB B) ), , G Gb bw wR RI I m mg g~ ~n nt t e ev vs sj j v v ` `k k i i i i v vj j G G v vW Wf f v v g g U U
K Kw wg gw wU U( (e e v vK K) ), , G G m mv vw wm m q qk kb b d di i m mv vk k v vj j G GW Wf f v v g g U U( (G GG Gm mG G) ), ,
B B U Uv vi i b b v vk kb bv vj j d dv v d di i G Gw wM M K Kv vj j P Pv v i i j j W W f f j j c c g g U U ( (B Bd dv vW W) ), ,
b bi i w wR Rq qv vb b G G R Rw w d di i W W f f j j c c g g U UK K c cv v i i k k ( (G Gb b I I A Av vi i G Gw wW W) ), ,
m my yB Bw wW Wk k B B U Uv vi i b bk kb bv vj j W W f f j j c c g g U U G G R Rw w R R ( (G Gm mA Av vB Bw wW WG G) )
B BZ Z v vw w` `| | A AM M Y Yx x e e v vs sK K ` `v vw wi i ` ` w we e g gv vP P b bi i D D k k m mi i K Kv v i i i i
c cv vk kv vc cv vw wk k z z` ` I I g gv vS Sv vw wi i D D ` ` v v v v ` `i i m mv vn nv vh h c c ` `v vb b, , D Dr rc cv v` `b b e e w w , ,
e eK Kv vi i Z Z g gv vP Pb bm mn n w we ew wf f b b D D ` ` v vM MM M n nY Y K K i i Q Q| |
Page 66 of 110 66
of the Government to meet strategic objectives of
alleviating poverty of the rural poor, supporting
small and micro enterprises/ entrepreneurs,
increasing output, easing unemployment problem
and strengthening the rural financial market.

So far, the beneficiary coverage of SME and Micro
Credit operation came out under 14 programmes is
88,405 and 5,39,458 respectively.



Setting a goal to promote country's business
expansion, employment generation and
development of private sector EGPRP (Employment
Generation Project for the Poor) Project under
International Fund for Agricultural Development
(IFAD) have been successfully operated in the Bank
since 1995-96.

With the financial assistance from Agrani Bank
Limited and Norwegian Agency for Development
Co-operation (NORAD) SEDP Project (Small
Enterprises Development Project) have been in
operation in greater Mymensing and Faridpur
districts since 1995-96. The aim of the project is to
develop the standard of living through income and
employment generation by giving financial and
advisory assistance to the small labour intensive
firms. Action is underway to turn the project into a
wholly owned subsidiary company of the bank in
the year 2010.

l. Agriculture and Rural Credit

The Bank kept financing one of the countrys
priority sectors agriculture. It started
accommodating millions of the rural poor with the
mainstream development activities in areas of
livestock, fishery, poultry, and nursery as well as






G G c ch h G Gm mG Gg gB B I I g gv vB B v v w wW WU U c c v vM M v v g gi i A Aa ax x b b c cw wi i P Pv vw wj j Z Z
1 14 4w wU U K Kg g m m~ ~w wP Pi i A Aa ax x b b w we ew wf f b b L Lv v Z Zi i h h_ _v v g g 8 88 8, ,4 40 05 5 G Ge es s
5 5, ,3 39 9, ,4 45 58 8 R Rb b y y` ` D D ` ` v v v v K K m mv vn nv vh h K Ki i v vn n q q Q Q| |


1 19 99 95 5- -9 96 6 m mv vj j _ _ K K G G m me e K Kv vR R m md dj j Z Zv vi i m m K Ki i v vn n Q Q| |
` ` k ki i e e e em mv v- -e ev vw wY YR R m m c c m mv vi i b b, , e eK Kv vi i Z Z g gv vP Pb b G Ge es s
e em mi i K Kv vw wi i L Lv v Z Zi i D Db b q q b b B B U Uv vi i b bk kb bv vj j d dv v d di i G Gw wM M K Kv vj j P Pv vi i v vj j
W W f f j j c c g g U Ui i c c R R - -G Gg gc c q q g g U U R Rb bv v i i k kb b c c R R d di i ` ` v vc cy yI I i i
m md dj j Z Zv vi i m m c cw wi i P Pv vj j b bv vK Ki i v vn n Q Q| |



1 19 99 95 5- -9 96 6 m mv vj j _ _ K K e e n n i i g gq qg gb bw wm ms sn n I I d dw wi i ` `c cy yi i A A j j A AM M Y Yx x
e e v vs s K Ki i m mn nv vZ Zv vq q G Ge es s b bi i I I q qw wR Rq qv vb b G G R Rw w d di i W W f f j j c c g g U U
K K c cv v i i k kb b- -G Gi i m mn nv vq qZ Zv vq q j j G G U Uv vi i c c v vB BR R W W f f j j c c g g U U
c c R R / /P Pv vj j y yA Av v Q Q| | c c R R i i D D k k A Av vq q e ev vo ov v b bv vi i g gv va a g g g gv vb by y l l i i
R Rx xe eb ba av vi i b bi i g gv v b bv vb b q qb b K Ki i v v| | 2 20 01 10 0 m mv v j j i i g g a a G GB B w we ef f v vM M K K
e e v vs s K Ki i m m ~ ~Y Y g gv vw wj j K Kv vb bv va ax xb b m mv ve ew wm mw wW Wq qv vw wi i K Kv v v vb bx xw wn n m m e e M MV V b bi i
K Kv vR R P Pj j Q Q| |





V V. .K K w wl l G Ge es s c cj j x xF FY Y

e e v vs sK K ` ` k ki i A AM M v vw wa aK Kv vi i c c v v L Lv vZ Z K K w wl l Z Z A A_ _ v vq qb b A Ae e v vn nZ Z
i i L L Q Q| | m mi i K Kv v i i i i b bx xw wZ Zg gv vj j v vi i m m w wg gj j i i L L e e v vs sK K n nv vu um mg gy yi i M Mx x
c cv vj j b b, , g gr rm m P Pv vl l G Ge es s b bv vm mv v w wi i e e e em mv vq q F FY Y w w` ` Q Q| | K K w wl l e ew wn n f f ~ ~Z Z
K Kv v R RI I e e v vs sK K F FY Y ` `q q| | G Gm me e c c K K i i D D k k n n Q Q ` `v vw wi i ` `
Page 67 of 110 67
many off-farm projects and the like in line with the
government policies. Poverty alleviation through
income generating activities is one of the strategic
priorities that the Bank has kept pursuing to make
the institutional support available to marginal
farmers, small entrepreneurs, distressed and
destitute women as well as unemployed youths.
Upto 2009, the bank disbursed Tk. 3162.64 crore
among 3,844,342 borrowers through 54 programs.




Photos fisheries &
poultry


m. Loan Classification and Provisioning
Reduction in the number and value of classified
loans and advances has been a major priority of the
Bank, along with maintaining a commensurate
provision. Various initiatives were taken and
adequate measures adopted to achieve the
optimum result. The main focus was on the
intensive and strict follow-up in respect of recovery
of previous classified and overdue loans along with
arresting new classification there of. As such the
classified loans reduced to Tk 2,373.92
crore(19.42% of total loans and advances) by the
end of 2009 against Tk 2,548.92 crore(22.48% of
total loans and advances) at the end of 2008 which
has been calculated as per Bangladesh Banks rules
and norms regarding loan classification.

n. Recovery of Non-performing Loans
The Bank has intensified its efforts to reduce
classified and overdue loans and take appropriate
measures for converting non-performing loans into
w we e g gv vP Pb b | | h hv v Z Z g gv vb by y l l i i A Av vq q e ev v o o Z Zv vi i w w` ` K K e ek kx x R Rv vi i ` `q qv v
n nq q| | y y` ` I I g gv vS Sv vw wi i K K l l K K, , A Am mn nv vq q g gw wn nj j v vG Ge es s e eK Kv vi i h hy ye eK Ki i v vh hv v Z Z
m mn nv vq qZ Zv vc cv vq q Z Zv v ` `L Lv vG Gm me e c c K K i i A Ab b Z Zg g D D k k | | 2 20 00 09 9 m mv vj j
c ch h 5 54 4 K Kg g m m~ ~w wP Pi i A Aa ax x b b e e v vs sK K 3 3, ,8 84 44 4, ,3 34 42 2 R Rb b ` `w wi i ` ` g gv vb by yl l K K
3 31 16 62 2 . . 6 64 4 K Kv vw wU UU Uv vK Kv vc c ` `v vb b K K i i Q Q| |












W W. .F FY Y k k Y Yx xw we eb b v vm mK Ki i Y Y G Ge es s c c w wf f k kb b
k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i w wn nm mv ve e m ms sL L v vG Ge es s F F Y Yi i c cw wi i g gv vY Y n n v vm mK Ki i v vI I
c ch hv v c c w wf f k kb b i i v vL Lv ve e v vs s K Ki i G GK Kw wU U A AM M v vw wa aK Kv vi i c c v v K Kv vR R| | G G
m m e e v v P P d dj j c cv vI I q qv vi i R Rb b w we ew wf f b b D D ` ` v vM MM M n nY Y K Ki i v vn n q q Q Q| |
c c~ ~e e Z Zb b k k Y Yx xw we eb b v vw wm mZ Z F FY Y A Av v` `v v q qi i w wb bw we eo o Z Z` `v vi i K Kx xG Ge es s
A Ab by ye eZ Zx x K Kv vh h g g R Rv vi i ` `v vi i K Ki i v vn n q q Q Q| | b bZ Zz zb b k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i
m m w w h hv v Z Z b bv vn nq q m mU Uv vI I ` `L Lv vn nq q| | d d j j k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i
c cw wi i g gv vY Y n n v vm mc cv vq q| | 2 20 00 08 8 m mv v j j G G a ai i b bi i F F Y Yi i c cw wi i g gv vY Y w wQ Qj j
2 2, ,5 54 48 8. .9 92 2 K Kv vw wU UU Uv vK Kv v( ( g gv vU UF FY Y I I A Aw wM M g gi i 2 22 2. .4 48 8% %) )| | m mB B
j j Z Zv v2 20 00 09 9 m mv v j j ` `v vu uo ov vq q 2 2, ,3 37 73 3. . 9 92 2 K Kv vw wU UU Uv vK Kv v( ( g gv vU UF FY Y I I
A Aw wM M g gi i 1 19 9. .4 42 2% %) )h hv ve ev vs sj j v v ` `k k e e v vs s K Ki i G GZ Z` `m ms s v vZ Z w wb bq qg g b bx xw wZ Zi i
A Av vI I Z Zv vq q w wn nm mv ve ev vq qb b w wb ba av v w wi i Z Z n n q q Q Q| |



X X. .b bb b- -c cv vi i d di i w wg gs s F FY Y A Av v` `v vq q
k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i c cw wi i g gv vY Y G Ge es s I I f f v vi i w wW WD D F F Y Yi i c cw wi i g gv vY Y n n v v m mi i
R Rb b e e v vs sK K D D ` ` v vM MM M n nY Y K K i i h hv v Z Z b bb b- -c cv vi i d di i w wg gs s F F Y Yi i c cw wi i g gv vY Y
n n v vm mc cv vq q| | G GB B D D k k g gv vV VI I m m` `i i ` ` i i c ch hv v q q g gw wb bU Uw wi i s s- -G Gi i K Kv vR R
Page 68 of 110 68
performing ones. As part of these efforts intensive
monitoring both at the field and Head Office levels
was carried out. A Debt Collection Unit was also set
up inside the Bank for effective follow-up and
recovery of loans. 6 private Debt Collection Agents
were appointed to recover non-performing and
written-off loans.

Recovery position of classified and overdue loans
during 2009 is shown below:


















o.Merchant Banking Unit

As part of its commitments and also its plan to
diversify business, Agrani Bank Limited has
embarked upon a new initiative by introducing
Merchant Banking. The Bank formally started its
Merchant Banking operation from 3rd September
2009. Earlier it obtained Merchant Banking license
from Securities andExchange Commission on 23
March 2009.

Objectives of Merchant Banking Unit include:
To become the largest Merchant Bank in
Bangladesh by operating in an efficient
and effective manner.
To expedite the development of capital
market by maintaining its depth, stability,
reliability and liquidity .
To raise the small and medium investors
R Rv vi i ` `v vi i K Ki i v vn nq q| | F FY Y A Av v` `v vq q G Ge es s A Av v` `v v q qi i K Kv vR R d d j j v v- -A Av vc c
K Ki i v vi i R Rb b e e v vs s K Ki i f f Z Z i i I I W WU UK Kv v j j K Kk kb b B BD Dw wb bU U v vc cb b K Ki i v v
n nq q| | b bb b- -c cv vi i d di i w wg gs s F FY Y G Ge es s A Ae e j j v vc cb bK K Z Z F FY Y A Av v` `v v q qi i R Rb b
Q Qq qw wU U e em mi i K Kv vw wi i W WU UK Kv v j j K Kk kb b G G R R U Uw wb b q qv vM M ` `q qv vn nq q| |





2 20 00 09 9 m mv v j j I I f f v vi i w wW WD DF Fb b A Av v` `v vq q c cw wi i w w w wZ Z w wQ Qj j w wb b i i c c; ;



















Y Y. . g gv v P P U Ue e v vs sw wK Ks s B BD Dw wb bU U

A AM M Y Yx xe e v vs sK K w wj j w wg g U UW We e v vs sw wK Ks s e e e em mv vq q e ew wP P v vq q b bi i b bx xw wZ Z A Ab by yh hv vq qx x
b bZ Zz zb b m me ev vw wn nm mv v e e g gv v P P U U e e v vs sw wK Ks s B BD Dw wb bU U P Pv vj j y yK K i i Q Q| | 2 20 00 09 9
m mv v j j 3 3i i v v m m ^ ^i i g gv v P P U Ue e v vs sw wK Ks s B BD Dw wb bU UA Av vb by y v vw wb bK K h hv v v v i i
K K i i | | K Kv vh h g g i i i i A Av v M Me e v vs sK K 2 20 00 09 9 m mv v j j 2 23 3 k k g gv vP P g gv v P P U U
e e v vs sw wK Ks s w wn nm mv v e e K Kv vR R K Ki i v vi i j j v vB B m m A AR R b b K K i i | |



g gv v P P U Ue e v vs sw wK Ks s B BD Dw wb b U Ui i D D k k : :
` ` I I K Kv vh h K Ki i x xe e e e v vc cb bv vi i g gv va a g g m me e P P q q e eo o g gv v P P U U
e e v vs sK K w wn nm mv v e e A Av vZ Z c c K Kv vk k K Ki i v v| |
g g~ ~j j a ab b e ev vR Rv v i i i i D Db b q q b b f f y yw wg gK Kv vc cv vj j b b| |
z z` ` I I g gv vS Sv vw wi i D D ` ` v v v v ` `i i g g a a m m P PZ Zb bZ Zv ve e w w I I
w wm mw wK KD Dw wi i w wU UP Pv vw wn n` `v ve e w w K Ki i v v| |
D D P PZ Zi i c ck kv v` `v vw wi i Z Z e e w w Q Qv vo ov vI I K Kv vh h K Ki i x x c cv vU U d dw wj j I I

T Ty yp pe e o of f
L Lo oa an ns s
O Ou ut ts st ta an nd di in ng g
A Am mo ou un nt t a as s o on n
3 31 1. .1 12 2. .2 20 00 08 8
A An nn nu ua al l T Ta ar rg ge et t
o of f R Re ec co ov ve er ry y
( (2 20 00 09 9
A Am mo ou un nt t R Re ec co ov ve er re ed d i in n 2 20 00 09 9
( (i in n c cr ro or re e t ta ak ka a) )
Percentage
of
r re ec co ov ve er ry y
a ag ga ai in ns st t t ta ar rg ge et t

Cash Others* Write-off Total

Classified
Loan
2,549 1,500 197 415 137 749 50%
Overdue
Loan
536 536 232 321 - 553 100%
Total 3,085 2,036 429 736 137 1,302 64%

Other recovery consists of rescheduling renewal and weaver of partial applied and unpaid interest.

Page 69 of 110 69
awareness and eagerness as well as
enhance the demand of securities.
To attain efficiency in portfolio
management in addition to achieving
excellence in professionalism.
To reduce the volatility of the market by
encouraging the companies to introduce
new issues and contribute towards
deepening of the market.

Activities include:
Issue Management
Underwriting
Portfolio Management

p. Help Desk
Agrani Bank Limited provides help desk service for
their customers. Help desk department has been
designed to remain open for 24 hours. Any problem
can be primarily resolved by help desk.

q. Branch Expansion

The total number of Bank branches presently
stands at 867. It has been planned to open more
branches in commercially important places of the
country in the upcoming years so that the Bank can
reach its service to the wider group of clients all
over the country.




Financial Performance

a. Total Operating I ncome
The Bank's total operating income stood at Tk.
1,028.35 crore in 2009 as against Tk. 973.93 crore
in 2008 which indicates an increase of Tk. 54.42
e e e e v vc cb bv vq q ` ` Z Zv vA AR R b b K Ki i v v| |
b bZ Zz zb b B Bm my y e e e e v vc cb bv vI I g gv v K K U Ui i M Mf f x xi i Z Zv vA Av vb bq q b bi i
g gv va a g g A Aw w w wZ Zk kx xj j Z Zv v` `~ ~i i x xK Ki i Y Y| |






K Kv vh h g g: :
B Bm my y e e e e v vc cb bv v
A Ae e j j L Lb b
c cv vU U d dw wj j I I e e e e v vc cb bv v

Z Z. . n n W W
A AM M Y Yx xe e v vs sK K w wj j w wg g U UW W n n W W i i g gv va a g g M M v vn nK K ` `i i m me ev vc c ` `v vb b
K K i i | | n n W W 2 24 4 N N U Uv v L Lv vj j v v_ _v v K K| | h h K Kv vb b a ai i b bi i m mg gm m v vi i
c c v v_ _w wg gK K m mg gv va av vb b n n W W i i g gv va a g g c c ` `v vb b K Ki i v vn nq q| |

_ _. . k kv vL Lv vm m c c m mv vi i Y Y

e eZ Z g gv v b b e e v vs s K Ki i k kv vL Lv v m ms sL L v v 8 86 67 7 w wU U| | A Av vM Mv vg gx x w w` ` b b ` ` k ki i
i i Z Z c c~ ~Y Y m me e e ev vw wY Yw wR R K K G Gj j v vK Kv vq q k kv vL Lv v L Lv vj j v vi i c cw wi i K K b bv vi i q q Q Q
h hv v Z Z m mv va av vi i Y Y g gv vb by yl l K K m my yw we ea av v ` `q qv vh hv vq q G Ge es s M M v vn nK K ` `i i N N i i N N i i
e e v vs sw wK Ks s m me ev v c c u uQ Q ` `q qv vh hv vq q| |





A Av vw w_ _ K K d dj j v vd dj j

K K. . g gv vU UA Ac cv v i i w wU Us s A Av vq q
2 20 00 09 9 m mv v j j e e v vs s K Ki i A Ac cv v i i w wU Us s A Av vq q w wQ Qj j 1 1, ,0 02 28 8. .3 35 5 K Kv vw wU UU Uv vK Kv v| |
c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j 9 97 73 3. .9 93 3 K Kv vw wU U U Uv vK Kv v| | e e w w i i
c cw wi i g gv vY Y 5 54 4. .4 42 2 K Kv vw wU UU Uv vK Kv vA A_ _v v r r G G c c e e w w 5 5. .5 59 9 k kZ Zv vs sk k| |
Page 70 of 110 70
crore (i.e. 5.59 per cent higher) over the last year.

b. Total Operating Expenditure
The Bank's total operating expenditure stood at Tk.
383.90 crore in 2009 as against Tk. 340.95 crore in
2008 which indicates an increase of Tk. 42.95 crore
(i.e.12.60 per cent higher) over the last year. This
is mainly due to the enhancement of staff salary in
line with the govt. policy.

c. Net I nterest I ncome
The Banks net interest income is Tk.403.88 crore in
2009. Interest earned from loan and profit earned
from investment remained the principal component
of interest income. However interest cost of
deposits was the main component of interest
expenses.

d. Operating Profit
During 2009, the Bank's total operating profit
before amortization, provision and tax stood at Tk.
644.44 as against net profit of Tk. 632.97 crore in
2008.

e. Profitability

T Th he e B Ba an nk k e ea ar rn ne ed d a an n o op pe er ra at ti in ng g p pr ro of fi it t o of f T Tk k. . 5 51 11 1. .4 49 9
c cr ro or re e b be ef fo or re e c ch ha ar rg gi in ng g a an ny y p pr ro ov vi is si io on n a an nd d t ta ax xe es s
d du ur ri in ng g t th he e y ye ea ar r 2 20 00 09 9 a as s a ag ga ai in ns st t a an n o op pe er ra at ti in ng g p pr ro of fi it t
o of f T Tk k. . 5 50 00 0. .0 02 2 c cr ro or re e i in n t th he e p pr re ev vi io ou us s y ye ea ar r w wh hi ic ch h
i in nd di ic ca at te es s t th ha at t t th he e B Ba an nk k h ha as s i in nc cr re ea as se ed d i it ts s
p pr ro of fi it ta ab bi il li it ty y s si ig gn ni if fi ic ca an nt tl ly y d du ur ri in ng g t th he e y ye ea ar r u un nd de er r
r re ev vi ie ew w c co om mp pa ar re ed d t to o t th he e p pr ri io or r y ye ea ar r. . I In nc co om me e t ta ax x
a am mo ou un nt ti in ng g t to o T TK K. . 2 21 14 4. .9 92 2 c cr ro or re e w wa as s c ch ha ar rg ge ed d a ag ga ai in ns st t
p pr ro of fi it t d du ur ri in ng g t th he e y ye ea ar r 2 20 00 09 9. . T Th hu us s a a n ne et t p pr ro of fi it t ( (a af ft te er r
p pr ro ov vi is si io on ns s a an nd d t ta ax xe es s) ) d du ur ri in ng g t th he e y ye ea ar r 2 20 00 09 9 s st to oo od d a at t
T Tk k. . 1 11 10 0. .8 84 4 c cr ro or re e a as s a ag ga ai in ns st t a a n ne et t p pr ro of fi it t o of f T Tk k. .
2 26 64 4. .6 62 2 c cr ro or re e i in n t th he e p pr re ev vi io ou us s y ye ea ar r. .



