Jagannath University: Department of Marketing

Jagannath University
Department of Marketing
Assignment on
Financial Performance Measurement of Commercial Bank
In Bangladesh
Course Name: Financial Accounting
Course Code: MKT 2204
Submitted To:
Assistant Professor : Md Al Amin
Department of Marketing
Jagannath University
Submitted By: (Team Code Black)

Name ID
1.MD. Jannatul Ferdous B180204004
2.Asma Ali Mim B180204008
3.Ritu Akter B180204012
4.Mahir Shafin B180204033
5.Sabnur Akter B180204042
6.Jishanur Rahman B180204046
7.Suhasish Sarker B180204063
8.Tanvir Ahmed Tonmoy B180204069
9.Asma AkterPriti B180204070
10.Marufa Akter B180204075
Date of Submission: 20/11/20

1
AB BANK
Table of Contents
Serial No. Contents Page No.

1 Introduction 3
2 Literature Review 12
3 Methodology 13
4 Analysis 14-22
5 Findings 23
6 Recommendation 25
7 Conclusion 26
8 References 27
2
Introduction
AB Bank is known as one of leading bank of the country since its commencement 39 years ago. It is
the first private sector bank under Joint Venture with Dubai Bank Ltd, UAE incorporated in
Bangladesh on Dec 31, 1981. The bank commenced its operations in April 12, 1982.
During the last 27 years, AB Bank Limited has opened 74 Branches in different Business Centers of
the country, one foreign Branch in Mumbai, India and also established a wholly owned Subsidiary
Finance Company in Hong Kong in the name of AB International Finance Limited. To facilitate
cross border trade and payment related services, the Bank has correspondent relationship with over
220 international banks of repute across 58 countries of the World. It is listed on Dhaka Stock
Exchange Ltd and Chittagong Stock Exchange Ltd. AB Bank has a branch network of 74 branches
in Bangladesh. The overseas operations of the bank are conducted through its Mumbai branch in
India and its subsidiary company, the AB International Finance Ltd in Hongkong.
As of December 31, 2009, the Authorized Capital and the Equity (paid up Capital and Reserve) of
the Bank are BDT 6000 million and BDT 10,087 million respectively. The 28th Annual General
Meeting held on July 15, 2010.The products and services offered by the company include retail
banking, corporate banking, SME banking, project finance, NRB banking, money transfer, Islami
banking, investment banking and cards. In the corporate banking segment, the products offered
include working capital finance, trade finance, cash management, syndicated finance, and equity
finance and corporate advisory services. The bank also has drawing arrangements with 14
exchange/money transfer remittance houses all over the globe to facilitate fast, reliable and hassle
3
Historical Background of AB Bank
With the adoption of new policy in 1951 by the Government of the People’s Republic of Bangladesh
to allow private capital to take initiative with regard to the formation of banks. A group of
Bangladesh entrepreneurs proceeded to establish the first bank in the private sector with the
assistance and support of renowned.
Dubai based Galadari family having stakes in international trade & finance and industry, a
foundation was thus laid for the formation of a joint venture bank with Dubai Bank Ltd, the major
shareholders of which were the esteemed Galadari Brothers. The new bank named Arab Bangladesh
Bank Ltd. Was incorporated in Dhaka on December 31st, 1981 and it commenced its banking
business from April 12th 1982. Mr. M. Matiul Islam was, made the first chairman of the bank and
Mr. Hafizul Islam was its first Managing Director.
In 1986, the Union Bank of the Middle East Ltd. (LIBMR) inherited the shared of Dubai Bank Ltd.
and continued as a shareholder till early part of 1987 when they decided to offload their invest in
Bangladesh and concentrate their activities in the U.A.E. In terms of articles 23(a) and 23(b) of the
articles of association of the company and with necessary approvals of the relevant authorities
including Bangladesh Bank, the shared held by them in the company were transferred to group “A”
shareholders i.e. Bangladeshi spacers and shareholders.
AB Bank Limited, the first private sector bank under Joint Venture with Dubai Bank Limited, UAE
incorporated in Bangladesh on 31st December 1981 and started its operation with effect from April
12, 1982. Dubai Bank Limited (name subsequently changed to Union Bank of the Middleast
Limited) decided to off-load their investment in AB Bank Limited with a view to concentrate their
activities in the UAE in early part of 1987 and in terms of Articles 23A and 23B of the Articles of
Association of the Company and with the necessary approval of the Relevant authorities, the shares
held by them in the Bank were sold and transferred to Group “A” Shareholders, i.e. Bangladeshi
Sponsor Shareholders. As of December 31, 2006; the Authorized Capital and the Equity (Paid up
Capital and Reserve) of the Bank are BDT 2000 million and BDT 2582.76 million respectively. The
