Profile of AH Group

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Company Profile
Highlights about AL-HAMRA Group
AL-HAMRA Group is one of the rising group of company in Bangladesh. The company started
its activities in 2011 named AL-HAMRA Group by- 1994 company act. The company started its
work with only one project. Now it’s become a Group of companies. AL-HAMRA Group
consists of AL-HAMRA Properties Ltd, AL-HAMRA Agro Ltd, AL-HAMRA Industries
Ltd, AL-HAMRA Shipping Ltd, AL-HAMRA Tourism Ltd & AL-HAMRA Foundation.
AL-HAMRA Group came into being in 2011. It incorporated as private limited company with
authorized share capital of 50.00 crore. But its growth of total asset has been raised up over 100.00
crore by this time. For the smooth implementation along with other associate concerns of this
group is involved in construction and development of various isolated and integrated housing
projects.
Concerns of the Group Existing Investment Proposed Investment Proposed Inv.

Taka Taka IN USD $
AL-HAMRA Properties Ltd 150,657,000 171,035,286,023 $ 2,443,361,229
AL-HAMRA Agro Ltd 50,000,000 5,046,425,760 $ 72,091,797
AL-HAMRA Industries Ltd 20,000,000 10,000,000,000 $ 142,857,143
AL-HAMRA Shipping Ltd 10,000,000 10,278,431,716 $ 146,834,739
AL-HAMRA Tourism Ltd 10,786,000 1,909,080,000 $ 27,272,571
AL-HAMRA Foundation 5,657,000 1,730,776,501 $ 24,725,379
Total 200,000,000,000 $ 2,857,142,857
Corporate Management and Human Resources:

The Group clearly has a dynamic and inspired management. Each of the Group companies
operates as an independent entity headed by the Managing Director while overall strategic
objectives and the corporate management committee set financial targets. To achieve targets, the
group employs highly qualified and well-trained staffs. Each operating unit has its own human
resources department, which is supported centrally by the Group's Human Resources Department
(HRD) at the corporate head office. The HRD is responsible for providing policy guidelines and
systems to facilitate the recruitment, development and maintenance of a high achieving work
force.
Management Excellence- dynamic strategy with far-sighted planning:
The most significant achievement of this group is supposed to be the dynamism with far-
sightedness in strategic planning. Moreover the group employs people with excellent capability in
managing cash flows and projects and handling of economic trend to predict demand. The Group
is aimed to achieve its goal through proper and efficient utilization of the resources by
professionalism and perfect distribution of labour and thus to attain well-being for this society.
In this competitive business environment and high rising inflationary economy, this is quite
difficult to profit at the desired level and sustain profitably. To sustain profitably, AL-HAMRA
Group ensure cost efficiency in importing and purchasing local inputs. Along with that,
management expenses kept at the minimum level.
Management by Objective (MBO)
MBO is a process where management finishes every task setting a prior objective. Ever task
planned with appropriate timing and a set objective. Every employee given any task with a time
limit and a target. The higher management of AL-HAMRA Group ensure that every employee is
finishes the task within given time frame and thus achieving the set goal. With this process,
management may break up long term tasks in to small goal or objective oriented tasks with time
limitation. Achieving objectives one after another would make the way to the long term goal. This
policy has been excellent in managing large and medium enterprises that AL-HAMRA Group
can apply. MBO is highly applicable for starter companies where every task is finished within time
and with higher degree of accuracy.
Employee Performance Appraisal
Every employee supervised by respective senior subordinates and performance report prepared
taking into account every task finished by the employees.
Transparency and Accountability
The high management maintain true degree of transparency and accountability in their operations
and disclose as much information as they can to the stakeholders.
Corporate Governance
The operation of AL-HAMRA Group should take into account the views, recommendations of all
parties related to the business. The goal setting and decision making by the AL-HAMRA Group
management fairly complied with the interest of every stakeholder group – supplier, customers,
employees, regulators, debtors and social groups.
Smooth Decision Making
Decision making in the company smooth. Delay in decision making may cost the company. If
necessary, in decision making employee participation should be ensured by AL-HAMRA Group.
Corporate Structure
The overall management of the company will be with the Board of Directors (BOD). It will run
according to the provision of the articles of association and the Memorandum of association of the
company. Md. Saifullah have been appointed as the managing director of the company.
The Director’s of the company are as follows:
Sl Name & Address Desi. Number of Share
Properties Agro Industries Shipping Tourism Foundation
Md. Saifullah
S/o Md. Azhar Ali &
Sarifunnesa
Vill: Narisha poschim chor,
1 Po: Narisha, Ps: Dohar, MD 5000 5000 5000 5000 5000 5000
Dist: Dhaka,Bangladeshi.
Date of Birth : 13/12/1974
VI No-2611852509911
TIN-111-104-3421
Md. Shariot Hossian
S/o Md. Azhar Ali &
Sarifunnesa
2 Po: Narisha, Ps: Dohar, Director 5000 5000 5000 5000 5000 5000
VI No-2611852509908
TIN-111-106-2110
S M Shafiuddin
S/o Md. Azhar Ali &
Sarifunnesa
3 Po: Narisha, Ps: Dohar, Director 5000 5000 5000 5000 5000 5000
VI No-9196223363778
TIN-150-104-9210
Md. Nurul Islam
S/o Late Md. Ismail &
Foyjun Nesa
Vill: Doharghata, Po: Narisha,
4 Ps: Dohar, Dist: Dhaka, Director 5000 5000 5000 5000 5000 5000
Bangladeshi.
Passport No- V-0303043
TIN-150-104-9261
Mosharraf Hossain
S/o Abdus Samad &
Rabeya Begum
Vill: Banaghata, Po: Dohar,
5 Ps: Dohar, Dist: Dhaka, Director 5000 5000 5000 5000 5000 5000
Bangladeshi.
Passport No- V-1458540
TIN-150-104-9271
Md. Shahin Fokir
S/o Abdul Majid Fokir &
Ohida Kahtun
6 Vill: Kamargoan, Po: Vaggokul, Director 5000 5000 5000 5000 5000 5000
Ps: Sreenagar, Bangladeshi.
VI No-9196223363778
TIN-150-104-9237
Supporting Professional Services
In addition to the management AL-HAMRA Group. has identified the following as persons who
will contribute greatly to the success of the company.
1. Lawyer: Five Advocate deal with the legal aspect of the business. He is practicing at High
court for over ten years.
2. Consultant: Three FCMA & CA Completed Person are Consultant of the firm from the
beginning of the company. They have experience near about 5 years.
3. Auditor: Huda Hossain & Co.
4. Banker: Shahjalal Islami Bank Ltd, Islami Bank Bangladesh Ltd, AB Bank Ltd & Prime Bank
Ltd, First Security Islami Bank Ltd.
Bank Correspondent
As a group of companies, AL-HAMRA Group operates 6 accounts in different banks. There is a
close relation between the bank and the company. AL-HAMRA Group received investment
facilities from different banks and refunded the investment in due time.
Stuffing Plan
Office Admin
Numb
General Manager 5
Deputy General Manager 5
Manager 5
Project Co-ordinator 10
Architect 3
Civil Engineer 30
Senior Executive:
Marketing 12
Land & Estate 25
Accounting & Finance 30
Administration 12
Executive:
Law Officer 10
Marketing 10
Land & Estate 20
Administration 6
Junior Executive 10
Assistant 30
Store Officer 31
Cashier 5
IT dept 5
Peon 15
Guard 60
Sweeper 6
AL-HAMRA Group
As group of companies AL-HAMRA has different business. Activities of AL-HAMRA Group are
described bellow.
Sister Concern of AL-HAMRA Group
 AL-HAMRA Properties Ltd
 AL-HAMRA Agro Ltd
 AL-HAMRA Industries Ltd
 AL-HAMRA Shipping Ltd
 AL-HAMRA Tourism Ltd

 AL-HAMRA Foundation
AL-HAMRA Properties Ltd

Bangladesh is the most populated country in the world. But the land of our country is too little.
Population of our country is nearly 14.60 crore and the number is increasing very fast. In the
circumstances it is easy to realize the housing needs in invoicing in the city every day. So the
company is trying to solve problem in proper way. The common work of the company is selling
housing plot in large scale and small scale. AL-HAMRA is the largest real-estate project in Dhaka.
AL-HAMRA bought 3000 bigha lands near about Kiranigonj. Land owners became a member of
AL-HAMRA family. They didn’t fell fear about AL-HAMRA. AL-HAMRA is the friend of land
owner. A lot of facilities of this project School, Medical College, Madrasha, Community Center,
Mosque, Park, Shopping Center and many other facilities.
AL-HAMRA City :-
This is the first land project of AL-HAMRA group and that’s why the name is according to the
group name. The group emphasizes the quality and the client satisfaction with the affordable price
and installment also. The city is located near about Kiranigonj and obviously a very natural
environment that you seek for your family. One special characteristics of this city will be the tree
plantation on road between the road and footpath. IT will be an exclusive plan which ensures you
not any interruption on your transportation and a healthy environment.
Project Location:
Mouza : Shulogar & Kolligoan
(An Area 20 miles away
from the Zero Point of Dhaka City
Beside the Dhaka-Mawa Highway)
P.O-Sreenogar, P.S- Sreenogar
Munshiganj
AL-HAMRA CITY
3.1 Project Description:

3.1.1 Introduction:
AL-HAMRA City will be developing its project by best technical team which has best
qualities of Engineer. The technical team survey the Land area has passed the test for
housing project.
3.1.2 The objective of the project:
The objectives of the project are as follows:
1. To meet the demand of quality housing.

2. To ensure the proper utilization of national recourses.
3. To create employment opportunities.
4. To earn a optimum benefit through honest investment.
5. To contribute for the ultimate development of the country.
3.1.3 TECHNOLOGY & PROCESS DESCRIPTION:
THE PROPOSED PROJECT WILL BE THE BEST QUALITY HOUSING POLT FOR LIVING. IT WILL BE
DEVELOPING GOOD QUALITY SEND & THE SEND WILL BE LEVELING WELL FILING EVERY GAP.
3.2 Project location and its suitability:
The proposed preplanned housing projects of AL-HAMRA Properties Limited with an area
of 3000 Bigha. The project is situated within the Draft Detail Area Plan (DAP) of Rajhuk.
The distance of the project is only 16 km from Zero Point of Dhaka City with all
infrastructure facilities like excellent road, electricity, gas and water.. All facilities will be
available in the project. The city is located near Shitolokka Bridge and obviously a very
natural environment that you seek for your family. One special characteristics of this city
will be the tree plantation on road between the road and footpath. It will be an exclusive plan
which ensures you not any interruption on your transportation and a healthy environment.
The site is now poised for rapid growth and planned habitation - at very affordable prices.
3.3 Lay-out PLAN:

THE MASTER PLAN AND LAY-OUT OF THE PROPOSED PROJECT HAS BEEN SHOWN
IN THE SEPARATE DESIGN SHEET.
3. 4 Project cost estimation:

1. Cost computation has enumerated under different sub heads, namely:
2. Cost of land including registration;
3. Land Development;
4. Civil Construction;
5. utilities
6. Furniture and Fixtures;
7. Machinery and Equipment;
8. Preliminary Expenses.
9. Manpower
The major cost components are described briefly in the following paragraphs. Details of
cost breakdown of the project are shown in Annexure-1
.
3.5 Land and Civil Construction:
The estimated cost of construction works of proposed civil & other civil works for AL-
HAMRA Properties Ltd located on Mouza- Shulogar & Kolligoan, P.O-Sreenogar, P.S-
Sreenogar, Munshiganj.
Table 3.5.1 Land and Civil Construction
Particular sft sft @ Total Amount In US $

Soil Filing 648,000,000 7 4,536,000,000 $ 64,800,000
Soil Leveling ( per sft @ Tk 2) 648,000,000 1 324,000,000 $ 4,628,571
Road 2,041,632 110 224,579,520 $ 3,208,279
Footpath 268,560 40 10,742,400 $ 153,463
Suareg 216,000 90 19,440,000 $ 277,714
Design Fee 129,600,000 0.3 38,880,000 $ 555,429

1,428,126,192 248 5,153,641,920 $ 73,623,456
Table 3.5.2 Other Civil works
Particular Total Amount In US $

Sub-Station 700,000,000 $ 10,000,000
Gas Line Connection 800,000,000 $ 11,428,571
Electric Connection PDB 12,000 360,000,000 $ 5,142,857
Water WASA 130,000,000 $ 1,857,143
0 $ -
12,000 1,990,000,000 $ 28,428,571
3.6 Utilities:
A.Sub-Station: The project will have a sub-Station for electricity demand. The estimated cost of
electricity is $ 100.00.
B. Gas: Gas supply will be able for that the estimated cost of water supply $ 114.28
C. Electricity: PDB provide Electric connection out side project. We decorate high safety line for
our project. Which avoid Electric accident.
D. Water Supply: The estimated cost of water supply will be supplied from own deep tube well
And for security purpose Wasa supply will be able for that the estimated cost of Water supply $
18.57.
3.7 project implementation schedule:

Total Project will be implementing as block by block. It’s a technical aspects of the project.
Its help proper development of the project. After Nine years we handover the project. We
appoint Five town planner for the project. We also appoint Cityscape Design &
Development Ltd for implantation. It is changeable for demand of the customer & Project
Flexibility.
4. MARKETING ASPECTS
4.1 RATIONALE OF THE PROJECT
Dhaka the capital of Bangladesh is populated day by day. But Dhaka has a small land which
is already fill up by the people. Rajuk also increase their area for solve the problem. People
also searching good environment for living our project such a please where natural
environment is so beautiful. Besides, there are a number of reasons for taking the proposed
project with such as
- Minimum cost.
- Advantage of natural environment.
-High demand in the market such this plot.
4.2 TYPES AND SIZES OF PLOT AND PRICES THERE OF:
Plots Number of plot Total Katha Per Katha Per Katha
in Katha in TK In US $
Block A
3 Katha plots 3,288 1,500,000 $ 21,429
9,864
3.5 Katha plots 3,086 1,500,000 $ 21,429
10,801
4 Katha plots 2,800 1,500,000 $ 21,429
11,200
5 Katha plots 2,200 1,500,000 $ 21,429
11,000
Commercial 100 2,000,000 $ 28,571
2,500
Shopping Mall 60 1,800,000 $ 25,714
1,200
Clinic 40 1,200,000 $ 17,143
2,400
Community Center 30 1,200,000 $ 17,143
600
Nursery School 50 1,200,000 $ 17,143
3,000
Primary School 40 1,200,000 $ 17,143
2,400
Secondary School 40 1,200,000 $ 17,143
2,400

Sub-Total 11,734 15,800,000 $ 225,714
7,365
Block B
3 Katha plots 3,900 1,600,000 $ 22,857
11,700
3.5 Katha plots 3,764 1,600,000 $ 22,857
15,056
4 Katha plots 3,201 1,600,000 $ 22,857
12,804
5 Katha plots 3,085 1,600,000 $ 22,857
15,425
Commercial 120 2,200,000 $ 31,429
4,200
Shopping Mall 80 1,800,000 $ 25,714
2,400
Clinic 55 1,300,000 $ 18,571
2,750
Community Center 51 1,300,000 $ 18,571
1,530
Nursery School 52 1,300,000 $ 18,571
4,160
Primary School 45 1,300,000 $ 18,571
3,150
Secondary School 41 1,300,000 $ 18,571
2,460

Sub-Total 14,394 16,900,000 $ 241,429
75,635
Other
Irreugalr 250 850,000 $ 12,143
2,000

Sub-Total 250 850,000 $ 12,143
2,000
Total 26,378 135,000 33,550,000 $ 479,286
4.3 PROMOTIONAL ISSUES TO ATTRACT BUYER:

The sponsors of the AL-HAMRA PROPETIES LIMITED. will take some promotional issues to
attract the buyers. Some of these are as follows:
1. Low pricing: as the product is to be produced in a developing country, the cost of plot will
be at minimum, thereby giving the low price facility of the plot.
2. Quality control: The Company must maintain the international quality standard
according to the guidelines of RAJUK.
3. Assurance of quick transport: There should have an assurance of quick transport to

attract the buyer.
4. Area representative: The Company will appoint representative for assurance of quality
services. The representative will call on every now and then and try to mitigate the problems
of supply.
4.4 Detail Marketing Plan

Synopsis…
Yearly base plan will be submitted as best for brand planning time frame. So that strategies and
monitoring can be overviewed for better penetration with alignment of the business plan.
Business plan in a nutshell….

 As of the current scenario, the core business of the company is to sell land project and
establish as one of the pioneer in new city development.
 Business strategy is to delight the consumers with next generation township manufacturing
for better living.
 In terms of financial, to gain maximum profit with less errors and cost effective
expenditure.
 In terms of operation, bestow efficiency with highest level professionalism.
 In terms of Human resource, an equal opportunity employee firm
Vision
To build spacious eco-township with urban lifestyle amenities and global
living trends
Mission
To become the pioneer in real estate industry by crafting eco-living
habitats in Bangladesh
SWOT Analysis….
Strengths
 Conventional land project with all the necessary amenities.

