Professional Documents
Culture Documents
INTERNSHIP Report
On
-Dear Sir,
I would like to thank you for giving me the opportunity of doing this assignment on this subject
to prepare the Report. This task has been given me the opportunity to explore one of the most
important aspect of the Dutch-Bangla Bank which is known as Operation Evaluation & Risk
Management.
The report contains a comprehensive study on the overall Dutch-Bangla Bank Limited. It was a
great pleasure for me to have the opportunity to work on the above-mentioned subject. I have
endeavored my best to come out with a good one.
Please feel free to contact me if you have any queries. Required contact address has been
included at the very last page of this report. I would be very happy to provide you with any
clarification regarding the report.
Thank you,
Sincerely yours,
Parsa Sanjana
B.B.A 1st( Finance & Accounting ; 2nd Human Resource Management)
ID: 05-05896-2
The report titled, as Performance Measurement of Dutch-Bangla Bank limited- has been
prepared to fulfill the requirements of BBA degree. I am very much fortunate that I have
received almost and sincere guidance, supervision and co-operation from various persons
while preparing this report.
Many people have responsible in making this report. First of all, I would like to thank my
academic Supervisor of the of the internship report Mr. Kamrul Bari, Professor, BBA Dept l,
American International University Bangladesh (AIUB) for giving me the opportunity to prepare
this report & effortful supervision. He also provided me some important advice and guidance for
preparing such type of new idea based report. Without his help this report could not have been
a comprehensive one.
Secondly, I am also indebted to thank all the employees of Dutch -Bangla Bank Limited-
Banani Branch. specially Md Ahteshamul Haque Khan (Vice President & Manager of banana
Branch), Md. Forhad Hossain Khan (AVP and operational incharge Banani Br.), Ms. Mobayana
Mahjabeen shirin(First Assistant Vice President ) Mst. Shahida Khatun (Senior Officer) Mr.
Moshiur Rahman (Senior Executive Officer), Md. Mazharul Islam (officer ), Ms Rashida Khatun
(Officer), Md Fazle Rabbi ( Officer), and other employees who helped me and given me
their valuable time and energy in every step of the preparation of this report. They also
provides me some information and sources of that information
Moreover, as I browsed through the internet getting the information. So, I thanked modern
technology for making information available for us and make our life so easier as well as
provide as much as information as one needs.
I am grateful to all those people who have at least minimum effort and contribution to complete
report. I feel so much lucky to get their co-operation.
DBBL was established to provide all types of banking facilities and financial assistance to
accelerate the pace the development of Bangladesh thats why the bank extends its financial
assistance to all industrial sectors as well as small/micro and medium enterprises. The lending
criteria and pricing of lending instruments are combined/joined carefully; so that it can be
profitable enough. Besides these, to be a profitable firm, DBBL has made so far efficient use of
the deposit and has the classified rates under control. The Bank disburses loan in different
form. It varies in purpose wise, mode wise and sector wise.
The Export Import & credit appraisal system is no hard and fast procedure of managing credit,
yet is should follow the instructions of the Bangladesh Bank, Central Bank of Bangladesh and
the Circular of Head Office from time to tome. The first step of credit proceedings is the request
for credit from the clients. Then scrutinizing and collection of information from primary and
Since inception, DBBL tried to enrich economic and social indicators of the society by way of
reducing poverty, giving standard health care service, proper nutrition, and ensuring
environment friendly society for the present and future generations. In order to discharge its
corporate social responsibilities in a wider perspective the Bank increased its contribution to
Dutch-Bangla Bank Foundation (DBBF). DBBL has made a great success in the Banking
sector for its outstanding performance since inception. As per Bangladesh Bank rating it
possesses top position among all the 3rd Generation Banks and a remarkable position among
all Private Commercial Banks.
2.0 Chapter 2
AN OVERVIEW OF DBBL 06-35
2.1 Historical Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-14
2.1.2 Latest news of DBBL 15-39
2.2 Profile At A Glance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Mission & Vision 41
2.3 Organizational Structure. 42
2.3.1 Board of Directors (Names) . . . . . . . . . . . . . . . . . . . . . . . . 43
2.3.2 Management. . 44
2.3.3 Committees & Responsibilities. . . . . . . . . . . . . . . . . . . . . . 45-46
2.4 Resources and Capabilities 47
2.4.1 Physical Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47-48
2.4.2 Technological Resources. 49-50
2.4.3 Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51-52
2.5 Monetary/Financial Resources 53
2.5.1 Deposits . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 53
2.5.2 Loans & Advances... 54
2.6 Field of Operations & Divisions.. 55
2.7 Financial Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 - 61
2.8 Corporate Philanthropy: CSR activities 62 - 65
3.0 CHAPTER 3
CUSTOMER SERVICES OF DBBL 36-50
3.1 Products and Services. 66
3.1.1 Deposit Scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66-67
3.1.2 Loan Products 67-68
TABLE OF CONTENTS
CHAPTER 4
PAGE NO.
4.1 Financial Ratios 78 84
5.0 CHAPTER 5
5.1 Recommendation & Conclusion 85 89
SWOT Analysis
Strengths & Weaknesses. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Opportunities & Threats
Recommendation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.0 CHAPTER 6
Bibliography 90
7.0 Chapter 7
APPENDIX 91 - 92
Chapter 1
Introduction
Objectives:
Sources of Information:
Methodology
The study requires a systematic procedure from selection of the topic
to final report preparation. To perform the study data sources are to
be identified and collected, they are to be classified, analyzed,
interpreted and presented in a systematic manner and key points are
to be found out. This overall process of methodology is given in the
following page in the form of flowchart that has been followed in the
study.
A. Selection of the topic: The topic selected for the study was
assigned by me with the help of my supervisor. Then I
communicated with DBBLs officials about the topic and the way
they can help me by providing the related information.