L L. . g gv vU UA Ac cv v i i w wU Us s e e q q
2 20 00 08 8 m mv v j j i i 3 34 40 0. . 9 95 5 K Kv vw wU UU Uv vK Kv v g gv vU UA Ac cv v i i w wU Us s e e q qi i j j
2 20 00 09 9 m mv v j j e e v vs s K Ki i A Ac cv v i i w wU Us s e e q qi i c cw wi i g gv vY Y w wQ Qj j 3 38 83 3. .9 90 0
K Kv vw wU UU Uv vK Kv v| | e e q q e e w w i i c cw wi i g gv vY Y 4 42 2. .9 95 5 K Kv vw wU UU Uv vK Kv v| | G G
c c e e w w 1 12 2. .6 60 0 k kZ Zv vs sk k| |


M M. . b bx xU Um my y` ` A Av vq q
2 20 00 09 9 m mv v j j e e v vs s K Ki i b bx xU Um my y` ` A Av v q qi i c cw wi i g gv vY Y w wQ Qj j 4 40 03 3. .8 88 8 K Kv vw wU U
U Uv vK Kv v| | A Av vg gv vb b Z Zi i e e q q n n v vm m c c q q Q Q, , G GK KB Bf f v v e e F F Y Yi i I I c ci i c c v v
m my y` ` I I g gv v m mg gv v m mn n v vm m c c q q Q Q| | m my y` ` A Av v q qi i ` `y y U Uv vw wQ Qj j F F Y Yi i
I I c ci i c c v v m my y` ` G Ge es s w we ew wb b q qv v M Mi i I I c ci i c c v v m my y` `| | e e q qi i c c a av vb b L Lv vZ Z
w wQ Qj j A Ae ek k A Av vg gv vb b Z Zi i I I c ci i c c ` ` m my y` `| |


N N. . c cw wi i P Pv vj j b b g gy yb bv vd dv v
2 20 00 09 9 m mv v j j e e v vs s K Ki i c cw wi i P Pv vj j b b g gy yb bv vd dv vi i ( (G G v vg gi i U Uv vB B R Rk kb b, , m mw w w wZ Z
G Ge es s K K i i i i c c~ ~ e e ) ) c cw wi i g gv vY Y w wQ Qj j 6 64 44 4. .4 44 4 K Kv vw wU UU Uv vK Kv v h hL Lv v b b c c~ ~e e e eZ Zx x
e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j 6 63 32 2. .9 97 7 K Kv vw wU UU Uv vK Kv v| |

O O. . j j v vf f c c ` `Z Zv v

2 20 00 09 9 m mv v j j c c w wf f k kb b c c~ ~e e G Ge es s K Ki i c c~ ~e e A Ac cv v i i w wU Us s g gy yb bv vd dv vi i c cw wi i g gv vY Y
w wQ Qj j 5 51 11 1. .4 49 9 K Kv vw wU U U Uv vK Kv v| | c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j
5 50 00 0. .0 02 2 K Kv vw wU UU Uv vK Kv v| | G Gi i A A_ _ e e v vs s K Ki i A Ac cv v i i w wU Us s g gy yb bv vd dv v g gB B
e e w w c cv v Q Q| | 2 20 00 09 9 m mv v j j A Av vq qK K i i i i R Rb b 2 21 14 4. .9 91 1 K Kv vw wU U U Uv vK Kv v
c c w wf f k kb b K Ki i v vn n q q Q Q| | G Gi i d d j j m mw w w wZ Z G Ge es s K Ki i c ci i e eZ Zx x g gy yb bv vd dv vi i
c cw wi i g gv vY Y ` `u uv vw wu uo o q q Q Q1 11 10 0. .8 84 4 K Kv vw wU UU Uv vK Kv v| | c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y
w wQ Qj j g gv v 2 26 64 4. .6 62 2 K Kv vw wU UU Uv vK Kv v| |






Page 71 of 110 71
f. Appropriation of Profit
During the year 2009 the Bank earned Tk. 511.49
crore before provision and tax which has been
appropriated in the following manner.
(Amount in Crore Taka)
Particulars 2009 2008
Profit/(Loss) before provision & tax 511.49 500
Provision for loans and advances 90.95 185.12
Other provision
(Including Incentive Bonus)
94.78 25.85
Total provision 185.73 210.97
Net profit/(loss) before Tax 325.76 289.04
Provision for tax:
Current tax 170.00 -
Deferred tax 44.92 24.43
Total provision for tax 214.92 24.43
Net profit/(loss) after tax 110.84 264.62
Add: Retained surplus from the
previous year
276.69 69.88

387.53 334.5
Appropriation:
Statutory Reserve 65.15 57.81
General Reserve -
Bonus Share Issue 248.42 -
Retained surplus 73.96 276.69

g. Capital Adequacy Ratio

As per the provisions of Section 13(2) of the Bank
Companies Act 1991 and BRPD circulars 01, 10, 05
and 11 dated 08 January 1996, 24 November 2002,
14 May 2007 and 14 August 2008 respectively
issued by Bangladesh Bank, adequate capital needs
to be maintained by all commercial banks to
operate the Banking activities smoothly. The Bank
maintained core capital of Tk. 710.24 crore as
against required Tk. 459.05 crore (7.74% of RWA
of Tk. 9,181.09 crore as against required 5% of
RWA) and total actual capital of Tk. 991.45 crore as
against required Tk. 918.11 crore (10.80% of RWA
of Tk. 9,181.09 crore as against required 10% of
RWA or Tk. 200 crore, whichever is higher). Thus
there was a total capital surplus of Tk. 73.34 crore
with a core capital surplus of Tk. 251.19 crore.


P P. . g gy yb bv vd dv vi i e e U Ub b
2 20 00 09 9 m mv v j j e e v vs sK K K Ki i I I m mw w w wZ Z a av vh h c c~ ~e e g gy yb bv vd dv vA AR R b b K K i i 5 51 11 1 . .
4 49 9 K Kv vw wU UU Uv vK Kv v| | G Gi i e e U U b bi i b bx x P P ` `L Lv v b bv vn nj j : :

( ( K Kv vw wU UU Uv vK Kv vq q) )
w we ee ei i Y Y 2 20 00 09 9 2 20 00 08 8
K Ki i I I m mw w w wZ Z a av vh h c c~ ~e e g gy yb bv vd dv v 511.49 500
F F Y Yi i R Rb b m mw w w wZ Z 90.95 185.12
A Ab b v vb b m mw w w wZ Z ( ( e ev vb bv vm mm mn n) ) 94.78 25.85
g gv vU Um mw w w wZ Z 185.73 210.97
K Ki i c c~ ~e e e eZ Zx x b bx xU Ug gy yb bv vd dv v 325.76 289.04
K K i i i i R Rb b m mw w w wZ Z
P Pj j w wZ Z K Ki i 170.00 -
c ci i e eZ Zx x e eQ Q i i i i K Ki i 44.92 24.43
K K i i i i R Rb b g gv vU Um mw w w wZ Z: : 214.92 24.43
K Ki i c ci i e eZ Zx x b bx xU Ug gy yb bv vd dv v 110.84 264.62
h hv vM M: : c c~ ~e e e eZ Zx x e eQ Q i i i i i i w w Z Z
g gy yb bv vd dv v
276.69 69.88
387.53 334.5
w we ef f v vR Rb b: :
m ms si i w w Z Z Z Zn nw we ej j 65.15 57.81
m mv va av vi i Y Y m ms si i w w Z Z Z Zn nw we ej j -
e ev vb bv vm m k kq qv vi i B Bm my y 248.42 -
i i w w Z Z D D g gy yb bv vd dv v 73.96 276.69



Q Q. . g gy yj j a ab b c ch hv v Z Zv vA Ab by yc cv vZ Z
e e v vs sK K K Kv v v vb bx xA Av vB Bb b- -1 19 99 91 1 m mv v j j i i a av vi i v v1 13 3( (2 2) ) G Ge es s e ev vs sj j v v ` `k k
e e v vs s K Ki i w we eA Av vi i w wc cw wW Wm mv vK Kz z j j v vi i ( (b bs s 0 01 1, , 1 10 0, , 0 05 5 I I 1 11 1 Z Zv vw wi i L L
h h_ _v v g g 8 8 R Rv vb by yq qv vi i x x, , 1 19 99 96 6, , 2 24 4 b b f f ^ ^i i 2 20 00 02 2, , 1 14 4 g g 2 20 00 07 7
G Ge es s 1 14 4 A Av vM M 2 20 00 08 8) ) A Ab by yh hv vq qx xm mK Kj j e ev vw wY Yw wR R K K e e v vs sK K K K c ch hv v
g g~ ~j j a ab b A Ab by yc cv vZ Z i i v vK Ki i Z Z n nq q| | e e v vs s K Ki i K Kv vi i g g~ ~j j a ab b i i v vL Lv vi i K K_ _v v
4 45 59 9. .0 05 5 K Kv vw wU UU Uv vK Kv v| | w wK K e e v vs sK K i i v vL L Z Z c c i i Q Q7 71 10 0. .2 24 4 K Kv vw wU U
U Uv vK Kv v| | w wi i I I q q U UW WG G v v m m U Ui i 5 5 k kZ Zv vs s k ki i j j 9 9, ,1 18 81 1. .0 09 9 K Kv vw wU U
U Uv vK Kv vw wi i I I q q U UW WG G v v m m U Ui i 7 7. .7 74 4 k kZ Zv vs sk k i i w w Z Z n n q q Q Q| | g gv vU U
m ms si i w w Z Z g g~ ~j j a ab b n n Q Q9 99 91 1. .4 45 5 K Kv vw wU UU Uv vK Kv v| | A A_ _P P i i v vL Lv vi i K K_ _v vw wQ Qj j
g gv v 9 91 18 8. .1 11 1 K Kv vw wU UU Uv vK Kv v| | w wb bq qg gv vb by ym mv v i i 2 20 00 0 K Kv vw wU UA A_ _e ev vw wi i
I I q q U UW WG G v v m m U Ui i h hv vn nv v e ek kx xZ Zv vn nv vi i 1 10 0 k kZ Zv vs sk k g g~ ~j j a ab b i i v vL Lv vi i
K K_ _v v| | m mB B j j e e v vs sK K i i L L Q Qw wi i I I q q U UW WG G v v m mU U9 9, ,1 18 81 1. .0 09 9
K Kv vw wU UU Uv vK Kv vi i 1 10 0 k kZ Zv vs sk k| | G G w wn nm mv v e e D D g g~ ~j j a ab b n n Q Q7 73 3. .3 34 4
K Kv vw wU UU Uv vK Kv v| | K Kv vi i K K v vw wc c U Uj j D D n n Q Q2 25 51 1. .1 18 8 K Kv vw wU UU Uv vK Kv v| |




Page 72 of 110 72
Details of capital adequacy are given below:
(Amount in Crore Taka)
Particulars 2009 2008
Total Assets (net) including Off-Balance
Sheet Items (net).
18,314.36 17,755.99
Total Risk Weighted Assets 9,181.09 8,051.07
Minimum Required Capital (10% of
Risk Weighted Assets )
918.11 805.11
Minimum required core capital ( 5% of
RWA)
459.05 402.55
Actual Capital Held: 991.45 737.75
Core Capital (Tier I) 710.24 599.39
Supplementary Capital (Tier II) 281.21 138.36
Total Capital surplus/(shortfall) 73.34 (67.36)
Capital Adequacy Ratio (%): 10.80% 9.16%
Core Capital (against standard of
minimum 5%)
7.74% 7.44%
Supplementary Capital 3.06% 1.72%
Total Core Capital (Tier - I )
Paid up capital 496.84 248.42
Statutory Reserve 138.94 73.78
General Reserve 0.50 0.50
Retained Earnings 73.96 276.69
Total Core Capital ( Tier-I) 710.24 599.39
Supplementary Capital (Tier - I I )
General Provision maintained against
UC loans
114.09 115.66
Provision for Off Balance Sheet
Exposure
52.97 6.43
Revaluation Surplus on HTM Securities
@ 50%
103.24 5.36
Exchange Equalization accounts 10.91 10.91
Total Supplementary capital ( Tier-II) 281.21 138.36




h. Guarantee Business
The Bank issued guarantees amounting to Tk.
160.81 crore during the year 2009 compared to
Tk.111.71 crore in the previous year registering a
growth of 43.95%. The guarantees were issued in
favor of different government authorities,
autonomous bodies, corporations, multi- national
companies etc. against proper securities on behalf
of clients of the Bank.

g g~ ~j j a ab b c ch h v v Z Zv vi i w we e v vw wi i Z Z w we ee ei i Y Y b bx x P P ` `q qv vn nj j : :
( ( K Kv vw wU UU Uv vK Kv vq q) )

w we ee ei i Y Y 2 20 00 09 9 2 20 00 08 8
g gv vU Um m c c` ` ( (b bx xU U) ) A Ad d e e v v j j
k kx xU Um mn n ( (b bx xU U) )
1 18 8, ,3 31 14 4. .3 36 6 1 17 7, ,7 75 55 5. .9 99 9
g gv vU Uw wi i I I q q U UW WG G v v m mU Um m 9 9, ,1 18 81 1. .0 09 9 8 80 05 51 1. .0 07 7
w wb b Z Zg g g g~ ~j j a ab b ( (w wi i I I q q U UW W
G G v vm m U Ui i 1 10 0% %) )
9 91 18 8. .1 11 1 8 80 05 5. .1 11 1
i i w w Z Ze e w wb b Z Zg g K Kv vi i K K v vw wc cU Uv vj j
( (A Av vi i W Ww we e D DG Gi i 5 5% %) )
4 45 59 9. .0 05 5 4 40 02 2. .5 55 5
g g~ ~j j a ab b i i w w Z Z 9 99 91 1. .4 45 5 7 73 37 7. .7 75 5
K Kv vi i K K v vw wc cU Uv vj j ( (U Uv vq qv vi i - -1 1: :) ) 7 71 10 0. .2 24 4 5 59 99 9. .3 39 9
m mv vw wc c g g U Uv vw wi i K K v vw wc cU Uv vj j ( (U Uv vq qv vi i - -2 2) ) 2 28 81 1. .2 21 1 1 13 38 8. .3 36 6
g gv vU UD D g g~ ~j j a ab b/ /N Nv vU Uw wZ Z 7 73 3. .3 34 4 ( (6 67 7. .3 36 6) )
g g~ ~j j a ab b c ch h v v Z Zv vA Ab by yc cv vZ Z ( (% %) ) 1 10 0. .8 80 0 9 9. .1 16 6
K Kv vi i K K v vw wc cU Uv vj j ( (5 5% % c c q qv vR Rb bx xq q) ) 7 7. .7 74 4 7 7. .4 44 4
m mv vw wc c g g U Uv vw wi i K K v vw wc cU Uv vj j 3 3. .0 06 6 1 1. .7 72 2
K Kv vi i K K v vw wc cU Uv vj j ( (U Uv vq qv vi i - -1 1) ): :
c cw wi i k kv vw wa aZ Z g g~ ~j j a ab b 4 49 96 6. .8 84 4 2 24 48 8. .4 42 2
w we ew wa ae e m ms si i w w Z Z Z Zn nw we ej j 1 13 38 8. .9 94 4 7 73 3. .7 78 8
m mv va av vi i Y Y m ms si i w w Z Z Z Zn nw we ej j 0 0. .5 50 0 0 0. .5 50 0
i i w w Z Z g gy yb bv vd dv v 7 73 3. .9 96 6 2 27 76 6. .6 69 9
g gv vU U K Kv vi i K K v vw wc cU Uv vj j ( (U Uv vq qv vi i - -1 1) ) 7 71 10 0. .2 24 4 5 59 99 9. .3 39 9
m mv vw wc c g g U Uv vw wi i K K v vw wc cU Uv vj j ( (U Uv vq qv vi i - -2 2) ) - - 0 0
A A k k Y Yx xw we eb b v vw wm mZ Z F F Y Yi i I I c ci i
c c w wf f k kb b
1 11 14 4. .0 09 9 1 11 15 5. .6 66 6
A Ad d e e v v j j b bx xU U G G c cv vR Rv v i i i i
R Rb b c c w wf f k kb b
5 52 2. .9 97 7 6 6. .4 43 3
w wi i f f j j y y q qk kb b m mv vi i c c v vm m A Ae e
G GB BP Pw wU UG Gg g w wm mw wK KD Dw wi i w wU UR R- -( (5 50 0% %) )
1 10 03 3. .2 24 4 5 5. .3 36 6
G G P P B BK Kz zq qv vj j v vB B R Rk kb b
G GK Kv vD D U Um m& &
1 10 0. .9 91 1 1 10 0. .9 91 1
g gv vU U m mv vw wc c g g U Uv vw wi i K K v vw wc cU Uv vj j
( (U Uv vq qv vi i - -2 2) )
2 28 81 1. .2 21 1 1 13 38 8. .3 36 6



R R. . M M v vi i v vw w U Ue e e em mv v
2 20 00 09 9 m mv v j j e e v vs sK K 1 16 60 0. .8 81 1 K Kv vw wU U U Uv vK Kv vi i M M v vi i v vw w U U B Bm my y K K i i | |
c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j 1 11 11 1. .7 71 1 K Kv vw wU UU Uv vK Kv v| | c c e e w w i i n nv vi i
4 43 3. .9 95 5 k kZ Zv vs sk k| | h h_ _v vh h_ _ R Rv vg gv vb b Z Zi i w we ec ci i x x Z Z e e v vs sK K G Gm me e M M v vi i v vw w U U
B Bm my y K K i i M M v vn nK K ` `i i K K| | G Gm me e M M v vn nK K n n Q Q: : w we ew wf f b b m mi i K Kv vw wi i c c w wZ Z v vb b, ,
^ ^v vq q k kv vw wm mZ Z m ms s v v, , K K c cv v i i k kb b G Ge es s e e R Rv vw wZ ZK K K Kv v v vb bx x| |




Page 73 of 110 73
i. Investment
The investment portfolio of the Bank at the end of
year 2009 was Tk. 4,089.72 crore as against Tk.
2,932.98 crore in the previous year, registering a
growth of 39.44%. The Bank has always given
emphasis on high yielding investments and
maintains Statutory Liquidity Requirement (SLR) as
fixed by Bangladesh Bank vide BRPD circular # 11
dated 25 August 2005 and circular # 12 dated 25
August 2005. The portfolio of investment of the
Bank as on 31 December 2009 are shown below :


(Amount in Crore Taka)
Types of Securities 2009 2008
Government
Securities
Treasury bills 886.23 1,024.57
Treasury &
other bonds
2,383.33 1,685.13
Inter Bank
REPO
525.00 -
Prize bonds 1.31 1.31
Sub total (A) 3,795.87 2,711.01
Non-
government
Securities
Debentures 165.50 194.00
Shares 128.35 27.97
Sub total (B) 293.85 221.97
Total (A+B) 4,089.72 2,932.98








GRAPH: I NVESTMENT- 2009
















S S. . w we ew wb b q qv vM M
e e v vs s K Ki i g gv vU Uw we ew ww wb b q qv v M Mi i c cw wi i g gv vY Y w wQ Qj j 4 4, ,0 08 89 9. .7 72 2 K Kv vw wU UU Uv vK Kv v| |
c c~ ~e e e eZ Zx x e eQ Q i i G Gi i c cw wi i g gv vY Y w wQ Qj j 2 2, ,9 93 32 2. .9 98 8 K Kv vw wU UU Uv vK Kv v| | m my yZ Zi i v vs s
G G c c e e w w i i n nv vi i 3 39 9. .4 44 4 k kZ Zv vs sk k| | D D P Pm my y` ` c c ` `v vb bK Kv vi i x x
w we ew wb b q qv v M Mi i c c w wZ Z e ei i v ve ei i B B e e v vs sK K b bR Ri i w w` ` q q Q Q| | e ev vs sj j v v ` `k k e e v vs s K Ki i
w we eA Av vi i w wc cw wW Wm mv vK Kz z j j v vi i b bs s 1 11 1 Z Zv vw wi i L L 2 25 5 A Av vM M 2 20 00 05 5 I I b bs s 1 12 2
Z Zv vw wi i L L 2 25 5 A Av vM M 2 20 00 05 5 A Ab by yh hv vq qx xe e v vs sK K w we ew wa ae e Z Zv vi i j j ( ( U Uz zU Uw wi i
w wj j K K B Bw wW Ww wU U i i w wk kI I ) ) i i v vK K i i h hv v Q Q| | 2 20 00 09 9 m mv v j j i i 3 31 1 w wW W m m ^ ^ i i
e e v vs s K Ki i w we ew wb b q qv vM Mc cw wi i w w w wZ Z w wQ Qj j w wb b i i c c: :




( ( K Kv vw wU UU Uv vK Kv vq q) )
w wm mw wK KD Dw wi i w wU U
a ai i b b
2 20 00 09 9 2 20 00 08 8
m mi i K Kv vw wi i

U U R Rv vw wi i w we ej j 8 88 86 6. .2 23 3 1 10 02 24 4. .5 57 7


U U R Rv vw wi i I I
A Ab b v vb b e e
2 2, ,3 38 83 3. .3 33 3 1 16 68 85 5. .1 13 3