 Location wise very lucrative due to other developing land projects
 Price is adequate with the current market trends
 Very prospective and will introduce trendy products in long term
 Every particular land area has touch of green to create an eco-city concept.
 Installment package is as per market demand
 Very much secured and 24 hours security surveillance
 Waste management system
 Washing plant
 Recreation club with swimming pool
 Under ground electricity wiring
 Eco- environment aspects
 Far away from industrial zone less air pollution
 Fresh and clean air as less polluted area
 No noise pollution
 International housing concept based on projects in Dubai where the residential cities are
outskirt of Dhaka.
 Categorized community with professional embarkation like for doctors, private service,
army official etc. etc.
 Healthy state of the art sewerage system
 School, park, play ground, Mosque, Hospital, shopping complex
 A complete city with all the amenities
Weakness
 Brand awareness among the target group

 Defining the specific target group
 Utilization of communication or awareness has not been focused or brand oriented.
 Media of communication has not been chosen as per TG’s profile.
 Lack of brand positioning-no brand equity in terms of selling strategy determination.
 Lack of sales generating communication
 Lack of foreign agents in UK and USA for better penetration on NRBs
 Lack of defining the distinctions
 Conventional land project.
 Less amenities incorporated in brochure
Opportunity
 Enormous in terms of brand positioning - achieving brand equity

 Brand manual for brand characteristics
 Introducing new form of land projects to kill the conventional land selling theory
 New business development through new product development on the basis of creating
backward linkage.
 Product mix through blender
 Integrated plan for Monthly installment collection and realization
Threats
 Dispute or temporary setbacks might create a bitter image for the brand
 Too much competition arrived with better pricing and installment facilities
 Land disputes and acquire problems
 Political disputes or environment
Core Target Group….

Our core target group is vastly the habitats of Dhaka city. But we will categorize in terms of
profession and who will be the prime target group for us.
Prime Target Group in terms of profession…
o Service holders
o Bankers
o Shop owners
o Businessman
o NRB’s
Prime Target Group Point of interaction…
1. Newspaper
2. Word of mouth
3. TV Channels
4. Radio
5. Get to gathers
6. Office
7. Mostly all sorts of public interface
8. Point of visibility
Prime Target Group Income level….
o BDT. 35,000 ++ per month
Marketing Objective…
 To generate sales and creating ample customer awareness through excessive brand oriented
marketing campaign.
Establishing Brand Equity through onion layers….
RDA Analysis….
Retain
o What is important for success?

1. Reliability
2. Commitment
3. Product variance, constant R&D
4. Believing the fact that customer is the GOD
o What is distinctive and relevant?

1. Features and amenities
2. Brand position and core values
Divest
o What are the drag factors?

1. Another conventional land project.
2. Sales is the prime target
3. Less focused on brand building
o What is true but outmoded?

1. Buy land and develop your home
Acquire
o What does the idea of the brand lack?

1. Distinction
2. Stand alone position
o What does it need to overtake competition?

1. Distinction
2. Brand awareness
3. Commitment
Selling Strategy…..
 Position AL-HAMRA City as one of the distinct city near Dhaka city. With distinctive
attributes and amenities
 In initial stage aggressive communication will be not launched rather more focus
communication will be launched to achieve sales.
 Customer retention program will be launched after one and half months for better penetration
on sales.
 Marketing strategies will be categorized into following periods
 Launching
 Retention
 Boost
 The category implementation will depend on after affect of the launching period, if more than
100% target achieved than it can be delayed, but brand retention must be applicable for future
ventures.
 To begin with the marketing strategies the following attributes need to be ready for launching
period.
 Brochure with detail attributes and amenities
 Detail 3d based layout plan
 Flyer contest to the brochure
 SPA
 Terms and conditions
 Project visit facilities
 Project signage at the project
 Security guard implement on the project
 Press campaign designs
 Billboard campaign design
 Corporate theme song
 Corporate AL-HAMRA service
 RDC production based on selling strategies
 Corporate campaign design
 Measurement tools for affective communication
Launching period….
Target
 To sale at least 2000 units of land

 Value in turn over not less than BDT. 900,000,000
 Collection of monthly installments against sales
Time Frame
 June 20th – December 20th , 2011
Mode of communication
 Newspaper – with distinctive strategies and selling attributes
Mostly on - Prothom-Alo / Jugantor / ittefaq / kaler Kantha / Daily star
Position – 1st or 2nd page
Color – 4 and black & white
 RDC airing on prominent RDC channels
Mostly on – Radio Amar / Radio Today / 89.6 FM / ABC Radio
 Billboards on strategic location
Total number will be 30 to 40 nos.
Contract period should be not more than 6 months period or maximum 10 months
 Corporate AL-HAMRA through GP – corporate clients only

 Flyer distribution on strategic location through newspaper vendors
Areas will be –
Dhanmondi/Banani/Gulshan/Shahbagh/Bangla Motor/Framgate/jatrabari / saidabad / Motijheel /

Old town / Narayanganj / Sonir Akhra/ kamolapur/ uttara and adjacent areas..
Corporate offices in Motijheel area
 Press campaign for NRB’s in USA & UK
Press wil be launched on Thinkana in New York and Janamot in London. As they are weekly
newspapers so 4 insertions will be given for 01 month to create awareness on NRB’s
Press campaign specifications

Press Spec detailsDesign & development cost
Sl.# Newspaper Position Size Total size Total Insertion
1 Jugantor 1st 4inch X 8col. 24 10

2 Prothom Alo 1st 4inch X 8col. 24 30
3 Ittefaq 1st 4inch X 8col. 24 10
4 Daily Star 1st 4inch X 8col. 24 20
Grand Total 70
Sl.# Newspaper Position Size Total size Total Insertion

1 Jugantor 2nd 3inch X 8col. 24 20
2 Prothom Alo 2nd 3inch X 8col. 24 30
3 Ittefaq 2nd 3inch X 8col. 24 20
4 Daily Star 5th 3inch X 8col. 24 20
Grand Total 90
4 color 70
B&W 90
GT 160
RDC production and airing specifications

RDC Theme Context to selling strategies and corporate theme
Mechanism The theme will be developed based on the press campaign strategies with theme song
& music
Duration 30sec
QTY 03 nos.
Production Location Dhaka city
Script after approval of theme
Production Expenditure
QTY Unit Cost Grand total
01 $ 30,000/= $. 30,000/=
RDC airing specifications
TVC Total
FM Program Time Period Per Spot Cost
Grand Total
Duration Spots
88.00 Ad slots Peak Hour 30 sec 200 $ 200.00 $ 40,000.00

200
88.40 Ad slots Peak Hour 30 sec $ 200.00 $ 40,000.00
200
200
Grand Total 800 $ 160,000.00
Billboard design printing and hosting tariff

Location Moghbazar MOR, Dhanmondi, Banani,
Jatra bari, Saydabad, Chittagong Road,Shantinagar, Gulshan,
Rampura, Uttara
Size 40ft X 20ft average
Material Flex PVC banner print
Contract period 03 months minimum
QTY 04
Printing QTY 01
Printing cost 01nos. X $ 40,000/= each = $ 40,000/=
Strategy On the busiest location average traffic flow is around 500 cars per day, minimum 1000
people passes through the location
Visually should be open on 02 way traffic
CMP – corporate messaging platform AL-HAMRA messagemBased on theme and copy of

the press campaign
Target group Customer residing at Dhaka & CTG with minimum bill amount
$ 500 ++++
QTY 35,000 GP users
Cost/SMS $. 0.45/=
Total Cost $ 15,750/= excluding VAT
Flyer Distribution…..
On strategic location selected by the sales team: in BDT.
Sl.# Particulars QTY Size Unit Cost Grand Total
1 Flyer production cost 50,000 A4 1 $ 50,000.00
2 Flyer distribution cost 50,000 A4 0.5 $ 25,000.00
Grand Total 75,000.00
Press campaign for NRB’s residing in USA & UK

Sl.# Newspaper Position Size Total size Total Insertion Rate / col.inch Payable after discount
1 Thikhana IP 9.5inch X 6 inch 54 2 15,000.00 30,000.00

2 Prothom Alo IP 9.5inch X 6 inch 54 2 15,000.00 30,000.00
Grand Total 4 60,000.00
Theme song & Music development
Theme song Based on corporate and selling strategy
Production by Arnob / Habib / Ridoykhan / Bappa Mojumdar
Total cost $. 15000/=
Summary of Expenditure for launching period

Sl.# Particulars Period QTY Grand Total
1 Press Design 2 months 4 $ 20,000.00
2 Press insertion 2 months 15 $ 1,082,448.00
3 RDC Production 2 months 1 $ 30,000.00
4 RDC airing 2 months 800 $ 160,000.00
5 Billboard 2 months 4 $ 280,000.00
6 AL-HAMRA 2 months 35000 $ 15,750.00
7 Flyer production 2 months 50000 $ 50,000.00
8 Flyer distribution 2 months 50000 $ 25,000.00
9 NRB's Press insertion 2 months 4 $ 60,000.00
10 Press adaptation 2 months 2 $ 5,000.00
11 Theme song & Music 2 months 2 $ 150,000.00
Grand Total $ 1,878,198.00
Target Sales Turnover $ 900,000,000.00
% on Sales Turnover 0.21%
Constant monitoring will be done to see the effect of the launching campaign. Budget can be
reevaluate based on target achievement.
5. Financial analysis
5.1 ASSUMPTION FOR FINANCIAL CALCULATION:
Profitability potential of the project has been estimated for three years of operation to
assess the financial viability of the project. The financial projections include estimates of
sales, operating cost, administrative and selling expenses and financial overheads. The
statement showing forecasts is shown in concerned Annexure.
The assumptions underlying the earning forecast are as under:
a) The project will operate for 300 days in a year.
b) The capacity buildup has been assumed to be achieved gradually at the rate 60 %, 80 %
& 100 % of estimated attainable capacity in the 3rd 4th & 5th yr. of operation and onwards;
c) The price of Land and Land development have been assumed to remain constant
throughout the projected years of operation with the assumption that any increase in the
price of Land will be offset by the corresponding increase in the price of Land Sales.
d) Sales prices of the proposed Land have been assumed on the basis of market survey.
e) Annual increment of 5 % has been considered for calculation of wages and salaries and
salaries and bonus of two months basic also be provided;
f) Depreciation has been charged on straight line method at the following rates:
Vehicles - 20%
Equipment- 20%
Other assets- 20%
g) Economic life of the project has been assumed to be 9 years without any major
replacement.
h) The interest rate for Capital Loan is 15 %.
l) The interest rate for Working Capital is 14 %.
5.2 project cost and mode of financing:

The estimated fixed cost of the project is $ 1,870,842,643 and required working capital of $
84,679,001
The item-wise summarized project cost and proposed mode of financing is shown in Annex.-
I.
5.3 CAPITAL investment plan:
It is assumed that 20% of the project cost will be financed through Bank loan and the
sponsors will finance rest 80% of the project cost. The ratio and amount of debt and equity
for the project is shown in Table 5.3
Table 5.3: Capital investment plan of the project
MODE OF FINANCE
Equity capital
OWNERS EQUITY 5% 6,155,296,338
$ 87,932,805
Debt 95% 116,950,630,428
$ 1,670,723,292
Working Capital Requirement:

It has been assumed that the will require a fund as working capital adequate enough to meet
the expenses of the project during operation period. The working capital assessment at
assumed capacity is as follows:
Table 5.4 : Working Capital Requirement
The detail calculation of working capital assessment is shown in Annex.-IX
5.4 sales estimate:

Annexure.-XIII.
5.5 Earning Forecast:

Profitability Ratios
Gross Profit Margin
Sales 205,918,500,000
Cost of sales 116,494,613,349
Gross profit margin 43%
Return on Equity -
Earnings after taxes 51,481,324,463
Stockholder's equity 116,950,630,428
Return on equity 44%
Leverage Ratios
Times Interest Earned Ratio
EBIT 82,370,119,142
Interest charges 21,051,113,477
Times interest earned 4
The detail calculation of estimated income statement of the project is shown in Annex. - XI
Cash Flow Position:
The project is expected to have a comfortable positive cash balance each year. The Closing
Cash Balance is $1,328,104,717 estimated at the end of year-7. Detail Cash Flow estimation in
the 9 years is shown in Annex.-XV.
5.6 Profitability of THE project

Net Profit Margin -
Net Income 82,370,119,142
Sales 205,918,500,000
Net profit margin 40%
5.7 Pay-back period
The Pay Back Period of the project is calculated to determine the period required to
recuperate the original investment outlay through the profits earned by the project. The
calculated Pay Back Period is found about 8 years.
5.8 Debt Service Coverage Ratio:

The debt service coverage strength of the project is found satisfactory. The service coverage
ratio of the project is shown in the following table.
Table 5.10: Debt Service Coverage Ratio of the project
Operation Year Year 7 Year 8 Year 9

Estimated DSCR 2.75 3.04 3.27
5.11. BREAK-EVEN ANALYSIS:

The break – even analysis has been carried out the basis of cost and sales data of 1 st to 9th
year of operation and is shown its work sheet. The project is expected to break – even at 76
% . The work sheet on break-even analysis is shown in Annex.-XII
6.1 rationale of economic analysis:

The financial or commercial profitability of a project may not give a good measure of the
project’s contribution to the society or to the national economy. In financial or commercial
analysis emphasis is given only to assessing the project’s profit in terms of money but not
to the real contribution to the welfare of the society. To measure a project’s contribution to
the society as well as national economy the following aspects should be taken into
consideration:
 Creation of new employment opportunity;
 Downstream impact on the economy;
 Linkage effects; and
 Contribution to GDP.
 Economic Rate of Return

6.2 Employment generation:
After starting up the project, 300 employees will be required to run the project successfully.
Moreover, during the 9 year developing period, hundred of labors, technical persons will be
required for successful implementation of the proposed project which will create an
additional positive impact on the peripheral economy and the job market of the project area.
6.3 Downstream and linkage effect

During and after implementation of the project, enormous effect will be happened on the
surrounding society and economy. Local procurements for the project implementation will
have a positive impact on the over all economy. After implementation that is during the
entire operation life of the project, the labors and the technicians continuously need to buy
consumable products from the local markets for use. To feed the need of the market,
numbers of new farms/shops will be coming up creating additional job opportunity,
enterprises as well as new entrepreneurs in the surroundings.
6.4 Contribution to GDP

In assessing the merits of a project, the objectives of any particular society clearly must be
taken into account. That is, project costs and benefits must be measured against the extent
to which they detract from, or contribute to, achievement of that society’s objectives. At a
general level, it is assumed to have two primary and simultaneous – if not always equally
valued – objectives: to increase total national income, the growth objectives, and to
improve the distribution of national income, the equity objective. In general, therefore,
projects should be assessed in relation to their net contribution to both of these objectives.
As this project is not a national level project, only direct contribution of the project to GDP
is considered for assessing the economic merit of the project. For simplicity of calculation the
transfer of payment is not considered to work out the contribution to GDP.
7.0 ENVIRONMENTAL ASSESSMENT

7.1 BACKGROUND:
Now-a-days protection of environment (both natural and human environment) is one of the
burning issues. In response to growing environmental awareness in Bangladesh, over the last
few years, the concerned authorities have now begun to consider the need for sound
management approaches for the protection of the environment without jeopardizing the
badly needed industrial and economic progress. Emphasis, has therefore, been placed on
good planning and management systems that are essential in addition to appropriate
technical solution.
Bangladesh is one of the highest population densities in the world. This puts tremendous
pressure on its limited resources and hence there is a direct need for optimal and equitable
resources management programmed which can only be effective if they are environmentally
sound. Natural and man made an environmental hazard coupled with limited resources
makes it imperative to incorporate the environmental dimension in the delicately balanced
ecosystem that exists in Bangladesh.
Since the process of development in Bangladesh is still in its initial stag, it is advantageous to
incorporate the environmental dimension in the development program. For instance, the
incorporation of EIA as part of overall planning process would help avoid some of the
adverse effects of development experienced by industrialized nations.
7.2 INTRODUCTION:
The United Nations Environment programme (1978) EIA as a method “to identify, predict
and to describe in appropriate terms the pros and cons (penalties and benefits) of proposed
development. To be useful, the assessment needs to be communicated in terms understandable
by the community and decision-makers and the pros and cons should be identified o the basis of
criteria relevant to the countries affected.”
The purpose of the environmental assessment can therefore be defined as to serve as a
management tool not only to assess impacts but also to improve the quality of decision.
Although AL-HAMRA City is not severely adverse to the environment it is necessary to be
conducted EIA to assess the impacts on surrounding natural and man-made environment.
7.3 LEGAL FRAMEWORK:
There is a legal requirement for the completion of environmental assessments for a variety of
different types of projects that are considered as having the potential for causing the
significant environmental effects. The Environment Conservation Act 1995 and
Environment Conservation Rules (ECR) 1997 constitutes the legal basis for undertaking EIA
for any development industries or development projects in Bangladesh.
7.4 SCREENING OF PROPOSED PROJECT:
As per ECR 1997, a normative screening procedure is to be followed according to which
industries and projects have been divided into four stages-Green, Orange A, Orange B and
Red. This screening is based on several important criteria such as type of project, its size,
location and importantly its pollution potential. According to the ECR 1997 this AL-
HAMRA City project is Orange B category project. Besides, this project is located in outside
of Dhaka City. So level of impacts on human environment is too small.
7.5 EMISSION STANDARDS FOR VARIOUS ENVIRONMENTAL PARAMETERS:
The Department of Environment has recommended the following standards to maintain the
sound environment for industrial projects including brick manufacturing project.
Table 7.5.1: Air quality Standards De