B. Identifying data sources: Essential data sources both primary
and secondary are identified which will be needed to complete
Chapter 2
Historical Background
Introduction:
Dutch-Bangla Bank Limited (the Bank) is a scheduled commercial bank. The Bank, DBBL) is a
scheduled joint venture commercial bank between local Bangladeshi parties spearheaded by
M. Sahabuddin Ahmed (Founder & Chairman) and the Dutch company FMO. The Bank was
established under the Bank Companies Act 1991 and incorporated as a public limited company
on July 23, 1995 under the Companies Act 1994 in Bangladesh with the primary objective to
carry on all kinds of banking business in Bangladesh. The Bank is listed with Dhaka Stock
Exchange (DSE) Limited and Chittagong Stock Exchange (CSE) Limited. Dutch-Bangla Bank
Limited - a Bangladesh European private joint venture scheduled commercial bank
commenced formal operation from June 3, 1996. The head office of the Bank is located at
Senakalyan Bhaban (4th floor), 195, Motijheel C/A, Dhaka, Bangladesh. The Bank commenced
its banking business with one branch on 4 July 1996. Over the years, DBBL has been
increasing its service coverage through setting up branches at different strategically important
areas of the country.
After instability and frequent management changes in its initial years, DBBL overcame these
obstacles to establish itself as a market leader. It has grown its reputation through social work
rather than profits. The bank's conservative nature, long-term strategies, hefty social donations
and technology investments have always led to modest but steady profits.
Due to investor confidence, DBBL share prices have steadily climbed in value. In January
2008, DBBL share prices reached Tk. 9,450 .00 in the Dhaka Stock Exchange, setting the
record for the highest stock price in the history of Bangladesh. It is also one of the few banks
Dutch Bangla Bank is the first and only local bank in Bangladesh to have an automated
banking system. The bank has spent over Tk. 1 Billion in automation upgrades (first bank in
Bangladesh to do so). This automation took place in 2003 whereby services of the bank were
available uniformly though any branch, ATM and internet. Banking was a paper based until
DBBL, with its wide local network, delivered banking automation and modern banking services
to the masses. This effectively introduced the 'plastic money' concept into the Bangladeshi
society.
The ATM count stood at 140 eclipsing other networks by a large margin. This rapid increase in
DBBL's ATM network has led the majority of other banks to sign sharing agreements instead of
pursuing their own ATM network. In 2006, Dutch Bangla Bank ventured into the realm of
personal credit by offering automatic credit facilities to its Debit card (DBBL Nexus) holders. It
also continued expanding its ATM network with the intension of installing more than 400
machines.
In 2007 the bank entered a strategic alliance with Citybank NA, where both parties will provide
retail banking services of DBBL for its employees and owners of Citibank corporate customers
in Bangladesh. In the same year DBBL became the first bank in Bangladesh to offer SMS
Banking services.
DBBL maintained a proprietary policy on its ATM network until 2007. This was changed when
DBBL and Standard Chartered Bank (SCB) signed an agreement that will let SCB use DBBL's
ATM network. Thus ending the unhealthy competition between the organizations. This sharing
invitation was extended to all other banks shortly after. Number of DBBL ATMs eclipsed the
200 mark.
Dutch-Bangla Bank Limited (DBBL) signed two agreements with Coats Bangladesh
Limited on December 06, 2009 at a simple ceremony held at the Head Office of Coats
Bangladesh Limited. Mr. Bishnu Pada Saha, Management Accounting Manager and Mr.
Khaled Masud Iqbal, Operations HR Manager of Coats Bangladesh Limited and Mr. Mir
Mominul Huq, Head of Retail Banking Division and Mr. Md. Mohi Uddin, Head of Alternative
Delivery Channel of DBBL signed the agreements on behalf of their respective organizations.
..
DBBL has opened its 77th Branch at BSCIC
Dutch-Bangla Bank Limited has opened its 77th Branch at BSCIC (Plot #
A55,Block-A, BSCIC Industrial Area, Sasongaon, Anayetnagar, Fatullah,
Narayangonj) on Noverber 22, 2009. Like the other DBBL branch network, this
branch also provides Truly On-line Banking facilities to the clients from the opening
day of the branch. Mr. Md. Yeasin Ali,Managing Director of the Bank formally
inaugurated the Branch.
.
DBBL has opened its 76th Branch at Bhulta
Dutch-Bangla Bank Limited has opened its 76th Branch at Bhulta (Hazi Abdul Haque Super
Market, Bhulta, Rupganj, Narayangonj) on Noverber 15, 2009. Like the other DBBL branch
network, this branch also provides Truly On-line Banking facilities to the clients from the
opening day of the branch. Mr. Md. Yeasin Ali,Managing Director of the Bank formally
inaugurated the Branch. Dutch-Bangla Bank Limited has opened it’s 76th Branch at
Bhulta (Hazi Abdul Haque Super Market, Bhulta, Rupganj.
Dutch-Bangla Bank Limited has incorporated itself in Automated Clearing House. Dr. Atiur
Rahman the Governor of Bangladesh Bank and Mr. Sayem Ahmed the Chairman of Executive
Committee of the Board of Directors of Dutch-Bangla Bank formally inaugurated the operation
of Automated Clearing House on November 8, 2009 through a video conference. It is
mentionable that Dutch-Bangla Bank is the first private commercial bank to be incorporated in
Automated Clearing House from the first day (November 8, 2009) of the system.
Dutch-Bangla Bank Limited has been adjudged as the 2nd Runner-up of SAFA Best
Presented Accounts Award in the Banking Category for the year 2008 based on published
Annual Reports of entries from South Asian Countries by South Asian Federation of
Accountants (SAFA), an Apex Body of the accountancy profession in the SAARC region. Mr.
Khan Tariqul Islam, Chief Financial Officer received the award for 2nd Runner-up on behalf of
Dutch-Bangla Bank Limited from Mr. Abul Maal Abdul Muhith MP, Honorable Minister for
Finance who graced the occasion as the Chief Guest.
..
Citibank, N.A. Bangladesh signed Correspondent Banking Agreement with Dutch-Bangla Bank
Limited (DBBL) in a simple ceremony held at the Citibank, N.A. Bangladesh Head Office, 109
Gulshan Avenue, Dhaka on October 29, 2009. Mr. Md. Yeasin Ali, Managing Director of DBBL
and Mr. Mamun Rashid, Managing Director and Citigroup Country Officer-Bangladesh signed
the agreement on behalf of their respective organizations. Mr. Mir Mominul Huq, SAVP & Head
of Retail Banking Division of DBBL and other senior officials from both the organizations were
also present on this occasion.