Sponsor-Shareholders hold 50% of the Share Capital; the General Public Shareholders hold 49.43%
and the rest 0.57% Shares are held by the Government of the People’s Republic of Bangladesh.
However, no individual sponsor shareholder of AB Bank holds more than 10% of its total shares.
4
Since beginning, the bank acquired confidence and trust of the public and business Houses by
rendering high quality services in different areas of banking operations, Professional competence
and employment of the state of art technology.
During the last 26 years, AB Bank Limited has opened 71 Branches including one Islamic banking
branch, one foreign Branch in Mumbai, India also opened two Representative Offices in London and
Yangon, Myanmar respectively and also established a wholly owned Subsidiary Finance Company
in Hong Kong in the name of AB International Finance Limited. To facilitate cross border trade and
payment related services, the Bank has correspondent relationship with over 220 international banks
of repute across 58 countries in the world.
AB Bank Limited, the premier sector bank of the country is making headway with a mark of
sustainable growth. The overall performance indicates mark of improvement with Deposit reaching
BDT 42076.99 million, which is precisely 3.78% higher than the preceding year. On the Advance
side, the Bank has been able to achieve 46.32% increase, thereby raising a total portfolio to BDT
31289.25 million, which places the Bank in the top tier of private sector commercial banks of the
country. On account of Foreign Trade, the Bank made a significant headway in respect of import,
export and inflow of foreign exchange remittances from abroad.
Types of Business
AB Bank was licensed as a scheduled bank. It is engaged in pure commercial banking and providing
services to all types of customers ranging from small and medium enterprises to large business
organization. It is working for the economic welfare by transferring funds from them surplus
economic unit to those who are in deficit.
Vision
“To be the trendsetter for innovative banking with excellence & perfection”
Mission
“To be the best performing bank in the country”
5
Organizing Structure of ABBL
Arab Bangladesh Bank Ltd. (ABBL) was incorporated on 31st December 1981, under the company’s
act-1913 as a pioneer commercial bank in the private sector in Bangladesh with its Head Office in
Dhaka. The bank started functioning from 12th April 1982 with the approval of Bangladesh Bank
under the guidelines, rules and regulations given for scheduled commercial banks operating in
Bangladesh. It was initially a joint venture commercial bank between Bangladeshi sponsors and
Dubai Bank Ltd. Dubai (U.A.E.) having respective share holdings as under:
Bangladesh sponsors: 20%
Bangladeshi General Public: 15%
Bangladesh Government: 05%
Dubai Bank Ltd.: 60%
Subsequently, the Union Bank of Middle East Ltd. inherited the shares of Dubai Bank Ltd. In 1986
and continued as its shareholder till early 1987, when they decided to offload their investment in
Bangladesh. As per provisions of the bank Articles of Associations, with the approval of Bangladesh
Bank and the controller of Capital issue Government of Bangladesh, the shares (60%) held by the
Union Bank of Middle East (UBME), were purchase by the Bangladeshi Sponsored Directors,
raising total shares of holding to 80% of total share capital. However, as desired by the government
of Bangladesh the sponsors.
Directors, who acquired the 60% shareholdings of Union Bank of Middle East (UBME), unclosed
50% of share, purchased by them from UBME to the general public of Bangladesh raising the public
share holdings to the 45% of total share capital of the bank. The Objective of the bank is to
undertake all kinds of banking and foreign exchange business in Bangladesh as well as abroad
through its brandies/correspondents.
Capital Structure of ABBL

The authorized capital of AB Bank Ltd. is taka 400.00 crore divided into 4.00 crore ordinary shares
of taka 100 each, from the existing Tk. 200.00 crore on 05 march, 2008. The total paid up capital
rose to taka 743.00 million at the end of 2007. At present the composition of the existing
shareholders of the bank is as under:
1) Bangladeshi sponsors/ Directors: 50%
2) Bangladeshi General Public: 49.43%
3) Govt. of Bangladesh: 0.57%
6
2.7: ABBL in a Global View:
AB Bank has total 71 branches with in the country as on 29th July 2008. Besides all these, ABBL has
its regional office at Agrabad Commercial Area, Chittagong. ABBL has its operation outside the
country too. Thus it is providing a prominent role in the growth of foreign trade for the
entrepreneurs of the country. ABBL has its overseas branch at Mumbai, India. Subsidiary Company
‘AB International Finance Ltd.’ at Hong Kong. Representative office in United Kingdom and in
Myanmar.
Change of Name & Logo of ABBL