Type of Area Suspended Particulate Sulfur Carbon Nitrogen
Matter (SPM) Dioxide Monoxide Oxides
Industrial & Mixed 500 120 5000 100
Commercial & Mixed 400 100 5000 100
Residential & Rural 200 80 2000 80
Sensitive 100 30 1000 30
Source: ECR (1997), DoE.
Table 7.5.2 Noise Quality Standards
Zone Class Limit in decibels(dB)
Day Night
Silent Zone 45 35
Residential Zone 50 40
Mixed Zone 60 50
Commercial Zone 70 60
Industrial Zone 70 70
Table 7.5.3 Gaseous Emission Standards of Industrial Boiler (based on fuel source)
Sl no Parameters Limit(mg/Nm3)
1 Soot & Particulate Matter
i. Coal 500
ii. Gas 100
iii. Petroleum 300
2 Nitrogen Oxides
i. Coal 600
ii. Gas 150
iii. Petroleum 300
7.6 EIA PROCEDURES:
7.6.1 Establishment of the baseline: A baseline study is one of the most important parts of EIA.
This term refers to the collection of background information on the environmental and
socio-economic setting for a proposed development project and it is normally one of the first
activities undertaken in an EIA. A study team surveyed the project area and collected the
necessary information of the propose project. As the project sponsors own most of the
project area, more agricultural land or settlement area will not be occupied by
compensation. The adjacent land of the project is agricultural land. This is why no
rehabilitation is necessary for the implementation of the project. Our social survey reveals
that if the project is implemented, it will bring an economic contribution to the society of the
project area.
7.6.2 EIA methodology: As the project is Orange B category project, the full scale of EIA is
not needed. To conduct IEE (Initial Environmental Examination) is enough. To assess the
impacts of the proposed auto bricks manufacturing project a Simple Checklist method was
followed by the study team. This checklist is show given below:
7.6.3 Evaluation of the Impacts:
a. Short-term Impacts: From the checklist it has been seen that most of the short-term
impacts are minor category. When the construction and installation activities are completed,
the impacts would be overcome easily.
b. Long-Term Impacts: Most of the long-term impacts are positive. If the project is
implemented, it will accelerate the ultimate development of the country bringing
contribution to GDP and creating employment opportunities. Although some long-term
impacts are adverse to the natural environment, most of them have either minor impacts or
might be treated easily.
8.0 RISK ANALYSIS

8.1. RISK FACTORS:
The major risk factors identified for the proposed project covered in the sensitivity analysis
which may upset the viability of the project are as follows:
(i) Value of selected cost and benefits: The value of selected cost and benefit is estimated
as per market study and international market situation.
(ii) Price of Foreign Exchange: The increasing rate or decreasing rate of the price of
foreign currency will not keep severe impacts on project investment and projected return as
the products are to be consumed locally.

(iii) Timing of Implementation: As the trend of urbanization is very high, the construction
works is increasing rapidly. So it is a desirable timing of implementation of such kind of
project.
(iv) Interest rate: As the economic stability is going on in the country at present, the
external factors will not play significant role to increase the interest rate.
(v) Availability of Land: As the land will be available, there is a minimum risk to invest in
this sector.
(vi) Assurance from buyers: The efficient marketing strategy and previous experience will
help to overcome the problem of marketing successfully.
8.2 SENSITIVITY ANALYSIS:

Since the future involves uncertainties and risk, the costs and benefits, price of foreign
exchange, timing of implementation, interest rate, demand of the product etc projected over
the life time of the project may vary. Therefore, there is a need to asses the project in
pessimistic and optimistic situation. At pessimistic situation, if the net receipts are 20 %
lower than the projected net receipts, the NPV and IRR would be +288.51 and 25.15 %
respectively. In an optimistic condition, if the net receipts are 20 % higher than the projected
net receipts, the NPV and IRR would be +1437.56 and 40.75 % respectively. The sensitivity
analysis ensures that there is no risk to invest in this project.
8.3 ACCEPTABLE OVERALL CERTAINTY INDEX: In order to assess risk of the

project the following assumption be explained with the certainty index.
Table 8.3 Overall Certainty Index of the Project
Sl no Factors of Certainty Certainty Index Overall certainty
assumed (%) Index (%)
01 Land availability 90 More than 80 %
02 Utilities 80
03 Development Material 80
04 Labor availability 90
05 Managerial efficiency 80
06 Technical Capability 80
07 Economic stability 70
As the overall certainty index is 88 %, there is no risk to invest in this project.
Another Land Project :-
AL-HAMRA group wants to run business all over the country. For this AL-HAMRA Purchased
30 Accars of Land in Rupsha, Khulna. According to Management plan it will be start end of this
year.
Project Location:
Mouza : Dawalbari
Po: Do, P.S: Batiaghata,
Rupsha, Khulna.
Proposed Project
AL-HAMRA PROPERTIES LTD AS A DEVELOPERS
AL-HAMRA Properties Ltd engaged in addressing the problems of habitation. Housing problem
in Dhaka City has been getting awfully intense, days in and days out. The intensity is caused
mainly, among other things, by two factors: One is the decreasing of habitable lands caused by the
pressure of population and the other is, the heavy influx of urbanized population. The AL-
HAMRA Properties Ltd as well other allied organizations by virtue of their talents, hard work and
capital came forward to mitigate this burning problem of life in addition to Governmental effort in
this regard. Housing is one of the basic needs of the people. Ours is a densely populated country.
In such a situation, all habitable lands are likely to be used up if the super structures are allowed to
grow following the outmoded and traditional system while housing problem remain unresolved.
Therefore, multistoried apartment concept of today is getting wider acceptance to the urban life-
style, with the passage of time, in view of the provision suitable for a cluster of families to live in a
single plot of land.
In the light of this modern concept, AL-HAMRA Properties Ltd as a better home, better future has
embarked upon massive planning to construct excellent buildings with built-in safety system in
prime locations. The remarkable features/characteristics of the apartments devised by a group of
our highly educated and experienced architects and engineers are as follows:
 Sufficient flow of air and light,
 Interiors designed with special emphasis on privacy,
 Effective earth-quack control system,
 Durable structural design
 All modern amenities.
AL-HAMRAPL is best because:

1.AL-HAMRA ensures best quality, attractive architecture and quality construction.
2.Reliability & Responsibility.
3.Well planned, organized, environment friendly and space effective yet airily, internal lay out etc.
4.Working experienced and highly qualified construction management team.
Projected Financial information for proposed project

Information
Project Size : 3 khata, 5 khata, 6 khata, 10 khata Assumption
Cost of Land : Per
Khata 12,000,000 Signing money 30%
Sigining Money 3,600,000 Final Payment after 3 mon
1 khata 720.00 sft
Our Target Plot Net salable 432.00 sft
108,000,0
3 khata 10 00
180,000,0
5 khata 10 00 Sales Commission 4%
216,000,0
6 khata 10 00 Office Expenses 10%
360,000,0
10 khata 10 00 Financing Cost 15%
720,000,0
20 khata 10 00
Total 1,584,000,000
Total Constraction
Area 900000
Constraction Cost @ 1800 1,620,000,000
Total Fund Needed 3,204,000,000
AL-HAMRA Agro Ltd
We the educate peoples also forget that our agriculture is our main strength, if we involved with
agriculture as a scientific way than we can change easily our destiny. For this reason we start our
business of Multi-purpose Agro-based complex, Poultry farming, Fish Hatchery, Poultry Feed,
Dairy, Fisheries, Duckery, Agriculture farming, Cultivation of all kinds of Agro food, Plantation
of Seeds, Nursery, Hatchery, Import, Export Marketing local or abroad. To carry on the business
of Fisheries of High Value Fish, Nursery, Hatchery, Hybrid seeds produce, rice seeds, Corn seeds,
Potato seeds, Vegetables seeds & Water-melon seeds and other seeds business. To carry out all
kind of Agro-based Consultancy or Development Services, especially on the area of Poultry,
Dairy, fisheries, Agriculture farming, Cultivation of all kinds of Agro-food, Plantation of seeds,
Nursery.
Mouza : Kendua
Po:Gawlabazar, P.S: Mollarhat,
Bagerhat.
Proposed Agro Project
Poultry
Chickens are already an integral part of human life. Chickens are one
of the major sources of animal meat, aside from pork and fish. As a
business, they offer an opportunity for people to earn big that’s why
there are many poultry farms out there. One of the major customers
for poultry farms are the major fast-food companies, although some of
them have their own chicken farms to supply their needs.
Get Financing for Poultry Farm to Start Quickly
Setting up a poultry farm requires a lot of money, as poultry farming

requires an expanse of land a hectare or more wide. You would also
have to procure a large herd of chickens that are more than hundreds
in number in order to generate the proper returns in income. Fortunately, you can avail yourself of
loans that are offered to those that are starting or even those that are already in the business.
The loans can be used to cover these aspects of the business:
 Start-up costs for the farm

 Construction expenses
 Animal feeds
 Operational expenses that need to be paid urgently.
It is also easy to apply for these loans, as there are lenders that can be found online aside from the
local loan providers in your area. The terms and conditions of these loans can also be customized
for your needs and your circumstances. You can also choose from secured and unsecured poultry
loans. Some lenders will also offer you advice from experts on the poultry business, aside from the
monetary aid that you will be getting.
Getting Poultry Farm Compliant With Regulations
Another important preparation is to comply with regulations. If you plan on engaging in free range
farming, then you have to make sure that the operations of your farm and the treatment of your
chickens comply with regulations that are formulated for businesses like yours. Check with your
local government agencies regulating laws and regulations promulgated for poultry farms.
Adequate Medical Coverage for Chickens
Chickens are just like your children and other animals. To ensure continuous production of
chicken and eggs, your chickens should be regularly checked by veterinarians to ensure their
health. Sick chickens will negatively affect your production, so it is important to have adequate
medical coverage for your poultry animals.
Fisheries
About 55% peoples are directly involved in fish business and 40% peoples are involved in the
business of dry fishes. At least there are 25-30 families whose are non-muslims and they are
fisherman in occupation.
The main source of their income is fishing. They also said the abundance of fishes in river Rupsha
decreasing day by day and for this there income is decreased. They said that all the development of
the village is completely depended on River Rupsha and Rupsha fish market. Mainly the peoples
of this village drive their poverty by involving themselves in fish market and fish business.
Rupsha fish market is situated on the bank of the river Rupsha and covered an area of 1.5 acres of
the village. In past,the market was known as Rupsha Ghat. Different types of fishes are come
regularly in this fish market and the abundance of fishes in this market is high. Different types of
fisheries water-bodies like river,beels,floodplains,canals etc.
The price of fishes is comparatively lower than others adjacent fish markets due to availability of
fishes of culture and capture sources specially in rainy season.
Different types of native and exotic fishes are recorded in Rupsha fish market. Native fishes are
Hilsha (Tenualosa ilisha),Sing (Heteropneustes fossilis),Boal (Wallago attu),Magur (Calarias
batrachus),Koi (Anabus testudineus),Puti (Puntius sp.),Kholisa (Colisa sp.),Chanda (Chanda
sp.),Kalibaus (Labeo calbasu),Nandina (Labeo nandina),Folui (Notopterus notopterus),Chital
(Notopterus chitala),Taki (Channa punctatus),Sol (Channa striatus),Patasi (Pseudotropius
atherinoides),Pabda (Ompok sp.),Veda (Nandus nandus),Guchi (Mastacembalus sp.),different carp
fishes etc.
Some exotic fish like Tilapia,Silvers carp,Common carp,Big head carp,Grass carp and Mirror carp
are also available here.
It is believe it or not,harmful exotic fish like Red Piranha (Pygocentrus natteri) and African magur
(Clarias garipinus) and aquarium as well as ornamental fish like Sucker mouth cat fish
(Hypostomus plecostomus) are also available in this fish market.
In previous,businessmen carry fish to Darziling in Bangladeshi from here. But now a day,there are
27 Fish Arat (wholesaler) in this market and businessman carry fish to
Natore,Rajshahi,Bogra,Rangpur,Irsordi,Jaypurhat,Caoran bazar of Dhaka city and the major parts
of Bangladesh from Rupsha fish market.
Fish carry from here by truck and train. Businessman used D-gluconate (only for veterinary uses)
to keep fish fresh for carry fish in long distance. They mainly used it for live fishes (air breathing
fish) beside this ice are used to keep fish as fresh as possible.
Dairy
Then the people from the Milk Vita dairy cooperative came to town, and
the result is a remarkable 25-year march of progress in a corner of one of
the world's poorest countries. Not only did Milk Vita break the milk
buyers' monopoly but, more importantly, it substantially expanded milk.
production in the region.
The success shows clearly what is

possible when the right idea, the right
economic and physical
environment and the right participants
come together under competent
management.
1. Scope and objectives of the report
Understanding the changing nature of the Asian dairy industry:
The landscape of the Asian dairy industry is undergoing change. This is due to a number of issues,
including:
• Increased milk production in those Asian countries where milk production has established itself
as a significant industry
• Growth in milk and dairy product consumption underpinned by factors such as increased market
affluence, changing dietary preferences, improved distribution and market penetration, product
offerings tailored to Asian preferences, new and emerging markets within Asia (eg Indo-China),
new market channels (eg fast food)
• A strongly established and yet further growing presence throughout Asia by multinational dairy
companies
• Local dairy companies confidently extending their presence in the dairy industry
• Generally few barriers to market entry
• A buoyant mood about the future of the dairy industry in Asia
Country coverage
• Bangladeshi Sub-continent: Bangladeshi, Pakistan, Sri Lanka, Nepal, Bangladesh
• China: PR China (including Hong Kong)
• Northeast Asia: Japan, South Korea, Taiwan
• Southeast Asia: Singapore, Malaysia, Philippines, Indonesia, Thailand
• Indo-China: Vietnam, Burma, Cambodia, Laos
Points of analysis
• Asia’s demographic and economic development
• Food consumption and retailing in Asia
• Dairy production and dairy markets
• Profiling of Asian dairy companies
• Profiling of Western dairy companies operating in Asia
• Market development characteristics and future demand patterns
• Strategic issues arising and strategic conclusions
Asia – General Countries General characteristics

overview of phases in
dairy development
Phase
1. Poorly developed Laos, Cambodia, Myanmar Fragmented, smallholder production, low
consumption levels, virtually no value-adding
2. Emerging The Philippines, Nepal, Sri Growth in consumption, import trade established,
Lanka, Bangladesh, Pakistan, quality becoming important, driven by
Indonesia, PR China, Vietnam,urbanisation, more organized milk collection,
Bangladeshi [2] undeveloped cold chain, recombined dairy
industry, low level of value-adding
3. Developed Thailand, Malaysia, South Dairy starts to usurp traditional dietary staples,
Korea, Taiwan [3] more efficient farming sector, western-style
supermarkets, emergence of higher value-added
products with quality discernment
4. Advancing Singapore, Hong Kong (SAR)High per capita consumption, strong urban
consumption, decline in local production [1], high
value-added, full product range
5. Extremely well Japan Major platform of product differentiation,
developed discerning buyers, well established functional dairy
ingredients market, emphasis on fresh, quality is
paramount
Agriculture farming
Almost 80% of the total population of Bangladesh live in rural areas and are directly or
indirectly engaged in various agricultural activities. The economic of the country is largely
dependent on agriculture.
The agriculture sector comprises crops, forests, fisheries and livestock plays a very important
role in the economy of the country accounting for 31.6 percent of total GDP in 1997-98 at
constant (1984-85) prices. Of the agricultural GDP, the crop sub-sector contributes 71 %,
forest 10 %, fisheries 10 % and livestock 9 %. The sector generates 63.2% percent of total
national employment and constituted more than 10 % of total exports of the country in 1997-
98.
1. Total family 17,600,804
2. Total farm holding 15,089,000
3. Total area 14.845 million hectare
4. Forest 2.599 million hectare
5. Cultivable land 8.44 million hectare
6. Cultivable waste 0.268 million hectare
7. Cultivable fellow 0.469 million hectare
8. Current fellow 0.407 million hectare
9. Cropping intensity 175.97%

10. Single cropped area 2.851 million hectare
11. Double cropped area 3.984 million hectare
12. Triple cropped area 0.974 million hectare
13. Net cropped area 7.809 million hectare
14. Total cropped area 13.742 million hectare
15. Contribution of agriculture sector to GDP 23.50%
16. Contribution of crop sector to GDP 13.44%
17. Manpower in agriculture 62%
18. Total food crop demand 23.029 million metric ton
19. Total food crop production 27.787 million metric ton
20. Net production 24.569 million metric ton
21. Food Surplus 2.547 million metric Ton