Dutch-Bangla Bank Limited has achieved 1st position in the private banking category of ICMAB
Best Corporate Performance Award-2008. The Award is the testimony of transparency,
accountability, good corporate governance and the soundness of the bank. The Institute of
Cost and Management Accountants of Bangladesh (ICMAB) organized the prize giving
ceremony on October 24, 2009 at Bangabandhu International Conference Centre. Mr. Khan
Tariqul Islam, Chief Financial Officer received the award as the best bank on behalf of Dutch-
Bangla Bank Limited. Mr. Md. Yeasin Ali, Managing Director, Mr. K. Shamshi Tabrez, Deputy
Managing Director (Operation) and Mr.Abul.
Dutch-Bangla Bank Limited (DBBL) signed an agreement with Novartis (Bangladesh) Limited
on October 19, 2009. Mr. Ashfaque ur Rahman, Managing Director of Noverties (Bangladesh)
Limited and Mr. Md. Yeasin Ali, Managing Director of DBBL signed the agreement on behalf of
their respective organizations. Mr. Abdur Rashid Khan, Director, Finance & Administration of
Noverties (Bangladesh) Limited, Mr. Abul Kashem Md. Shirin, Deputy Managing Director
(Administration) of DBBL & Mr. Mir Mominul Huq, Head of Retail Banking Division of the bank
were also present at the signing ceremony.
DBBL installs ATM booth at the premises of Mutual Trust Bank Ltd.
Dutch-Bangla Bank Limited (DBBL) and
Mutual Trust Bank Limited (MTB) have
jointly signed an agreement for
installation of Co-Branded ATM booths
at the branch premises of Mutual Trust
Bank Limited in a simple ceremony held
at the Head Office of MTBL on February
25, 2008. Mr. Kazi Md. Shafiqur
Rahman, Managing Director of Mutual
Trust Bank Limited and Mr. Md. Yeasin
Ali, Managing Director of Dutch-Bangia
Bank Limited signed the agreement on
behalf of their respective institutions. Mr.
AHM Nazmul Quadir, Additional
Managing Director, Mr. K. S. Tabrez,
Deputy Managing Director (Operation),
Mr. Abul Kashem Md. Shirin, Deputy
Managing Director (Administration) of
DBBL, Mr. Quamrul Islam Chowdhury,
Deputy Managing Director, Mr. A. K. M.
Shameem, Executive Vice President
and Mr. Md. Nurul Islam, Executive Vice
President of MTB and other senior
executives of both the institutions were
also present in the signing ceremony.
Dutch-Bangla Bank Limited (DBBL) has signed ATM sharing agreement with First Security
Bank Limited at a simple ceremony held in the Head Office of DBBL on February 14, 2008.
Under this agreement, customers of First Security Bank limited will be able to withdraw money
and get other services from the DBBL's ATM network, use DBBL's POS network for payment of
their shopping/dining bills at shops and restaurants. DBBL will also provide card
personalization (card encoding & embossing) and transaction pre-authorization services to the
First Security Bank Limited.
Mr. A. A. M. Zakaria, Managing Director of First Security Bank Limited and Mr. Md. Yeasin AIi,
Managing Director of Dutch-Bangia Bank Limited signed the agreement on behalf of their
respective Banks. Mr. Shafiqul Alam, Deputy Managing Director and Mr. Jiban Chandra Das,
Vice President, Mr. Kazi Md. Aman Ullah, Vice President of First Security Bank Limited and
executives of both the institutions were present at the signing ceremony.
DBBL and City Bank Limited sign an agreement for sharing ATM Network
Dutch-Bangla Bank Limited (DBBL) has
signed ATM sharing agreement with The
City Bank Limited at a simple ceremony
held in the Head Office of DBBL on
January 31, 2008. Mr. K. Mahmud
Sattar, Managing Director of The City
Bank Limited and Mr. Md. Yeasin Ali,
Managing Director of Dutch-Bangia
Bank Limited signed the agreement on
DBBL and Southeast Bank Limited sign an agreement for sharing ATM Network
Dutch-Bangla Bank Limited (DBBL),
Southeast Bank Limited (SEBL) and
Bangladesh Electronic Payment
Systems Ltd. (BEPS) sign an
agreement for sharing ATM/POS
Network. Md. Yeasin Ali, Managing
Director of Dutch-Bangla Bank
Limited (DBBL), Neaz Ahmed,
Managing Director of Southeast
Bank Limited (SEBL) and Maruf
Alam, Chief Operating Officer of
Bangladesh Electronic Payment
Systems Ltd. (BEPS) signed the
agreement on behalf of their
respective organizations. A. H. M.
Nazmul Quadir, Additional
Managing Director of DBBL, K. S.
Tabrez, Deputy Managing Director
(Administration) of DBBL, Ghulam
Kabir, Deputy Managing Director
(Operation) of DBBL, Abul Kashem
Md. Shirin, Senior Executive Vice
President & Head of Information
Technology of DBBL, Moyen Uddin
Ahmed, Executive Vice President &
Head of Card of DBBL, Deputy
Managing Director of SEBL, Md.
Abdul Wali, Senior Vice President &
Head of card of SEBL, Saiful Alam,
Chief Technical Officer of BEPS and
DBBL and Prime Bank sign an agreement for sharing ATM Network
Dutch-Bangla Bank Limited (DBBL)
and Prime Bank Limited (PBL) sign
an agreement for sharing
ATM/POS Network. Md. Yeasin Ali,
Managing Director of Dutch-Bangla
Bank Limited, M. Shahjahan
Bhuiyan, Managing Director of
Prime Bank Limited signed the
agreement on behalf of their
respective organizations. A. H. M.
Nazmul Quadir, Additional
Managing Director of DBBL, K. S.
Tabrez, Deputy Managing Director
(Administration) of DBBL, Ghulam
Kabir, Deputy Managing Director
(Operation) of DBBL, Abul Kashem
Md. Shirin, Senior Executive Vice
President & Head of Information
Technology of DBBL, Moyen Uddin
Ahmed, Executive Vice President &
Head of Card of DBBL, Nasiruddin
DBBL and Commercial Bank of Ceylon sign an agreement for sharing ATM
Network
DBBL and NCC Bank sign an agreement for sharing ATM Network
Dutch-Bangla Bank Limited,
National Credit and Commerce
Bank Limited (NCCBL) and
Bangladesh Electronic Payment
Systems Ltd. (BEPS) sign an
agreement for sharing ATM/POS
Network. Md. Yeasin Ali, Managing
Director of Dutch-Bangla Bank
Limited, Md. Nurul Amin, Managing
Director of National Credit and
Commerce Bank Limited (NCCBL)
and Maruf Alam, Chief Operating
Officer of Bangladesh Electronic
Payment Systems Ltd. (BEPS)
signed the agreement on behalf of
their respective organizations. K. S.