A Av v : :e e v vs sK K
I I w wi i c cv v
5 52 25 5. .0 00 0 - -


c c v vB BR R e e 1 1. .3 31 1 1 1. .3 31 1


D Dc c g gv vU U: :
( (K K) )
3 3, ,7 79 95 5. .8 87 7 2 27 71 11 1. .0 01 1
e em mi i K Kv vw wi i w wW W e e v vi i 1 16 65 5. .5 50 0 1 19 94 4


k kq qv vi i 1 12 28 8. .3 35 5 2 27 7. .9 97 7


D Dc c g gv vU U: :
( (L L) )
2 29 93 3. .8 85 5 2 22 21 1. .9 97 7
g gv vU Ut t ( (K K+ +L L) ) 4 4, ,0 08 89 9. .7 72 2 2 2, ,9 93 32 2. .9 98 8
Page 74 of 110 74

Automation and Modernization
a. Focus
The day to day activities and all transactions of our
Bank are being automated. The Bank is using some
renowned banking software for daily operation.
Note counting machines, internet etc are being
used in all business and operational activities. We
are considering moving on to online banking system
very soon.

b.Planned and I ncreased Use of I CT

Agrani Bank Limited always keeps itself abreast
with the latest ideas and approaches developed in
areas of Information and Communication
Technology (ICT). The bank feels proud to be a
pioneer in introducing computer technology in the
banking sector of the country. In the face of
increasingly fierce competition, the efficiency gains
and speed of IT have paved the way for exploring
new sources of advanced and innovative products.
It helps standardise the quality of work, internal
productivity and improved customer services.
However, the Bank is moving ahead to realise its
plan for increased use of IT and Management
Information Systems (MIS).
c.Branch Computerization

The Bank has made remarkable strides in terms of
branch automation. So far, 266 branches out of
total 867 branches using computer technology
having LAN-based branch-banking software. Rest of
the branches are having at least 1(0ne) desktop
computer with internet connectivity along with
Online Foreign Remittance Payment Software and
GL Software capable of making instant payment of
foreign remittance to the beneficiaries and

A A U Uv v g gk kb b G Ge es s A Av va ay yw wb bK Kv vq qb b
K K. . d dv vK Kv vm m
e e v vs s K Ki i ` `b bw w ` `b b K Kv vR R G Ge es s m mK Kj j j j b b ` `b b ^ ^q qs sw w q q K Ki i v vn n Q Q| |
` `b bw w ` `b b K Kv v R Ri i R Rb b e e v vs sK K w wK KQ Qy yc c P Pw wj j Z Z m md d& &U UI I q qv vi i e e e en nv vi i K K i i | |
` `b bw w ` `b b e e v vs sw wK Ks s G Ge es s A Ab b v vb b K Kv v R R b bv vU UM MY Yb bv v g gw wk kb b G Ge es s B B- - g gj j
e e e en nv vi i K Ki i v v n n Q Q| | L Ly ye e k kx xN N B B A Ab b- -j j v vB Bb b e e v vs sw wK Ks s G G h hv vI I q qv vi i
c cw wi i K K b bv vK Ki i v vn n Q Q| |



L L. . Z Z_ _ I I h hv vM Mv v h hv vM Mc c h hy yw w i i c cw wi i K Kw w Z Z G Ge es s e ew wa a z ze e e en nv vi i

B Bb bd di i g gk kb b G Ge es s K Kw wg gD Dw wb b K Kk kb b U UK K b bv vj j w wR R ( (A Av vB Bw wm mw wU U) )
m me e k kl l Z Z_ _ I I v vb b m m ^ ^ A AM M Y Yx xe e v vs sK K m me e ` `v vB B m mR Rv vM M| | ` ` k ki i
e e v vs sw wK Ks s A Av vB Bw wm mw wU Ue e e en nv v i i e e v vs sK K A AM M Y Yx xf f ~ ~w wg gK Kv vi i v vL L Z Z c c i i
M Mw we e Z Z| | e e v vs sw wK Ks s L Lv v Z Z h h Z Zx xe e c c w wZ Z h hv vw wM MZ Zv vw we e` ` g gv vb b Z Zv v Z Z Z Z_ _
c c h hy yw w w we el l q q ` ` Z Zv vI I Z Zv vi i e e e en nv vi i A Av vg gv v ` `i i K K b bZ Zz zb b b bZ Zz zb b c cY Y
D D v ve e b b m mv vn nv vh h K Ki i Q Q| | D Db b Z Z M M v vn nK K m me ev v, , A Af f i i x xY Y
D Dr rc cv v` `b bk kx xj j Z Zv vG Ge es s Y YM MZ Z g gv vb b B BZ Z v vw w` ` K K g gv vb bm m Z Z i i v vL L Z Z Z Z_ _
c c h hy yw w m mv vn nv vh h K Ki i Q Q| | G G K Kv vi i Y Y e e v vs sK K A Aw wa aK KZ Zi i Z Z_ _ c c h hy yw w
e e e en nv vi i G Ge es s g g v v b bR R g g U U B Bb bd di i g gk kb b w wm mm m U Ug gm m( (G Gg gA Av vB BG Gm m) )
e e e en nv v i i i i w w` ` K K G Gw wM M q q h hv v Q Q| |



M M. . k kv vL Lv vK Kw w D DU Uv vi i v vB B R Rk kb b

k kv vL Lv vc ch h v v q qi i K Kv v R R K Kw w D DU Uv vi i e e e en nv v i i A AM M Y Yx xe e v vs sK K e ek k G Gw wM M q q
M M Q Q| | 8 86 67 7w wU Uk kv vL Lv vi i g g a a B Bw wZ Zg g a a B B 2 26 66 6w wU Uk kv vL Lv v Z Z K Kw w D DU Uv vi i
v vc cb b K Ki i v v n n q q Q Q h hv vi i g gv va a g g e e v v e e v vs sw wK Ks s m md dU UI I q qv vi i - -j j v vb b
( (G Gj j G GG Gb b) ) e e e e Z Z n n Q Q| | e ev vK Kx xk kv vL Lv v j j v vi i c c Z Z K Kw wU U Z Z K Kg gc c
G GK Kw wU U W W U Uc c K Kw w D DU Uv vi i m my yw we ea av v i i v vL Lv v n n q q Q Q| | G G Z Z A Av v Q Q
B B U Uv vi i b bU U m my yw we ea av v| | v vc cb b K Ki i v vn n q q Q QA Ab b- -j j v vB Bb b d d i i b b i i w wg g U U
c c g g U U m md dU UI I q qv vi i G Ge es s w wR RG Gj j m md dU UI I q qv vi i | | G Gi i d d j j
Z Zv vr r w wY YK Kf f v v e e w we e ` `k k _ _ K K c cv vV Vv v b bv vU Uv vK Kv vm my yw we ea av vM M n nY YK Kv vw wi i w wn nm mv v e e
R Rg gv vn nq q| | A Aw wa aK K ` `w wb bK K w wn nm mv ve e w we ee ei i Y Yx xG Ge es s j j v vf f - - w wZ Z w wn nm mv ve eI I
Page 75 of 110 75
preparing daily Statement of Affairs and Profit and
Loss statement besides making other day-to-day
correspondences. The computerization scenario at
the branch level is given below:
1. LAN based Computerized Branch 266
2. Branches using stand alone PC (with Ms-
Office, On-line Remittance Software and
General Ledger).
601
Total 867

Following are the statistics of branches/circles/zonal
offices and Head office Divisions who have the additional
IT facilities among 867 branches :

1. Branches having SWIFT facility. 14
2. ATM booths in bank's shared network with
7 (Seven) other banks
40
3. ABL branches having ATM booths. 5
4. Offices where computers are used
I. Circle Offices 7
II. Zonal Offices 52
III. Head Office Divisions 30
5. Offices having Internet Facility
I. Circle Offices 7
II. Zonal Offices 52
III. Head Office Divisions 30
IV. Branches 867

d. On-line Banking
To-days competitive banking means electronic
banking. In order to establish a large-scale data-
communication network across 100 locations in the
country which includes Head Office, 7 Circle Offices,
40 AD branches including 10 Corporate branches
and 52 Zonal Offices, implementation of a fully
integrated core banking solution is continuing and
expected to be completed by 2010. All of our 40
Authorised Dealer branches including 10 corporate
branches will come under on line banking. The
customers of the branches in on line system will get
the facility of phone banking, internet banking etc
c c Z Z K Ki i v vn nq q G G m md dU UI I q qv vi i v vi i v v| | k kv vL Lv vK Kw w D DU Uv vi i v vB B R Rk k b bi i w wP P
w wb b g g ` `q qv vn n j j v v: :


1 1 j j v vb b w wf f w w K K K Kw w D DU Uv vi i v vB BR RW Wk kv vL Lv v 2 26 66 6
2 2 v v G G j j v vb b w wc cw wm m m my yw we ea av v
e e e en nv vi i K Ki i x x k kv vL Lv v ( (G Gg g- -A Aw wd dm m, ,
A Ab bj j v vB Bb b, , i i w wg g U U m md dU UI I q qv vi i G Ge es s
R Rb bv v i i j j j j R Rv vi i ) )
6 60 01 1
g gv vU U 8 86 67 7


8 86 67 7w wU Uk kv vL Lv vi i g g a a k kv vL Lv v/ /m mv v K K j j / / R Rv vb b G Ge es s c c a av vb b K Kv vh h v vj j q qi i w we ef f v vM Mm mg g~ ~ n n
w wb b w wj j w wL LZ Z e ev vo ow wZ Z m my yw we ea av vi i q q Q Qt t



1 1 m my yB Bd dU Um my yw we ea av vm mn n k kv vL Lv v 1 14 4
2 2 A Ab b v vb b 7 7w wU U e e v vs s K Ki i m m h h _ _
w wv v w wU U _
4 40 0
3 3 G Gw wU UG Gg g e ey y_ _m mn n e e v vs s K Ki i k kv vL Lv v
L v
4 4
4 4 K Kw w D DU Uv vi i e e e en nv vi i n n Q QG G a ai i b bi i
kvLv

K K. . m mv v K K j j A Aw wd dm m 7 7
L L. . R Rv vb bv vj j A Aw wd dm m 5 52 2
M M. . c c a av vb b A Aw wd d m mi i w we ef f v vM M 3 30 0
5 5 B B U Uv vi i b bU Um my yw we ea av vm mn n k kv vL Lv vm ms sL L v v
K K. . m mv v K K j j A Aw wd dm m 7 7
L L. . R Rv vb bv vj j A Aw wd dm m 5 52 2
M M. . c c a av vb b A Aw wd d m mi i w we ef f v vM M 3 30 0
N N. . k kv vL Lv v 8 86 67 7



N N. . A Ab b- -j j v vB Bb b e e v vs sw wK Ks s
A Av vR R K Ki i w w` ` b bi i c c w wZ Z h hv vw wM MZ Zv vg g~ ~j j K K e e v vs sw wK Ks s G Gi i A A_ _ B B n nj j B B j j w wb bK K
e e v vs sw wK Ks s| | 1 10 00 0w wU U v v b b Z Z_ _ m mi i e ei i v v n ni i j j g gv v v vw wb b q q K Kv vR R n n Q Q
h hv v Z Z h h K Kv vb b Z Z_ _ m mn n R R A Av v` `v vb b c c ` `v vb b K Ki i v vh hv vq q| | 1 10 00 0w wU U v v b bi i
g g a a A Av v Q Qc c a av vb b K Kv vh h v vj j q q, , 7 7w wU Um mv v K K j j A Aw wd dm m, , 4 40 0w wU U e e ` `w wk kK K
e ev vw wY YR R k kv vL Lv vA Aw wd dm mh hv vi i g g a a A Av v Q QA Av ve ev vi i 1 10 0w wU UK K c c v v i i U Uk kv vL Lv v
G Ge es s 5 52 2w wU U R Rv vb bv vj j A Aw wd dm m| | c cy y i i v vc cy yw wi i m mg gw w ^ ^Z Z K Kv vi i e e v vs sw wK Ks s
m mw wj j D Dk kb b w wb b q q K Kv vR R n n Q Q| | 2 20 01 10 0 m mv v j j i i g g a a G G K Kv vR R k kl l n n e e
e e j j A Av vk kv vK Ki i v vn n Q Q| | 1 10 0w wU UK K c c v v i i U Uk kv vL Lv vm mn n 4 40 0w wU U e e ` `w wk kK K
e ev vw wY YR R k kv vL Lv vq q _ _v vK K e e A Ab b- -j j v vB Bb b e e v vs sw wK Ks s m my yw we ea av v| | G Gm me e k kv vL Lv vi i
M M v vn nK Ki i v vA Ab bj j v vB B b b d dv vb b e e v vs sw wK Ks s, , B B U Uv vi i b bU Ue e v vs sw wK Ks s B BZ Z v vw w` `i i m my yw we ea av v
c cv v e e| | G G Q Qv vo ov vI I Z Zv vi i v v h h K Kv vb b k kv vL Lv vi i m m e e v vs sw wK Ks s A Av v` `v vb bc c ` `v vb b
Page 76 of 110 76
besides opportunity for making their banking
transactions with any of the branches.
e. Website
www.agranibank.org is the Banks website address.
All updated information relating to Bank, its
products, services including recent financial and
other non-financial information are available in it.
f. ATM
Agrani Bank Limited offers ATM Card facility in the
name of E-cash Card. Any cardholder has 24 hours
access to cash withdrawal and utility bills payment
facilities. There are now 7 member banks sharing
40 ATM booths located at different cities of the
country. However, the Bank has a plan to expand
the number of ATM booths and other related
products.

g. SWI FT
Modern communication system is essential for
carrying out foreign exchange transactions. With a
view to ensuring better services to the customers,
especially to the importers, exporters and remitters,
Agrani Bank Limited has, in the meantime, set up
14 SWIFT stations in different authorized dealer
branches. Bank has planned to expand the facilities
to other Authorized Dealer branches in near future.

Business Risk Management
a. Focus

By nature, risks are extremely unpredictable. This
makes it urgent for the Bank to evolve its risk
management strategy in a way that best protects
our interests against any insidious transactions. As
such the bank has introduced Risk Management
Manuals in five areas, according to the instruction
of central bank. These are: Credit Risk, Asset
Liability Management (ALM) Risk, Forex
K Ki i v vi i m my yw we ea av vc cv v e eb b| |

O O. . I I q qe em mv vB BU U
e e v vs s K Ki i I I q qe em mv vB BU U w wV VK Kv vb bv vn n Q Qt t w ww ww w. .a ag gr ra an ni ib ba an nk k. .o or rg g. .
m mv v c c w wZ ZK K K Kv v j j i i A Av vw w_ _ K K w wn nm mv ve e, , A Ab b v vb b Z Z_ _ , , e e v vs sK K I I Z Zv vi i c cY Y I I
m me ev vi i m mK Kj j Z Z_ _ G GB B I I q qe em mv vB B U Uc cv vI I q qv vh hv vq q| |


P P. . G Gw wU UG Gg g
B B- -K K v vk k K Kv vW W b bv v g g A AM M Y Yx xe e v vs sK K w wj j w wg g U UW WG Gw wU UG Gg g K Kv vW W m my yw we ea av vw w` ` q q
h hv v Q Q| | d d j j h h K Kv vb b K Kv vW W n nv v v vi i 2 24 4 N N U Uv vb bM M` ` U Uv vK Kv vZ Zz zj j Z Z
c cv v i i b b| | G GQ Qv vo ov vi i q q Q QB BD Dw wU Uw wj j w wU Uw we ej j c cw wi i k kv v a ai i m my yw we ea av v| | ` ` k ki i
w we ew wf f b b k kn n i i v vw wc cZ Z 4 40 0w wU UG Gw wU UG Gg g e ey y_ _ K Kv vR R K Ki i Q Q7 7w wU Ue e v vs s K Ki i
h h _ _ c cw wi i P Pv vj j b bv vq q| | Z Z e e G Gw wU UG Gg g e ey y _ _i i m my yw we ea av vG Ge es s A Ab b v vb b c c Y Y i i
m my yw we ea av vm m c c m mv vi i Y Y K Ki i v vi i c cw wi i K K b bv v i i q q Q Q| |



Q Q. . m my yB Bd dU U
e e ` `w wk kK K g gy y` ` v v j j b b ` `b b K Ki i Z Z n n j j A Av va ay yw wb bK K h hv vM Mv v h hv vM Me e e e v vi i
c c q qv vR Rb b| | M M v vn nK K ` `i i K K D Db b Z Z m me ev v ` `q qv vi i D D k k w we e k kl l K K i i
A Av vg g` `v vw wb bK Kv vi i K K, , i i v vw wb bK Kv vi i K K I I i i w wg g U U c c i i K K ` `i i K K ` ` m me ev v
` `q qv vi i D D k k e e v vs sK K e e ` `w wk kK K g gy y` ` v ve e e em mv vi i R Rb b A Ab by y g gv vw w` `Z Z 1 14 4w wU U
k kv vL Lv vq q m my yB Bd dU U e e e e v vP Pv vj j y yK K i i Q Q| | A Av vM Mv vg gx xw w` ` b b A Ab b v vb b e e ` `w wk kK K
g gy y` ` v vk kv vL Lv v Z ZI I m my yB Bd dU Ue e e e v vP Pv vj j y yK Ki i v vi i c cw wi i K K b bv vi i q q Q Q| |



S Sz zu uw wK K e e e e v vc cb bv v
K K. . d dv vK Kv vm m
c c K K w wZ ZM MZ Zf f v v e eB B S Sz zu uw wK K m m ^ ^ K Kv vb b f f w we el l v vY Yx x K Ki i v v h hv vq q b bv v| |
G GK Kv vi i Y YB B e e v vs s K Ki i R Rb b S Sz zu uw wK K n n v v m mi i e e e e v vc cb bv vK Kv vV Vv v g gv v_ _v vK K Z Z n nq q
h hv v Z Z h h K Kv vb b j j b b ` `b b _ _ K K D D ~ ~Z Z S Sz zu uw wK K _ _ K K e e v vs sK K K K i i v vK Ki i v v
h hv vq q| | G G K Kv vi i Y Y A Av vg gi i v v K K ` ` x xq q e e v vs s K Ki i w wb b ` ` k k g gv vZ Zv v e eK K c cv vu uP Pw wU U
S Sz zu uw wK K e e e e c cb bv vg g v vb by y q qj j c c e eZ Z b b K K i i w wQ Q| | G G j j v vn n Q Q: : F FY Y
S Sz zu uw wK K e e e e v vc cb bv v, , m m ` `- -` `v vq q e e e e v vc cb bv v S Sz zu uw wK K, , e e ` `w wk kK K e ev vw wY YR R
e e e e v vc cb bv vS Sz zu uw wK K, , A Af f i i x xY Y w wb bq q Y Y I I c cw wi i c cv vj j b b S Sz zu uw wK K G Ge es s g gv vw wb b
Page 77 of 110 77
Management Risk, Internal Control and Compliance
(ICC) Risk and Money Laundering (ML) Risk. The
bank recognises the risks and takes action to
manage various risks posed by the ever-changing
business environment.


j j v vw wi i s s S Sz zu uw wK K| | c cw wi i e eZ Z b bk kx xj j e e e em mv vw wq qK K c cw wi i e e k k e e e em mv vK Ki i Z Z M M j j
h h w we ew wf f b b a ai i b bi i S Sz zu uw wK Ki i m m y yL Lx xb b n n Z Z n nq q A AM M Y Yx xe e v vs sK K w wj j w wg g U UW WG G
e e v vc cv v i i m mR Rv vM MG Ge es s G G c c q qv vR Rb bx xq q K Kv vh h e e e e v vK K i i | |































The Bank has established risk management policy
which is intended to balance risk against returns
and will comprise of four broad processes as
follows:-



S Sz zu uw wK K c c k kg g b bi i j j e e v vs s K Ki i S Su uy yw wK K e e e e v vc cb bv vb bx xw wZ Zg gv vj j v vc cY Yb bq qb b
K Ki i v vn n q q Q Qh hv vi i g g a a P Pv vi i w wU Uc c a av vb b S Sz zw wK K w wb b D D j j L L K Ki i v vn n j j t t













R Ri is sk ks s
C Cr re ed di it t r ri is sk k A AL LM M r ri is sk k F Fo or re ex x. . m mg gt t. .
r ri is sk k
I IC CC C r ri is sk k M ML L r ri is sk k
R Ri is sk k m ma an na ag ge em me en nt t p pr ro oc ce es ss s
1 1. . R Ri is sk k i id de en nt ti if fi ic ca at ti io on n
2 2. . R Ri is sk k a as ss se es ss sm me en nt t a an nd d
m ma an na ag ge em me en nt t
3 3. . R Ri is sk k c co on nt tr ro ol l
4 4. . R Ri is sk k m mo on ni it to or ri in ng g
Page 78 of 110 78

b. Credit Risk

The Credit Risk Management Manual has been
revised. It serves as a guide to effectively avert
risks involved in lending activities of the Bank. We
have put into practice the concepts of front, middle
and back offices to ensure segregation of duties
that calls for each individuals precise
responsibilities within the area he performs. The
Credit Risk Grading System (CRG) is introduced for
making proper lending decision. All credit officers
have been trained and groomed on CRG system,
including their superiors at controlling offices. A
Credit Committee (CRECOM) has been formed at
Head Office to oversee and scrutinise risks involved
in the process and give final recommendation in
each credit proposal. Special attention was given
for recovery and other action in the case of
downgraded large loan borrowers.

c.Asset Liability Management Risk

The Banks Asset Liability Committee (ALCOM)
continued to sit at its meeting regularly to review
both the opportunities and threats to its liquidity
and balance sheet positions as well as positions of
maturing assets and liquidity contingency plan. The
Bank kept its liquidity at satisfactory level to cater
to the needs of all types of customers.

d.Foreign Exchange Management Risk

Foreign exchange risks arise from the variation in
rates of exchange that prevail at domestic and
international markets. Fund Management Division
handles the forex and money market operations,
including treasury function with maximum
efficiency.