Tree Plantation
The government has set a target to plant 10 crore saplings across the country under public and private
initiatives during the forthcoming rainy season. This is a welcoming programme. Again, the time of tree
plantation has been extended from one month to three months this year considering the importance of
plantation in the changed climate situation. Forestation is urgently necessary for our very survival. It is an
effective remedy of global warming and climate change. Global warming causes natural calamities like
floods, droughts, cyclones, and sea level rising. It thus endangers our life. On the other hand, trees ensure
the bio-diversity. They also give us fruits, flowers, and timber. But with the increasing population, we are
destroying more and more forestland for housing and setting up industries. Felling of trees for fuel wood is
also rampant. We must shun these suicidal habits and plant as much trees as possible to cover up the loss.
Everybody should plant at least one sapling that will in turn make our country a safe and beautiful place.
There has been a plan to bring about one lakh hectors of coastal land under the plantation programme. The
trees of the Sundarbans worked as the shield against the cyclone Sidr that lashed the southern region of the
country last year. We all should consider trees as our friends and allow them to grow to full maturity. We
should plant and save trees so that they can save us from natural calamities. We wish the government’s tree
plantation programme a full success and thank for its plan to build a west-east green belt along the southern
coastal areas of the country to protect it from regular storm and water surge. We all should participate in the
tree plantation programme in order to make a safe Bangladesh. After all, let tree plantation be a success.
AL-HAMRA Industries Ltd

PROJECT SUMMARY
01. Name of the project
:
AL-HAMRA AUTO BRICKS
02. Project Location : Mouza : Shulogar

(An Area 20 miles away
from the Zero Point of Dhaka City
Beside the Dhaka-Mawa Highway)
P.O-Sreenogar, P.S- Sreenogar
Munshiganj
03. Head Office
:
Purana Paltan, Dhaka-1000.
04. Type of the Project

:
Auto Bricks Industries
05. Production Planning

:
Production Capacity: 10,000 Bricks per hour
Assum
Production days per Year: 300 days.
Capacity Utilization: 1st Year: 65% 3rd Year: 75 %
06. Brief Description of the Project:

The proposed project envisages for setting up an Auto Bricks Industries in the name and style of
AL-HAMRA AUTO BRICKS to be located at Mouza: Shulogar, P.S. : Sreenogar, Dist:
Munshiganj. The project will not only play a role to meet the demand of local standard bricks to
support the construction sector of Bangladesh but also give an opportunity to the local investors
for the economic development of the country. Total capital outlay for the project has been
estimated Tk. 978.64 Lac. It is expected that the project will run at 65 %, 70 % and 75 % at 1st
year, 2nd year and 3rd year respectively and will generate net operating profit of Tk. 93.36 Lac,
Tk. 129.91 Lac and Tk. 146.68 Lac respectively.
07. Cost of the Project:

Fixed Cost = Tk. 939.86 Lac
Working Capital = Tk. 38.78 Lac
Total Cost = Tk. 978.64 Lac
08. Mode of Financing: A) Bank loan: i. Term Loan = Tk. 623.60 Lac
ii. W. capital Loan = Tk. 27.15 Lac
iii. IDCP = Tk. 34.30 Lac
Total loan = Tk. 685.05 Lac
B) Equity: = Tk. 293.59 Lac
09. Status of the Project: AL-Hamra Auto Brick
10. Debt-Equity Ratio : Debt -Equity Ratio of the project is 70: 30
11. Marketing Aspects:

Bangladesh has serious shortage of cubic shaped burnt clay known as brick. Bricks more or
less are used for construction work all over the world. The tensile and other construction-
supportive properties of brick depend upon such factors as its dimensional parameters,
constituent elements/compound of clay and technology of thermal treatment. Continuous
improvement of firing technique and innovative geometry of brick has adding new
dimensions to the usages of brick in construction works. Due to rapid urbanization, the
demand of bricks is increasing at an alarming rate.
12. Economic Aspects:

The project will create job opportunity for 171 persons in different units. So it is sure that the
project will bring contribution to GDP. The project will contribute Tk. about 324.88 Lac per year
(from 3rd year) to GDP at a market value. The macro-economic effect will change the
socioeconomic condition of directors, the employee and the country.
13. Financial Aspects:

The project has found financial viability. The details are shown in the related chapter of the report.
I. Break-Even Analysis:
Break-even analysis is carried out on the basis of cost and sales of 3rd year of operation. The
project is expected to break-even 36.44 % of assumed capacity utilization with sales revenue of
Tk. 192.84 Lac.
II. IRR and BCR: The expected IRR (Internal Rate of Return) is 30.66 % and BCR (Benefit-Cost
Ratio) of the project is 1.34:1.00.
III. Debt-Service Coverage Ratio: The service coverage ratio of the project is to be expected at
1.54, 1.83 and 1.96 for 1st year, 2nd year and 3rd year respectively
IV. Financial Evaluation: Tk.in Lac

Operating year
1st year 2nd year 3rd year
Capacity utilization 65 % 70 % 75 %
Sales 443.46 492.64 528.03
Gross profit 220.37 256.78 279.30
Gross profit to sales 49.69 % 51.12 % 52.89 %
Operating profit 189.24 238.91 259.40
Operating profit to sales 42.67 % 48.50 % 49.13 %
Net Profit to sales 21.05 % 26.37 % 27.78 %
14. Financial Institutions applied for Loan: Commercial Bank/Financial Institution.
15. Land Schedule:

Mouza : Shulogar, P.S.- Sreenagar , Munshiganj, Bangladesh.
16 Conclusions:
The detail financial forecast shows that the project is a viable considering all aspects. The
proprietor is educated and experienced in various leading national and international business. He is
also financially sound and has the real capacity to controlling aspects and efficiency in
management. The demand of bricks is very high in the local market. Therefore it can be concluded
that the project has the potentials for investment and the Bank may consider providing loan
assistance for the implementation of project successfully so that the sponsors can contribute for the
ultimate development of the country.
1.0. INTRODUCTION
BACKGROUND:
Brick, being the heart of civil works, is treated as the essential commodity due to its outstanding
contribution towards the construction of residential, commercial and flats, industrial buildings
office buildings, roads, bridges, dams, embankments, and cyclone protection buildings, and
various other installations. In the context of sharp rising demand for bricks, the study aims at
assessing the techno economic feasibility for setting up a modern semi-automatic bricks making
plant at Mouza : Shulogar, P.S.- Sreenagar , Munshiganj. One major objective of the plant will be
to produce environment friendly products by out dispensing smoke. Bangladesh has long
experience in indigenous technology based “National Brick” production from time immemorial;
but demand for standard bricks, hollow bricks etc, being produced by using improved imported
technology, is increasing in proportion to the rise of per capita income, living standard and rapid
urbanization. In Bangladesh brickfields have been always dominated by private sector. The
government of Bangladesh (GOB) being stimulated by free economy concept has been energizing
the privatization almost in all sectors. Attractive packages/incentives are being offered by GOB for
joint venture projects under foreign investment. The government allocation towards physical
construction is on the increase. So, consumption of brick has been increasing and will also
increase at higher rate, in the days coming ahead.
1.2 OBJECTIVE:
The objective of the study is to assess the feasibility of the proposed project in terms of market
demand as well as technical, financial, economic and environmental viability of the project.
1.3 SCOPE OF WORKS:

The study was limited to the following aspects of the project:
1. To assess the financial and technical viability of the project

2. To analyze the market studies to assess the demand and prospect of the proposed auto
bricks project
3. To assess the socio-economic and environmental implications of the project.
1.4 METHODOLOGY:
The report has been prepared with the following ways:
The market study has been carried out mainly on data / information collected through field visits,
discussion with local business communities, elite and senior citizens.
The financial and economic analysis done as per UNIDO (United Nations Industrial
Development Organization) guidelines based on real data obtained from engineering estimation
and professional judgments.
The Environmental Assessment has been conducted with the guideline of UNEP (United Nations
Environment Programme) and DoE (Department of Environment) of Bangladesh Govt.
1.5 LIMITATION:
The major difficulty faced in carrying out the study was collection of data / information for
estimation of demand and market prospect of bricks. But it has been not so much difficult because
of kind help of different organizations and information and communication technology.
1.6 REPORT ARRANGEMENT:

Besides introduction in the first chapter, management aspects of the project have been discussed in
the second chapter, technical and market aspects in the third and fourth chapter respectively. The
findings of the financial analysis are in fifth chapter. The Economic aspects and Environmental
Assessment are included in chapter six and seven respectively. Chapter eight includes Risk
Analysis and Chapter nine includes conclusion and recommendation. All relevant data,
assumptions and calculations are shown in Annexure.
2.0 ORGANIZATION & Management aspects
A. Administrative & Selling Staff and their salary:
Table 2.5.1: Administrative Staff and their salary

Total Tk. in Lac
Sl. No. Designation Nos. of Person Monthly Salary (Tk.)
(yearly)
1 Manager 1 15000 1.80
2 Assistant Manager 1 7500 0.90
3 Manager Admin 1 8000 0.96
4 Plant Engineer(B.Sc.) 1 8000 0.96
5 Sub-Asst. Engineer 2 5000 1.20
6 Accountant 1 6000 0.72
7 Asst. Accountant 2 4000 0.96
8 Purchase Officer 1 5000 0.60
9 Asst. Purchase Officer 2 3500 0.84
10 Sales Officer 2 5000 1.20
11 Selling Staff 4 3500 1.68
12 Clerk-cum Typist 2 3500 0.84
13 Office Assistant 2 2000 0.48
14 Guard 10 2000 2.40
15 Truck Driver 4 4000 1.92
16 Tractor and Truck Helper 10 2000 2.40
17 Tractor Driver 4 4000 1.92
18 Bag Loader Driver 4 4000 1.92
Total 54 Tk. 23.70 Lac
B. Factory Wages and Salaries:
Table 2.5.2: Factory Wages and Salaries

Monthly Salary Total Tk. in Lac
Sl. No. Designation Nos. of Person
(Tk) (monthly)
1 Production Manager/Production in 1 12000 1.44
Charge
2 Asstt. Production Manager 2 8500 2.04
3 Production Supervisor 2 5000 1.20
4 Mechanic/Electrician 2 3500 0.84
5 Foreman 10 3000 3.60
6 Skilled Labour 40 2500 12.00
7 Unskilled labour 60 1800 12.96
Total 117 34.08
Total manpower= (54 + 117) = 171 nos.

Total Yearly salary and wages
= Tk. (23.70 + 34.08) Lac. = Tk. 57.78 Lac
Moreover, during the 06-months construction period, thousands of man-months will be required
for successful implementation of the proposed project. The cost of which has been incorporated
with the project cost.
TECHNICAL ASPECTS
3.1 Projec
3.1.1 Introduction:
Raw material for brick is locally available in abundant quantity everywhere around the proposed
site. On the other hand, there exists a huge demand of brick and ceramics in and around the capital
city, and even all over the country. So, a brick manufacturing plant with balanced state- of- art
technology under a competent techno-managerial staff may prove itself viable enough provided
the recurring cost involvements associated with it are rationalized properly.
3.1.2 The objectives of the project: The objectives of the project are as follows:
1. To produce standard bricks in a controlled environment.
2. To avoid air pollution and produce environment friendly bricks.
3. To meet the local demand of quality bricks.
4. To ensure the proper utilization of natural recourses.
5. To create employment opportunities.
6. To earn an optimum benefit through honest investment.
7. To contribute for the ultimate development of the country.
3.3.3 TECHNOLOGY & PROCESS DESCRIPTION:

THE PROPOSED PROJECT WILL ADOPT MUCH MORE IMPROVED TECHNOLOGY
THAN THE EXISTING AVERAGE NORM. THIS TECHNOLOGY IS CONVENIENT FOR
PRODUCTION OF FIRED CLAY BRICKS AT A VERY LOW COST. THERE IS NO
PRODUCTION TIME OUT. THE PRODUCTION LEVEL OF THE MACHINE VARIES
ACCORDING TO THE QUALITY OF EAT TO BE FED; IT PROVIDES THE MACHINE
WITH SOME SORT OF FLEXIBILITY IN THE PRODUCTION. SOIL IS COLLECTED
AND CARRIED TO THE SITE WHERE IT IS MIXED WITH SAND, WATER ETC.
BRICKS ARE SHAPED IN THE EXTRUDER AND CUT IN THE CUTTER. THE GREEN
BRICKS ARE THEN CARRIED TO THE KILN FOR REQUIRED FIRING. THE
HEATING PROCESS OF THE WHOLE PLANT IS RECYCLING. THE
MANUFACTURING PROCESS OF THE PROPOSED BRICK MAKING PLANT CAN BE
EXPLAINED BY THE FLOW DIAGRAM PROVIDED IN THE FOLLOWING.
PRODUCTION FLOW CHART
Preparation of Clay
Filling of clay to even clay feeder
Crushing of lump clay, clay in grinding
Grinding, mixing, de-airing and

extruding
Cutting table for cutting the column

extrude into brick size
Column loader
Drying chamber for drying green and

wet bricks
Column loader
Red brick stock yards

Kiln for firing of dried green bricks
Market
3.1.4 Production Capacity, Product specification and Product range, and Sales Value:
Capacity: The proposed project will produce 10,000 bricks per hour and will run 8 hours per day
and 300 days per year. The capacity of the project is shown in the following
Production capacity per annum = 10,000 x 8 hrs x 300 Pieces
= 240,00
Maximum wastage =2%
Saleable capacity per annum = 235,20,000 Pieces
Product specification and Product range:

By changing the dies and adjusting the cutting machine various types of bricks with desired
geometry and dimensions can be achieved from the proposed mechanized plant. Few examples of
product mixes are given below:
a) Modular size
: 190x90x90(mm)
b) Standard size solid brick : 250
c) Perforated brick (upto 20% cavity) : 250x120x75(mm)
Perforated brick (upto 20% cavity) : 250x120x120(mm)
Perforated brick (upto 20% cavity) : 250x120x120(mm)
The cost benefit analysis of the project has been carried out based on the brick having the
following characteristics:
Type of brick
: Regula
Size of brick
: 240 mm
or 9.5” x 4.5” x 2.75”
Quality
: Anti-pr
Sales:
Name of the Product Annual Production at 100 % Rate/piece Total Sales Value
Capacity Tk. in Lac
Standard Brick 235,20,000 pieces 3.00 705.60
3.4 project location and its suitability:
The proposed brick manufacturing plant will be set up at Mouza: Bindo Bari, P.S. Sreepur,
Gazipur with all infrastructure facilities like excellent road, electricity, gas and water. This is
enriched with required compounds of manufacturing of quality bricks for multiple uses. The
proposed site enjoys the infrastructure facilities of power, gas and easy road communication and
availability of labour at low wage.
3.5 Lay-out PLAN:

THE MASTER PLAN AND LAYOUT OF THE PROPOSED PROJECT HAS BEEN
SHOWN IN THE SEPARATE DESIGN SHEET.
3.6 land and land development:

THE ESTIMATED COST OF 20.00 BIGHA LAND OF PROJECT AREA ACCORDING TO
MARKET STUDY IS TK. 120.00 LAC (AT @ 6.00 LAC PER BIGHA) AND THE COST
OF DEVELOPMENT TO FULFILL THE PROJECT LAND IS CONSIDERED TK. 18.00
LAC.
3.7 STRUCTURAL DESIGN & SPECIFICATION:

The structural design will be within the guidelines of Bangladesh Building Code of 1996.
3.8 project cost estimation:

Cost computation has enumerated under different sub heads, namely:
1. Cost of land including registration;
2. Land Development;
3. Building and Civil Construction;
4. Furniture and Fixtures;
5. Machinery and Equipment;
6. Erection and Installation;
7. Transportation Cost;
8. Security Deposit;
9. Preliminary Expenses.
10. Manpower
The major cost components are described briefly in the following paragraphs. Details of
cost breakdown of the project are shown in Annexure-1.
3.6.1 Building and Civil Construction:

Table 3.6.1(a): Building and Civil Construction
Sl NoName of Structure Floor Area Rate/sft Total

Tk in Lac
01 Kiln Shed (Semi-pucca) 350 x 105 = 36750 350.00 128.63
02 Kiln with chimney 110.00
03 Dryer Shed (Semi-pucca) 15000 300.00 45.00
04 Machine House (Semi-pucca) (55 x 50) + (140 x 50) = 300.00 29.25
9750
05 Office Building (pucca) 1500 750.00 11.25
06 Labor Shed (semi-pucca) 2100 400.00 8.40
07 Guard Room (pucca) 100 600.00 0.60
Total Tk. 333.13 Lac
Table 3.6.1(b): Other Civil works
Sl. No. Name of Other Civil works Total Tk. in Lac