Tabrez, Deputy Managing Director
(Administration) of DBBL, Ghulam
Kabir, Deputy Managing Director
(Operation) of DBBL, Abul Kashem
Md. Shirin, Senior Executive Vice
President & Head of Information
DBBL has signed ATM sharing agreement with Mutual Trust Bank
Dutch-Bangla Bank Limited (DBBL)
has signed ATM sharing agreement
with Mutual Trust Bank Limited
(MTBL) at the Head Office of MTB on
December 04, 2006. Mr. Md. Yeasin
Ali, Managing Director of Dutch-
Bangla Bank Limited and Mr.
Mosharraf Hossain, Managing
Director of Mutual Trust Bank Limited
signed the agreement on behalf of
their respective organizations. Mr.
AHM Nazmul Quadir, Additional
Managing Director, Mr. Abul Hashem
Khan, Deputy Managing Director
(Operation), Mr. K. S. Tabrez,
Deputy Managing Director
(Administration) of Dutch-BangIa
Bank Limited, Mr. Quamrul Islam
Chowdhury, Senior Executive Vice
President, Mr. A. K. M. Shameem,
Executive Vice President of Mutual
Trust Bank Limited and other Senior
Executives of both the organizations
Logo:
2.3.1 Board of Directors: There are six Board of Directors in the Dutch-Bangla Bank Limited.
The main factor is that, all of these board of directors are higher educated and experienced
enough that generated from different public and private sectors. In the following, I mentioned
their names as well as their recognitions.
Managing Mr. Md. Yeasin Ali, Ex-Officio Director of DBBL, held the
Director position of Managing Director of Rajshahi Krishi Unnayan Bank,
Rupali Bank, Bangladesh Shilpa, Krishi Bank and Agrani Bank.
Management Setup:
Name Designation Division
Mr. Md. Yeasin Ali Managing Director
Mr. A. H. M. Nazmul Quadir Additional Managing Director
Deputy Managing Director
Mr.K. Shamsi Tabrez
(Operation)
Deputy Managing Director
Mr. Abul Kashem Md. Shirin
(Administration)
Mr. Muhammad Shahidul Senior Executive Vice
Credit Division
Islam President
Senior Executive Vice
Mr. Khan Tariqul Islam Accounts Division
President
Mr. Khan Tariqul Islam Company Secretary Board Secretariat
Mr. Moyen Uddin Ahmed Executive Vice President Card Division
Marketing & Development
Mr. A. K. M. Shah Alam Senior Vice President
Division
Mr. A. K. M. Shah Alam Senior Vice President Treasury Division (Front Office)
Mr. Abul Munim Khan Senior Vice President Corporate Banking Division
Credit Monitoring & Recovery
Mr. Iqbal Amin Senior Vice President
Division
Mr. Iqbal Amin Senior Vice President Credit Administration Division
Mr. Md. Shams-uddin Ahmed Senior Vice President Human Resource Division
Mr. Md. Shams-uddin Ahmed Senior Vice President General Service Division
Internal Control & Compliance
Mr. Md. Harun Azad Senior Vice President
Division
S.M. Jahangir Akhter Vice President Information Technology Division
Mr. Md. Kamruzzaman Vice President Retail Banking Division
Mr. Hossain Akhtar International Division (Treasury
Vice President
Chowdhury Back Office)
Other Other Other
Department/Section/Wing Department/Section/Wing Department/Section/Wing
Senior Executive Vice Chief Anti Money Laundering
Mr. Khan Tariqul Islam
President Compliance Unit
The Board and its Committees are responsible for ensuring the following:
Dutch-Bangla Bank Limited is a well prepared to and capable of meeting the demand for a
broad range of banking services .It has got adequate resources, both human and physical, to
provide the customers with the best possible services.
2.4.1 Physical Resources: A great deal of investment for developing the physical resource
base of the Bank has been made. DBBL has its presence in all the major industrial and
commercial hubs of Bangladesh in order to cater to the needs of industry and trade. At present,
there are thirty nine (39) conveniently located branches in all over Bangladesh. There are
nineteen(19) branches in the capital city Dhaka, five (5) in Chittagong, and four (4) in
Narayanganj, three (3) in Sylhet , two(2) in Gazipur, and one (1) each in Norshingdi, Rajshahi,
Bogra, Khulna, Barisal and Moulovibazhar. These branches actually make it available to the
customers and clients to get the financial services. The management of DBBLs commitment to
the customers is the number of branches will establish in other areas, territory and regions.
Branch Network of Bangladesh:
DHAKA Branches
CHITTAGONG ,,
NARAYANGANJ
SYLHET
GAZIPUR
NORSHINNGDI,
RAJSHAHI,
BOGRA,
KHULNA, 01 (one) Branch in Each
BARISAL, till date.
MOULOVIBAZHAR
Expansion of Branches:
The board opened 11 new branches in 2006 to have 39 branches at the end of the year.
Another 10 branches opened in 2007 and till today [2009 ] DBBL has been able to open 77 to
expand the branch and distribution network. These will bring up-to-date banking services to our
existing and potential customers and at the same time increase our resource position and
Global banking has changed rapidly and DBBL as worked hard to adapt to these
changes.
The banks main manifest during force for the banks progress as an institution par
excellence to customer satisfaction.
Fully computerized accounts maintenance.
Well decorated and air conditioned facilities.
To pay a vital role in human development and employment generation.
A fully operational computer network which is currently being implemented .The work
of Local Area Network (LAN) and Wide Area Network (WAN) installation having
reliable and secured communication between the branches and the Head Office is in
progress to facilitate Any Branch Banking and ATM Services.
Money counting & Money checking machine making cash transactions easy, security
and prompt.
The bank looks forward with excitement and a commitment to bring greater benefits to
customers.
A group of professional bankers to render personalized services.
DBBL dedicated their service to the nation through active financial participation in all
segments of economy, small Industries, trade, commerce and service sector etc.
DBBL keeping pace with the changing environment.
Private Security at outside and Close Circuit Camera (CC TV) inside the bank assures
the customers about their assets security.
The company is fully aware of the confidentiality and security of the customers personal and
accounts information stored into IT or computer system. The confidentiality and security of the
customers is achieved by establishing four layers of security- at application, network, database
and operating system levels.