L L. . F FY Y S Sz zw wu uK K

F FY Y S Sz zu uw wK K e e e e v vc cb bv vg g v vb by y q qj j w wU Um ms s k kv va ab b K Ki i v vn n q q Q Q| | F F Y Yi i m m
R Rw wo oZ Z S Sz zu uw wK K j j v vw wK Kf f v v e e g gv vK Kv vw we ej j v vK Ki i v vh hv vq q G GU Uv vB B Z Zv vi i D D k k | |
e e v vs s K Ki i d d U U, , w wg gW Wj j G Ge es s e e v vK K A Aw wd dm mP Pv vj j y yK Ki i v vn n q q Q Qh hv v Z Z
G GK KR Rb b K Kg gx x i i K Kg g Z Zv vi i ` `v vw wq qZ Z m my yw wb bw w` ` _ _v v K K| | F F Y Yi i
h h _ _v vc ch hy y w wm m v v c c Q Qv v b bv vi i R Rb b w wW WU U w wi i M M w wW Ws s w wm mm m U Ug g
( (w wm mA Av vi i w wR R) ) P Pv vj j y y K Ki i v v n n q q Q Q| | m mg g w wW WU U A Aw wd dm mv vi i ` `i i K K
w wm mA Av vi i w wR R G Gi i I I c ci i c c w wk k Y Y ` `I I q qv vn n q q Q Q| | G G c c w wk k Y Y c c a av vb b
A Aw wd d m mi i w wm mw wb bq qi i K Kg g K KZ Z v vi i v vI I A As sk k M M n nY Y K K i i Q Qb b| | c c Z Z K Kw wU UF FY Y
c c v ve e f f v v j j v vK K i i c ci i x x v v- -w wb bi i x x v vK K i i S Sz zu uw wK K j j v vw wP Pw w Z Z K Ki i v vi i R Rb b
c c a av vb b K Kv vh h v vj j q q G GK Kw wU U w wW WU UK Kw wg gw wU UK Kv vh h i i Z Z| | G GB B K Kw wg gw wU US Sz zu uw wK K
w wb bi i c cY Y K K i i F FY Y c c v ve e m my yc cv vw wi i k k K K i i | | e eo o e eo o F FY Y h hv vw wb b g gv v b bi i
F F Y Y c cw wi i b bZ Z n n q q Q QZ Zv vA Av v` `v v q q w we e k kl l e e e e v v b bq qv vn n Q Q| |





M M. . m m w w I I ` `v vq q e e e e v vc cb bv vS Sz zu uw wK K

e e v vs s K Ki i G G v v m mU U- -j j v vq qw we ew wj j w wU U K Kw wg gw wU Ui i ( (G G v vj j K Kg g) )m mf f v v w wb bq qw wg gZ Z
A Ab by yw w Z Z n nq q| | G Gm me e m mf f v vq q e e v v j j k kx x U Ui i A Ae e v vI I Z Zv vi i j j i i A Ae e v v
G Ge es s G GZ Z` `m ms s v v S Sz zu uw wK K I I m m v ve eb bv v, , m m w w i i g g v vP Pz zw wi i w wU UA Ae e v vG Ge es s
Z Zv vi i j j c cw wi i w w w wZ Z c ch hv v j j v vP Pb bv vK Ki i v vn nq q| | m mK Kj j a ai i b bi i M M v vn nK K ` `i i R Rb b
e e v vs sK K c ch hv v Z Zv vi i j j i i v vK K i i P P j j Q Q| |


N N. . e e ` `w wk kK K e ev vw wY YR R e e e e v vc cb bv vS Sz zu uw wK K

` ` k k G Ge es s w we e ` ` k k w we e` ` g gv vb b w we ew wb bg gq q n nv v i i i i K Kv vi i Y Y e e ` `w wk kK K e ev vw wY YR R
S Sz zw wu uK K D D ~ ~Z Z n nq q| | Z Zn nw we ej j e e e e v vc cb bv v w we ef f v vM M e e ` `w wk kK K g gy y` ` v v
e e e e v vc cb bv vi i K Kv vR R K K i i | | m m e ev v P P ` ` Z Zv vi i m mv v _ _ Z Zv vi i v vg gy y` ` v ve ev vR Rv v i i
A As sk kM M n nY Y m mn n U U R Rv vw wi i i i K Kv vR R K K i i | |


Page 79 of 110 79

e.Internal Control and Compliance Risk

In line with the guidelines of Government and
Bangladesh Bank, the Bank has introduced Audit
Manual and Audit Implementation Manual for its
branches to adhere to the procedures laid down
therein. An Internal Control Unit has also been
established to ensure control at every level of
branch operation. Under the Internal Control Team
(ICT), a squad of experienced personnel visits
branches time and again to identify and correct
operational lapses, if any. The Boards Audit
Committee reviews reports of audit and inspections
submitted by Audit and Inspection Division and
suggest actions to remedy the lapses identified in
the reports.

f.Money Laundering Risk

The Bank has continued its anti-money laundering
stance with an emphasis to bring all the branches
under exhaustive training programs inside and
outside the Bank. In 2009, 3908 Officers and Staff
were trained on prevention of Money Laundering
through Agrani Bank Training Institute (ABTI). The
Bank maintains meticulously the records of Know
Your Customer (KYC) and Transaction Profile (TP)
and sends Cash Transaction Report (CTR) and
Suspicious Transaction Report (STR), if any, Know
Your Customer (KYC) statements and Branch wise
Anti Money Laundering Compliance Officers
(BAMCO) list to Bangladesh Bank.

In addition, the Bank also manages the risk, taking
into consideration the credit risk, market risk,
operational risk, liquidity risk and reputation risk
which is shown in the diagram below :



O O. . A Af f i i x xY Y w wb bq q Y Y I I c cw wi i c cv vj j b b S Sz zu uw wK K

m mi i K Kv vi i G Ge es s e ev vs sj j v v ` `k k e e v vs s K Ki i w wb b ` ` k kb bv v g gv vZ Zv v e eK K e e v vs sK K A Aw wW WU U
g g v vb by y q qj j G Ge es s A Aw wW WU UB Bg gw wc c g g & & U Uk kb b g g v vb by yq q v vj j Z Zi i x xK K i i Q Qh hv v Z Z
k kv vL Lv v j j v vw we ew wa a I I w wb bq qg g g gv vZ Zv v e eK K K Kv vR R K K i i | | e e v vs s K Ki i K Kv vh h e ej j x xi i
I I c ci i b bR Ri i ` `v vw wi i K Ki i v vi i R Rb b A Af f i i x xY Y w wb bq q Y Y k kv vL Lv v v vc cb b K Ki i v v
n n q q Q Q| | A Af f i i x xY Y w wb bq q Y Y ` ` j j i i A Aa ax x b b A Aw wf f A Aw wd dm mv vi i i i v ve e v v
c cw wi i ` `k k b b K K i i h hv v Z Z e e v v j j v v K K c ci i v vg gk k ` `q qv vh hv vq q G Ge es s f f z zj j w wU U
k kv va ai i v v b bv v h hv vq q| | e ev v W W i i A Aw wW WU U K Kw wg gw wU U m mg g A Aw wW WU U w wi i c cv vU U
c ch h v v j j v vP Pb bv v K K i i G Ge es s f f z zj j w wU U k kv va ai i v v b bv vi i R Rb b m my yc cv vw wi i k k c c ` `v vb b
K K i i | |




P P. . g gv vw wb b j j v vw wi i s s S Sz zw wu uK K

g gv vw wb b j j v vw wi i s s w we el l q q e e v vs sK K m m` `v vR Rv vM M Z Z| | e e v vs s K Ki i f f Z Z i i I I e ev vB B i i
G GB B D D k k K Kg g K KZ Z v vI I K Kg g P Pv vi i x x ` `i i K K c c w wk k Y Y ` `q qv vn n Q Q| | 2 20 00 09 9
m mv v j j 3 39 90 08 8 R Rb b K Kg g K KZ Zv v I I K Kg g P Pv vi i x x K K A AM M Y Yx x e e v vs sK K U U w wb bs s
B Bb bw w w wU UD DU U g gv vw wb b j j v vw wi i s s w we el l q q c c w wk k Y Y ` `q q| | e e v vs sK K Z Zv vi i
M M v vn nK K ` `i i Z Z_ _ , , j j b b ` `b b w we ee ei i Y Yx x, , b bM M` ` j j b b ` `b b w we ee ei i Y Yx x, ,
m m ` `n nR Rb bK K j j b b ` `b b w we ee ei i Y Yx x, , h hw w` ` _ _v v K K, , g gv vw wb b j j v vw wi i s s K Kg g K KZ Z v v ` `i i
b bv v g gi i Z Zv vw wj j K Kv vm ms si i Y Y K K i i G Ge es s Z Zv vk kv vL Lv vw wf f w w K K e ev vs sj j v v ` `k k e e v vs s K K
c c i i Y Y K K i i | |





G GQ Qv vo ov vI I e e v vs sK K A Av v i i v vK KZ Z j j v vS Sz zu uw wK K e e e e v vc cb bv vK K i i | | G G j j v vn n Q Q
F FY Y S Sz zw wu uK K, , e ev vR Rv vi i S Sz zw wu uK K c cw wi i P Pv vj j b bv vS Sz zw wu uK K, , Z Zv vi i j j S Sz zw wu uK K I I L L v vw wZ Z S Sy yu uw wK K| |
G Gi i w wP P b bx x P P ` `L Lv v b bv vn n j j v vt t

Page 80 of 110 80






































g.Reputation risk

The objective of reputation risk management is to
ensure that all risks arising from the negative
publicity of the bank are duly taken care of. We
ensure the security and privacy of information our
customers.
h.Liquidity risk

The objective of liquidity risk management is to
ensure that all foreseeable funding commitments
and deposits withdrawals can be met when due.

i.Operational risk

The objective of operational risk management is to
ensure that all risks of loss arising from fraud,

Q Q. . L L v vw wZ Z S Sy yu uw wK K

L L v vw wZ Z S Sy yu uw wK K D D k k n n Q Q b bw wZ Ze ev vP PK K c c P Pv vi i Y Yv v _ _ K K D D ~ ~Z Z S Sz zw wu uK K
e e e e v vc cb bv vK Ki i v v| | A Av vg gi i v vA Av vg gv v ` `i i m mK Kj j M M v vn n K Ki i Z Z_ _ w wb bi i v vc c ` ` i i v vw wL L
G Ge es s Z Zv vi i M Mv vc cb bx xq qZ Zv vi i v vK Kw wi i | |


R R. . Z Zv vi i j j S Sz zw wu uK K

A Av vg gv vb bZ ZK Kv vi i x xi i ` `v ve ex xG Ge es s e e v vs s K Ki i D Dc ci i h hZ Z ` `v ve ex x` `v vi i A Av v Q QZ Zv v ` `i i
m mK Kj j ` `v ve ex xm mg gq qg gZ Z e e e e v vc cb bv vK Ki i v vB B Z Zv vi i j j S Sz zw wu uK Ki i ` `v vw wq qZ Z | |


S S. . c cw wi i P Pv vj j b bv vS Sz zw wu uK K
R Rv vw wj j q qv vw wZ Z, , f f y yj j , , w we eP Pz z w wZ Z, , A A e ea a K Kv vR R, , A A` ` Z Zv vA A_ _e ev vw we ew wa a w we ea av v b b
e e _ _ Z Zv vi i K Kv vi i Y Y h h S Sz zu uw wK K D D ~ ~Z Z n nq q Z Zv v ` `L Lv v b bv vi i ` `v vw wq qZ Z n n Q Q
C Cr r e ed di i t t R Ri i s sk k
M Ma ar r k ke et t R Ri i s sk k
R Re ep pu ut t a at t i i o on n R Ri i s sk k
L Li i q qu ui i d di i t t y y R Ri i s sk k
O Op pe er ra at ti io on na al l
R Ri is sk k
R Ri i s sk ks s
Page 81 of 110 81
error, omission, unauthorized activities, inefficiency,
system failure from external events can be
addressed appropriately.

j.Market risk
The objective of market risk management is to
ensure that all risks of loss of earnings due to
change in the interest rate, foreign exchange rate
can be addressed properly.

Credit Rating
In 2007, the Bank appointed Credit Rating
Information and Services Limited (CRISL), for credit
rating of the Bank as per directives of Bangladesh
Bank. The rating company assigned AAA to the
Bank in the long run and ST-1 in the short term.
This rating has been done in consideration of the
guarantee of the Government of the Peoples
Republic of Bangladesh being the highest risk free
entity. Financial Institutions rated in this category
have the best quality, offer highest safety and have
the highest credit quality. However the banks entity
rating (as stand alone commercial bank) has been
improving over the years, as will be evident from
below:



Particulars
2008 2007
Long
term
Short
term
Long
term
Short
term
Entity rating
(As government
supported entity)
AAA ST-1 AAA ST-1
Entity rating (as
stand alone
commercial bank)
A- ST-2 BBB + ST-3
Outlook Positive Positive
Date of rating
declaration
08.11.2009 22.10.2008

Implementation of Basel II
The banking sector in Bangladesh is undergoing
c cw wi i P Pv vj j b bv vS Sz zw wu uK K e e e e v vc cb bv v| |


T T . . e ev vR Rv vi i S Sz zw wu uK K
m my y ` `i i n nv vi i c cw wi i e eZ Z b b, , e e ` `w wk kK K g gy y` ` v vw we ew wb bg gq q n nv v i i i i c cw wi i e eZ Z b b B BZ Z v vw w` `
K Kv vi i Y Y e e v vs s K Ki i w wZ Z n nq q A A_ _e ev v g gy yb bv vd dv v K Kg g n nq q| | e ev vR Rv vi i S Sz zw wu uK K
e e e e v vc cb bv vi i ` `v vw wq qZ Z n n Q QG Gm me e Z Z` `v vi i K Kx xK K i i j j v vK Km mv vb b n n v vm mK Ki i v v| |


w wW WU U i i w wU Us s
e ev vs sj j v v ` `k k e e v vs s K Ki i w wb b ` ` k kv vb by yh hv vq qx xe e v vs sK K 2 20 00 07 7 m mv v j j w wW WU U i i w wU Us s
B Bb bd di i g gk kb b G G v v m mv vw wf f m mm mw wj j w wg g U UW W K K ( (w wm mA Av vi i A Av vB BG Gm mG Gj j ) ) i i w wU Us s
K Kv v R R w wb bh hy y K K i i | | Z Zv vi i v ve e v vs sK K K K ` `x xN N g gq qv v ` ` w wU U c cj j - -G G G Ge es s ^ ^
g gq qv v ` ` G Gm mw wU U- -1 1 e e v vs sK K w wn nm mv v e e g g~ ~j j v vw wq qZ Z K K i i | | M MY Yc c R Rv vZ Z x x
e ev vs sj j v v ` `k k m mi i K Kv v i i i i c c ` ` M M v vi i v vw w U Ug g~ ~ j j G G i i w wU Us s K Ki i v vn nq q K Kv vi i Y Y
m mi i K Kv vi i n n Q QS Sz zu uw wK Kg gy y G GK Kw wU U m m v v| | G G a ai i b bi i g g~ ~j j v vw wq qZ Z A Av vw w_ _ K K
c c w wZ Z v vb b n n Q Q Y Y m m e ev v g g, , m me e P P q q w wb bi i v vc c` ` G Ge es s Z Zv v ` `i i i i q q Q Q
m m e ev v P P g gv vb bm m b b F FY Y| | G GQ Qv vo ov ve ev vw wY Yw wR R K K e e v vs sK K w wn nm mv v e eI I c c w wZ Zw wb bq qZ Z
e e v vs s K Ki i i i w wU Us s- -G Gi i g gv vb b D Db b Z Z n n Q Qh hv vw wb b c cw wi i j j w w Z Z n n Q Q: :









w we ee ei i Y Y
2 20 00 08 8 2 20 00 07 7
` `x xN N g gq qv v` `x x ^ ^ g gq qv v` `x x ` `x xN N g gq qv v` `x x ^ ^ g gq qv v` `x x
G G v vw w U Uw wU U i i w wU Us s ( (m mi i K Kv vi i
m mg gw w_ _ Z Z m ms s v vw wn nm mv v e e) )
G GG GG G G Gm mw wU U- -1 1 G GG GG G G Gm mw wU U- -1 1
G G v vw w U Uw wU U i i w wU Us s
( (e ev vw wY Yw wR R K K e e v vs sK K
w wn nm mv v e e) )
G G- - G Gm mw wU U- -2 2 w we ew we ew we e+ + G Gm mw wU U- -3 3
` ` w w K Kv vY Y B Bw wZ Ze ev vP PK K B Bw wZ Ze ev vP PK K
i i w wU Us s N Nv vl l Y Yv vi i Z Zv vw wi i L L 0 08 8. .1 11 1. .2 20 00 09 9 2 22 2. .1 10 0. .2 20 00 08 8






e e v v m mj j - -2 2 e ev v e ev vq qb b
e ev vs sj j v v ` ` k ki i e e v vs sw wK Ks s L Lv v Z Z e eo o e eo o c cw wi i e eZ Z b b m mv vw wa aZ Z n n Q Q| | e e v v m mj j - -
Page 82 of 110 82
significant changes. BASEL-II Accord, which may be
under review, is going to be implemented from
2010 ( parallel 2009), placing heavy reliance on
internal risk assessment and management
techniques for the purpose of quantifying and
allocating capital for credit, market and operational
risks. Continued success of a bank depends on its
ability to prepare for unexpected and potentially
much less favorable events and outcomes.

The Basel Committee on Banking Supervision has
published a new framework for calculating
minimum capital requirement, consisting of 3
pillars, known as Basel II.

Following the suggestions from the National
Steering Committee, continuous training was
provided to the staff members of various
departments. The Implementation Unit will remain
responsible for overall supervision of Basel II
implementation of the Bank. Accordingly the Bank
formed a 9 member Basel II Implementation Unit in
the Bank headed by the Managing Director & CEO.
The bank also formed a Basel II Working Group
comprising 20 members with Executives/Officers
from different related divisions of the Bank headed
by the General Manager (Operation) to work at the
ground level for implementation of Basel II in the
Bank. The Bank so far provided training to 327
Executives/Officers of the Bank on Basel- II with
the assistance of Bangladesh Bank, CRISL and
Bank's own experts.

Corporate Governance

The bank is always committed to adopt highest
corporate governance standards for attaining better
operational goals. The collective role of the Board
of Directors, Managing Director and CEO and the
Committees is to ensure excellence in corporate
2 2 P Pz zw w - - h hv vc ch h v v j j v vP Pb bv va ax xb b A Av v Q Q, , Z Zv v2 20 01 10 0 m mv v j j i i g g a a e ev v e ev vw wq qZ Z
n n Z Z h hv v Q Q| | G G P Pz zw w Z Z A Af f i i x xY Y S Sz zw wu uK K w wb bi i c cY Y G Ge es s e e e e v vc cb bv v
K K k kj j G Gi i D Dc ci i R Rv vi i ` `q qv vn n q q Q Q| | G GU Uv v ` `q qv vn n q q Q QF FY Y S Sz zw wu uK K, ,
e ev vR Rv vi i S Sz zu uw wK K, , c cw wi i P Pv vj j b bv vS Sz zw wu uK K w wn nm mv ve e K K i i g g~ ~j j a a b bi i c cw wi i g gv vY Y w wb ba a v vi i Y Y I I
e e U Ub b K Ki i v vi i R Rb b | | A Ac c Z Z v vw wk kZ Z S Sz zu uw wK K G Ge es s c c w wZ ZK K j j A A b bK K N NU Ub bv vR Rw wb bZ Z
S Sz zu uw wK K _ _ K K e ev vu uP Pv vi i e e e e v v_ _v vK K j j B B e e v vs s K Ki i m mv vd dj j A Av v m m| |



e e v vs sw wK Ks s c ch h e e Y Yi i I I c ci i e e v v m mj j K Kw wg gw wU U b bZ Zz zb b G GK Kw wU U K Kv vV Vv v g gv v
w w` ` q q Q Qh hv vi i g gv va a g g b b~ ~ b bZ Zg g g g~ ~j j a ab b w wn nm mv ve e K Ki i v vh hv vq q| | G Gi i w wZ Zb bw wU U
A Av v Q QG Ge es s Z Zv ve e v v m mj j - -2 2 b bv vg g c cw wi i w wP PZ Z| |


b b v vk kb bv vj j w w q qv vw wi i s s K Kw wg gw wU Ui i m my yc cv vw wi i k k g gv vZ Zv v e eK K w we ew wf f b b w we ef f v v M Mi i
K Kg g K KZ Z v vI I K Kg g P Pv vi i x x ` `i i A Ae e v vn nZ Zf f v v e e c c w wk k Y Y ` `q qv vn n Q Q| | e e v vs s K Ki i
e ev v e ev vq qb b B BD Dw wb bU U e e v v m mj j - -2 2 e ev v e ev vq q b bi i ` `v vw wq q Z Z w wb b q qv vw wR RZ Z | |
A AM M Y Yx xe e v vs sK K w wj j w wg g U UW W9 9 m m` `m m w we ew wk k e e v v m mj j - -2 2 e ev v e ev vq qb b K Kw wg gw wU U
M MV Vb b K K i i Q Q| | G Gi i c c a av vb b n n Q Qb b c c a av vb b w wb be e v vn nx x G Ge es s e e e e v vc cb bv v
c cw wi i P Pv vj j K K| | e e v vs sK K 2 20 0 m m` `m m w we ew wk k G GK Kw wU U I I q qv vw wK K s s M M c cI I M MV Vb b
K K i i Q Q| | G G Z Z i i q q Q Qw we ew wf f b b w we ef f v v M Mi i w wb be ev v n nx x/ /A Aw wd dm mv vi i | | G Gi i c c a av vb b
n n Q Qg gn nv ve e e e v vc cK K ( (A Ac cv v i i k kb b) ); ; Z Zv vi i v vB B g gv vV Vc ch h v vq q e e v v m mj j - -2 2 e ev v
e ev vq q b bi i ` `v vw wq q Z Z _ _v vK K e eb b| | e ev vs sj j v v ` `k k e e v vs sK K, , w wm mA Av vi i A Av vB BG Gm mG Gj j
G Ge es s w wb bR R ^ ^A Aw wd dm mv vi i ` `i i w w` ` q q e e v vs sK K G G c ch h 3 32 27 7 R Rb b
w wb be ev v n nx x/ /A Aw wd dm mv vi i K K G G w we el l q q c c w wk k Y Y w w` ` q q Q Q| |









K K c cv v i i U UM Mf f b b v v

j j I I D D k k A AR R b bi i R Rb b A AM M Y Yx xe e v vs sK K m me e m mg gq qB B m my yk kv vm m b bi i
I I c ci i i i Z Z v v i i v vc c K K i i | | m my yk kv vm m b bi i b bx xw wZ Z j j v vc cw wi i P Pv vj j b bv vc cw wi i l l ` `, ,
e e e e v vc cb bv vc cw wi i P Pv vj j K K I I c c a av vb b w wb be e v vn nx xG Ge es s w wb be ev v n nx xK Kw wg gw wU U h h _ _f f v v e e
e ev v e ev vq qb b K K i i | | ^ ^v v_ _ m ms sw wk k m mK Kj j c c i i ^ ^v v_ _ ` `L Lv vi i R Rb b A AM M Y Yx x
Page 83 of 110 83
governance practices. The activities of the Bank are
always conducted in adherence to highest possible
ethical standards for the best interest of the
stakeholders.