01 Electric Works 6.50 % 21.65
02 Water supply, sewerage and drainage 6.50 % 21.65
03 Gas Connection 2.50 % 8.33
04 Boundary wall L.S. 15.00
05 Internal Road L.S. 5.00
06 Clay Yard L.S. 10.00
07 Water Reservoir L.S. 3.00
08 Overhead Tank L.S. 7.50
09 Septic Tank and Soak well L.S. 1.50
10 Main Gate L.S. 1.00
Total Tk. 94.63 Lac
Contingencies: @ 5 % = Tk 21.39 Lac.
Grand Total = Tk. (333.13 + 94.63 + 21.39) Lac. = Tk. 449.15 Lac
(Tk. Four Crore Forty-nine Lac and Fifteen Thousand only)
3.6.2 Furniture and Fixtures:

This cost head includes the cost of essential furniture for the Management Office, Security
personnel, Operators and necessary office equipment. Lump sum cost for this purpose is
considered Tk. 5.00 Lac.
3.8.3 Machinery and Equipment:
A. Imported Machinery:
Table 3.6.3(a): Price List of Imported Machinery and Equipment
Sl NoName of Equipment Model Quantity Unit Price Total price in US$

In US$ With C & F
01 Double Stage JZK 45/40B-20 1 set 29878.00 29878.00
De-airing Extruder
02 Double Shaft Mixer SJ 200x36 1 set 7536.00 7536.00
03 Double Roll Crusher SGP 70x70 1 set 3732.00 3732.00
04 Green Brick Cutting-off QP 17 1 set 2614.00 2614.00
Machine
05 Automatic Clay Column 1000 MM 1 set 765.00 765.00
Cutting-off Machine
06 Box Feeder GD 65 1 set 5805.00 5805.00
07 Belt Conveyor 14M 3 set 2708.00 8124.00
08 Electro Control Equipment 1 set 4268.00 4268.00
09 Parallel Drop-board MachineLB 250 1 set 854.00 854.00
10 Transporter & Divider 1 Set 3000.00 3000.00
Sub-Total US$ 66576.00
Table 3.6.3(b): Price List of Imported Machinery and Equipment
Sl NoName of Equipment Model Quantity Total price in US$

With C & F
01 Exhauster CD 30 K2-12 6 Set 4400.00
02 Winder Machinery 1 Set 7400.00
03 Car Fixer XW 654 1 Set 8800.00
04 Steel rail 8KG/M 14.0 MT 6900.00
05 Spare parts 2.8 MT 1400.00
06 Electricity control equipment 1 Set 4268.00
07 The Related cost i.e. inspection, 29200.00
ocean freight, insurance,
clearance of custom etc
Sub-Total US$ 62368
Grand Total cost of Imported Machinery & Equipment = US$(66576.00+62368.00)

= US$ 128944.00
= Tk. 77.37 Lac (Tk. @ 60.00)
B. Local Machinery:
Table 3.6.3(c): Price List of Local Machinery and Equipment
Sl No Particulars Quantity Total Cost

(Tk. in Lac)
01 Drying Room 1 Unit 49.73
Model: 77m x 15m
02 Drying Trolley 700 Set 28.20
Model: 280x1000x1160 mm @ Tk. 7,050.00
03 Truck 3 Nos. 45.00
@ Tk. 15.00 Lac
04 Clay Loader 1 Nos 25.00
Capacity: 1.5m x 2m
05 Deep Tube well 1 Unit 5.00
06 Substation (500 KVA) 1 Unit 20.00
07 Generator (150 KVA) 1 Unit 10.00
08 Computer, Printer, Fax Modem and others - 1.50
09 Other local engineering procurement - 2.00
Total cost for local machinery Tk. 186.43 Lac
3.8.4 Erection and Installation:
For erection, installation and commissioning of different machinery will be at amount
of Tk. 8.00 Lac estimated in the project cost.
3.8.5 Transportation charges:

The cost for transportation will be included in selling expenses.
3.6.6 Raw materials:

The only Raw materials of Brick-making for Automatic Brick Manufacturing are locally available
Clay (which is composed of alumino silicates) of argillaceous type and water. The clay is obtained
from near by areas on contract basis or by engaging daily labour. The cost of clay per brick has
been estimated as per brick which includes all wastage involved in handling of clay, from
excavation, transportation to factory gate and finally fined brick.
Total required clay = 45317.92 cum + 2 % wastage (519 bricks per cum clay) = 46224.28 cum
So total cost of clay = 46224.28 cum x Tk. 80.00 = Tk. 36.98 Lac
Labour and Transport cost = 49850 cum x Tk. 80.00 = Tk. 36.98 Lac
Other Chemicals = Tk. 10.00 Lac
Total cost of Raw Materials =Tk. 83.96 Lac
3.6.7 Utilities:
A. Electricity: The project will have a connected load of 600 KW and average demand is about
400 KW. The estimated cost of electricity is 400x300 x 8 hrs x 5.00 = Tk. 48.00 Lac
B. Water Supply: The estimated cost of water supply will be supplied from own deep tube well.
C. Gas: As the major fuel is natural gas for manufacturing bricks, the cost of gas is estimated as
400.00 m3 x 8 hrs x300 days x 5.00 Tk/ m3 = Tk. 48.00 Lac per year.
D. Other chemicals: The cost of lubricating oil, Mobil, and other chemicals will be required for the
smooth operation of the project and annual cost assessed of Tk. 6.50 Lac.
The estimated cost of utilities is Tk 102.50 Lac at 100 % capacity.
3.6.8. Security Deposit:

The security deposit for electric power and other utilities has been estimated as Tk. 20.00 Lac
3.7 project implementation schedule:

The total period for implementation of the project is assumed to be 06 months from the
date of sanctioning of the project. The detail implementation schedule will prepare in the
separate sheet of Civil Construction.
3.8 REPAIR AND maintenance
It includes instantaneous repair and replacement of different items of works required to be
done to keep the project fit for use or to save it from further damage. It covers the works of
repair at different parts of the processing plant and other equipment of the production unit.
The technical staff of the project may generally do it. Routine maintenance will also cover
the maintenance of the pumps, generator or any other parts. The estimated yearly expenses
for repair and maintenance for machinery and building are as follows:
Table 3.8: Repair and maintenance

Tk. in Lac
st nd
Repair and Maintenance 1 year 2 year 3rd year
Building 1.50 2.00 2.50
Machinery 2.00 2.50 3.00
Total 3.50 4.50 5.50
4. MARKETING ASPECTS
4.1 RATIONALE OF THE PROJECT:

Most of the countries of the world use their natural resources like hard rock stone, limestone and
other types of stone for construction works. Unfortunately, Bangladesh has serious shortage of
these products and therefore use cubic shaped burnt clay known as brick. Bricks more or less are
used for construction work all over the world. The tensile and other construction-supportive
properties of brick depend upon such factors as its dimensional parameters, constituent
elements/compound of clay and technology of thermal treatment. Continuous improvements of
firing technique and innovative geometry of brick have adding new dimensions to the usages of
brick in construction work. Although all over the world the traditional manufacturing process of
bricks has been changed. The traditional brickfields in the country creates environmental problem
largely. So the present government has undertaken some strategic decisions to reduce air pollution
from brickfield for sustainable development. The government has defined the tower height for
traditional brickfields but in most cases these manufacturing units cannot meet the safe and
environment friendly burning and also the production capacity is low in traditional process. This is
why the sponsors have decided to go on auto-manufacturing process of bricks. Besides, there are a
number of reasons for taking the proposed project such as
 To replace the traditional bricks manufacturing technology and introduce
environment friendly technology there by reducing serious air pollution.
 To produce standard bricks in a controlled environment.
 To manufacture environment friendly bricks.
 Highly experienced in different business sectors.
 Minimum labor cost.
 Advantage of local raw materials.
 High demand in local market.
4.2 MAJOR USES OF BRICKS:

The construction work in various sectors is steadily increasing with the expansion of trade,
industrial and service oriented development. Bricks are mostly used in our country for
 Construction of walls and floors for residential/commercial and factory buildings,
boundary walls, play ground etc.
 Broken brick pieces that are used in aggregate with cement as concrete for foundation of
all buildings and for roofs with iron-rod network, and in construction of Roads, Dams, and
Bridges.
 Manufacturing of different types of heavy structures.

 Government and semi government or autonomous agencies, international and local
NGOs, private Agencies and individual's household owner-all belong to brick user-group.
4.3 TYPES AND SIZES OF BRICKS AND PRICES THERE OF:
There are different types of Bricks for multifarious uses. Bricks produces from the brick making
plant using traditional or slightly upgraded technology is widely known as Bangla bricks or Bangla
Kiln Brick or regular Brick. While using Semi-automatic and more sophisticated heating technique
and selecting more scientific of clay mixing redbrick or ceramic bricks are also being produced in
the country largely. Reinforced Bricks scientifically designed and prepared under a strong process
control are qualitatively much more superior to regular brick and are widely used for residential,
commercial and factory building, floor and tornado proof houses in coastal areas, coastal
embankment construction, keisen etc. Reinforced-engineered Bricks being equivalent to 10”
casing works reduce the cost of cement by 30% and dead weight also by the same percentage.
Accordingly, using reinforced bricks one can minimize the cost of foundation works by one-third
of the total Hollow fired bricks of different shape and sizes are gaining increasing popularity
among the users for fancy and comfortable building with eye catching architectural design. Hollow
Bricks prevent flow of heat from out side and keep the house cool and noise free.
In Bangladesh both Bangla Bricks and Fired Red Bricks are graded into three classes depending
on their quality. The prices are fixed by each manufacturer based on demand-supply situation and
competitive rates in accordance with grade/class of Bricks. The most common size of Bangla and
red Ceramic Brick is 9.5” x 4.5” x 2.75(240mm)(L) 115mm (w) x 70(mm) (H). It generally
weights within a range of 2.50-3.70 kg/piece. Recent market survey carried by the study team
reveals that there exists a wide price range for different types of bricks. Table-1, furnished belong
is provided with data regarding recent price of some types/grades of Bricks.
Table-4.3: Prices of Bricks

Type of Bricks Price in Tk/1000 pieces (Grade or number-wise)
No.1/Picket No.2 No.3 Size: 9.5” x 4.5” x2.75”
Bangla Brick Kiln Burnt2650-3000 2200-2400 1400-1800
Ceramic 1st Grade 2nd Grade Maroon Red 9.5” x 4.5” x 2.75”s
Holes Brick (plain) 4100-5000 2900-3100 4350-4500
Holes bull nose (one 3800-4500 3200-33500 --------
side)
Holes reinforced brick 3450-3600 2700-2900 ----------
Holes 3500-3600 2700-2850 4000-4150
Multi colored brick 3300-3500 2500-2700 ------
Partition hollow block A5100-5200 4600-4750 ------- 9.5” x 4.5” x 4.125”
Partition hollow block B5700-5800 4950-5050 ------- (240mm x 160mm x 110
mm)
Roofing block 6” 11500-12500 10000 ------- 10” x 10” x 6”
Kiln Ker 4600 5000 -------- Medium standard
facing/paving brick
Kiln Ker facing strip 2850-3000 2000-2200 -------- 8” x 2” x 2”
4.4 DEMAND-SUPPLY GAP:
It has been observed that there exists a direct positive between the fund allocation of Annual
Development budget and volume of construction work. Since construction/civil works will also
continue to increase in the coming day, existing reality of the country nevertheless rule out the
rising consumption of Bricks in the context of increasing civil or construction works. Consumption
of bricks are instantly increasing not only with increase of residential housing or road and bridge
construction but also for significantly growth of various manufacturing and service oriented
industries like, textile, cement, foundry glass, ceramic, chemicals, hotels, restaurants and tourism
centers, bus terminals etc. In the demand analysis the study team has concentrated on the growth
potential of the demand in greater Dhaka district. Since the proposed project will be set up near by
Dhaka City, the micro level demand analysis is justified on the ground that bricks lot being heavy
in weight is not amenable for long distant transportation.
Based on government’s long-term plan for Development works, the industrial, residential &
commercial buildings in private & public sectors will expand. It has been estimated that by year
2003 the demand for bricks would be 26 billion pieces. In contrast, the present brick
manufacturing capacity around Dhaka city falls far short of requirement. Around 202 brickfields
are scattered in and around the greater Dhaka city. Below is furnished a table showing the location
wise brickfields number and production capacity thereof.
Table 4.4: Brick Fields in greater Dhaka area and production capacity there of
No of Brick FieldsProduction capacity
Location of Brick Fields (in ‘000000’)
Mirpur, Mohammadpur & Amin Bazar 28 99
Area
Savar 06 108
Tongi-Gazipur Area 24 140
Dhamrai 3 24
Fattullah 72 170
Rupgonj 27 96
Demra 14 88
Keranigonj 28 32
Total 202 757
From the data furnished above it is clear that only for housing purpose there exists a gap between
supply and demand amounting to nearly 639 millions of brick per year. Brick is never imported
and concerned experts rule out such possibility in the future also because of financial non-
feasibility. However, part of the requirement as now will be met up by the supply from out side of
Dhaka districts. Since transportation cost is fairly high in comparison with the price of bricks,
supply of bricks from interior or long distant city will also not be viable. So, there exists an
advantageous scope of setting up of several large brick manufacturing plants within a radius of 30-
40 miles from the center of Dhaka City. On the contrary, the present bricks market of Bangladesh,
being dominated by a few manufacturers falls in huge demand and supply gap to establish new
such industries.
4.5 PROMOTIONAL ISSUES TO ATTRACT BUYER:

The sponsors of the AL-HAMRA AUTO BRICKS will take some promotional issues to attract
the buyers. Some of these are as follows:
1. Low pricing: As the product is to be produced in a developing country where raw

materials are available and wages and salaries is minimum, the cost of production will be
lower, thereby giving the low price facility of the product.
2. Quality control: The Company must maintain the international quality standard according to the
guidelines of ISO.
3. Assurance of quick transport: There should have an assurance of quick transport to attract the
buyers.
4. Area representative: The firm will appoint representative for assurance of quality services. The
representative will call on every now and then and try to mitigate the problems of supply.
5. Incentives: As the project is a local invested company, it will enjoy the different incentives of
the government.
5. Financial analysis
5.1 ASSUMPTION FOR FINANCIAL CALCULATION:

Profitability potential of the project has been estimated for three years of operation to
assess the financial viability of the project. The financial projections include estimates of
sales, operating cost, administrative and selling expenses and financial overheads. The
statement showing forecasts is shown in concerned Annexure.
The assumptions underlying the earning forecast are as under:
e) The project will operate for 300 days in a year one shift operation basis of 8 hours per
day
f) The capacity buildup has been assumed to be achieved gradually at the rate 65 %, 70 %
& 75 % of estimated attainable capacity in the 1st, 2nd &3rd yr. of operation and onwards;
g) The price of raw materials and finished goods have been assumed to remain constant
throughout the projected years of operation with the assumption that any increase in the
price of raw materials will be offset by the corresponding increase in the price of finished
goods;
h) Sales prices of the proposed product have been assumed on the basis local market;
i) Stock of work- in – process has been considered for 3 days;
f) Stock of finished goods has been estimated for 7 days;

g) Annual increment of 5 % has been considered for calculation of wages and salaries and salaries
and bonus of two months basic also be provided;
h) Depreciation has been charged on straight line method at the following rates:
Building- 5%
Machinery- 10%
Other assets- 20%
i) The project will enjoy tax holiday benefit for 9 years.
j) Economic life of the project has been assumed to be 15 years without any major replacement.
k) The interest rate for Capital Loan is 11 %.
l) The interest rate for Working Capital is 11 %.
5.2 project cost and mode of financing:

The estimated fixed cost of the project is Tk 939.86 Lac and required working capital of Tk 38.78
Lac. The Interest during Construction Period (IDCP) is Tk. 34.30 Lac
The means of finance is
Cost of the Project: Fixed Cost = Tk. 939.86 Lac

Working Capital = Tk 38.78 Lac
Total Cost = Tk. 978.64 Lac
Mode of Financing: A) Bank loan: i. Term Loan = Tk. 623.60
ii. W. capital Loan = Tk. 27.15 Lac
iii. IDCP = Tk. 34.30 Lac
Total loan = Tk. 685.05 Lac
B) Equity: = Tk. 293.59 Lac
Total Cost of the Project= (A+B) = Tk. 978.64 Lac
The item-wise summarized project cost and proposed mode of financing is shown in Annex.-I.
5.3 CAPITAL investment plan:

It is assumed that 70 % of the project cost will be financed through Bank loan and the sponsors
will finance rest 30 % of the project cost. The ratio and amount of debt and equity for the project is
shown in Table 5.3
Table 5.3: Capital investment plan of the project
Item Percentage Amount in Lac Taka

Total Project Loan 70 % 685.05
Sponsor's Equity 30 % 293.59
Total Cost of the Project 100 % 978.64
Working Capital Requirment:
It has been assumed that the will require a fund as working capital adequate enough to meet the
expenses of the project during operation period. The working capital assessment at assumed
capacity is as follows:
Table 5.4: Working Capital Requirement