DBBLs focus & strategy is concentrate on business growth, better and faster customer service,
expansion of branch, IT and ATM network, offering a range of card services and
strengthening overall risk management and corporate governance system. Five hundred fifty
(550) ATMs were installed till 2009 to provide online banking services to a wider range of
customers that was supported by increased investment in up gradation of online banking
software and infrastructure. Two kinds of debit cards, VISA Electron & Plus Cards were
introduced in 2006 and new personnel were recruited to support the business growth and
expansion of network and to provide personalized services to customers. All the POS terminals
and ATMs are controlled by the world famous, secured and robust switching software-
IST/Switch of Oasis Technology Limited, Canada.
The strength in technology of DBBL facilitates the bank to provide some unique and rare
facilities and services to its customers.
DBBL Maestro/Cirrus can be used both locally and internationally in ATM and
POS terminals.
DBBL-NEXUS and DBBL-Maestro/Cirrus cards are linked directly to the
customers own account, enabling payment of bills and cash withdrawal
debiting the account and crediting Merchants account instantly.
Transaction of every DBBL-NEXUS and DBBL-Maestro/Cirrus card is secured
by authentication through PIN (Personal Identification Number) pad with the
POS terminals.
All the customers living home and abroad, will enjoy 24 hours non stop services
through a strong and reliable IT infrastructure of DBBL.
DBBL has the largest and modern Data Corner in the country. This Data Corner is
equipped with IBMs multi-processor (p-series) clustered servers and world famous
Riello UPS of Italy.
DBBL has set-up first online DRS (Disaster Recovery Site) to safe- guard the
customers interest in any sort of disastrous situation. A set of servers and UPS
identical to the Data Center is installed at DRS. In case of Data Center is destroyed for
any reason, the DRS will take over the control of branches, ATMs and POS terminals
and internet banking.
Human Resources:
In support of its strategy, Dutch-Bangla Bank Limited focuses on attracting, developing and
motivating the very best individuals and on encouraging talent internally. DBBL continues to
endeavor to ensure that employees' engagement with the business is maximized as this is
Development & Training: On the other hand, DBBL attaches utmost importance to the
development of its employees through continuous training. DBBL imparted training to 200
officers in 05 different courses during 2008. The training program was organized by their
training institute. They also nominated 75 officers to undergo different training
programs/courses organized by different organizations like BIBM, Bangladesh Bank Training
Academy and other similar organizations. In addition, 15 executives were sent abroad for
overseas training and workshop.
In addition, to strive hard for winning the challenges in a fiercely competitive market, the
management has been constantly pursuing the following areas:
To attract the retain best professional in the industry
Job evaluation, job enrichment, performance target, performance evaluation and
performance based compensation and incentives.
Evaluating the training need on individual employees including training need for
introducing new products, services and technology.
Arranging high quality training at home and abroad so that DBBL executives can have
competitive advantage in the market.
Encouraging its employees to develop and broaden existing knowledge and skills and t
acquire new skills and expertise.
Deposits.
Loans and Advances
Deposits: Deposit is the mainstay for DBBLs sources of funds. The following includes the
usual types of deposits of the Bank:
Current Deposits:
Different group of industrial customers as well as individuals are encouraged
to open current deposit account. The products or a service provided by the
bank is different for individual and commercial customers.
Term Deposit-
DBBL offering various types of term deposits to its clients. Different
types of term deposits are mentioned below with their maturity time
period.
MONTHLY TERM DEPOSIT
TERM DEPOSIT 3 MONTH
TERM DEPOSIT 6 MONTHS
TERM DEPOSIT 12 MONTHS
Deposits Analysis: The deposit grew by Taka 12,870.43 million (47.25 %) in 2008 from Taka
27,241.11 million to Taka 40,111.54 million. Deposit mix remained almost same; as a result,
cost free or low cost deposits remained 27.80% of total deposit at the end of 2006. In line with
prevailing market condition, weighted average cost of fund increased to 8.80% from 7.48 % in
2005.
Loans & Advances Analysis: Loans and advances stood at Taka 28,325.34 million at the end
of 2008 registering a growth rate of 39.19% from 2007. The Bank continued to increase lending
business with tested clients and offer lower rate to its prime clients. At the same time efforts
were made to do business with new clients with good potentials to have a diversified client
base and portfolio distributed across the sectors to reduce client specific and industry specific
DBBL, being one of the best financial intermediaries in the country, blended its operations in
conventional banking, Islamic banking and investment banking. The blending has been done
with the objective of diversifying the operations for catering to the needs of the customers of the
different strata of the society from one viewpoint and for having sustainable growth in
profitability and business with the least possible risk. The banks operations were diversified
into the following areas of activities as a dynamic financial intermediary.
In order to carry out the above operations DBBL has set up the following divisions, departments
and units in its Head Office:
1. Credit Operation & Management Unit
a. Corporate/Relationship Operation Department
b. Credit Risk Management Department
c. Credit Administration department
d. Credit Monitoring and Recovery Department
e. Export Finance Division
f. Small & Medium Enterprise (SME) Credit Cell
g. Structured Financing Unit
2. International Division
3. Treasury Division
4. Leasing Unit
For facilitating operations by the above mentioned divisions the bank has established the
following divisions to provide support and internal services:
FINANCIAL HIGHLIGHTS
Profit Statistics
60000
50000
40000
30000
Total asseet
20000
10000
0
2004 2005 2006 2007 2008
Here In this Revenue chart, we can see the estimated total revenue of last 1- 5 years (2004,
2005, 2006, 2007, 2008 ). Total revebue came from Interest Income, commisision Income ,
Investment Income and some Other income.
We can see the highest interest income has been earned in the year of 2008 which was more
than Tk. 5 million .
The Revenue from commission and exchange Income , Investment Income as well as Other
Income was also increased accordingly from the year of 2004 to 2008. And in 2008 is the year
when Dutch-Bangla Bank Limited earned the highest amount of revenue compared to previous
years. So we can say , after measuring the performance of total revenue Dutch-Bangla Bank
Limited is gradually increasing.
Total Expense :
This chart provides us with the data of mearusing the total Expense of the years 2004 , 2005 , 2006,
2007, 2008 which is represented by series 1 -5 that, in the beginning years of our measurement which
is 2004. This is the year of the highest expenses that Dutch-Bangla Bank Limited has ever experienced.