Corporate Social Responsibility
a. Focus
We are very sensitive to the social needs in which
we operate. We have a deep commitment, loyalty
and a high sense of responsibility to our nation and
the people. Our ethics are clear: not to earn
excessive profits, but to operate in a rational and
sensible way. Our corporate social responsibility is
about addressing the need of our valued
customers, shareholders, employees, business
partners and the community, as described below.


b. Valued customer

The way we discharge our responsibility to our
valued customers is offering different financial
products and services to meet their needs with the
highest degree of ethics. We feel proud to provide
our services to our valued customers without any
hidden cost. We believe that our customers are our
business partners and we sincerely strive to
improve our business relationship with our
customers for our mutual benefits.

c. Shareholders

We are fully committed to the interest of our
shareholders. We increase our shareholders value
by optimizing financial performance at least cost.

d. Employees

We treat our human resource as an instrument for
development. Our workforce is the prime factor of
e e v vs s K K m me e ` `v vm m e e v v P P b bx xw wZ Z I I A Av v` `k k i i v vK Ki i v vn nq q| |



e e e em mv v q q m mv vg gv vw wR RK K ` `v vq qe e Z Zv v
K K. . d dv vK Kv vm m
A Av vg gi i v v h h m mv vg gv v R R e em me ev vm mK Kw wi i Z Zv vi i P Pv vw wn n` `v vi i c c w wZ Z A Av vg gi i v v e ek k
m ms s e e` `b bk kx xj j | | ` `k k I I R Rv vw wZ Zi i c c w wZ Z A Av vg gv v ` `i i M Mf f x xi i A Av vb by yM MZ Z I I
` `v vq qe e Z Zv vA Av v Q Q| | G G A Av vg gv v ` `i i b bx xw wZ Z ^ ^ Q Qt t A Aw wZ Zw wi i g gy yb bv vd dv v
b bq q, , e ei i s s h hy yw w h hy y f f v v e e e e v vs sw wK Ks s K Kv vh h g g c cw wi i P Pv vj j b bv v| | m m v vw wb bZ Z M M v vn nK K, ,
k kq qv vi i n nv v v vi i , , K Kg g K KZ Z v vI I K Kg g P Pv vi i x x, , e e e em mv vw wq qK K e e z zG Ge es s m m e ev v c cw wi i
m mg gv v R Ri i P Pv vw wn n` `v vb by yh hv vq qx x K Kv vR R K Ki i v vB B n n Q Q A Av vg gv v ` `i i e e e em mv v q qi i
m mv vg gv vw wR RK K ` `v vq qe e Z Zv v h hv vi i e eb bY Y v vw wb b c c ` `v vb b K Ki i v vn n j j v v| |



L L. .m m v vw wb bZ Z M M v vn nK K

w we ew wf f b b a ai i b bi i A Av vw w_ _ K K c cY Y I I m me ev vi i g gv va a g g M M v vn nK K ` `i i K K A Av vg gi i v v
m m e e v v P P m me ev vc c ` `v vb b K K i i _ _v vw wK K| | G G ` `v vw wq qZ Z c cv vj j b b A Av vg gi i v vG GK KU Uv v
g g~ ~j j e ev va a A Ab by ym mi i Y Y K Kw wi i | | K Kv vb b c c K Kv vi i c c Q Qb b e e q q Q Qv vo ov vB B A Av vg gi i v v
m m v vw wb bZ Z M M v vn nK K ` `i i K K m me ev vc c ` `v vb b K Kw wi i | | A Av vg gi i v vg g b b K Kw wi i M M v vn nK Ki i v v
A Av vg gv v ` `i i e e e em mv vi i A As sk kx x` `v vi i | | c cv vi i w wi i K K m my yw we ea av vi i w wf f w w Z Z A Av vg gi i v v
M M v vn nK K ` `i i m m m m K K v vc cb b K Kw wi i | |



M M. . k kq qv vi i n nv v v vi i

A Av vg gv v ` `i i m m v vw wb bZ Z k kq qv vi i n nv v v vi i ` `i i ^ ^v v_ _ i i v vq q A Av vg gi i v ve e c cw wi i K Ki i | |
m me e P P q q K Kg g L Li i P P A Av vw w_ _ K K j j v vf f c c ` `Z Zv v e e w w K K i i A Av vg gi i v v
k kq qv vi i n nv v v vi i ` `i i ^ ^v v_ _ i i v vK Kw wi i | |

N N. .K Kg g K KZ Z v vI I K Kg g P Pv vi i x xe e ` `

A Av vg gi i v v A Av vg gv v ` `i i g gv vb be em m ` ` K K D Db b q q b bi i n nv vw wZ Zq qv vi i g g b b K Kw wi i | |
A Av vg gv v ` `i i m md dj j Z Zv vi i P Pv vw we eK Kv vw wV V n n Q Q K Kg gx x e ev vw wn nb bx x| | c c w wZ Zw w Z Z
Page 84 of 110 84
our success. Following an established criteria for
promotion 989 employees from different grades
were promoted in 2009. Of them, 31 became
DGMs, 60 AGMs, 115 SPOs and the remaining 783
in other grades.

As usual, the Staff Welfare Fund, which is run by
the Banks employees out of their regular
contribution, continued to stand by its members for
their well-being. During 2009 a total of Tk. 1.51
crore was allocated from this fund of which a sum
of Tk. 28.50 lac was donated out to 134 in-service
employees and their spouses for health care and
Tk. 1.22 crore to 467 retired employees as
retirement donation. As a part of its welfare
activities, an amount of Tk. 11.10 lac was given to
the families of 55 deceased employees for meeting
funeral expenses. In addition, an amount of Tk.
22.80 lac has been kept aside for awarding merit
scholarship to the children of 490 employees for
outstanding performance in S.S.C. and H.S.C.
examinations. There is a Board of Trustees to
provide financial support to the staff members as
admissible under the rules on their termination or
retirement from the Bank services or to their
nominees or legal heirs in case of death. To this
end, two trusts, Agrani Bank Limited Employees
Provident Fund Trust and Agrani Bank Limited
Superannuation Fund Trust, are in operation.

As part of its recreational programme, the Bank
organises sports and cultural activities for its
employees to shake off their monotony and
reenergize them to embark upon fresh initiatives.
Its soccer and cricket teams, qualified in the First
Division have regularly been participating in various
tournaments. The Bank also patronizes sports and
cultural events throughout the country, besides
organising annual sports and cultural activities
centrally.
v vB B U Uw wi i q qv vi i w wf f w w Z Z 2 20 00 09 9 m mv v j j 9 98 89 9 R Rb b K K c c ` `v vb b w wZ Z ` `q qv v
n n q q Q Q| | G Gi i g g a a 3 31 1 R Rb b w wW Ww wR RG Gg g w wn n m m e e, , 6 60 0 R Rb b G Gw wR RG Gg g
w wn nm mv v e e, , 1 11 15 5 R Rb b G Gm mw wc cI I w wn nm mv v e e G Ge es s e ev vK Kx x7 78 83 3 R Rb b A Ab b v vb b
M M W Wc c ` `v vb b w wZ Z c c q q Q Qb b| |

e ei i v ve e i i i i g gZ ZB B K Kg g P Pv vi i x xK Kj j v vY Y Z Zn nw we ej j - - h hv ve e v vs sK K K Kg g P Pv vi i x x ` `i i A A _ _
c cw wi i P Pv vw wj j Z Z - - K Kg g P Pv vi i x x ` `i i K Kj j v vY Y m mv va a b bi i ` `v vw wq qZ Z c cv vj j b b A Ae e v vn nZ Z
i i L L Q Q| | 2 20 00 09 9 m mv v j j 1 1. .5 51 1 K Kv vw wU UU Uv vK Kv vG GB B Z Zn nw we ej j _ _ K K c c ` `v vb b
K Ki i v vn nq q| | G Gi i g g a a 2 28 8. .8 85 5 j j U Uv vK Kv v1 13 34 4 R Rb b K Kg g i i Z Z K Kg g P Pv vi i x x
G Ge es s Z Zv v ` `i i c cw wi i e ev vi i e e M M i i ^ ^v v m me ev vi i R Rb b ` `q qv vn n q q Q Q| | 4 46 67 7 R Rb b
A Ae em mi i c c v v K Kg g P Pv vi i x x K K A Ae em mi i K Kv vj j x xb b m my yw we ea av vw wn nm mv v e e ` `q qv vn n q q Q Q1 1 . .
2 22 2 K Kv vw wU UU Uv vK Kv v| | g gv vb bw we eK K K Kv vh h g gi i A Av vI I Z Zv vq q 1 11 1. .1 10 0 j j U Uv vK Kv v
c c ` `v vb b K Ki i v vn n q q Q Q5 55 5 R Rb b g g Z Z K Kg g P Pv vi i x xi i k kl l K K Z Z m m v v` ` b bi i R Rb b | |
G Gm mG Gm mw wm mG Ge es s G GB BP PG Gm mw wm mc ci i x x v vq q K Kg g P Pv vi i x x ` `i i c cy y - -K Kb b v v ` `i i f f v v j j v v
d dj j K Ki i v vi i R Rb b 2 22 2. .8 80 0 j j U Uv vK Kv vA Av vj j v v` `v vK K i i i i v vL Lv vn n q q Q Q| | G Gi i
_ _ K K 4 49 90 0 K Kg g P Pv vi i x xi i c cy y - -K Kb b v v K K e e w w c c ` `v vb b K Ki i v vn n e e| | A Av vw w_ _ K K
m mv vn nv vh h ` `q qv vi i R Rb b e e v vs s K K G GK Kw wU U e ev vW W A Ae e U U v vw w A Av v Q Q| | G G Q Qv vo ov v
P Pv vK Kz zw wi i P Pz z w wZ Z, , A Ae em mi i M M n n Y Yi i m mg gq q G GK Kw wU Ud dv v _ _ K K m mv vn nv vh h ` `q qv v
n nq q| | G G m mv vn nv vh h c cv vq q K Kg g P Pv vi i x x, , A A_ _e ev vZ Zv vi i g g b bv vb bx xZ Z e e w w A A_ _e ev v
A Av vB Bb bm m Z Z c c w wZ Zw wb bw wa a| | G GB B D D k k ` `y y U Uv vU U v v w we e` ` g gv vb b| | G GK Kw wU U
n n Q Q A AM M Y Yx xe e v vs sK K w wj j w wg g U UW WG G q qx xR R c c w wf f W W U Ud dv v U U v v G Ge es s
A Ab b w wU Un n Q Q A AM M Y Yx xe e v vs sK K w wj j w wg g U UW Wm my yc cv vi i G Gb by y q qk kb b d dv v U U v v | |






K Kg g K KZ Z v v I I K Kg g P Pv vi i x x ` `i i G GK K N N q qw wg g K Kv vU Uv v b bv v G Ge es s Z Zv v ` `i i K K
b bZ Zz zb bf f v v e e K Kv v R R D D x xw we eZ Z K Ki i v vi i D D k k e e v vs sK K c c w wZ Ze eQ Qi i
w we e b bv v` `b bg g~ ~j j K K w wK KQ Qy yK Kv vR R K K i i | | e e v vs s K K d dz zU Ue ej j I I w w K KU U` `j j c c _ _g g
w we ef f v v M Mw wb bq qw wg gZ Z L Lj j Q QG Ge es s U Uz zb b v v g g U UA As sk kM M n nY Y K Ki i Q Q| | e ev vw wl l K K
x xo ov vc c w wZ Z h hv vw wM MZ Zv vG Ge es s K K ` ` x xq qf f v v e e m mv vs s w wZ ZK K A Ab by y v v b b A Av v q qv vR Rb b
Q Qv vo ov vI I e e v vs sK K L Lj j v va ay yj j v vI I m mv vs s w wZ ZK K K Kg g K Kv v K K D Dr rm mv vw wn nZ Z K K i i | |


Page 85 of 110 85

e. Business Partners
We always try to maintain a good business
relationship with our business friends for our
mutual growth. Our relationship is based on mutual
trust and respect. We transact with them in a fair
and transparent way.

f. Environment
Our environmental management policy stipulates
adherence to environmental health and safety
regulations and guidelines, refraining from business
that impairs the ability of our future generations to
meet their own needs. The policies with regard to
safety, health and environment management are
also being observed in our lending practices.

g. Regulators
As a responsible corporate body, we conform to all
of the stringent regulations issued by the
Government of the Peoples Republic of Bangladesh
and the Bangladesh Bank.
h. Community
Our Corporate Social Responsibility to the
community is designed to respond to the huge
unmet demand of the society. As part of our
corporate social responsibility, we contribute
generously to the nourishment of the countrys
education, arts, crafts, culture and sports. We share
all sorts of values and sentiments, irrespective of
caste, creed or colour. Moreover, we uphold the
concept of avoiding gender discriminations. We
keep the door open for empowerment of women
workforce to ensure a level playing field in terms of
promotion, placement and delegation of power.

The Bank contributed Tk.25 (twenty five) lac to
Prime Ministers relief fund for the rehabilitation of
the Aila affected people.


O O. .e e e em mv vw wq qK K e e y y
c cv vi i w wi i K K D Db b w wZ Zi i R Rb b A Av vg gi i v vA Av vg gv v ` `i i e e e em mv vw wq qK K e e z z ` `i i m m
f f v vj j m m K K i i v vK Kw wi i | | c cv vi i w wi i K K k k v vG Ge es s w we ek k v v m mi i I I c ci i w wf f w w
K K i i G G m m K K v vw wc cZ Z| | Z Zv v ` `i i m m A Av vg gi i v v ^ ^ Q QZ Zv vi i v vK K i i P Pw wj j
G Ge es s h h_ _v vh h_ _ m m K K i i v vw wL L| |


P P. .c cw wi i e ek k
c cw wi i e ek k, , ^ ^v v , , w wb bi i v vc c v vw we ew wa ag gv vj j v vI I w wb bq qg gv ve ej j x xi i v vi i b bx xw wZ Z e e v vs sK K
A Ab by ym mi i Y Y K K i i | | f f w we el l r r c c R R b b i i w wZ ZK Kv vi i K K K Kv vb b K Kv v R R A Av vg gi i v v
A As sk kM M n nY Y K Kw wi i b bv v| | F FY Y ` `q qv vi i m mg gq qI I A Av vg gi i v v ^ ^v v , , c cw wi i e ek k, ,
w wb bi i v vc c v vB BZ Z v vw w` ` w we e` ` g gv vb b e ev va av v- -w wb b l l a a g g b b P Pw wj j | |



Q Q. . i i j j U Ui i M MY Y
e ev vs sj j v v ` `k k m mi i K Kv vi i G Ge es s e ev vs sj j v v ` `k k e e v vs s K Ki i m mK Kj j A Av vB Bb b I I w we ew wa a
g g b b A Av vg gi i v vP Pw wj j | | G G A Av vg gi i v v` `v vw wq qZ Z k kx xj j K K c c v v i i U Ue ew wW W | |


R R. .m mg gv vR R
m mg gv v R Ri i e e P Pv vw wn n` `v vG GL L b bv vA Ac c~ ~i i Y Yx xq q| | A Av vg gv v ` `i i e e e em mv v q qi i m mv vg gv vw wR RK K
` `v vq qe e Z Zv v( (K K c c v v i i U U m mv vk k v vj j i i m mc cb bw wm mw we ew wj j w wU U, , w wm mG Gm mA Av vi i ) ) m mB B
A Ac c~ ~w wi i Z Z P Pv vw wn n` `v vc cy yi i Y YB B w wb b e ew w` `Z Z| | ` ` k ki i w wk k v v, , w wk k , , m ms s w wZ Z G Ge es s
L Lj j v va a~ ~j j v vi i j j v v Z Z A Av vg gi i v vw wm mG Gm mA Av vi i G Gi i A Aa ax x b b A Ab by y` `v vb b w w` ` q q
_ _v vw wK K| | R Rv vw wZ Z- -a ag g - -e eY Y w wb bw we e k k l l A Av vg gi i v vm mK K j j i i g g~ ~j j e ev va a I I w we ek k v v m mi i
c c w wZ Z k k v vk kx xj j | | A Av vg gi i v v w wj j w wf f w w K K e el l g g w we ek k v vm m K Kw wi i b bv v| |
c c ` `v vb b w wZ Z, , c c` `v vq qb b G Ge es s g gZ Zv v c c Z Z c c b b A Av vg gi i v v b bv vi i x xi i
g gZ Zv vq q b b w we ek k v vm mx x| | b bv vi i x xG Ge es s c cy yi i l l i i R Rb b m mg gv vb b m my y h hv v M Mw we ek k v vm mx x
A Av vg gi i v v| |



A Av vB Bj j v vq q w wZ ZM M ` `i i c cy yb be e v vm m b bi i R Rb b A AM M Y Yx x e e v vs sK K w wj j w wg g U UW W
c c a av vb bg g x xi i v vY Y Z Zn nw we e j j 2 25 5 j j U Uv vK Kv vc c ` `v vb b K K i i Q Q| |

Page 86 of 110 86
We arrange competition for the children regularly to
explore their literary talents in a colourful program
named Agrani Bank Shishu Sahittaya Award at
Shishu Academy. In 2009, we donated Tk. 2.00
(two) lac taka to Shishu Academy for arranging the
program.

We jointly sponsored the 45th Convocation of
University of Dhaka. For that program we
contributed Tk.10 (ten) lakh to the authority of
University of Dhaka.

We donated Tk.1 (one) lakh to High Care Society
for the treatment of dumb children. We also
donated Tk.1 (one) Lakh for the treatment of Mr.
M.A. Halim, Senior Professor of Department of
International Relations, University of Dhaka.