Year Ist year 2nd year 3rd year
Capacity Utilization 65 % 70 % 75 %
Working Capital
38.78 40.77 43.76
Tk. In Lac
The detail calculation of working capital assessment is shown in Annex.-VII

5.9 sales estimate:
The sales estimate at assumed capacity is Tk. 443.46 Lac, Tk. 492.64 Lac and Tk. 528.03 Lac for
1st, 2nd and 3rd year respectively. The details calculation is shown in the Annex.-III.
5.10 Earnin
Net operating profit earning after tax from this project during initial three years are
expected to be Tk 93.36 Lac, Tk 129.91 Lac and Tk 146.68 Lac respectively. The detail
calculation of estimated income statement of the project is shown in Annex. – IV
Cash Flow Position:

The project is expected to have a comfortable positive cash balance each year. The Closing Cash
Balance is estimated Tk 295.97 Lac at the end of year-3. Detail Cash Flow estimation in the initial
three years is shown in Annex.-V.
5.11 Profit
The financial analysis shows a healthy position of the project. The Internal Rate of Return (IRR)
of the project is 30.66 % and the Benefit-Cost Ratio (BCR) is 1.34:1.00. The lower discounting
rate is considered 15 %, which is higher than the cost of capital 11.0%. The detail calculation of
IRR and BCR is shown in Annex. - XI and Annex.-XII respectively.
5.12 Pay-b
The Pay Back Period of the project is calculated to determine the period required to
recuperate the original investment outlay through the profits earned by the project. The
calculated Pay Back Period is found about five years. The pay back period is calculated
from discounted cash flow and initial cash outlay which is shown in the Annex.-XIV
5.13 Debt S
The debt service coverage strength of the project is found satisfactory. The service coverage ratio
of the project is shown in the following table.
Table 5.10: Debt Service Coverage Ratio of the project

Operation Year Year 1 Year 2 Year 3
Estimated DSCR 1.54 1.83 1.96
5.11. BREAK-EVEN NALYSIS:

The break – even analysis has been carried out the basis of cost and sales data of 3rd year
of operation and is shown its work sheet. The project is expected to break – even at 36.44
% of the assumed capacity with sales revenue of Tk. 192.84 Lac i.e. 27.33 % of the rated
capacity utilization. The work sheet on break-even analysis is shown in Annex.-IX
5.12 AMORTIZATION SCHEDULE: The amortization schedule of short/medium term

loan and working capital is shown in Annex.-X
6.0 Economic aspects

6.1 rationale of economic analysis:
The financial or commercial profitability of a project may not give a good measure of the
project’s contribution to the society or to the national economy. In financial or commercial
analysis emphasis is given only to assessing the project’s profit in terms of money but not
to the real contribution to the welfare of the society. To measure a project’s contribution to
the society as well as national economy the following aspects should be taken into
consideration:
Creation of new employment opportunity;
Downstream impact on the economy;
Linkage effects; and
Contribution to GDP.
Economic Rate of Return
6.5 employment generation:

After starting up the project, 171 employees will be required to run the project successfully.
Moreover, during the 6-months construction period, hundred of labors, technical persons will be
required for successful implementation of the proposed project which will create an additional
positive impact on the peripheral economy and the job market of the project area.
Table 6.2: Manpower Generation
Sl No Man Power/Designation Number

1 Administrative and Management 54
2 Direct labour 117
Total 171
6.6 downstream and linkage effect:

During and after implementation of the project, enormous effect will be happened on the
surrounding society and economy. Local procurements for the project implementation will
have a positive impact on the over all economy. After implementation that is during the
entire operation life of the project, the labors and the technicians continuously need to buy
consumable products from the local markets for use. To feed the need of the market,
numbers of new farms/shops will be coming up creating additional job opportunity,
enterprises as well as new entrepreneurs in the surroundings.
The ratio of local and overseas procurement for the project implementation is shown in Table 6.3.1 and the
Intermediate Goods Consumed in the first three years of operation is shown in Table 6.3.2
Table 6.3.1: Sources of procurement
Sl. No. Item Local Imported

1 Machinery 71 % 29 %
2 Raw materials 100 % 0 %
Table 6.3.2: Local Intermediate Goods Consumed
Tk. i
Sl. No. Item 1st Year 2nd Year 3rd Year

1 Raw materials 54.57 58.77 62.97
2 Utilities 66.63 71.75 76.88
3 Depreciation and maintenance 55.80 56.80 57.80
4 Printing and Stationary 1.00 1.50 2.00
5 Transportation charges 1.00 1.50 2.00
6 Miscellaneous 1.00 1.25 1.50
Total 180.00 191.57 203.15
The Economic report is shown in Annex.-XIII
6.7 contribution to gdp:

In assessing the merits of a project, the objectives of any particular society clearly must be
taken into account. That is, project costs and benefits must be measured against the extent
to which they detract from, or contribute to, achievement of that society’s objectives. At a
general level, it is assumed to have two primary and simultaneous – if not always equally
valued – objectives: to increase total national income, the growth objectives, and to
improve the distribution of national income, the equity objective. In general, therefore,
projects should be assessed in relation to their net contribution to both of these objectives.
As this project is not a national level project, only direct contribution of the project to GDP
is considered for assessing the economic merit of the project. The detail is shown in Table
6.4. For simplicity of calculation the transfer of payment is not considered to work out the
contribution to GDP.
Table 6.4: Contribution to GDP
Items 1st Year 2nd Year 3rd Year

Value Added to GDP 263.46 301.07 324.88
7.0 ENVIRONMENTAL ASSESSMENT
7.1 BACKGROUND:
Now-a-days protection of environment (both natural and human environment) is one of the
burning issues. In response to growing environmental awareness in Bangladesh, over the last few
years, the concerned authorities have now begun to consider the need for sound management
approaches for the protection of the environment without jeopardizing the badly needed industrial
and economic progress. Emphasis, has therefore, been placed on good planning and management
systems that are essential in addition to appropriate technical solution.
Bangladesh is one of the highest population densities in the world. This puts tremendous pressure
on its limited resources and hence there is a direct need for optimal and equitable resources
management programme which can only be effective if they are environmentally sound. Natural
and man made an environmental hazard coupled with limited resources makes it imperative to
incorporate the environmental dimension in the delicately balanced ecosystem that exists in
Bangladesh.
Since the process of development in Bangladesh is still in its initial stag, it is advantageous to
incorporate the environmental dimension in the development program. For instance, the
incorporation of EIA as part of overall planning process would help avoid some of the adverse
effects of development experienced by industrialized nations.
7.2 INTRODUCTION:
The United Nations Environment programme (1978) EIA as a method “to identify, predict and to
describe in appropriate terms the pros and cons (penalties and benefits) of proposed development.
To be useful, the assessment needs to be communicated in terms understandable by the community
and decision-makers and the pros and cons should be identified o the basis of criteria relevant to
the countries affected.”
The purpose of the environmental assessment can therefore be defined as to serve as a

management tool not only to assess impacts but also to improve the quality of decision. Although
the proposed project is not severely adverse to the environment it is necessary to be conducted EIA
to assess the impacts on surrounding natural and man-made environment.
7.3 LEGAL FRAMEWORK:

There is a legal requirement for the completion of environmental assessments for a variety of
different types of projects that are considered as having the potential for causing the significant
environmental effects. The Environment Conservation Act 1995 and Environment Conservation
Rules (ECR) 1997 constitute the legal basis for undertaking EIA for any development industries or
development projects in Bangladesh.
7.4 SCREENING OF PROPOSED PROJECT:

As per ECR 1997, a normative screening procedure is to be followed according to which industries
and projects have been divided into four stages-Green, Orange A, Orange B and Red. This
screening is based on several important criteria such as type of project, its size, location and
importantly its pollution potential. According to the ECR 1997 AL-HAMRA AUTO BRICKS is
Orange B category project.
7.5 EMISSION STANDARDS FOR VARIOUS ENVIRONMENTAL PARAMETERS:

The Department of Environment has recommended the following standards to maintain the sound
environment for industrial projects including brick manufacturing project.
Table 7.5.1: Air quality Standards De

Type of Area Suspended Particulate Sulfur Carbon Nitrogen
Matter (SPM) Dioxide Monoxide Oxides
Industrial & Mixed 500 120 5000 100
Commercial & Mixed 400 100 5000 100
Residential & Rural 200 80 2000 80
Sensitive 100 30 1000 30
Table 7.5.2 Noise Quality Standards
Zone Class Limit in decibels(dB)
Day Night
Silent Zone 45 35
Residential Zone 50 40
Mixed Zone 60 50
Commercial Zone 70 60
Industrial Zone 70 70
Table 7.5.3 Gaseous Emission Standards of Industrial Boiler (based on fuel source)
Sl no Parameters Limit(mg/Nm3)
1 Soot & Particulate Matter
i. Coal 500
ii. Gas 100
iii. Petroleum 300
2 Nitrogen Oxides
i. Coal 600
ii. Gas 150
iii. Petroleum 300
7.6 EIA PROCEDURES:
7.6.1 Establishment of the baseline: A baseline study is one of the most important parts of EIA.
This term refers to the collection of background information on the environmental and socio-
economic setting for a proposed development project and it is normally one of the first activities
undertaken in an EIA. A study team surveyed the project area and collected the necessary
information of the propose project. As the project sponsors own most of the project area, more
agricultural land or settlement area will not be occupied by compensation. The adjacent land of
the project is agricultural land. This is why no rehabilitation is necessary for the implementation of
the project. Our social survey reveals that if the project is implemented, it will bring an economic
contribution to the society of the project area.
7.6.2 EIA methodology: As the project is Orange B category project, the full scale of EIA is not
needed. To conduct IEE (Initial Environmental Examination) is enough. To assess the impacts of
the proposed auto bricks manufacturing project a Simple Checklist method was followed by the
study team. This checklist is show given below:
Type of Impact Significance of Environmental Impacts

Project Actions affecting Adverse Beneficial
Phase environmental
resources and values
ST LT ST LT None Minor Medium Major
Site Preparation x x
Transport of
Construction
x
materials and
Equipment
Noise level x x
Surface Water quality x
Ground water x
Construction phase
Air quality x x
Employment x x
Eviction of people x
Compensation x x
Aquatic Ecosystem x
Fisheries x
Forests x
Soil x x
Solid Waste x x
Agricultural activities x
Human Health
x
Operation Phase
Land Value x x
Employment
x x
Landscape x x
Noise level
x x
Surface Water quality
x x
Ground water x
Air quality x x
Eviction of people
x
Aquatic Ecosystem x
Fisheries x
Forests x
Soil x
Solid waste x x
Liquid waste x x
Agricultural activities x
Human Health x x
Socio-economic x x
Natural water flow x
7.6.3 Evaluation of the Impacts:
a. Short-term Impacts: From the checklist it has been seen that most of the short-term impacts
are minor category. When the construction and installation activities are completed, the impacts
would be overcome easily.
b. Long-Term Impacts: As the proposed brick-manufacturing project will use updated

manufacturing technique, it will not bring any severe adverse impact to the adjacent environment.
It is necessary to mention that the project will be capable to maintain the different emission
standards of environmental parameters smoothly. Most of the long-term impacts are positive. If
the project is implemented, it will accelerate the ultimate development of the country bringing
contribution to GDP and creating employment opportunities. Although some long-term impacts
are adverse to the natural environment, most of them have either minor impacts or might be treated
easily.
7.7 PROPOSED MEASURES FOR ADDRESSING THE ENVIRONMENTAL ISSUES: The

following measures should be undertaken to mitigate the adverse impacts on the surrounding
environment.
7.7.1 The Structural Measures:
1. The Modern Equipment of the Bricks Manufacturing Plant will have the capacity to keep
emission at minimum level of air quality.
2. There should be adequate treatment facilities to mitigate the impacts of solid and liquid waste.
3. There should have adequate safety provision both for the health of labor and the whole brick
manufacturing plant such as protection from fire hazard.
7.7.2 Non-Structural Measures:
1. There should have an effective Environmental Management Plan for each of the selected
mitigates, protection and enhancement measures.
2. The noise level will be kept at minimum as far as possible.
3 There should be an effective monitoring system of the impacts on the environment during both
construction and operation period and if any severe impact occurs suddenly, the immediate steps
must be taken to minimize the adverse impact by the project sponsors.
8.0 RISK ANALYSIS
8.1. RISK FACTORS:

The major risk factors identified for the proposed project covered in the sensitivity analysis which
may upset the viability of the project are as follows:
(vii) Value of selected cost and benefits: The value of selected cost and benefit is estimated as
per market study and international market situation.
(viii) Price of Foreign Exchange: The increasing rate or decreasing rate of the price of foreign
currency will not keep severe impacts on project investment and projected return as the products
are to be consumed locally.
(ix) Timing of Implementation: As the trend of urbanization is very high, the construction
works is increasing rapidly. So it is a desirable timing of implementation of such kind of project.
(x) Interest rate: As the economic stability is going on in the country at present, the external
factors will not play significant role to increase the interest rate.
(xi) Availability of raw materials: As the raw materials will be 100 % locally procured, there
is a minimum risk to invest in this sector.
(xii) Quality Control: It is a crucial element for any product. In all cases the international
standard will be strictly maintained so that there will be no undesirable situation in local market.
(xiii) Assurance from buyers: The efficient marketing strategy and previous experience will
help to overcome the problem of marketing successfully. The proprietor has already received
assurance from the construction companies and suppliers of different areas of the country.
8.2 SENSITIVITY ANALYSIS:
Since the future involves uncertainties and risk, the costs and benefits, price of foreign exchange,
timing of implementation, interest rate, demand of the product etc projected over the life time of
the project may vary. Therefore, there is a need to asses the project in pessimistic and optimistic
situation. At pessimistic situation, if the net receipts are 10 % lower than the projected net receipts,
the NPV and IRR would be +167.81 and 25.07 % respectively. In an optimistic condition, if the
net receipts are 10 % higher than the projected net receipts, the NPV and IRR would be +605.35
and 34.96 % respectively. The sensitivity analysis ensures that there is no risk to invest in this
project. The detail calculation of sensitivity analysis is shown in Annex.- XV.
8.3 ACCEPTABLE OVERALL CERTAINTY INDEX: In order to assess risk of the
project the following assumption be explained with the certainty index.
Table 8.3 Overall Certainty Index of the Project
Sl no Factors of Certainty Certainty Index Overall certainty Index
assumed (%) (%)
01 Raw materials availability 80
02 Utilities 80
03 Freedom from competition 60
04 Labour availability 90 More than 77.14 %
05 Managerial efficiency 80
06 Technical Capability 80
07 Economic stability 70
540
As the overall certainty index is 77.14 %, there is no risk to invest in this project.
9.0 conclusion and recommendation
The detail financial forecast shows that the project is a viable considering all aspects. The
proprietor is educated and experienced in various leading national and international
business. He is also financially sound and has the real capacity to controlling aspects and
efficiency in management. The demand of standard bricks is very high in the local market.
Therefore it can be concluded that the project has the potentials for investment and the
Bank/Financial institution may consider providing loan assistance for the implementation
of project successfully so that they can bring contribution for the ultimate development of
the country.
Future Industrial Project ( If fund available)
Garments Industries
Food Industries
Eclectic Industries
FINANCIAL REPORT Annex.-I
Tk. in Lac
The project cost : Equity Bank-debt Total
Item
a)
Land 120.00 0.00 120.00
b)
Land improvement 18.00 0.00 18.00
c)
Building 31.70 301.43 333.13
d)
Other civil works 29.63 65.00 94.63
e)
Imported machinery 7.77 69.60 77.37
f)
Local machinery 24.12 162.31 186.43
g)
Duty & other charges 7.74 0.00 7.74
h)
Internal freight 5.00 0.00 5.00
i)
Furniture & Fixture 5.00 0.00 5.00
j)
Erection, installation & security deposit for
electric power & gas 28.00 0.00 28.00
k)
Development cost :
i) Interest during construction period 0.00 34.30 34.30
ii) Preliminary and startup expenses 5.00 0.00 5.00
l)
Contingencies :
i) For machinery 0.00 3.87 3.87
ii) For building 0.00 21.39 21.39

Total fixed cost of the project : 281.96 657.90 939.86
Working capital requirement : 11.63 27.15 38.78

Total cost of the project : 293.59 685.05 978.64
Means of Finance : Local Currency Foreign Currency Total
a)
Equity 285.82 7.77 293.59
b)
Mid/Long term loan 550.13 73.47 623.60
c)
Short term loan 27.15 0.00 27.15
d)
IDCP 34.30 0.00 34.30
e)
Total 897.40 81.24 978.64
ESTIMATED OPERATING RESULTS Annex.-II
Tk. in Lac
Operating Years
(65%) (70%) (75%)
Sales 443.46 492.64 528.03
Gross profit 220.37 256.78 279.30
Gross profit to sales or Turnover (%) 49.69% 52.12% 52.89%
Operating profit 189.24 238.91 259.40
Operating profit to sales (%) 42.67% 48.50% 49.13%
Net profit to sales (%) 21.05% 26.37% 27.78%
Net profit to equity (%) 31.80% 44.25% 49.96%
Debt/Equity Ratio 70 : 30
Debt service coverage (times) 1.54 x 1.83 x 1.96 x
Internal rate of return (IRR) 30.66%
Break even capacity of 3rd yr. operation 36.44%
Benefit cost ratio 1.34 : 1.00
Break even sales (in Tk.) 192.84
Contribution to GDP (in Tk.) 263.46 301.07 324.88
Per Capita Investment & Employments Tk.5.15 Lac 171 Nos.
Date & Time of the Appraisal 22-6-04 7:24 PM
SALES ESTIMATE Annex.-III