On the following years these rate of expenses have slowed down and in 2008 , the amount of
expses showed to be the minimum among the period five years of our measurement.
To give, provide and I or render monetary and / or other help and assistance for the
relief of persons and animals affected by natural and other calamities such as flood,
fire, famine, cyclone, earth-quake, storm, accident, pestilence, drought, epidemic, etc.
To open, found, establish, promote, set-up, run, maintain, assist, finance, support and /
or aid or help in the setting up and / or maintaining and / or running institutions, centre,
International Mathematical
Participants across the country Tk. 6.25 Lac.
Olympiad-2006
Donation for rains lashed down victims of devastating landslides in Chittagong Tk. 25.00 lac
Donated 130 bundles of GCI sheets the homeless people affected by river-erosion Tk. 5.60 lac
Tk.4 crore for setting up a modem cancer hospital to Ahsania Mission Cancer
Society.
Tk.1 crore for setting up a modern cancer hospital to Bangladesh Cancer Society
Tk.1.20 crore for setting up a pediatric hospital to provide service to low income
people whose 30% will be free and rest will be at low cost
Tk.40, 000,000.00 (Taka forty million) to Dhaka Ahsania Mission to set up a Ahsania
Mission Cancer Hospital.
Tk.9,000,000.00 (Taka Nine million) to Kidney Foundation to setup two operation
theatres and a kidney transplantation ICU with a view to provide low cost services to
poor kidney patients.
TK.1, 500,000.00(Taka one million five hundred thousand) to Rotary Club of
Metropolitan, Dhaka to help the disadvantaged children with hearing impairment.
Tk.500, 000.00 (Taka Five hundred thousand) to Md. Atiqur Rahman Hridoy, a
meritorious student of BUET who has been suffering from Blood Cancer.
Tk.350, 000.00 (Taka Three hundred Fifty Thousand) donated for sinking 25 shallow
tube wells in 25 spots of Angorpota Dahagram enclaves.
Tk.180, 000.00 (Taka One hundred Eighty Thousand) to Nirapad Sarak Chai for
helping 12 families, victims of road accidents.
Tk.100, 000.00 (Taka One hundred thousand) to Street Children Partner
Bangladesh to develop the condition of street children.
Tk.100, 000.00 (Taka One hundred thousand) to EKMATTRA for making a short
length feature film named "Je Shohor Chorabali.
DBBL Recognition:
Dutch-Bangla Bank Limited has been again nominated for the Asian CSR Awards 2006. DBBL
has decided to participate in the category of:
A. EDN- Support and Improvement of Education.
B. POV- Poverty Alleviation.
C. Concern for Health.
There are several loan products offered by Dutch-Bangla Bank Ltd. The loan and advances is
mainly of two types, General Loan and Consumer Credit Scheme. The general loans includes
both industrial and individual loan. Popular loan products are briefly discussed below:
General Loan Schemes:
This type of loan is classified into individual and industrial loans. In case of industrial loan, there
are again four types, short-term loan, term loans, import finance and export finance. According
to the maturity, the loans can be classified as short-term, medium term and long term loan as
well.
Consumer Credit Scheme (CCS):
In order to provide financial assistance to the limited income group of people, this scheme is
beneficiary. The limited income group of people can raise their standard of living by accruing
domestic durable products, for example, TV, freezer, computer, motor vehicle etc. The amount
of credit determined in such a manner that the monthly installment does not exceed 50% of the
disposable income of the customer. Generally the time periods of this CCS loan are two years
times with an interest rate of 15%; but in cases it can be changed in the interest of the bank.
Lease Financing:
It is one of the convenient long-term sources of acquiring capital machinery and equipment,
where a client is given the opportunity to have a right to use an asset, for an agreed period of
time against the payment of rent. The major advantage it has is to use an asset without buying
it. It is suitable for the firms who want to acquire capital machine, equipment, automobiles, etc.
The lessee has to pay monthly rental in advance starting from the date of execution till the end
of lease term.
Hire Purchase:
Hire purchase is a type of installment credit under which the Hire Purchase agrees to take the
goods on hire at a stated rental, which is inclusive of the repayment of Principal as well as
interest for adjustment of the loan within a specified period.
General Line: Any other legitimate purposes which do not fall under the above specific lines.
DBBL Deposit Plus Scheme (DPS): This deposit scheme returns a handsome amount
through forced monthly savings without any cut in living style. Monthly savings can ranges
from BDT 5000 to 5,000 and the maturity value at least 3 years and can be up to 10 years.
DBBL Bochore Dergun Scheme (BDS): DBBL offers a unique savings scheme for its
customers. The scheme returns 1.5 times for the principle amount after 1 year through initial
deposit and monthly savings. BDS ranges from BDT 50,000 to BDT 5,000,000.
DBBL Pension Plus (PP): PP secures an individuals future life through a series of monthly
returns/pensions, against initial investment and monthly deposits/installment.
3.2.2. IT Products
Internet Banking
SMS & Alert Banking
Wide range of ATM & POS
Internet Banking: DBBL Internet Banking enables customer to access his/her personal or
business accounts anytime anywhere from home, office or when traveling. Internet Banking
gives customer the freedom to choose his/her own banking hours. It can save time, money
and effort. It's fast, easy, secure and best of all.
Account Details: The Customer can choose a particular account and see the account
details including unclear fund, limit, interest accrued etc.
Account Activity: The customer can see or print his transaction activity in a given
account for a particular period.
Transfer Funds: The customer can transfer funds from one of his accounts to another
of his accounts within the bank.
3rd Party Transfer: The customer can transfer funds from one of his accounts to another
customers account within the bank.
Pay Bills: The customer can pay his utility bill (like Electricity, WASA, GAS,
Telephone, Mobile, ISP etc.)
Standing Instructions: The customer can setup, modify or delete standing instructions for
transferring fund from one of his account to another account (his account or 3rd party).
Open/Modify TD: The customer can open a term deposit by transferring funds from one
of his current or savings accounts with the bank. He can also modify the TD and redeem /
part-redeem it.
Statement Request: The customer can make a request for account statement for a
required period. The bank will manually service this request.
Cheque Book Request: The customer can make a request for a Cheque book.
Cheque Status Inquiry: The customer can choose an account and enter the Cheque
number for which the status should be viewed.
Stop Payment Cheque: The customer can mark his Cheque leaf as stop payment.