Human Resource Management and
Development

a. Focus
Human resources are the real capital of our Bank.
We always give due recognition to the contribution
made by the officers and staff members. We
consider the human recources as a tool for
development. Human resources are the key to our
success. Following corporatisation, the Bank's key
strategy is to set a new standard towards the full
range of exploration and development of our
human resources. We are giving more importance
to quality, skill, creativity and professionalism from
2009. Now due consideration is given to merit,
seniority, management skill, sense of responsibility
and participation in the liberation war as a freedom
fighter, etc. at the time of promotion.

b. Organogram
Corporatisation has necessitated the Bank to
restructure its existing organogram. As such
A Av vg gi i v vw wk k ` `i i m mv vw wn nZ Z K K g g D Dr rm mv vw wn nZ Z K Ki i v vi i R Rb b c c w wZ Z q qv vw wM MZ Zv vi i
A Av v q qv vR Rb b K Kw wi i G Ge es s c cy yi i v vi i c c ` `v vb b K Kw wi i | | c cy yi i v v i i i i b bv vg g A AM M Y Yx x
e e v vs sK K w wk k m mv vw wn nZ Z c cy yi i v vi i | | A Ab by y v v b bi i A Av v q qv vR Rb b K Ki i v vn nq q w wk k
G GK Kv v g gx x Z Z | | 2 20 00 09 9 m mv v j j w wk k G GK Kv v W Wg gx x K K A AM M Y Yx xe e v vs sK K ` `y yB B j j
U Uv vK Kv vi i A Ab by y` `v vb b ` `q q G GB B A Ab by y v v b bi i A Av v q qv vR Rb b K Ki i Z Z| |


X Xv vK Kv vw we ek k w we e` ` v vj j q qi i 4 45 5 Z Zg g m mg gv ve eZ Z b b A Av vg gi i v v h h _ _f f v v e e i i
K Kw wi i | | G GB B D D k k X Xv vK Kv v w we ek k w we e` ` v vj j q q K K A Av vg gi i v v 1 10 0 j j U Uv vK Kv v
A Ab by y` `v vb b c c ` `v vb b K Kw wi i | |

g g~ ~K K I I e ew wa ai i w wk k ` `i i w wP Pw wK Kr rm mv vi i R Rb b A Av vg gi i v v2 20 00 09 9 m mv v j j 1 1 j j
U Uv vK Kv v A Ab by y` `v vb b w w` `B B| | X Xv vK Kv v w we ek k w we e` ` v vj j q qi i A Av v R R v vw wZ ZK K w we ef f v v M Mi i
w wm mw wb bq qi i c c d dm mi i G Gg g, , G G, , n nv vw wj j g gi i w wP Pw wK Kr rm mv vi i R Rb b A AM M Y Yx xe e v vs sK K G GK K
j j U Uv vK Kv vi i A Ab by y` `v vb b ` `q q| |

g gv vb be e m m ` ` e e e e v vc cb bv vG Ge es s D Db b q qb b

K K. . d dv vK Kv vm m
g gv vb be e m m ` `B B e e v vs s K Ki i c c K K Z Z m m ` `| | K Kg g K KZ Z v v I I K Kg g P Pv vi i x x ` `i i
A Ae e` `v v b bi i R Rb b A Av vg gi i v v m me e m mg gq qB B ^ ^x xK K w wZ Z c c ` `v vb b K K i i _ _v vw wK K| |
D Db b q q b bi i R Rb b g gv vb be e m m ` ` K K A Av vg gi i v vn nv vw wZ Zq qv vi i w wn nm mv v e e M MY Y K Kw wi i | |
A Av vg gv v ` `i i m md dj j Z Zv vi i P Pv vw we eK Kv vw wV V g gv vb be em m ` `| | A AM M Y Yx x e e v vs sK K G GK Kw wU U
K Kv v v vb bx xw wn n m m e e i i c cv v w wi i Z Z n nI I q qv vi i c ci i e e v vs s K Ki i K K k kj j n n Q Qg gv vb be e
m m ` ` D Db b q q b bi i m mK Kj j m m v ve eb bv vK Kv v R R j j v vM Mv v b bv v| | 2 20 00 09 9 m mv vj j _ _ K K
A Av vg gi i v v Y Y, , ` ` Z Zv v, , m m R Rb bk kx xj j Z Zv vG Ge es s c ck kv v` `v vw wi i Z Z i i I I c ci i A Aw wa aK KZ Zi i
i i Z Z w w` `w w Q Q| | g ga av v, , R R Z Zv v, , e e e e v vc cb bv v` ` Z Zv v, , ` `v vw wq qZ Z c cv vj j b b G Ge es s
g gy yw w& & h hv v v v w wn nm mv v e e g gy yw w h hy y A As sk kM M n nY Y B BZ Z v vw w` ` G GL Lb b c c ` `v vb b w wZ Zi i
w we e e eP P w we el l q q| |




L L. . m mv vs sM MV Vw wb bK K K Kv vV Vv v g gv v
K Kv v v vb bx x Z Z i i c cv v w wi i Z Z n nI I q qv vi i c ci i e e v vs s K Ki i m mv vs sM MV Vw wb bK K K Kv vV Vv v g gv vi i
c cw wi i e eZ Z b b K Ki i v v R Ri i i i x x n n q q c c o o| | G G K Kv vi i Y Y w we e` ` g gv vb b c c` `, ,
Page 87 of 110 87
necessary steps have been taken to rename the
existing positions and redefine the portfolios and
functional jurisdictions of GMs, DGMs and Heads of
Zones.

c. Human resource Planning- Recruitment,
Promotion & Departure
At the end of 2009 the manpower strength stood at
11,443, comprising 6,992 officers and 4,451 staff
members. Rationalization of manpower continues
as part of the employee productivity enhancement
programme. During the period under review, 194
Senior Officers, 400 Officers and 243 Officers (cash)
joined under banks direct recruitment program and
7 Senior Officers, 145 Officers and 224 Officers
(Cash) joined through BRC respectively. Immediate
appointment of consultant for Shariah banking and
1(one) Lady Doctor is under process. 01 full time
Law Consultant for the bank has already been
appointed. Furthermore, recruitment of about 1,000
Senior Officer, Officer and Officer (Cash) is under
process.


989 employees from different grades were
promoted in 2009. Of them, 31 became DGMs, 60
AGMs, 115 SPOs and the remaining 783 in other
grades.

During the period, 01 Principal Officer, 16 Senior
Officers, 58 Officers and 76 Officers (cash)
departed from the Bank.


d. Development and Training
Training is a proven instrument for human resource
development. In plays a key role in developing
knowledge and skills and also works as a catalyst
for attitudinal change.
c cv vU U d dw wj j I I , , R Rb bv v i i j j g g v v b bR Rv vi i , , W Wc cy yw wU U R Rb bv v i i j j g g v v b bR Rv vi i G Ge es s
A Av v w wj j K K c c a av vb b ` `i i K Kv vh h v ve ej j x x c cy yb bw we e b b v vm mK Ki i v vi i e ek k w wK KQ Qy y
c c` ` c c M M n nx xZ Z n nq q| |


M M. . g gv vb be em m ` ` c cw wi i K K b bv v- - w wb b q qv vM M, , c c ` `v vb b w wZ Z G Ge es s c c v vb b

2 20 00 09 9 G Gi i k k l l e e v vs s K K 1 11 1, ,4 44 43 3 R Rb b K Kg g K KZ Zv v I I K Kg g P Pv vi i x xK Kg g i i Z Z
w wQ Qj j | | G Gi i g g a a 6 6, ,9 99 92 2 R Rb b K Kg g K KZ Zv v G Ge es s 4 4, ,4 45 51 1 R Rb b K Kg g P Pv vi i x x| |
K Kg g K KZ Zv vI I K Kg g P Pv vi i x x ` `i i g ga av vI I K Kg g ` ` Z Zv ve e w w i i j j e e v vs s K K
w we ew wf f b b K Kg g m m~ ~P Px xM M n nY Y K Ki i v vn nq q| | 2 20 00 09 9 m mv v j j e e v vs s K Ki i w wb bR R ^ ^D D ` ` v v M M
w wb be ev v w wP PZ Z c c v v_ _x x ` `i i g g a a 1 19 94 4 R Rb b w wm mw wb bq qi i A Aw wd dm mv vi i , , 4 40 00 0 R Rb b
A Aw wd dm mv vi i G Ge es s 2 24 43 3 R Rb b A Aw wd dm mv vi i ( (K K v vk k) ) e e v vs s K K h hv vM M` `v vb b K K i i b b| |
e e v vs sK Kv vm m w wi i z zU U g g U UK Kw wg gw wU UK KZ Z K K w wm mw wb bq qi i A Aw wd dm mv vi i c c ` ` 7 7 R Rb b, ,
A Aw wd dm mv vi i c c ` ` 1 14 45 5 R Rb b G Ge es s A Aw wd dm mv vi i ( (K K v vk k) ) c c ` ` 2 22 24 4 R Rb b
e e v vs s K K h hv vM M` `v vb b K K i i b b| | k ki i x xq qv vn n e e v vs sw wK Ks s G Gi i A Av vI I Z Zv vq q G GK KR Rb b
g gw wn nj j v vW Wv v v vi i w wb b q qv vM MK Kv vh h g g c c w w q qv va ax xb b A Av v Q Q| | B B Z Zv vg g a a G GK KR Rb b
A Av vB Bb b c ci i v vg gk k K K K K m mv ve e w wY YK K ` `v vw wq qZ Z c cv vj j b bi i R Rb b w wb b q qv vM M ` `q qv v
n n q q Q Q| | D D j j L L , , e e v vs s K K A Av vi i I I 1 1, ,0 00 00 0 R Rb b w wm mw wb bq qi i A Aw wd dm mv vi i , ,
A Aw wd dm mv vi i G Ge es s A Aw wd dm mv vi i ( (K K v vk k) ) w wb b q qv vM MK Kv vh h g g c c w w q qv va ax xb b A Av v Q Q| |



2 20 00 09 9 m mv v j j w we ew wf f b b i i _ _ K K 9 98 89 9 R Rb b K Kg g K KZ Zv v K Kg g P Pv vi i x x K K
c c ` `v vb b w wZ Z ` `q qv vn n q q Q Q| | Z Zv v ` `i i g g a a 3 31 1R Rb b w wW Ww wR RG Gg g, , 6 60 0 R Rb b
G Gw wR RG Gg g, , 1 11 15 5 R Rb b G Gm mw wc cI I G Ge es s e ev vw wK K 7 78 83 3R Rb b K K w we ew wf f b b i i
c c ` `v vb b w wZ Z ` `q qv vn n q q Q Q| |

G G m mg g q q, , 0 01 1R Rb b w wc c w w c cv vj j A Aw wd dm mv vi i , , 1 16 6R Rb b w wm mw wb bq qi i A Aw wd dm mv vi i , ,
5 58 8R Rb b A Aw wd dm mv vi i G Ge es s 7 76 6R Rb b A Aw wd dm mv vi i ( (K K v vk k) ) e e v vs sK K Q Q o o P P j j
h hv vq q| |

N N. . D Db b q qb b I I c c w wk k Y Y
c c w wk k Y Y n n Q Qg gv vb be e m m ` ` D Db b q q b bi i c ci i x xw w Z Z n nv vw wZ Zq qv vi i | | K Kv vw wi i M Mi i x xI I
c c K K j j k kj j M MZ Z D Db b w wZ Zi i c c v vc c U U v vb b, , ` ` Z Zv v G Ge es s g gv vb bw wm mK K
c cw wi i e eZ Z b bi i R Rb b c c w wk k Y Y ` `i i K Kv vi i | |

Page 88 of 110 88

Agrani Bank Training Institute (ABTI) was
established on 24th December 1976. ABTI is
entrusted with the responsibility of designing
course curricula, reading materials, course contents
for imparting training (both theoretical and
practical) to the officers/staff members. ABTI
imparts training on different banking issues for the
purpose of enhancing professional and
administrative efficiency of all officers and
managers.ABTI also conducts workshops, seminars,
conferences, symposia, etc. on important issues for
top executives. To cope with the changes and
introduction of new tools and techniques for
implementation of guidelines of Government and
regulatory bodies and also for the purpose of
implementation of various reform programs, ABTI
lays emtphasis on actual need-based training.

Agrani Bank Training Institute (ABTI) has already
covered a total number of 53,108 officers and staff
members under different banner of training through
1,678 courses/workshops since its inception in
1976. In 2009 ABTI organized training for a total of
3,523 officers and staff members through 128
courses/workshops.

In 2009, ABTI undertook comprehensive
programme on different areas of banking and
related disciplines. Of late, our present
management has stressed on massive
computerization network development. So, a good
number of workshops on computer have been
conducted.
Important areas of training include Handling
Procedure of Documentary Credit, Branch
Management, Banking Foundation Course, Project

1 19 97 76 6 m mv v j j i i 2 24 4 w wW W m m ^ ^i i A AM M Y Yx x e e v vs sK K U U w wb bs s B Bb bw w w wU UD DU U
( (G Gw we ew wU UA Av vB B) ) c c w wZ Zw w Z Z n nq q| | K Kg g x x I I K Kg g K KZ Z v v ` `i i Z Zv vw w K K I I e ev v e e
c c w wk k Y Yi i R Rb b c c q qv vR Rb bx xq q K Kv vm m c c Y Yq qb b, , c cv vV V Z Zv vw wj j K Kv v Z Zi i x x, , c co ov vi i
m mv vg gM M x x Z Zi i x xB BZ Z v vw w` `i i R Rb b ` `v vw wq qZ Z c c v v n n Q Q G Gw we ew wU UA Av vB B | | K Kg g K KZ Z v v
I I e e e e v vc cK K ` `i i c ck kv vM MZ Z g gv vb b e e w w I I c c k kv vm mw wb bK K ` ` Z Zv ve e w w K K
G Gw we ew wU UA Av vB B w we ew wf f b b e e v vs sw wK Ks s c c w wk k Y Yi i e e e e v vK K i i | | k kx xl l
K Kg g K KZ Z v v ` `i i R Rb b m mw wg gb bv vi i , , K Kg g k kv vj j v v, , g gZ Zw we ew wb bg gq q m mf f v v G Ge es s
A Av v j j v vP Pb bv v m mf f v v B BZ Z v vw w` `i i A Av v q qv vR Rb b K K i i G Gw we ew wU UA Av vB B | | m mi i K Kv vi i , ,
K Kw w ` ` q q e e v vs sK K I I w wb bq q Y YK Kv vi i x x c c w wZ Z v v b bi i w wb bq qg g- -K Kv vb by yb b, , w we ew wa a, ,
c cw wi i e eZ Z b b I I c cw wi i e eZ Z b bi i m m L Lv vc c K Kv vB B q q Z Zv vj j v vi i R Rb b G Gw we ew wU UA Av vB B
c c q qv vR R b bi i w wf f w w Z Z c c w wk k Y Yi i e e e e v vK K i i | |






1 19 97 76 6 m mv v j j G Gw we ew wU UA Av vB B c c w wZ Zw w Z Z n nI I q qv vi i c ci i _ _ K K G G c ch h
5 53 3, ,1 10 08 8 R Rb b A Aw wd dm mv vi i I I v vd d K K 1 1, ,6 67 78 8w wU U K Kv vm m I I I I q qv vK K k k c ci i
g gv va a g g c c w wk k Y Y ` `q qv vn n q q Q Q| | 2 20 00 09 9 m mv v j j G Gw we ew wU UA Av vB B 3 3, ,5 52 23 3 R Rb b
K Kg g K KZ Z v vI I v vd d K K 1 12 28 8w wU U K Kv vm m / /I I q qv vK K k k c ci i g gv va a g g c c w wk k Y Y w w` ` Z Z
m m g g n n q q Q Q| |


2 20 00 09 9 m mv v j j G Gw we ew wU UA Av vB B w we ew wf f b b w we el l h h c c w wk k Y Yi i G GK Kw wU Um mg gw w ^ ^Z Z
K Kg g m m~ ~P Px xM M n nY Y K K i i | | A Av vg gv v ` `i i e eZ Z g gv vb b e e e e v vc cb bv vK KZ Z c c K Kw w D DU Uv vi i
c c w wk k Y Yi i I I c ci i R Rv vi i w w` ` Q Qb b| | G G K Kv vi i Y Y K Kw w D DU Uv v i i i i I I c ci i e ek k
K KZ Z j j v v I I q qv vK K k k c ci i A Av v q qv vR Rb b K Ki i v v n n q q Q Q| | c c w wk k Y Y
A Av vg gv v ` `i i h h m mv vd dj j Z Zv vG G m m Q Q e ek k w wK KQ Qy ym ms sL L K K c c w wk k Y Y K Kg g m m~ ~P Px xi i
g gv va a g g| | G G j j v vi i g g a a A Av v Q Qt t

W WK Kz z g g U Uv vi i x x w wW WU U n n v v w wj j s s G Gi i c c w wZ Zm mg g~ ~n n, , k kv vL Lv v e e e e v vc cb bv v, ,
e e v vs sw wK Ks s d dv vD D k kb b K Kv vm m , , c c K K c c Y Yq qb b I I e e e e v vc cb bv vG Gm mG Gg gB B G Ge es s
g gv vB B v v w wW WU U, , M M v vg gx xb b I I K K w wl l F FY Y, , e e v v m mj j - -2 2 b bx xw wZ Zg gv vj j v v, , g gv vw wb b
Page 89 of 110 89
Appraisal and Management, SME & Micro Credit,
Rural and Agri-credit, Basel-II Accord, Money
Laundering Prevention, Asset Liability Management,
Internal Control & Compliance, Marketing of
Banking Products, Recovery of Classified Advances
and Suit Settlement Techniques, Data Reporting on
SBS-1,2,3 Returns, Trainers Training, Computer:
PC-MS Office, Computer: Application and Operation
of Branch Banking Software, Remittance operation
and Management. Besides, a special outreach
course entitled Capacity Development on Banking
Operation has been undertaken in divisional towns
outside Dhaka.

e. Training Activities in 2009
The details of the training activities in 2009 are
shown below:






















j j v v v vw wi i s s c c w wZ Z i i v va a, , m m ` `- -` `v vq q e e e e v vc cb bv v, , A Af f i i x xY Y w wb bq q Y Y G Ge es s
c cw wi i P Pv vj j b b, , e e v vs sw wK Ks s c cb b w we ec cb bY Y, , k k Y Yx xw we eb b v vw wm mZ Z F FY Y A Av v` `v vq q G Ge es s
g gv vg gj j v vw wb b w w i i c c w wZ Z, , Z Z_ _ c c w wZ Z e e` `b b G Gm mw we eG Gm m- -1 1, , 2 2, , 3 3 w wi i U Uv vY Y m m, ,
c c w wk k K K ` `i i c c w wk k Y Y, , K Kw w D DU Uv vi i t tw wc cw wm m- -G Gg gG Gm mA Aw wd dm m, , K Kw w D DU Uv vi i t t
G G v vw wc c K Kk kb b G G v v A Ac cv v i i k kb b A Ae e e e v v e e v vs sw wK Ks s m md dU UI I q qv vi i , , A A_ _
c c i i Y Y c cw wi i P Pv vj j b bv vG Ge es s e e e e v vc cb bv v| | X Xv vK Kv vi i e ev vB B i i I I K Kv vm m A Ab by yw w Z Z
n n Q Q| | G GB B K Kv v m m i i b bv vg g e e v vs sw wK Ks s c cw wi i P Pv vj j b bv vi i ` ` Z Zv vD Db b q qb b| |
G G j j v vA Ab by yw w Z Z n nq q w we ef f v vM Mx xq q k kn ni i j j v v Z Z| |







O O. . 2 20 00 09 9 m mv v j j i i c c w wk k Y Y K Kg g K Kv v

w wb b 2 20 00 09 9 m mv v j j i i c c w wk k Y Y K Kg g K Kv v i i e eY Y b bv v ` `q qv vn n j j v v: :


































Special Course
Sl No.
Name of Course
/ Workshop
Duration Level of Participants Participants Attended Arranged by
1 Management Development Program 2 days DGM/AGM 176 ABTI
Sub-Total: 176


General Courses
Sl No. Name of Course/ Workshop Duration Level of Participants
Participants
Attended
Arranged by
1
Banking Foundation Course
(Probationary Officer)
6 weeks Sr. Officer 192 ABTI
2
Banking Foundation Course
(Probationary Officer)
6 weeks Officer 204 ABTI
3 Branch Management 1 week Sr. Officer to SPO/Br. Manager 37 ABTI
4 Foundation Course (Promotee Officer) 2 weeks Promotee Officer 53 ABTI
5 Handling Procedure of Documentary Credit 1 week DGM/AGM 18 ABTI
Sub-Total: 504

Outreach Program
Sl No. Name of Course/ Workshop Duration Level of Participants
Participants
Attended
Arranged by
1 Handling Procedure of Documentary Credit 2 days Officer to PO 24 ABTI
2 Techniques of Recovery of Classified Advances and suit Settlement 2 days Branch Managers / Credit Officer 105 ABTI
3 Internal Control & Compliance 2 days Branch Managers / Concerned Officer 101 ABTI
4 Orientation Course on Branch Banking Operation 1 week Officer (Cash) 155 ABTI
Sub-total: 385

Page 90 of 110 90
































































































Workshops
Sl No. Name of Course/ Workshop Duration Level of Participants
Participants
Attended
Arranged by
1
New Capital Accord
(BASEL - II)
1 day Executive / Branch Managers 327 ABTI
2 Credit Risk Grading 2 days Credit Officer / Managers 66 ABTI
3 Money Laundering Prevention 1 day Branch Managers / Concerned Officer 373 ABTI
4 Strategic Management of Asset-Liability and Profit Maximization 1 day Branch Manager 38 ABTI
5 SBS 1,2,3 Data Reporting 1 day Concerned Officer 125 ABTI
6 Preparation of Computerized CL Statements 1 day Concerned Officer 61 ABTI&LCD
7 SME Strategy :ICIC Bank 1 day 54 ABTI
8 BACH Awareness Program 1 day 88 ABTI
9 Foreign Remittance Operation Remit One, IME & Trans Fast System 1 day 90 ABTI & FRMD
10 Bangladesh Labour Law and Trade Union 1 day 38 ABTI
11
Refreshes Training Workshops on Handling Procedure of
Documentary Credit
2 days 20 ABTI
Sub-total: 1,280

Computer Courses
Sl No. Name of Course/ Workshop Duration Level of Participants
Participants
Attended
Arranged by
1 Computer : PC - MS Office 2 weeks SO / Officer
725 ABTI & ITD
2 Remittance Operation & GL Automation 1 day
Concerned Officer 745 ABTI & ITD
3 Computer : Its application in Agrani Bank Limited
(SPO/Officer: Evening)
15 days SO / Officer
(Dhaka)
84 ABTI & ITD
4 Computer: Its application in Agrani Bank Limited
(SPO/PO: Day)
2 weeks SO / Officer
(Dhaka)
48 ABTI & ITD
5 Computer: Its application in Agrani Bank Limited
(SPO/PO: Evening)
15 days SPO/PO
(Dhaka)
33 ABTI &ITD
6 Computer: Application & Operation of branch
Banking Software
(Officer: Day)
4 days
Concerned Officer
(Outside Dhaka)
66 ABTI & ITD
7 Computer: Application & Operation of Branch
Banking Software
(Officer: Evening)
10 days
Concerned Officer
(Outside Dhaka)
15 ABTI & ITD
8 MS Office : Excel-Its use in
Agrani Bank Limited (Day)
5 days
Credit Officer
(Outside Dhaka)
35 ABTI & ITD
9 Online Reconciliation Software 1 day SO / Officer

80 ABTI & ITD
Sub-total 1,178
Grand-Total 3,523

Page 91 of 110 91

Apart from the training courses being offered by
the ABTI, 453 executives/officers were nominated
for undergoing various training courses at BIBM,
BPATC, BBTA, ICCB, ICICI, BAFEDA, Academy for
Planning and Development, etc.

In 2009, on invitation from foreign organizations, 4
executives/officers were sent abroad to attend
various training courses, workshops, seminars,
conferences and symposium to acquire updated
knowledge of modern banking.

f. Budget for training

Agrani Bank Limited is very cautious about the skills
development of its employees. In the year 2009 the
Bank budgeted Tk. 1 crore for the training of the
employees.