[Tk. in Lac]
Sales value at capacity utilization 458.64 493.92 529.20
Work in process (WIP) 3 days 4.59 4.94 5.29
Difference between closing and
opening inventory of WIP 4.59 0.35 0.35
Value of finished goods available for sale 454.05 493.57 528.85
Closing inventory of F.G 7 days 10.59 11.52 12.34
Difference between closing inventory of F.G. 10.59 0.93 0.82
Value of finished goods sold 443.46 492.64 528.03
Administrative Expenses : 23.70 8.69 9.12
General expenses :
i) Postage, telephone, telegram etc. 1.00 1.50 2.00
ii) Stationery & printing 1.00 1.50 2.00
iii) Other 1.00 1.25 1.50
Total
Selling expenses
Financial expenses :
Principal of L.T.D. 77.96 77.96 77.96
Interest 45.02 45.02 45.02
Premium/service charge for

foreign currency loan 0.00 0.00 0.00
Interest of W.C.D. 2.99 3.14 3.37
Total financial expenses Tk. 125.97 126.12 126.35
Amortization :
a) Preliminary & start-up expenses 1.00 1.00 1.00
b) Interest during construction period 6.86 6.86 6.86
Inventory of raw material spares and

accessories to be maintained 7.40 8.09 8.09
ESTIMATED INCOME STATEMENT Annex.-IV
(Tk. in Lac)
SALES : 443.46 492.64 528.03
(65%) (70%) (75%)
COST OF SALES :
* Raw material 54.57 58.77 62.97
* Direct labor 34.08 35.78 37.57
* Manufacturing overheads 82.14 89.01 95.89
* Depreciation 52.30 52.30 52.30
COST OF PRODUCTION 223.09 235.86 248.73
Inventory adjustments (+/-) 0.00 0.00 0.00
TOTAL COST OF SALES 223.09 235.86 248.73
GROSS PROFIT 220.37 256.78 279.30
OPERATING EXPENSES
* Administrative & general expenses 26.70 12.94 14.62
* Selling expenses, at the rate of 1% 4.43 4.93 5.28
TOTAL OPERATING EXPENSES 31.13 17.87 19.90
OPERATING PROFIT 189.24 238.91 259.40
NON-OPERATING EXPENSES
* Interest on : Long/Medium & short term debt. 48.01 48.16 48.39
* Amortization of preliminary expenses & IDCP 7.86 7.86 7.86
TOTAL NON-OPERATING EXPENSES 55.87 56.02 56.25
NET OPERATING PROFIT 133.37 182.89 203.15
Govt. Bond purchase @ 30% 40.01 54.87 60.95
NET OPERATING PROFIT AFTER BOND PURCHASE 93.36 128.02 142.20
INCOME FROM BOND 0.00 1.89 4.48
NET PROFIT 93.36 129.91 146.68
CASH FLOW STATEMENT Annex.-V
Tk. in Lac
Implementation
Period 1st Year 2nd Year 3rd Year
Sources of Fund
Promoter’s Equity 281.96 11.63 12.23 13.13
Operating Profit 0.00 189.24 238.91 259.40
Depreciation & Write off 0.00 53.30 53.30 53.30
IDCP 34.30 0.00 0.00 0.00
Long Term Debt 623.60 0.00 0.00 0.00
Current Liabilities(WCL) 0.00 27.15 28.54 30.63
Return on Bond 0.00 0.00 1.89 4.48
Total 939.86 281.32 334.87 360.94
Application of Fund
Fixed Cost 934.86 0.00 0.00 0.00
Preliminary Expenses 5.00 0.00 0.00 0.00
Current Assets(WC) 0.00 38.78 40.77 43.76
Repayment of LTD 0.00 77.96 77.96 77.96
Repayment of IDCP and PE 0.00 7.86 7.86 7.86
Repayment of Interest 0.00 48.01 48.16 48.39
Investment on Bond 0.00 40.01 54.87 60.95
Total 939.86 212.62 229.62 238.92
Cash Surplus/Deficit 0.00 68.70 105.25 122.02

Opening Cash Balance 0.00 0.00 68.70 173.95
Closing Cash Balance 0.00 68.70 173.95 295.97
ESTIMATED BALANCE SHEET Annex.-VI
Tk in Lac
Implementation
Period 1st Year 2nd Year 3rd Year
Assets and properties
Cash and Bank Balance 0.00 68.70 173.95 295.97
Other Current Assets(WC) 0.00 38.78 40.77 43.76
IDCP 34.30 27.44 20.58 13.72
Other Fixed Assets(FC-Depre.& write off) 905.56 852.26 798.96 745.66
Total 939.86 1027.19 1129.14 1254.94
Liabilities & Equity

Long Term Debt 623.60 545.64 467.68 389.72
Working Capital Loan 0.00 27.15 28.54 30.63
Equity on Fixed Cost 281.96 281.96 281.96 281.96
IDCP 34.30 27.44 20.58 13.72
Equity on Working Capital 0.00 11.63 12.23 13.13
Retained Earnings 0.00 93.36 223.27 369.95
Total 939.86 1027.19 1129.14 1254.94
WORKING CAPITAL ASSESSMENT Annex.-VII
: [Tk. in Lac]
Item Tied-up period1st year 2nd year 3rd year

Local raw material 30 days 5.71 6.15 6.59
Imported raw material 0 days 0.00 0.00 0.00
* Inventory of consumable 1 month(s) 10.62 10.04 10.76
Spares & Accessories 3 month(s) 1.00 1.25 1.50
Inventory of finished goods 7 days 10.35 11.49 12.32
Work-in-process (WIP) 3 days 4.59 4.94 5.29
Account receivables 7 days 5.21 5.50 5.80
Cash Lump sump 1.30 1.40 1.50
Working capital requirement : 38.78 40.77 43.76
* Inventory consumables :
Tied-up period
(months) 1st year 2nd year 3rd year
a) Direct labor 1 2.84 2.98 3.13
b) Administrative & general expenses 1 2.23 1.08 1.22
c) Utilities 1 5.55 5.98 6.41
Total : 10.62 10.04 10.76
ANUFACTURING OVERHEAD AND DEPRECIATION Annex.-VIII

[Tk. in Lac]
a) Stores and spares 2.00 2.50 3.00

b) Repair & maintenance
i) Machinery 2.00 2.50 3.00
ii) Building 1.50 2.00 2.50
c) Utilities 66.63 71.75 76.88
d) Rent, tax & insurance etc. 9.01 9.01 9.01
e) Other overheads 1.00 1.25 1.50
82.14 89.01 95.89
Depreciation :
(a) Building , @ 5% Tk. 22.46
(b) Machinery , @ 10% Tk. 28.84
(c) Furniture , @ 20% Tk. 1.00
Total : Tk. 52.30
Total depreciation is equalTk.
to : 52.30
BREAK-EVEN ANALYSIS Annex.-IX
[Tk. in Lac]
Operating capacity assured (3rd75%

yr)
Total sales revenue (in Tk.) 529.20
Variable cost (in Tk.) :

Raw materials 62.97
Direct Labor 37.57
Selling expenses 5.28
Spares and Store 3.00
Utilities 76.88
Total
185.70
Fixed cost (in Tk.) :

Depreciation & amortization 60.16
Administrative expenses 9.12
Financial expenses (Intt.) 48.39
Total
117.67
Annual Regulated cost (in Tk.) :
General expenses 5.50

Repair & maintenance 5.50
Total
11.00
(Total regulated cost is distributed equally to fixed and variable cost)
Total fixed cost (in Tk.) : 123.17

Total variable cost ( in Tk.) : 191.20
Break-even sales = 192.84 Lac
i) Break-even sales value (Tk.) 192.84 Lac
ii) Break-even capacity of operation (%) 36.44% of assumed capacity
27.33% of installed capacity
SCHEDULE OF LONG/MEDIUM TERM LOAN AMORTIZATION Annex.-X
[Tk. in Lac]
SCHEDULE OF LONG/MEDIUM TERM LOAN AMORTIZATION
Rate of interest : % per annum calculated half-yearly
Construction period : months form the date of opening of
L/c or 1st disbursement
Grace period : 12 month(s)
Intt. of Grace period (in
Tk.) : 68.60
Term loan without capitalization
of grace period intt. : 623.60
Lac
A. FOR CAPITAL LOAN :

Installment Months Residual Repayment of Repayment ofInstallment due
(Half-yearly) after principal Principal dueinterest due
disbursement
1st 24 623.60 38.98 22.51 61.49
2nd 30 584.62 38.98 22.51 61.49
3rd 36 545.64 38.98 22.51 61.49
4th 42 506.66 38.98 22.51 61.49
5th 48 467.68 38.98 22.51 61.49
6th 54 428.70 38.98 22.51 61.49
7th 60 389.72 38.98 22.51 61.49
8th 66 350.74 38.98 22.51 61.49
9th 72 311.76 38.98 22.51 61.49
10th 78 272.78 38.98 22.51 61.49
11th 84 233.80 38.98 22.51 61.49
12th 90 194.82 38.98 22.51 61.49
13th 96 155.84 38.98 22.51 61.49
14th 102 116.86 38.98 22.51 61.49
15th 108 77.88 38.98 22.51 61.49
16th 114 38.98 38.98 22.51 61.49
B. INTEREST OF WORKING CAPITAL : 1st yr 2nd yr 3rd yr

Value of interest (in Tk.) 2: .99 3.14 3.37
DETERMINATION OF IRR Annex.-XI
Year Net Receipt D.F. at 15 % P.V. at 15% D.F. at 25% P.V. at 25%
-900.56 1.00 -900.56 1.00 -900.56
241.54 0.87 210.14 0.8 193.23
291.21 0.756 220.15 0.64 186.37
311.70 0.658 205.1 0.512 159.59
311.70 0.572 178.29 0.41 127.8
311.70 0.497 154.91 0.328 102.24
311.70 0.432 134.65 0.262 81.67
311.70 0.376 117.2 0.21 65.46
311.70 0.327 101.93 0.168 52.37
311.70 0.284 88.52 0.134 41.77
311.70 0.247 76.99 0.107 33.35
391.42 0.215 84.16 0.086 33.66
N.P.V.= 671.48 N.P.V.= 176.95
IRR = LDR + NPV at LDR / (Abs. Value of NPV's) x Diff. of HDR & LDR= 30.66%
Salvage / Residual Value :

Land , @ 100% = 138.00
Building , @ 50% = 224.58
Machinery , @ 10% = 28.84
Total : 391.42
COST BENEFIT ANALYSIS Annex.-XII
(Tk. in Lac)

Year Capital Operating Total D.F. at 15% P.V. of Revenue D.F. at 15% P.v. of
cost cost cost cost Revenue
0 900.56 0.00 900.56 1.00 900.56 0.00 1.00 0.00
1 0.00 201.92 201.92 0.87 175.67 443.46 0.87 385.81
2 0.00 201.43 201.43 0.76 152.28 492.64 0.76 372.44
3--100.00 216.33 216.33 3.39 733.36 528.03 3.39 1790.02
11 0.00 0.00 0.00 0.00 0.00 391.42 0.22 86.11
Total : 1961.87 Total : 2634.38
Benefit Cost Ratio (BCR) = :1.00
ECONOMIC REPORT Annex.-XIII
Employment Generation : 171 Nos
Choice of Technique : Based on simplicity & easy availability of required manpower
Source of procurement :
Local (%) Imported (%)
(a)
Machinery 71% 29%
(b)
Raw material 100% 0%
Location of the unit :
(a)
Developed Area Yes/No : YES
(b)
Less Developed Area Yes/No : NO
(c)
Least Developed Area Yes/No : NO
Intermediate Goods Consumed : [Tk.in Lac]

Raw materials 54.57 58.77 62.97
Utilities 66.63 71.75 76.88
Depreciation & maintenance 55.80 56.80 57.80
Printing, stationery 1.00 1.50 2.00
Transportation charges 1.00 1.50 2.00
Misc. expenses 1.00 1.25 1.50
Total : 180.00 191.57 203.15
Project's Contribution to GNP :

Sales 443.46 492.64 528.03
Less intermediate good consumed 180.00 191.57 203.15
Value added to GNP 263.46 301.07 324.88

SENSITIVITY ANALYSIS Annex.-XIV
1. Pessimistic Condition
Tk in L
0 -990.62 1 -990.62 1 -990.62
1 217.39 0.833 181.08 0.769 167.17
2 262.09 0.694 181.89 0.592 155.16
3 280.53 0.579 162.43 0.455 127.64
4 280.53 0.482 135.22 0.35 98.19
5 280.53 0.402 112.77 0.269 75.46
6 280.53 0.335 93.98 0.207 58.07
7 280.53 0.279 78.27 0.159 44.60
8 280.53 0.233 65.36 0.123 34.51
9 280.53 0.194 54.42 0.094 26.37
10 280.53 0.162 45.45 0.073 20.48
11 352.28 0.135 47.56 0.056 19.73
167.81 -163.25
NPV 167.81
IRR 25.07 %
2. Optimistic Condition
Tk in Lac
0 -810.50 1 -810.50 1 -810.50
1 265.69 0.833 221.32 0.769 204.32
2 320.33 0.694 222.31 0.592 189.64
3 342.87 0.579 198.52 0.455 156.01
4 342.87 0.482 165.26 0.35 120.00
5 342.87 0.402 137.83 0.269 92.23
6 342.87 0.335 114.86 0.207 70.97
7 342.87 0.279 95.66 0.159 54.52
8 342.87 0.233 79.89 0.123 42.17
9 342.87 0.194 66.52 0.094 32.23
10 342.87 0.162 55.54 0.073 25.03
11 430.56 0.135 58.13 0.056 24.11
605.35 200.73
NPV 605.35
IRR 34.96 %
PAY-BACK PERIOD Annex.-XV

Tk in Lac
Net Receipt after Cumulative discounted net
Year Net Receipt D.F. @ 15 %
discounting Cash Flow
0 -900.56 1 -900.56 -900.56
1 241.54 0.869565217 210.03 -690.53
2 291.21 0.756143667 220.20 -470.33
3 311.7 0.657516232 204.95 -265.38
4 311.7 0.571753246 178.22 -87.17
5 311.7 0.497176735 154.97 67.80
6 311.7 0.432327596 134.76
7 311.7 0.37593704 117.18
8 311.7 0.326901774 101.90
9 311.7 0.284262412 88.60
10 311.7 0.247184706 77.05
11 391.42 0.214943223 84.13
DETERMINATION OF ERR Annex.-XVI
rb - r NPVb
------------------------- = ----------------------
rb-ra NPVb - NPVa
Where,
r = Economic Rate of Return = ERR
ra = Lower discount rate = 20 %
rb = Higher discount rate = 30 %
NPVa = NPV at lower discount rate = Tk. 671.48 Lac
NPVb = NPV at higher discount rate = Tk. 176.95 Lac
Therefore, ERR(r) = 33.58 %
AL-HAMRA Shipping Ltd

For delivery of goods, the four basic modes of transport
are ocean, air, rail and road. Globally, the railway and
road networks are largely used for domestic movement of
goods while shipping is primarily used for transporting
goods in large quantities between nations.
The world sea-borne trade, at around 5.5 billion tonnes in
1999, represents nearly 95% of total merchandise trade
and has been growing at more than 3% over the past 2
decades. In terms of value, the global shipping industry
is estimated to be more than USD 225 billion and
constitutes a significant part of the world GDP.
As Bangladeshi makes a transition from an “import-
substitution” closed economy model to an outward-
oriented trade regime, the
importance of shipping, as an enabler of trade and
economic growth cannot be over emphasized.
The country’s transport infrastructure is still
underdeveloped. Freight costs, measured as a percentage
of total value of
imports (c.i.f) is around 10.3%, one of the highest in
the world. Against this, the global average is around 5.24% and the average for all developing
economies is around 8.04%. Massive improvement in transport infrastructure is necessary to enable
future trade and economic growth. While, around Rs 100 billion (USD 2.5 billion) of investments have
been made in the last 5 years to augment port facilities in the country, and equally massive investments in
road and rail networks, the shipping sector has received least attention from both investors and
government bodies.
This has led to following scenarios:

Suboptimal realization of benefits from investments in ports as domestic shipping infrastructure is
unable to keep pace with demand.
Sidelining of the domestic industry by foreign players as the government gradually reduces fiscal,
regulatory and other support.
This would be a natural outcome of demand from shippers for lower costs and greater efficiency as
they also face greater competition in both local and international markets.
On the brighter side, new opportunities are opening up for the sector. Trade volumes - both overseas and
coastal - are rising very fast. Opportunities in specialized sectors like LNG, containers, etc. are also
arising. Integrated logistics and multimodal transportation are opening up new businesses for shipping
companies. Against this background, ‘Bangladeshi shipping industry report - 2000’ gives an overview of
the industry and the changing business environment in which it operates. The study is an outcome of
i-maritime’s efforts to fulfill the information and research needs of the participants of maritime
industry - both global and Bangladeshi. We believe that the report would be useful to players in
shipping and logistics industry, policy makers, investors and academicians.
An overview of Bangladeshi shipping

The total shipping bill for Bangladeshi merchandise trade - coastal and overseas - is around USD 5.5
billion. In terms of volume, Bangladeshi imports and exports constitute around 210 million tonnes
while coastal trade accounts for another 40 million tonnes.
Overseas Shipping
Bangladeshi overseas trade has grown from 80 million tonnes in 1984-85 to 210 million tonnes in 1998-
99, an annualized growth rate of 6.8%.
Important trade routes:
Crude and product imports from Gulf, Malaysia and Nigeria
Bangladeshi shipowners have a considerable stake in this trade, liberalization and relaxation of norms
has allowed private-sector refineries to make their own shipping arrangements. Bangladeshi
shipowners chiefly deploy Suezmaxes from Gulf and Aframaxes from Malaysia. Most of the vessels
chartered from foreign shipowners are large-sized VLCCs. Product imports are carried out chiefly in
small vessels of around 30-40,000 dwt. Iron ore exports from Bangladeshi to East Asia Bangladeshi
exports around 30 million tonnes of iron ore annually, 70 per cent of which is directed toward Japan,
China and South Korea. Iron ore exports are predominantly made on a f.o.b. basis, implying lack of
opportunity for Bangladeshi shipowners. It should be noted that globally iron ore shipments are made
in large Capesize and Panamax vessels. These vessels, however, constitute a small portion of the
Bangladeshi fleet.
The relation between the economy, trade and shipping demand is strong but it is very difficult to fit them in
simple and direct models. The growth in the economy of the world may hide different aspects of the
requirement of shipping. As different economies move from one phase of development to other, the consumption
pattern changes. An economy with rapid industrialization will be having more manufactured and value
added goods as its exports and thus an increased need for liner and container vessels for its exports. One
of the major changes that have taken place in the world trade is the reducing share of coal and crude
oil. As the energy requirement is increasingly met by new sources like natural gas, solar and nuclear
energy, the need for coal and crude oil has been increasing at a much lower pace. This shift in the world
Our mission is to minimize Disbursement Accounts to minimum. Please contact us of a very competitive
quote.
Chittagong City Area, The Business Capital of Bangladesh also known as

Major port City of Bangladesh
Chittagong Area is the major sea-port and second largest city of Bangladesh. It is located in the
south-eastern portion of the country near Myanmar (Burma). The city was built on the banks of the
Karnaphuli River, which ends nearby, in the Bay of Bengal. Chittagong has a population of over
3.5 million, and is continuing to grow. One of the cleanest cities of Bangladesh, it has had an
ancient reputation of great mystique and beauty. The largest sea port of the country, a coveted post
which it has held for thousands of years, Chittagong is the main route for almost all of
Bangladesh's import and export, and thus generates a huge amount of revenue each year, attracting
many investors, both foreign and national. Its harbour also contains extensively developed port
facilities, and is particularly suitable for ocean steamers. Now Bangladesh Government with the
help of foreign donors countries like Japan,China are planning to set us a Deep Sea Port in near
Chittagong area to boost up foreign trades among the countries of South Asia and South East Asia
as per Bangladesh Geographic location context.
Khulna City Area, the another Industrial City and Port City of Bangladesh
Khulna City Area is a region in south-west area Bangladesh. Another name of Khulna is "the
industrial city" or Shilpa Nagori (in Bangla Shilpa = Industry and Nagori = city). Khulna was the
backbone of the then East Pakistan's only foreign currency earner Jute industry. There are many
large Jute mills are located in Khalispure near Khulna city also the other heavy industries like
Khulna News Print mills, Khulna Hardboard mills etc. The only ship building industry of the
country is also located in Khulna. One of the world's largest mangrove forrest the "Sundarban"
(means fine Jungle in Bangla) and the second largest sea port of the country is situated at Mongla
makes Khulna an all rounded city rich with industry and natural setting. This port has a greater
value by exporting from here the top ranking exportable products of the country like Raw Jutes,
Jute Products, and Frozen Sea Foods .
Statistical Position of Economy in Bangladesh

The Economy in 2009-2010
Currency Taka (Tk.)
GDP at current
Tk. 6,149,432 million
price
Annual per Capita
Tk. 42,638
GDP
GDP growth rate at
5.88 percent
constant price
Industrial growth
rate at constant 8.05 percent
price
Inflation rate 5.04 percent
Investment rate 25.6 percent of GDP
National savings rate
30 percent of GDP
Exports (US$) US$ 12,816.11 million
Foreign Reserve US$ 6,562.90 million (up to May 2008-2009 financial year)
Import and Export
Jute, tea, textiles, garments, paper, newsprint, fertilizer, leather
Principal Industries
and leather gods, sugar, cement, fish processing, pharmaceuticals,
chemical industries, etc.
Traditional Export
Raw jute, jute manufactures (hesssian sacking, carpet backing,
Items carpets), jute products, tea, leather, leather products etc.
Garments, frozen shrimps, other fish products, newsprint, paper,
Non-traditional
naphtha, furnace oil, urea, ceramic products, light engineering
Export Items
items etc.
Wheat, oil, seeds, crude petroleum, raw cotton, edible oil,
Principal Importspetroleum products, fertilizer, cement, staple fibers, Raw Cotton,
iron & steel, capital goods, pharmaceuticals raw materials etc.
Airports
International Zia International Airport, Dhaka , Chittagong International
airports Airport, Chittagong and Osmani International Airport, Sylhet.
Dhaka, Chittagong, Sylhet, Cox's Bazar, Thakurgaon, Syedpur,
Domestic airports
Rajshahi, Jessore and Barisal.
Sea and inland river ports
Chittagong Sea Port at Chittagong and Mongla Sea Port at
Sea ports
Khulna.
Dhaka, Chanpur, Barisal, Khulna, Bhariab, Narayangonj,
Inland river ports
Sirajganj etc
Land ports
Major Land PortBenapol,Joshor
Economic Performance
Highlights
1. A steady average annual GDP growth of 5% over the last decade.

2. Inflation has been kept in single-digit.
3. Exports have been gradually shifted from traditional goods to more value added items.
4. Emphasis has been put on manufacturing of backward linkage of Readymade Garments,
Pharmaceuticals Industries and IT sector. Bangladesh is in the process of a transition from a
predominantly agrarian economy to an industrial and service economy. The private sector is
playing an increasingly active role in the economic life of the country, while the public sector
concentrates more on the physical, social infrastructure and policy making.
Bangladesh - Major Sectors of Economy

Agriculture
Sector highlights
1. Agriculture accounts for 19.49% of GDP and employs over 63% of work force.
2. Government is keen to implement National Agricultural Policy.
3. In 2000-2001, agriculture experienced a growth of 6.04%.
4. Government, as part of the investment policy is promoting agro-based industry and
declared it as a priority sector.
The Government continues to support the agricultural sector through a number of policy
interventions, with the ultimate view to t promoting food self-sufficiency as envisaged in the Fifth
Five Year Plan (1997-2002).
However, the non-crop sector, which includes livestock and fisheries, seems to have performed
much better, on account of private sector initiatives. Bangladesh is in the process of a transition
from a predominantly agrarian economy to an industrial and service economy. The private sector
is playing an increasingly active role in the economic life of the country, while the public sector
concentrates more on the physical and social infrastructure.
Industry
Sector highlights
1. Government is keen to expand industry base and encourage both domestic and foreign
investment in the sector.
2. In 2000-2001, GDP growth in industrial sector was about 9%.
3. The Quantum Index of Production in medium and large industries stood at 235.20 in 2001
from 179.30 in 1997.
Based on the philosophy of market economy, since 1991, Government has tried to pursue an
industrial strategy which has been defined in the Industrial Policy 1991 and subsequently revised
in 1999. Particular attention is given following categories of industries:
 Export oriented;
 Technology intensive operation;
 Import substitution industry;
 Labor intensive industries that can take advantage of indigenous natural resource or raw
material;
 Investments in quality improvement and marketing of local products and capacity building
of existing industries
Banking & Finance
Sector highlights
1. The banking system dominates the financial sector accounting for about 97% of the market
in terms of assets.
2. Government has undertaken major reform initiatives to improve the regulatory and legal
environments for banks.
3. Several specialist development financial institutions have been providing long-term debt,
equity financing and leasing.
EPZs of Bangladesh Bonanza for the Investors
Bangladesh Export Processing Zones Authority offers a highly competitive package of incentives
and facilities to the investors. A few of these are:
INCENTIVES
 Tax holiday for 10 years

 No dividend tax during tax holiday period
 No ceiling on foreign investment
 No double taxation
 Duty free import of machineries and equipments
 Duty free import/export of finished goods
 Duty free import construction and raw materials
 Duty free export to the DTA industries
 Inter and intra zone exports permitted
 Sub-contracting allowed
 Re-location of existing industries from abroad allowed
FACILITIES
 Provides plot & factory building with all infrastructural and utility facilities
 Offers one-window same-day service
 All customs formalities are done at the factory gate
 Import/Export and Work permits are issued by BEPZA
 Support services and Banking facilities are available
SPECIAL OFFER
 • 50% concession on rent of plot and factory building at EPZs of Mongla, Ishwardi &
Uttara (Nilphamari) than those of Chittagong, Dhaka and Comilla.
AL-HAMRA Tourism Ltd

Bangladesh is a land of beauty. We have Hills, Forest, Sea, River, Lake & Tea Garden in our
Country. Almost whole year visitor come to visit Bangladesh beauty. We the AL-HAMRA Group
want to show the world of this beauty. So we start AL-HAMRA Tourism Ltd. We help the tourist
to visit Bangladesh beauty. Now we want to build a Cottage/Hotel in Dohar in the bank of Padma
River where all facilities were available.
Projected Financial information for proposed project
Information Taka IN USD $

Project Size : 150 Khata
Cost of Land : Per Khata 12,000,000 $ 171,429
Total Purchased Price 1,800,000,000 $ 25,714,286
Land Development 5,400,000 $ 77,143
$ -
Total Constraction Area 57600 $ -
Constraction Cost @ 1800 103,680,000 $ 1,481,143
$ -
Total Fund Needed 1,909,080,000 $ 27,272,571
Bangladesh
Key indicators
Population (millions), 2005 ..........................................................................141.8
Surface area (1,000 square kilometers) ......................................................144.0
Gross domestic product (US$ billions), 2005 ...............................................60.8
Gross domestic product (PPP, US$) per capita, 2005 ................................2,011
Real GDP growth (percent), 2005...................................................................6.2
Source: World Bank, World Development Indicators Online Database (December 2006); IMF, World Economic Outlook Online
Database (April and September 2006 editions); national sources
Travel & Tourism indicators 2007–2016

Percent annual growth of total
T&T industry, 2006 estimates
GDP (US$ millions) ................................................................945 ...................1.5 ...................5.7
Employment (1,000 jobs).......................................................851 ...................1.2 ...................3.2
T&T economy, 2006 estimates

GDP (US$ millions) .............................................................2,350 ...................3.7 ...................5.3
Employment (1,000 jobs)....................................................2,181 ...................3.0 ...................2.9
Source: World Travel & Tourism Council, TSA Research 2006
International tourist arrivals (1,000), 2005 .............................208

International tourism receipts (US$ millions), 2005 ................70
300
International tourist arrivals
138 250
(thousands)
200
International tourism receipts
150 (US$ millions)
100
50
0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Source: United Nations World Tourism Organization
Travel & Tourism Competitiveness Index

Rank Score
(out of 124) (1–7 scale)
2007 Index....................................................................................................120 3.2
T&T regulatory framework ............................................................................121 3.1
Policy rules and regulations..............................................................................99 3.7
Environmental regulation .................................................................................112 3.0
Safety and security ...........................................................................................119 3.1
Health and hygiene ...........................................................................................105 3.3
Prioritization of T&T strategies .......................................................................118 2.4
T&T business environment and infrastructure ..........................................108 2.6
Air transport infrastructure .............................................................................114 2.0
Ground transport infrastructure .......................................................................87 2.8
Tourism infrastructure ......................................................................................120 1.3
ICT infrastructure ..............................................................................................112 1.7
Price competitiveness in T&T industry ...........................................................19 5.3
T&T human, cultural, and natural resources .............................................116 4.0
Human resources ................................................................................................99 4.3
Education and training...............................................................................108 3.7
Availability of qualified labor ......................................................................73 4.2
Workforce wellness .....................................................................................99 5.0
National tourism perception............................................................................119 3.9
Natural and cultural resources.........................................................................92 3.7
1 2 3 4 5 6
7
AL-HAMRA Foundation
VISION
A poverty free just society.

MISSION
Promote human dignity and rights of the people especially poor and marginalized through capacity enhancement,
economic development and responsive governance ensuring participation, equality and decentralization.
GOAL
Empowerment and livelihood development of the poor and marginalized people through improving access to
basic services and upholding rights.
PROGRAMS
WAVE has been implementing the following programs:

(A) Education institute
(B) Shelter for Orphanage

(C) Livelihood Development
(D) Microfinance and

(E) Development Partnership
Objectives:
Strengthen local government institutions and enhance accountability to the communities they serve Improve
access to services and resources to the community people
1
Conclusion
Now a day’s AL-HAMRA group is a trustful organization to his stakeholders. The goodwill of AL-
HAMRA group is not only belongs to the banks but also to the customers. As AL-HAMRA is
trying to be a part of the nation’s builders, we are committed to build up faith to the customers in
the business. If the organization gets proper financial assistance the company will become tiger in
business sector.
89
AL-HAMRA GROUP
Baitul View Tower (18th Floor)
Purana Paltan, Dhaka-1000
www.ahgroupbd.net
90

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Concerns of the Group Existing Investment Proposed Investment Proposed Inv.

AL-HAMRA Properties Ltd 150,657,000 171,035,286,023 $ 2,443,361,229

AL-HAMRA Agro Ltd 50,000,000 5,046,425,760 $ 72,091,797

AL-HAMRA Industries Ltd 20,000,000 10,000,000,000 $ 142,857,143

AL-HAMRA Shipping Ltd 10,000,000 10,278,431,716 $ 146,834,739

AL-HAMRA Tourism Ltd 10,786,000 1,909,080,000 $ 27,272,571

AL-HAMRA Foundation 5,657,000 1,730,776,501 $ 24,725,379

Total 200,000,000,000 $ 2,857,142,857

Corporate Management and Human Resources:

will contribute greatly to the success of the company.

court for over ten years.

beginning of the company. They have experience near about 5 years.

3. Auditor: Huda Hossain & Co.

Ltd, First Security Islami Bank Ltd.

As a group of companies, AL-HAMRA Group operates 6 accounts in different banks. There is a

Sister Concern of AL-HAMRA Group

 AL-HAMRA Properties Ltd

 AL-HAMRA Agro Ltd

 AL-HAMRA Industries Ltd

 AL-HAMRA Shipping Ltd

 AL-HAMRA Tourism Ltd

AL-HAMRA Properties Ltd

Mosque, Park, Shopping Center and many other facilities.

not any interruption on your transportation and a healthy environment.

3.1 Project Description:

1. To meet the demand of quality housing.

3.2 Project location and its suitability:

3.3 Lay-out PLAN:

3. 4 Project cost estimation:

Particular sft sft @ Total Amount In US $

Soil Leveling ( per sft @ Tk 2) 648,000,000 1 324,000,000 $ 4,628,571

Road 2,041,632 110 224,579,520 $ 3,208,279

Footpath 268,560 40 10,742,400 $ 153,463

Suareg 216,000 90 19,440,000 $ 277,714

Design Fee 129,600,000 0.3 38,880,000 $ 555,429

Table 3.5.2 Other Civil works

Particular Total Amount In US $

3.7 project implementation schedule:

project with such as

- Advantage of natural environment.

-High demand in the market such this plot.

4.2 TYPES AND SIZES OF PLOT AND PRICES THERE OF:

Plots Number of plot Total Katha Per Katha Per Katha

4.3 PROMOTIONAL ISSUES TO ATTRACT BUYER:

3. Assurance of quick transport: There should have an assurance of quick transport to

4.4 Detail Marketing Plan

Business plan in a nutshell….

 Conventional land project with all the necessary amenities.

 Brand awareness among the target group

 Enormous in terms of brand positioning - achieving brand equity

Core Target Group….

Prime Target Group in terms of profession…

Prime Target Group Point of interaction…

Prime Target Group Income level….

o BDT. 35,000 ++ per month

o What is important for success?

o What is distinctive and relevant?

o What are the drag factors?

o What is true but outmoded?

o What does the idea of the brand lack?