Interest Rate Inquiry: The customer can query on the interest rates on CASA & Term
Deposit Products.
Foreign Exchange Rate Inquiry: The customer can query on the Foreign Exchange (FX)
Rates using this function.
Refill Pre-Paid Card: The customer can buy a refill number for his pre-paid mobile phone or
ISP link.
Change Password: The customer can change his Internet Banking Password using this
function.
Login ID of internet banking is mapped with the Customer ID, so there is no change to
get other account with his Login ID.
Transaction Limit has been set with each Login ID. So customer can do daily certain
amount of transaction which has been specified in the account product.
Customers Login ID of the Internet Banking and his password will be printed in
security PIN mailer and sent to the customer, so that he could only access his account
with proper authentication.
SMS Banking: This is a unique service provide by the bank. By sending SMS from customers
mobile/cellular phone, clients can easily get the following facilities and information:
PIN Changing
Balance Inquiry
Statement Inquiry
Post-paid bill payment (own as well as third party)
Refill of Pre-paid Mobile
Alert Banking: Alert banking is also a telecommunication based service that is facilitate the
customers to know if there are any amount of money debited or credited from his/her account
and the monthly balance.
Debit alert
- Auto alert to the customers mobile when his/her account is debited for an
account more than his/her specified amount.
Credit alert
- Auto alert to the customers mobile when his/her account is credited for an
account more than his/her specified amount.
Periodic alert
-Month-end alert informing month-end balance.
DBBL will provide the customer with temporary PIN for SMS Banking in the first
instance.
The customer will provide the PIN selected act as User's authorized signature.
As a safety measure, a customer should immediately change PIN upon receiving from
DBBL. User is requested to change his/her PIN frequently thereafter as far as
possible.
User is responsible for maintaining the confidentially of Customers PIN. User should
agree that he/she will not under any circumstances disclose his/her PIN to anyone,
If User forgets the SMS Banking PIN, he/she has to request for issue of a new PIN by
sending a written request to DBBL.
DBBL maintains its own network and automation without the involvement/assistance of any
third party companies DBBL has over 208 ATM's installed all over Bangladesh, making it the
largest network by a large margin. Banks that have signed agreements to use DBBL's ATM
network (as of 24 September 2007):
DBBL focus on the growth, better and faster customer service, expansion of branches, IT
and ATM & POS network also to facilitate its customers. The company installed totaled 130
ATMs and nearly 1000 POS terminals at the end of the 2006.
Automated Teller Machines: ATMs installed in all necessary areas, districts and divisions
in the whole country. The regions are Dhaka, Savar, Gazipur, Tangail, Narayangonj
Narsingdi, Chittagong, Khulna ,Sylhet, Moulvibazar, Bogra, Barisal, Rajshahi, Comilla
,Feni, Cox's Bazar.
Point of Sale Terminals: All the POS terminals are set-up on the metropolitan city and the
major areas are- Gulshan, Banani, Uttara, Dhanmondi, Elephant Road/ Hatirpul /
Panthapath / K.Bazar Shantinagar / Baily Road, Moghbazar/Mouchak/Palton, Mirpur /
Kafrul Baitul Mukaram / Stadium Market/ Bijoy Nagar, Others, Chittagonj Sylhet,
Remittance Department
The bank gives their customers the facility to remit funds from one place to another. The people who
are not customers can also enjoy this facility. In our country banks have a wide network of
branches all over the country and remit funds from one place to another through this network.
Accounts department:
This department records all kinds of transactions of the branch, confirming their accuracy and
preparing statements are the main function of this department. Now a day under computerized
banking system the job of accounts department became very easy. In computerized account
department of DBBL, the clean cash statement and supplementary statement on the computer
directly prepares party ledger vouchers. The accountant needs not to prepare these manually.
The functions of the accounts department can be divided into two parts:
Daily functions
Periodical functions
Cash Department:
The Cash department of a bank is one of the most sensitive departments. The responsibility of
the officers of this department is incredible. Two main functions of this department are:
To receive cash
To cash payment
Receiving cash is considered as a liability for the bank. The bank is liable to pay its clients,
whether he wants to with draw cash from his account. So cash is credited in the bank's general
account and debited in the client's account. On the other hand whenever cash is payment the
bank's general A/C is debited as it credited accordingly. All transaction of cash department is posted
in computer. There are checking machine in the cash departments to promote the function effectively.
Computer Department:
Computer is a very necessary part of branch banking activities. At present DBBL is using PC
software for their all daily transaction .Officers help customers in this section to post their
cheques, provide them bank statement, and give them different types of certificates as the
customers demand. They also provide them bank balance directly or over phone. Here officers
help their clients to get a track of all transactions as if they feel comfort.
Chapter 4
Financial Ratios indicating Banks financial performance:
Return on Equity: The return on equity (ROE) measure the return earned on the owner's
(Both preferred and common stockholders) investment in the firm. Generally higher this returns
the better for the owners. The return on equity is calculated as follows:
Comments: The minimum standard of ROE followed by leading companies is 15%. Here the
ROE for the year is above satisfactory. However, the use of debt lowers equity, and if equity is
lowered more than net income, ROE would increase.
Comment : The Deposit to Total Asset ratio is gradually getting higher & in the year of 2008 it
is the highest.
Return on Asset:
Return on Assets indicates the net return on total investment of the firm. From the above data
we can see that the return on asset is1.49 in 2008. Interest expense is actually lower the ROA
percentage. DBBL should increase ROA to generate more profit from total asset.
All financial ratios discussed above dictates the companys overall financial strength. Negative
burden is an interesting figure as it is usually positive for most of the banks which depicts the
operational efficiency in terms of non interest expenditure control of the bank.
Comments: From the above table we can easily conclude that the earning position of the Bank
is increasing up to year 2006.
Comments: Earnings per share indicate the operational efficiency for every organization. In
the year 2008 DBBL earned less than other years .
Return on Capital:
Return on Capital = Profit after tax / Capital.
Comments: From the above table we can understand that the return on capital of DBBL is
increasing. But the return on capital in the year 2004 was satisfactory and greater than the
return on capital in the year of 2005.