Contribution to National Exchequer
The bank has contributed a lot to the government
collection process in the form of revenue. Bank
pays income taxes regularly on its income. The
bank also deducts income tax, value added tax and
excise duty at source as per law from various
payments and services and deposits the same to
the national exchequer. Agrani Bank Limited pays
tax on behalf of its employees .Total payment to
the national exchequer during 2009 and 2008 are
given below:






G Gw we ew wU UA Av vB B- -G Gi i c c w wk k Y Yi i e ev vB B i i 4 45 53 3 R Rb b w wb be e v vn nx x/ /A Aw wd dm mv vi i K K
c c w wk k Y Y ` `q qv vn nq q| | h h m mg g c c w wZ Z v v b b Z Zv vu ui i v vc c w wk kw w Z Z n nb b m m j j v v
n n Q Qt t w we eA Av vB Bw we eG Gg g, , w we ew wc cG Gw wU Uw wm m, , w we ew we ew wU UG G, , A Av vB Bw wm mw wm mw we e, ,
A Av vB Bw wm mA Av vB Bw wm mA Av vB B, , w we eG GG Gd dB Bw wW WG G ( (e ev v d dW Wv v) ) G Ge es s G GK Kv v W Wg gx x d di i
c c v vw wb bs s G G v v W W f f j j c c g g U UB BZ Z v vw w` `| |

A Av va ay yw wb bK K e e v vs sw wK Ks s G G v vb b A Av vn ni i Y Yi i R Rb b w we e ` `k kx xm ms s v vi i A Av vg g Y Y
2 20 00 09 9 m mv v j j 4 4 R Rb b w wb be e v vn nx x/ / K Kg g K KZ Z v v K K w we ew wf f b b c c w wk k b b K Kv vm m , ,
I I q qv v K Kk kc c, , m mw wg gb bv vi i G Ge es s w wm m v vw wR Rq qv v g g A As sk k M M n n b bi i R Rb b w we e ` ` k k
c c i i b b K Ki i v vn nq q| |

P P. . c c w wk k Y Yi i R Rb b e ev v R RU U

A AM M Y Yx x e e v vs sK K w wj j w wg g U UW WK Kg g x x ` `i i ` ` Z Zv v D Db b q q b bi i w we el l q q L Ly ye eB B
m m P PZ Zb b| | 2 20 00 09 9 m mv v j j e e v vs sK K K Kg g x x ` `i i c c w wk k Y Yi i R Rb b G GK K K Kv vw wU U
U Uv vK Kv ve ev v R RU UK K i i Q Q| |



R Rv vZ Zx xq q i i v vR R ^ ^L Lv v Z Z A Ae e` `v vb b
m mi i K Kv v i i i i i i v vR R ^ ^A Av v` `v vq q c c w w q qv vq q e e v vs sK K A A b bK K A Ae e` `v vb b
i i L L Q Q| | e e v vs sK K A Av v q qi i I I c ci i w wb bq qw wg gZ Z A Av vq qK Ki i c cw wi i k kv va a K K i i
_ _v v K K| | e e v vs sK K A Av vB Bb b A Ab by yh hv vq qx x w we ew wf f b b a ai i b bi i m me ev v _ _ K K
A Av vq qK Ki i , , g g~ ~j j m ms s h hv vR Rb b K Ki i G Ge es s A A : :k k~ ~ e ev v` ` w w` ` q q _ _v v K K G Ge es s
Z Zv vR Rv vZ Zx xq q i i v vR R ^ ^L Lv v Z Z R Rg gv v ` `q qv vn nq q| | A AM M Y Yx xe e v vs sK K Z Zv vi i
K Kg g x x ` `i i c c K Ki i c cw wi i k kv va a K K i i _ _v v K K| | 2 20 00 09 9 G Ge es s 2 20 00 08 8
m mv v j j R Rv vZ Zx xq q i i v vR R ^ ^L Lv v Z Z R Rg gv vi i c cw wi i g gv vY Y w wb b ` `q qv vn n j j v v: :









(Amount in crore Taka)
Particulars 2009 2008
Payment of advance tax on banks income 8.42 12.57
Staff income tax paid by the Bank 1.04 0.79
Tax deducted at source and deposited 50.14 32.80
VAT deducted source and deposited 12.29 12.77
Excise duty deducted and deposited 29.93 19.11
Total 101.82 78.04

Page 92 of 110 92

Contribution to National Economy
The bank plays an important role in the
development of rural economy. The bank has 867
branches across the country. The bank operates
some branches in the remote areas to provide the
banking services to the rural people, though
operations of those branches are not financially
viable to the bank. The bank also plays an
important role in reducing unemployment problem
by way of participating in different employement
generation activities. At the end of 2009, the Bank
itself employed 11,444 people, out of which 6,993
were officers and 4,451 were staff members. Since
beginning, the bank has been highly active in
remittance operations to facilitate disbursement of
remittances received from Bangladeshi wage
earners working abroad. The remitted money can
be deposited to the beneficiaries account within
maximum 24 hours. The introduction of on-line
distribution of remittances has generated much
enthusiasm among the expatriate Bangladeshi
workers.

Outlook for 2010

In spite of tremendous competitions and
challenges, the bank has achieved its progress in
almost all spheres of business. Challenges from the
banking industry, global and local economic realities
are being managed prudently. Required level of
skills and upgradation of automation required to
face these challenges are being assessed. Bank's
mission will continue to focus on growing
aggressively along with its brand while upgrading
the quality of assets, augmenting interest income,
growing non-funded business and improving
customer service.



R Rv vZ Zx xq q A A_ _ b bx xw wZ Z Z Z A Ae e` `v vb b
M M v vg gx xY Y A A_ _ b bx xw wZ Zi i D Db b q q b b e e v vs sK K i i Z Z c c~ ~Y Y f f y yw wg gK Kv vc cv vj j b b K Ki i Q Q| |
c c Z Z A A j j m mn n m mv vi i v v ` ` k k e e v vs s K Ki i 8 86 67 7 w wU Uk kv vL Lv vA Av v Q Q| | h hw w` `I I
k kv vL Lv v j j v vi i K Kv vR R e e v vs s K Ki i R Rb b A A_ _ b bw wZ ZK K f f v v e e A Ab by yK K~ ~j j b bq q
Z Zv vi i c ci i I I c c Z Z A A j j i i M M v vg gx xb b g gv vb by yl l ` `i i m me ev vc c ` `v v b bi i j j k kv vL Lv v
c cw wi i P Pv vj j b bv vK Ki i Q Q| | e eK Kv vi i m mg gm m v vw wb bi i m m b b e e v vs sK K i i Z Z c c~ ~Y Y f f y yw wg gK Kv v
i i v vL L Q Q| | 2 20 00 09 9 m mv v j j i i k k l l e e v vs s K Ki i g gv vb be e m m ` ` w wQ Qj j 1 11 1, ,4 44 44 4
R Rb b, , h hv vi i g g a a 6 6, ,9 99 93 3 R Rb b A Aw wd dm mv vi i G Ge es s 4 4, ,4 45 51 1 R Rb b v vd d| |
i i _ _ K K e e v vs sK K e e ` `w wk kK K g gy y` ` v vK Kv vh h g g P Pv vw wj j q q A Av vm m Q Q| | h hv vc c e ev vw wm m
e ev vs sj j v v ` `k kx x ` `i i D Dc cv vR R b bK K Z Z g gy y` ` v vM M n nY Y K Ki i v vi i K Kv v R R m mv vn nv vh h K K i i | | 2 24 4
N N U Uv vi i g g a a e e ` `w wk kK K g gy y` ` v vm my yw we ea av vM M n nY YK Kv vi i x xw wn nm mv v e e R Rg gv vn nq q| | A Ab b- -
j j v vB Bb b w we eZ Zi i Y Y c c w wZ Z m m~ ~P Pb bv vc c e ev vm mx xe ev vs sj j v v ` `k kx x ` `i i K Kg gx x ` `i i g g a a
c c e ej j D Dr rm mv vn n G G b b Q Q| |










m m v ve eb bv vi i 2 20 01 10 0

Z Zx xe e c c w wZ Z h hv vw wM MZ Zv vm m I I e e v vs sK K c c v vq q m me e i i Z Z c c~ ~Y Y B B D Db b w wZ Z
K Ki i Z Z m m g g n n q q Q Q| | e e v vs sw wK Ks s _ _ K K i i K K i i ` `k kx x- - A Av v
R R v vw wZ ZK K m mK Kj j c c w wZ Z h hv vw wM MZ Zv vL Ly ye e m my yP Pv vi i f f v v e e g gv vK Kv vw we ej j v vK Ki i v vn n q q Q Q| |
e e v vs sK K G G m mK Kj j c c w wZ Z h hv vw wM MZ Zv vi i D Dr rm m g gv vK Kv vw we ej j v vi i D Dc cv vq q e ev v e ev vq q b b
c cw wi i K K b bv v, , w we ew wf f b b w wm m g g I I ` ` Z Zv vD Db b q q b bi i K Kg g m m~ ~P Px xM M n nY Y K K i i Q Q| |
e e v vs s K Ki i D D k k n n Q Qm m w w i i Y YM MZ Zg gv vb b D Db b q qb b, , D D P PZ Zi i m my y` ` A Av vq q
I I D Db b Z Zi i m me ev vi i g gv va a g g K Kg g c cw wi i P Pv vj j b bv vK Ki i v v| |





Page 93 of 110 93
Merchant Banking operation which started in 2009
is a new inclusion in the service package of the
Bank. Before the end of first half of 2010, the Bank
plans to transfer its merchant banking operation
under a subsidiary company called Agrani Equity
and Investment Limited wholly focused on
merchant banking business. License has been
obtained for Islamic Banking operation and initially
it will be opened in five branches as separate units
in 2010. The bank is already in the process of
choosing robust and integrated software which
includes ATM Network, online banking to provide
more value added services to customers. Moreover
the policies of recruitment of skilled manpower,
good corporate governance practices, and sound
risk management will be pursued.

We will make every effort to earn an operating
profit of Tk. 900 crore, maintain minimum capital
adequacy, reduce classified loan at a minimum level
and to do best in all sectors including deposit,
credit, import, export, remittance, cost of fund etc.
Moreover, we want to make visible contribution for
the society in which we operate.

Preparation of Financial Statements
The financial Statements, prepared by the Bank in
accordance with the Bangladesh Accounting
Standards (BASs) and Bangladesh Financial
Reporting Standards (BFRSs) and in the format
prescribed by Bangladesh Bank vide BRPD Circular
No. 14 dated 25 June 2003, give a true and fair
view of the state of the Banks affairs as at
December 31, 2009 and of the results of its
operations and of its cash flows for the year ended
December 31, 2009 and comply with the applicable
sections of the Bank Companies Act 1991 and other
applicable laws and regulations. The financial
statements have been duly certified by the
statutory auditors with an unqualified report.
2 20 00 09 9 m mv v j j e e v vs sK K g gv v P P U Ue e v vs sw wK Ks s B BD Dw wb bU Ub bv v g g m m ~ ~b b b bZ Zz zb b G GK Kw wU U
w we ef f v vM MP Pv vj j y yK K i i Q Q| | 2 20 01 10 0 m mv v j j i i c c _ _g g f f v v M Mi i f f Z Z i i e e v vs sK K G GB B
w we ef f v vM M K K A AM M Y Yx xB BK Kz z B Bw wU UG G B Bb b f f g g U Uw wj j w wg g U UW W b bv v g g m m ~ ~Y Y
g gv vw wj j K Kv vb bv va ax xb b m mn n h hv vM Mx x K Kv v v vb bx x Z Zi i x xi i c cw wi i K K b bv vM M n nY Y K K i i Q Q| |
B Bm mj j v vg gx xe e v vs sw wK Ks s e e e em mv v q qi i R Rb b j j v vB B m m M M n nY Y K Ki i v vn n q q Q QG Ge es s
2 20 01 10 0 m mv v j j 5 5w wU U k kv vL Lv v P Pv vj j y yK Ki i v vi i w wm m v v M M n nY Y K Ki i v v n n q q Q Q| |
M M v vn nK K ` `i i m m e ev v P P m me ev v c c ` `v v b bi i R Rb b e e v vs sK K G GK Kw wU U ^ ^q qs sm m ~ ~Y Y
m md dU U& &I I q qv vi i ( (G Gw wU UG Gg g I I A Ab b - - j j v vB Bb b m my yw we ea av vm mn n) ) e e e en nv v i i i i c cw wi i K K b bv v
M M n nY Y K K i i Q Q| | G GQ Qv vo ov vI I c c w wZ Zw wb bq qZ Z ` ` R Rb be ej j , , e e e em mv vw wq qK K m my yk kv vm mb b I I
S Sz zw wu uK K e e e e v vc cb bv vi i c cw wi i K K b bv vM M n nY Y K Ki i v vn n e e| |






A Ac cv v w wU Us s g gy yb bv vd dv v9 90 00 0 K Kv vw wU UU Uv vK Kv vA AR R b b, , b b~ ~ b bZ Zg g g g~ ~j j a ab b m ms si i Y Y, ,
k k b bx xw we eb b v vw wm mZ Z F FY Y m me e w wb b c ch hv v q q b bv vw wg g q q A Av vb bv vG Ge es s m mK Kj j L Lv vZ Z
h hg gb b A Av vg g` `v vw wb b i i v vw wb b e e e em mv v, , i i w wg g U U A Av vn ni i Y Y, , Z Zn nw we ej j e e q q
m ms si i b b B BZ Z v vw w` ` w we el l q q m md dj j Z Zv v A AR R b b m me ev v K K c c P P v v A Ae e n nZ Z
i i v vL Le e| | G GQ Qv vo ov vI I m mg gv v R Ri i ` ` k k g gv vb b f f w wg gK Kv vi i v vL Lv vi i P P v vK Ki i e e| |

w wn nm mv ve e c c Z ZK Ki i Y Y
e ev vs sj j v v ` `k k G GK Kv vD Dw w U Us s v v v vW W ( (w we eG GG Gm m) ), , e ev vs sj j v v ` `k k
w wd db bv vb bw wm mq qv vj j w wi i c cv vw wU U s s v v v vW W ( (w we eG Gd dA Av vi i G Gm m) ) G Ge es s
e ev vs sj j v v ` `k k e e v vs s K Ki i w we eA Av vi i w wc cw wW Wm mv vK Kz z j j v vi i b bs s 1 14 4 Z Zv vw wi i L L 2 25 5
R Ry yb b, , 2 20 00 03 3 G G c c ` ` d d g g U U g gv vZ Zv v e eK K e e v vs s K Ki i w wn nm mv ve e Z Zi i x x
K Ki i v vn n q q Q Q| | 2 20 00 09 9 m mv v j j i i k k l l c c Y Yx xZ Z w wn nm mv v e e c c K K Z Z w wP P
d dz z U UD D V V Q Q| | e e e em mv vw wq qK K K Kv vh h g gi i d dj j v vd dj j G Ge es s b bM M` ` c c e ev vn n
B BZ Z v vw w` ` m mw wV VK Kf f v v e e c c w wZ Zd dw wj j Z Z n n q q Q Q| | e e v vs sK K K Kv v v vb bx xR R
G G v v 1 19 99 91 1 G Ge es s A Ab b v vb b m mK Kj j m ms sw wk k A Av vB Bb bv vb by ym mv v i i w wn nm mv ve e
c c Z Z K Ki i v vn n q q Q Qh hv vh h_ _v vh h_ _f f v v e e w wb bi i x x K KM MY Y K KZ Z K K w wb bi i x xw w Z Z
n n q q Q Q| |



Page 94 of 110 94
Dividend Declaration
Considering the Capital Adequacy Requirement
(CAR), the Board of Directors did not recommend
any cash dividend for the year 2009. However, the
Board of Directors recommend stock dividend @ of
1:10 (i.e 1 bonus share for every 10 shares) for
approval in the Annual General Meeting.

Appointment of Statutory Auditors

A Qasem & Co. Chartered Accountants and Zoha
Zaman Kabir Rashid & Co., Chartered Accountants
have served as the external statutory Auditors of
the Bank for the consecutive three years ending 31
December 2009. As per Bangladesh Banks
guidelines they are not eligible for re-appointment.
Accordingly, notice has been served for
appointment of Auditors. New auditors from among
the A category audit firms enlisted by Bangladesh
Bank will be appointed in the upcoming AGM for the
next accounting year. By now eight A category
audit firms have already expressed their willingness
to act as statutory Auditors of the Bank for the year
2010.

Annual General Meetings

Third Annual General Meeting of the bank will be
held on 29 April 2010.

Acknowledgements

The success that the Bank achieved during the year
under review would not have been possible without
the contribution of various groups of stakeholders.
The Board puts on record its grateful compliments
to all valued customers who stayed supportive in
strengthening the relationship between them and
the Bank. Next, the Board thanks the patrons, well-
wishers, Government of Bangladesh, Bangladesh
Bank and Registrar of Joint Stock Companies and
Firms for their continued support and co-operation
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c c K Kv vk k K K i i A Av v e e` `b b K K i i Q Q| |



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A Ab by yw w Z Z n n e e| |

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c ch hv v q qi i K K n nv v v vi i ` `i i A Ae e` `v vb b Q Qv vo ov v m m e e n n Z Zv v b bv v| |
e e v vs s K Ki i m mv v _ _ m m K K ` ` p p K Ki i Y Y h h m me e m m v vw wb bZ Z M M v vn nK K
A Av v w wi i K K w wQ Q j j b b c cw wi i l l ` ` Z Zv vu u ` `i i c c w wZ Z K K Z Z | | c cw wi i l l ` ` e e v vs s K Ki i
c c c cv vl l K K, , f f v vb by ya a v vq qx x, , m mi i K Kv vi i , , e ev vs sj j v v ` `k k e e v vs sK K, , R R q q U U K K
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Page 95 of 110 95
to the Bank. The Board also thanks M/S. A. Qasem
& Co, Chartered Accountants and Zoha Zaman
Kabir Rashid & Co., Chartered Accountants, the
auditors of the Bank, for their timely completion of
audit of Financial Statements.

The employees including the members of top
management of the Bank demonstrated their total
commitment in taking forward the agenda for
improvement in different spheres of the banking
operation. The Board takes this opportunity to
thank them all.

Finally, the Board specially thanks the respected
Shareholders and assures them that it will continue
to add to the Shareholders wealth through further
strengthening and development of the Bank in
which they have placed trust and confidence.

For and on behalf of the Board of Directors


Khondoker Bazlul Hoque, Ph D.
Chairman
g gm mv vm m R Rv vn nv v R Rv vg gv vb b K Kw we ei i i i w wk k` ` G G K Kv vs s, , P Pv vU Uv vW W
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K Ki i v vi i R Rb b a ab b e ev v` ` R Rv vb bv v Q Q| |



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K Ki i v vi i j j G GK Kw wb b _ _v vK Kv vi i A As sM Mx xK Kv v i i i i R Rb b c cw wi i P Pv vj j b bv v
c cw wi i l l ` ` e e v vs s K Ki i D Da a Z Zb b w wb be ev v n nx xm mn n m me e i i i i K Kg g K KZ Zv v I I
K Kg g P Pv vi i x xe e ` ` K K a ab b e ev v` ` v vc cb b K Ki i Q Q| |

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w we e k kl l f f v v e e a ab b e ev v` ` v vc cb b K Ki i Q Qe e v vs s K Ki i D Dc ci i w we ek k v vm mI I
A Av v v v v vc c b bi i R Rb b | | m mB B m mv v _ _ Z Zv vu u ` `i i K K c cw wi i P Pv vj j b bv vc cw wi i l l ` `
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c c w wZ Z v v b bi i D Db b q q b bi i g gv va a g g Z Zv vu ui i v v k kq qv vi i n nv v v vi i M M b bi i ^ ^v v_ _
m my yi i v vq q c c q qv vm mA Ae e v vn nZ Z i i v vL L e e| |

c cw wi i P Pv vj j b bv vc cw wi i l l ` `i i c c _ _ K K


L L ` `K Kv vi i e eR Rj j y yj j n nK K, , w wc cG GB BP Pw wW W. .
P Pq qv vi i g g v vb b

Page 96 of 110 96








CORPORATE GOVERNANCE
















Page 97 of 110 97


CORPORATE GOVERNANCE
Focus
Corporate governance is an internal control system encompassing policies, processes and people which serves the needs
of the shareholders and other stakeholders by directing and controlling management activities with business objectivity,
accountability and integrity. Agrani Bank Limited is always committed to adopt highest governance standards for attaining
better operational goals. Corporate Governance at the Bank is defined as the framework by which the Bank is directed to
facilitate and control the mutual relationship among the management, the Board of Directors, Government and other
stakeholders, such as employees, clients and lenders. The collective role of the Board of Directors, Managing Director &
CEO and the Audit Committee of the Bank ensure excellence in corporate governance practices.

The activities of the Bank are always conducted in adherence to highest possible ethical standards for the best interest of the
stakeholders.
Board Structure and Its committee

The Board of Directors consists of 13 members, including Managing Director & CEO. It has only one committee - Board Audit
Committee. Consequent upon the corporatisation, the Board now exercises greater autonomy to run the organization more
actively and effectively than ever before. The composition of the Board of Directors and the Audit committee are given in the
page .. and . of the Annual Report.
Changes in the Board of Directors
During 2009, a number of changes were made in the Board of Directors. Mr. Siddiqur Rahman Choudhury, Air Cdre Syed
Imtiaz Hussain, ndu, psc, Captain Jamilur Rahman Khan (Retd.), Mr. Md. Aftab Uddin Khan, Mr. Muhammed Farhad
Hussain FCA, Mr. Syed Abdul Muqtadir, Dr. Nazma Begum, Mr. Mahbubur Rahman and Mr. Sheikh Abdul Hafiz FCA retired
from the Board of Directors. On the other hand Mr. Dr. Khondoker Bazlul Hoque, Mr. Shekhar Dutta, Mr. Nagibul Islam
Dipu, Engineer Md. Abdus Sabur, Barrister Zakir Ahammad, Mr. Sahzada Mohiuddin, Mr. Abduz Jahir Chowdhury (Sufian),
Mr. K.M.N. Manjurul Hoque Lablu, Mr. A.K. Gulam Kibria FCA, Ms. Luna Shamsuddoha and Mr. Syed Bazlul Karim, BPM
joined as Directors of the Board during the year 2009.





Page 98 of 110 98


Meetings of the Board During 2009

During 2009, 70 Board meetings were held. The attendance of each director is as follows:

Sl. # Name of Directors Position Date of appointment
Number of
meetings
attended
01. Khondoker Bazlul Hoque Ph D. Chairman 16.09.2009 19
02. Mr. Ranjit Kumar Chakraborty Director 13.12.2006 45
03. Mr. Shekhar Dutta Director 09.09.2009 19
04. Mr. Nagibul Islam Dipu Director 09.09.2009 17
05. Engineer Md. Abdus Sabur Director 09.09.2009 18
06. Barrister Zakir Ahammad Director 09.09.2009 19
07. Mr. Sahzada Mohiuddin Director 09.09.2009 17
08. Mr. Abduz Jahir Chowdhury (Sufian) Director 14.09.2009 14
09. Mr. K.M.N. Manjurul Hoque Lablu Director 14.09.2009 19
10. Mr. A.K. Gulam Kibria, FCA Director 24.09.2009 16
11. Ms. Luna Shamsuddoha Director 24.09.2009 14
12. Mr. Syed Bazlul Karim, BPM Director 22.10.2009 13
13.
Mr. Syed Abu Naser Bukhtear Ahmed,
B.Sc, MBA
Managing Director
& CEO
13.04.2008 57



The attendance of each previous director during the year 2009 is as follows:
Sl. # Name of Directors Position Date of resignation
Number of
meetings
attended
01. Mr. Siddiqur Rahman Choudhury, Chairman 16.09.2009 50
02. Air Cdre Syed Imtiaz Hussain, ndu, psc, Director 08.06.2009 22
03. Captain Jamilur Rahman Khan (Retd.), Director 16.09.2009 51
04. Mr. Md. Aftab Uddin Khan, Director 16.09.2009 42
05. Mr. Muhammed Farhad Hussain, FCA Director 16.09.2009 46
06. Mr. Syed Abdul Muqtadir Director 16.09.2009 48
07. Dr. Nazma Begum Director 16.09.2009 43
08. Mr. Mahbubur Rahman Director 05.01.2009 1
09. Mr. Sheikh Abdul Hafiz, FCA Director 07.05.2009 19


I ndependent Directors

All members of the Board got nominated by the Government, and each of them holds one share which is less than one per cent
(1%) of paid-up shares of the Bank. Mr. Ranjit Kumar Chakraborty is an Additional Secretary of Ministry of Finance,
Page 99 of 110 99
Government of the People's Republic of Bangladesh and all other directors are from different professions and from private
sector. As per Notification of Securities and Exchange Commission (Ref # SEC/CMRRCD/2006-158/Admin/02-08, dated 20
February 2006 ), all of them can be justifiably considered as independent directors.
Chairman of the Board and Managing Director & CEO

The Chairman of the Board and the Managing Director & CEO of the Bank are two separate individuals. The Chairman is Dr.
Khondoker Bazlul Hoque and Managing Director & CEO is Mr. Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA.



Role of the Board of Directors

The Board plays a decisive role in the total affairs of the Bank. For the overall growth of the Bank, the Board delivered
important instructions and guidelines in all major areas to achieve its objectives. The Board of Directors mainly deals with
formulation of business policies, service policies, approval of large credit proposals, reschedule of loans, remission of
interest, annual budget and audited accounts of the Bank. During the period under review, the Board of Directors took
important decisions on different administrative and policy matters that helped to achieve the desired goal of the Bank.

Internal Control Compliance
The Board is responsible for ensuring the operation of systems of internal control and for taking reasonable steps to
safeguard the assets of the Bank and for preventing and detecting fraud and other irregularities. Audit Manual and Audit
Implementation Manual have been introduced to ensure proper internal control. Through the Audit Committee, the Board
has reviewed the assessment of risks and the internal control and has considered the effectiveness of the system of
internal control in operation in the Bank for the period under review.

The Directors Report on internal control is given in page . of this Annual Report.

Business Risk Management

It is important for the Bank to evolve its risk management strategy in a way that best protects our interests against any
insidious transactions. According to the instruction of central bank, the Bank has introduced Risk Management Manuals in
five areas. These are: Credit Risk, Asset Liability Management Risk, Forex Management Risk, Internal Control and
Compliance Risk and Money Laundering Risk.

The Bank will establish very soon a structured framework for risk management, which is intended to balance risk against
returns and will comprise four broad processes.



Page 100 of 110 100
Credit Risk
The Credit Risk Management Manual serves as a guide to effectively avert risks involved in lending activities of the Bank.
We have put into practice the concepts of front, middle and back offices to ensure segregation of duties that calls for each
individuals precise responsibilities within the area he performs. The Credit Risk Grading System (CRG) is introduced for
making proper lending decisions. All credit officers have been trained and groomed on CRG system, including their
superiors at controlling offices. A Credit Committee (CRECOM) has been formed at Head Office to oversee and scrutinize
risks involved in the process and give final recommendation in each credit proposal. Special attention was given for
recovery and other action in the case of downgraded large loan borrowers.

Asset Liability Management Risk

The Banks Asset Liability Committee (ALCOM) continued to hold its meetings regularly to review both the opportunities
and threats to its liquidity and balance sheet positions as well as positions of maturing assets and liquidity contingency
plan. The Bank kept its liquidity at satisfactory level to cater to the needs of all types of customers.

Foreign Exchange Management Risk
Foreign exchange risks arise from the variation in rates of exchange that prevail at domestic and international markets.
Fund Management Division handled the forex and money market operations, including treasury function with maximum
efficiency.

Internal Control and Compliance Risk
In line with the guidelines of Government and Bangladesh Bank, the Bank has introduced Audit Manual and Audit
Implementation Manual for its branches to meticulously stick to the procedures as laid down therein. An Internal Control
Unit has also been established to ensure control at every level of branch operation. Under the Internal Control Team (ICT),
a squad of experienced personnel visits branches time and again to identify and correct operational lapses, if any. The
Boards Audit Committee reviews reports of audit and inspections submitted by Audit and Inspection Division and suggest
actions to remedy the lapses identified in the reports.

Money Laundering Risk
The Bank has continued its anti-money laundering stance with an emphasis to bring all the branches under exhaustive
training programs inside and outside the Bank. In 2009, 373 Officers and Staff members were trained on prevention of
Money Laundering through Agrani Bank Training Institute (ABTI). The Bank maintains meticulously the records of Know
Your Customer (KYC) and Transaction Profile (TP) and send Cash Transaction Report (CTR) and Suspicious Transaction
Report (STR), if any, Know Your Customer (KYC) statements and Branch wise Anti Money Laundering Compliance Officers
(BAMCO) list to Bangladesh Bank.





Page 101 of 110 101
Credit Rating
In 2007, the Bank appointed Credit Rating Information and Services Limited (CRISL) for credit rating of the Bank as per
directives of Bangladesh Bank. The rating company assigned Triple-A to the Bank in the long run and ST-1 in the short
term. This rating has been done in consideration of the guarantee of the Government of the Peoples Republic of
Bangladesh being the highest risk free entity. Financial institutions rated in this category have the best quality, offer the
highest safety and have the highest credit quality.

Board Audit Committee
The Audit Committee consists of 03 members. The name of the members of Audit Committee along with their status are stated
below:
Sl. # Name of Members Status in Bank Status in the Committee
01. Mr. Ranjit Kumar Chakraborty Director of the Board Chairman
02. Engineer Md. Abdus Sabur Director of the Board Member
03. Mr. A.K. Gulam Kibria, FCA Director of the Board Member

Al the members of the Committee are non-executive directors.

Role of Audit Committee
The Boards Audit Committee of the Bank has been playing a vital role in strengthening internal control and compliance functions
of the Bank. This Committee ensures all sorts of co-operation between the management and the ultimate supervisory authority -
the Board of Directors. The Committee is performing a vital role by identifying various risk factors that arise from the business
activities of the Bank, by periodically reviewing the audit reports for safe, sound and disciplined banking operations. Besides
these, the Committee has directed the officials concerned to prepare risk-based audit planning, reduce the number of objections
of the same nature raised by internal audit by categorizing them according to the nature of objections and re-defining them as
serious and very serious objections.

Meetings of Audit Committee During 2009
4 meetings of the Committee were held in 2009. The attendance of each member in 2009 is as follows:
Sl. #
Name of Members
Status in the
Committee
Date of joining Number of meetings
attended
01. Mr. Ranjit Kumar Chakraborty Chairman 13-12-2006 02
02. Engineer Md. Abdus Sabur Member 16.09.2009 01
03. Mr. A.K. Gulam Kibria, FCA Member 30.09.2009 01

The attendance of each previous member of the Audit Committee during the year 2009 is as follows:

Sl. # Name of Directors
Status with the
Committee
Date of resignation
Number of
meetings attended
01. Mr. Muhammed Farhad Hussain, FCA Member 16.09.2009 03
02. Mr. Sheikh Abdul Hafiz, FCA Member 07.05.2009 03
Page 102 of 110 102

Role and Function of Audit & Inspection Division

The Internal Audit & Inspection Division plays a vital role in ensuring proper internal control over the Banks activities. The Audit
& Inspection Division was established to ensure whether internal controls are well established and properly operating. The
Division works to ensure that the activities of the Bank are in accordance with the applicable rules and regulations of Bangladesh
Bank, Bank Companies Act 1991, Companies Act 1994 and internal rules, regulations and policies of the Bank. An Internal
Control Unit was also established to ensure control at every level of branch operation. Under the Internal Control Team (ICT), a
squad of experienced personnel visits branches time and again to identify and correct operational lapses, if any. The Audit
Committee reviewed reports of audit and inspections submitted by the Division and suggested actions to remedy/address the
lapses identified in the reports.

The work of this Division is conducted by 35 employees headed by a DGM. 357 branches were audited in 2009 and 242 branches
were audited in 2008 by this division. The head of the Internal Audit & Inspection Division has direct access to the Audit
Committee, which helps to maintain its independence.













Page 103 of 110 103









DIRECTORS STATEMENT OF RESPONSIBILITIES











Page 104 of 110 104
DIRECTORS STATEMENT OF RESPONSIBILITIES

BRPD Circular# 06 dated 4th February 2010 issued by Bangladesh Bank sets out the responsibilities of the Directors of a bank. In
accordance with the same, the responsibilities of the Directors of Agrani Bank Limited encompasses the following:

a. Work plan and strategic management:
Responsible to determine objectives and targets of the Bank and to formulate annual strategies and work plan. The
Directors are to drive organizational change to improve the quality of the Bank in order to achieve the objectives and
targets and to analyze the progress of implementation of work plan on a quarterly basis.

Responsible to determine the key performance indicators (KPI) of CEO and other senior executives and
evaluate the same from time to time.

b. Credit and risk management:

Responsible to evaluate the proposals of Loans and Advances. The Directors are to prepare the policies and
procedure to evaluate, distribute, recover reschedule and write-off Loans and Advances as per applicable rules
and regulations. They may delegate power to the CEO and other senior executives to approve loans and
advances as deemed necessary.

Responsible to prepare the risk management policies. They are also to analyze whether the risk management
policies are followed accordingly on a quarterly basis.

c. Internal control management
Responsible for maintaining proper internal control to ensure the quality of Loans and Advances. They are to
evaluate the report of Audit Committee regarding the implementation suggestions from internal audit, external
audit, and Bangladesh Bank on a quarterly basis.


d. Human resources management and development
Responsible to approve the policies and service rules for appointment, promotion, transfer, punishment and
development of human resources.


e. Financial management
Responsible to approve the annual budget and statutory financial statements.

Responsible to evaluate the income, expenses, liquidity, expired/ uncollected Loans and Advances, sufficiency
of capital, maintenance of provisions and legal actions to recover the Loans and Advances on a quarterly
basis.

Responsible to prepare policies and procedures for procurement and approve expenditures as per existing
policies and procedures.

f. Committee formation
Responsible for the formulation of the Audit Committee from the Directors of the Board.

g. Appointment of CEO
Responsible to appoint a competent CEO with the approval from Bangladesh Bank.

h. Responsible to perform any other responsibilities as may be determined by Bangladesh Bank time to time.


For and on behalf of the Board of Directors




Khondoker Bazlul Hoque, Ph D.
Chairman
Page 105 of 110 105










Report of the Audit committee














Page 106 of 110 106




Photo
Chairman Audit Committee


Report of the Audit committee

The Audit Committee of the Board was duly constituted by the Board of Directors of the Bank in accordance with BRPD
circular#12 dated December 23, 2002 of Bangladesh Bank. The Committee has been playing a vital role in maintaining an
efficient and effective banking system. This Committee ensures all sorts of co-operation between the management and the
ultimate supervisory authority - the Board of Directors. The Committee is performing a vital role by identifying various risk
factors that arise from the business activities of the Bank.

Role of the Committee
i. Review the Internal Control system of the Bank to ensure that sufficient risk management system is in
place to manage core risk of the Bank;
ii. Review the efficiency and effectiveness of Internal Control System;
iii. Consider the recommendations made by the internal and external auditors;
iv. Ensure fair presentation of financial statements in compliance with the Bangladesh Accounting Standards/
Bangladesh Financial Reporting Standards;
v. Review the Internal Audit procedure;
vi. Review compliance with the applicable rules and regulations of Bangladesh Bank, Bank Companies Act
1991, Companies Act 1994;
vii. Report immediately to the Board of Directors on conflict of interest;
viii. Report to the Board of Directors on frauds or irregularities or material defects in the Internal Control
System.

Composition of the Committee

The members of the Audit Committee are:
a) Mr. Ranjit Kumar Chakraborty Chairman
b) Engineer Md. Abdus Sabur Member
c) Mr. A.K. Gulam Kibria, FCA Member
Page 107 of 110 107

Meetings

During the year 2009, 03 (three) meetings of the Committee were held as against 04 (four) of 2008. In the meetings, the
Committee met with the high officials of Internal Audit, Financial Administration, Credit, Legal and Internal Control &
Compliance Divisions and also with the external auditors to consider and resolve the financial reporting issues, findings
and recommendations made by the Bangladesh Bank inspection team, internal auditors and external auditors.

Activities During the Year

Important decisions were taken by the Committee in the meetings held during the year 2009. During the year 2009, the
activities performed by the Committee were as follows:

i. Reviewed the terms of reference of the Committee as mentioned in BRPD Circular No#12 dated
December 23, 2002 of Bangladesh Bank;
ii. Reviewed the Internal Audit Plan for the year 2010;
iii. Reviewed the 25 untraceable Pre-liberation loans and necessary action has been taken in this regard;
iv. Reviewed the comprehensive inspection report of Bangladesh Bank and status of compliance thereof;
v. Reviewed the internal inspection report of different branches of the Bank conducted by Banks Audit and
Inspection team from time to time.;
vi. Reviewed all important internal and external audit reports on different branches and suggested to reduce
the number of external audit objections;
vii. The Committee also reviewed Bangladesh Bank inspection report and other aspects as indicated in the
Bangladesh Bank guidelines.

Acknowledgements

The Audit Committee expresses its sincere thanks to the respected Members of the Board, Management and the Auditors
for their continuous support.

For and on behalf of the Audit Committee

Mr. Ranjit Kumar Chakraborty
Chairman, Board Audit Committee






Page 108 of 110 108


Status of Compliance Requirement of Bangladesh Banks guideline for Corporate Governance
(BRPD circular no 16 dated 24.07.03)


Sl
No
Particulars Compliance Status
Explanation
for non-
complaince
1. Responsibilities and authorities of the Board of Directors Complied Non-
Complied
(a) Work-planning and strategic management:
(i) The Board shall determine the objectives and goals and to this end
shall chalk out strategies and work-plans on annual basis. It shall specially
engage itself in the affairs of making strategies consistent with the
determined objectives and goals and in the issues relating to structural
change and reorganization for enhancement of institutional efficiency
and other relevant policy matters. It shall analyze/monitor at quarterly
rests the development of implementation of the work plans.
(ii) The Board shall have its analytical review incorporated in the Annual
Report as regard the success/failure in achieving the business and other
targets as set out in its annual work-plan and shall apprise the
shareholders of its opinions/ recommendations on future plans and
strategies. It shall set the Key Performance Indicators (KPIs) for the
CEO and other senior executives and have it evaluated at times.










(b) Lending and risk management:
(i) The policies, strategies, procedures etc. in respect of appraisal of
loan/investment proposal, sanction, disbursement, recovery,
reschedulement and write -off thereof shall be made with the Board's
approval under the purview of the existing laws, rules and regulations.
The Board shall specially distribute the power of sanction of
loan/investment and such distribution should desirably be made among
the CEO and his subordinate executives as much as possible. No director,
however, shall interfere, directly or indirectly, in the process of loan
approval.
(ii) The Board shall frame policies for risk management and get them
complied with and shall monitor at quarterly rests the compliance thereof.










(c) Internal control management:
The Board shall be vigilant on the internal control system of the Bank in
order to attain and maintain satisfactory qualitative standard of its
loan/investment portfolio. It shall review at quarterly rests the
reports submitted by its Audit Committee regarding compliance of
recommendations made in internal and external audit reports and the
Bangladesh Bank inspection reports.





(d) Human resources management and development:
i) Policies relating to recruitment, promotion, transfer, disciplinary action
and punitive measures, human resources development etc. and Service
Rules shall be framed and approved by the Board. The Chairman or the
Directors shall in no way involve themselves or interfere into or influence
over any administrative affairs including recruitment, promotion, transfer
and disciplinary measures as executed under the set Service Rules. No
member of the Board of Directors shall be included in the
selection committees for recruitment and promotion to different levels.
Recruitment and promotion to the immediate two tiers below the CEO
shall, however, rest upon the Board. Such recruitment and promotion
shall have to be carried out complying with the Service Rules i.e.
(ii) The Board shall frame the policies and procedures for Bank's purchase
and procurement activities and shall accordingly approve the distribution
of power for making such expenditures. The maximum possible











Page 109 of 110 109
delegation of such power shall rest on the CEO and his subordinates. The
decision on matters relating to infrastructure development and purchase
of land, building, vehicles etc. for the purpose of Bank's business shall,
however, be adopted with the approval of the Board.

(e) Financial Management:
(i) The annual budget and statutory financial statements shall finally be
prepared with the approval of the Board. It shall at quarterly rests review/
monitor the positions in respect of Banks income, expenditure, liquidity,
non-performing asset, capital base and adequacy, maintenance of loan
loss provision and steps taken for recovery of defaulted loans including
legal measures.
(ii) The Board shall frame the policies and procedures for Banks purchase
and procurement activities and shall accordingly approve the distribution
of power for making such expenditures. The maximum possible
delegation of such power shall rest on the CEO and his subordinates. The
decision on matters relating to infrastructure development and purchase
of land, building, vehicles etc. for the purpose of Banks business shall,
however, be adopted with the approval of the Board.









(f) Formation of supporting committees:
For decision on urgent matters an Executive Committee, whatever name
called, may be formed with the Directors. There shall be no committee or
sub-committee of the Board other than the Executive Committee and the
Audit committee. No alternate director shall be included in these
committees.



(Audit
Committee)



(Executive
Committee)
Board found it
prudent to
transact all
relevant issues
in the full
Board instead
of Executive
Committee
(g) Appointment of CEO:
The Board shall appoint a competent CEO for the Bank with the approval
of the Bangladesh Bank.



2. Responsibilities of the Chairman and Board of Directors
(a) As the Chairman of the Board of Directors (or Chairman of any
Committee formed by the Board or any Director) does not personally
possess the jurisdiction to apply policy making or executive or authority,
he shall not participate in or interfere into the administrative or
operational and routine affairs of the Bank.
(b) The Chairman may conduct on-site inspection of any Bank-branch or
financing activities under the purview of the oversight responsibilities of
the Board. He may call for any information relating to Bank's operation or
ask for investigation into any such affairs; he may submit such
information or investigation report to the meeting of the Board or the
Executive Committee and if deemed necessary, with the approval of the
Board, he shall effect necessary action thereon in accordance with the set
rules through the CEO. However, any complaint against the CEO shall
have to be apprised to Bangladesh Bank through the Board along with the
statement of the CEO.
(c) The Chairman may be offered an office-room, a personal
secretary/assistant, a telephone at the office and a vehicle in the
business-interest of the Bank subject to the approval of the Board.












3. Responsibilities of Adviser



Not
Applicable
(No such
Advisior)
The adviser, whatever name called, shall advise the Board of Directors or
the CEO on such issues only for which he is engaged in terms of the
conditions of his appointment. He shall neither have access to the process
of decision-making nor shall have the scope of effecting executive
authority in any matters of the Bank including financial, administrative or
operational affairs.



Page 110 of 110 110





4.


Responsibilities and Authorities of CEO
















The CEO of the Bank, whatever name called, shall discharge the
responsibilities and effect the authorities as follows:
(a) In terms of the financial, business and administrative authorities
vested upon him by the Board, the CEO shall discharge his own
responsibilities. He shall remain accountable for achievement of financial
and other business targets by means of business plan, efficient
implementation thereof and prudent administrative and financial
management.
(b) The CEO shall ensure compliance of the Bank Companies Act, 1991
and/or other relevant laws and regulations in discharge of routine
functions of the Bank.
(c) The CEO shall report to Bangladesh Bank of issues violation of the
Bank Companies Act, 1991 or of other laws/regulations and, if required,
may apprise the Board post facto.
(d) The recruitment and promotion of all staff of the Bank except those in
the two tiers below him shall rest on the CEO. He shall act in such cases
in accordance with the approved Service Rules on the basis of the human
resources policy and sanctioned strength of employees as approved by
the Board. The Board or the chairman of any committee of the Board or
any Director shall not get involved or interfere into such affairs. The
authority relating to transfer of and disciplinary measures against the
staff, except those at one tier below the CEO, shall rest on him, which he
shall apply in accordance with the approved Service Rules. Besides, under
the purview of the human resources policy as approved by the Board, he
shall nominate officers for training etc.