Comment : Price earnings ratio is highest in the year of 2008. So we can see that the DBBl is
doing good
Chapter 5
SWOT Analysis
SWOT analysis refers to analysis of Strengths, Weakness, Opportunities and Threats of the
organization. This facilitates the organization to make its future performance improved in
comparison to its competitors. An organization can also study its current position through
SWOT analysis. For all of these, SWOT analysis is considered as an important tool for making
changes in the strategic management of an organization. SWOT is the short form of the
Strengths, Weaknesses, Opportunities and Threats. This analysis actually done to minimize the
companys overall weaknesses and threats by implementing the existing strengths and
opportunities properly. Management done it predicts the future and set their goals and
objectives.
Strengths:
1. DBBL has already established its wide image and favorable reputation in the banking
territory of the country. It is one of the leading private sector commercial banks in
Bangladesh.
2. DBBL is the first Bangladeshi-European joint venture Bangladeshi Bank.
3. The bank posses the reputation and goodwill of quality services to its all kinds of
customers.
4. The bank has already achieved a high growth rate of deposit, investment and profit.
5. The bank has trained experienced and well educated manpower.
6. The bank has unique corporate culture, which acts as a great motivational factor
among the employees.
7. The working environment in the bank is very friendly, interactive and informal. There is
no barrier or boundary for communication between the superiors and the employees.
8. The bank has experienced and efficient Management & Board of Directors.
9. DBBL allows all local remittances such as TT, DD, PO etc at free of costs.
Weaknesses:
1. The Branches of the bank have to depend on its Head office for decisions.
2. The bank does provide online banking service and ATM service, which is limited still now
and increasing in charge may not be motivate the customer to use these.
3. The product diversification of the bank is very narrow for large industrial sectors.
4. The bank has more redundant lower level manpower compared to other banks of the same
generation, which increases it operational cost.
7. The terms and conditions in using internet and other banking facilities are hard and tough.
Opportunities:
1. People are going to be savings oriented in the small scheme, which can be provided by DBBL
by its different schemes.
2. DBBL may help small and medium enterprises by lending.
3. The bank can introduce special corporate schemes for corporate customers or service holders
according to the professions, such as engineers, lawyers, and doctors etc.
4. The bank can introduce more easy system in ATM service and Online banking to compete with
the local and foreign banks.
5. According to BTRC, only 17% of the total population getting the modern banking system.
6. Expanding business in rural areas by opening new branches there.
Threats:
1) Regulatory restrictions may be a cause of threats.
2) The selection of default customers may be a hindrance of its rapid growth.
3) In our country industries are becoming sick at an increasing rate and growth of
industrialization is very slow in the country. Therefore, it is very likely that poor
industrial growth will affect the potentiality of DBBL.
4) Multinational banks may merge with local banks to provide good services.
5) The local banks may provide this Cash Management service with free of cost.
6) Fear of losing market share of existing PCM market.
7) Some free services may decrease the overall net profit.
8) Price (interest rates) war.
9) Large network of the established local banks.
10) Unrest political situation.
11) Poor economic environment of Bangladesh.
Recommendation:
DBBL has made a great success in the Banking sector for its outstanding performance since
inception. As per Bangladesh Bank rating it possesses top position among all the 3 rd
Generation Banks and a remarkable position among all Private Commercial Banks.
Despite tremendous success in different parts of banking arena, DBBL needs to take some
initiatives for further improvement and reputation in its performance. The recommendations are
mentioned below:
1. The Bank should offer facilities such as Visa Card, ATM Service to the
customer to compete with other private and foreign Commercial Banks.
4. The Bank should start more branches in the potential area of Dhaka,
Chittagong and other city area in the country to make a good network all over
the country.
6. The Investment (Loan & advances) sanction process should be easier so that
the customers can feel convenient to take investment from the bank.
7. The Bank Authority should always be aware of its quality service because
banking is a service-oriented business.
8. The Bank should patronize the small and medium level entrepreneurs for small
& medium level industrialization.
9. The Bank should hunt low cost deposit from the depositor to provide borrowing
customers reduced profit rate.
10. The Bank should train its all officers and executives to provide quick and
quality service to the customers.
11. The Bank should introduce special scheme for their corporate customer or
service holders like doctors, engineers, lawyers, teachers and other
professionals.
12. The Bank should be careful to choose its borrowing customer to avoid
Classified Investment (Loans & Advances).
13. The bank should focus on the causes that reduced some percentage of the
ratios (management should avoid windrow dressing).
Conclusion:
Performance means doing a job effectively and efficiently. Performance Evaluation System
means a mechanism for improving the likelihood of the organization successfully implementing
its strategy. It is a process to have the goal of strategy implementation. In this process senior
management selects a series of measures that best represent the organizations strategy.
The current report has been aimed at critically examining the Performance of a private
commercial bank. The main objective of this report is to evaluate the overall performance of
DBBL of Bangladesh Ltd along with how efficiently the Bank is providing services to its
customer. With this objective a comparative study was also done with the performances of last
5 years. After analyzing in details of the performances a comprehensive recommendations
have been made to overcome the limitations of DBBLs performances.
This paper used both primary and secondary data. After analyzing all available data it was
observed that DBBL is in better position in all respects.
Despite hard competition among banks operating in Bangladesh, both local and international,
DBBL has made tremendous and remarkable progress practically in every sphere of its
activities. The bank is maintaining its position as one of the leading new generation private
Banks in the country both in terms of capital base and good governance. This bank has been
able to continue its overall progress. This success has been made possible due to dynamic
leadership of its management as well as devotion and sincerity of all categories of officers and
executives.
BIBLIOGRAPHY
BOOKS:
Annual report of DBBL (2004, 2005, 2006, 2007 ,2008) published by DBBL
Bangladesh.
Publications:
Bangladesh Bank Order, 1972
Financial Secotr Review, policy Analysis Unit Bangladesh Bank
CPD: State of the Bangladesh Economy in FY2007 State of the Bangladesh Economy in
FY2007 and Outlook for and Outlook for FY2008
Market review of: Asset & Investment Management Services of Bangladesh Limited.
Website:
www.dbbl.com
www.dbbl.com.bd
http://www.aims-bangladesh.com
www. google. com
www. Cpd.org
Appendix
Profit Statistics
Property and
asset 2005
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Loans & Cash in Money at
Advances hand & Call & Short
Banks Notice
Property and
asset 2006
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Loans & Cash in Money at
Advances hand & Call & Short
Banks Notice
Property and
asset 2007
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Loans & Cash in Money at
Advances hand & Call & Short
Banks Notice
Property and
asset 2008