Arab Bangladesh Bank Ltd. was incorporated on 31st December 1981, under the company’s act-
1913. The bank started functioning from 12th April 1982.It is the first private bank in Bangladesh.
Motijheel Branch is the corporate branch of this bank. The branch has enjoyed its 26th anniversary
during this year. Arab Bangladesh Bank Ltd. Changed its name to AB Bank Limited (ABBL) with
effect from 14 November 2007 vides Bangladesh Bank BRPD Circular Letter No-10 dated 22
November 2007. Prior to that Shareholder of the Bank approved the change of name in the Extra-
Ordinary General Meeting held on 4 September 2007. Effective 1 January 2008, ABBL changed its
Logo as well. The cost of arms of the new logo is inspired by traditional ‘Shital Pati’ or ‘Sleeping
Mat’.
Organizational Structure of ABBL

The board vests the management of the bank on a Board of Directors, for overall supervision and
directions on policy matters. The power of general supervision and control of the affairs of the bank
is exercised by the President and the Managing Director of the bank who is the Chief Executive. The
board consists of 13 members.
Chairman: : Mr. M. Wahidul Haque.

Vice-Chairman: : Mr. Sajedur Seraj.
Directors: : Mr. Salim Ahmed.
: Mr. M. A. Awal.
: Mr. Mishaal Kabir.
: Mr. Mesbahul Hoque.
7
: Mr. Md. Anawar Jamil Siddqui.
: Barr. Syed Afzal Hasan uddin.
: Barr. Faheemul Huq
: Mr. Shishir Ranjan Bose, FCA
: Mr. Md. Salah Uddin
President & Managing Director: : Mr. Kaiser A. Chowdhury

Company Secretary : Mr. Badrul Haque Khan, FCA
8
Carrier Ladder of ABBL
Objectives and functions of AB Bank Ltd

It is functioning not only in Bangladesh but also all over the world. The main activities of the bank
have been discussed as under:
9
a) Treasury & Investment functions:
Treasury activities both Money Market and Foreign were done separately earlier from April 2007
both activities were merged and both the Officials are working sitting side by side. As a result,
Bank’s treasury functions are running smoothly.
b) Loans and Advances:

Following the guidelines of Bangladesh Bank credit facilities have been extended to productive and
priority sectors. The Outstanding advance of the Bank is Tk. 40.915.35 million on 31st December
2008. In extending credit facilities, the Bank has given due importance to sectoral needs and
requirements of both public and private sectors.
c) Small and Medium Enterprise Loan:

AB Bank Ltd. has been activity involved with financing in SME. To meet the growing need of
SME’s loan, AB Bank Ltd. create a separate Division. The outstanding advances in this sector stood
at 42.00 crore as on 31st December 2008.
d) Industrial Credit:
AB Bank Ltd. has been playing a vital role in supporting rapid industrialization in the country. The
Bank continuous to provide for financing long term loan as well as working capital needs to
Industrial project. The Bank also continuous to aggressively invest an in well-structured syndicated
loans. Sanction, disbursement and outstanding as on 31st December-08 are follows:
e) Foreign Remittance:
Inward remittances from Bangladeshi national working abroad continued to play supporting role in
strengthening the current account of Bangladesh Economy. AB bank Ltd. has ensured Quick
delivery of remittances by reducing lead-time to the beneficiaries account. The country received
Taka 156.36 million during the year 2008. Compared with Taka 131.64M million in the same period
of the preceding year
f) Foreign Trade:
The performance of Foreign Exchange and Foreign Trade business is shown below marked a
increase over the last year. Major export items were Readymade Garments, Shrimps, Tea and non-
10
traditional items. Import remained confined mainly to Consumers goods, capital machineries &
industrial raw materials.
g) Foreign Correspondents:
AB Bank has already established a worldwide network & relationship with International Banking
through its 1 representative office its in England, 1 subsidiary “AB International Finance.” in Hong
Kong. 1Foreign Branch in Mumbai.
h) Recovery of Non-performing Loans:

The Bank has geared up its efforts to recover the classified loans and ensure sustained declination of
classified loans over the years through the branches to keep pace with the global target of the bank
to increase its performing assets. To achieve this target, the concern Division (Recovery Division-1)
of Head Office co-ordinates the activities of the concerned Division/Branches to accelerate.
(a) Cash Recovery
(b) Settle-up classified loan accounts through interest waiver.
(c) Regularize classified loans through rescheduling.
i) Corporate Social Responsibility:

AB has been active all-through in the sports arena for quite some time now. From the early part of
eighties your Bank curved its niche in the sports arena as one of the prime partner. AB has been
organizing “Siraj Smirty Cricket Tournament” an age group competition conducted at the district
level for the last 10 years in a now.
Besides the cricket, AB also contributed towards popularizing the Table Tennis and Volleyball in
different forms through organizing tournaments or through sponsorship of particular events. Bank
wants to be an active partner in development of sports in the country. AB Bank has been sponsoring
the Golf Tournament at the Bhatiary Golf Club for the last ten years in a row.
In 2007, AB Foundation participated in disaster relief operations for the Landslide victims in
Chittagong, SIDR affected people of the coastal areas and In 2007, AB Foundation participated in
disaster relief operations for the Landslide victims in Chittagong, SIDR affected people of the
coastal areas and for the flood affected people across the country. Banks also run a media
11
campaign for SIDR rehabilitation program. Foundation also contributed Taka 2.0 lac towards Sabina
Yasmeen Chickasha Shahayok Committee fund for treatment of this renowned singer of the soil.
Literature of Review
Business Automation:
Being the 1st private sector Bank of the country, my bank has prided itself in the quality of the
banking services it provides by taking conscious decision to employ the best available banking
technology to serve the customers which now stands over 200,000 in all. Core banking system
Kapiti was employed alongside the manual banking operations ever since 1984.Later on in the year
2004,Misys core banking solution was selected for implementation to take AB in to super highway
of real time online banking of today.
Software products from Misys:

Trade Finance Software: Trade Innovation:
TI has been designed with advanced workflow management to streamline the entire transaction
lifecycle and the overall workflow of the trade operation. TI allows the bank to define service level
agreements to each customer. The bank can apply either customer groupings or bi-lateral agreements
for individual customers an environment.
Internet Banking Software: Integrated Financial Module:

Equation IFM offers powerful features for business customers. Customers can administer their own
user communities, with different levels of access to customer and account information and
transactions. Each user can have a pre-defined authorization limit, simplifying control. and reducing
risk.
12
Methodology of the Study
Methodology of the study includes direct observations, face-to-face conversation with the
employees of different desk, study of files, circular etc. & practical deskwork. In conducting this
report basically, there have been two types of data and information used. The name of those two
types and their sources to reveal the information for preparing this report has been showed in a flow
chart.
Method of data collection & data collection instruments used:
Primary Sources:
Bangladesh Bank’s Circular
Govt. Act & Order
Secondary Sources:
Annual Report of ABBL
AB Bank Operational Manual
AB Bank Website
13
Financial Statement Analysis
14
15
16
17
18
19
20
21
22
Figure 3.4 – SWOT Analysis of AB BANK SWOT analysis is a strategic planning technique, which
helps a company or an organization to achieve objectives by being aware of internal and external,
favorable & unfavorable situation (Andaleeb & Hasan, 2016). SWOT analysis helps to identify
external opportunities & threats as well as internal strengths & weakness (Rahman, 2016). In other
word overall evaluation of a company’s or an organizations strength, weakness, opportunities &
threats is called SWOT analysis (Thompson & Strickland, 2003). A SWOT analysis of AB bank is
as follows:
Strength-
• AB Bank is the first private bank in Bangladesh. For that AB Bank has strong brand image in
Bangladesh.
• AB bank committed to its customers for their better customer service, innovative & speedy
solution to their problems.
• Because AB bank has strong brand value & image in Bangladesh their shares are one of the most
actively traded stocks on Dhaka Stock Exchange.
• AB Bank has good resources and personnel training facilities for both middle and lower levels
officers. With the speed of technological diffusion AB bank able to cope up with technological
changes.
• Because of strong brand image & value AB bank has lots of clients trust and confidence of public
in Bangladesh.
• Board of directors & Top level managements are well educated and properly executing all the
strategies to gain even higher brand value & image in Bangladesh.
• AB bank do some campaign of their new product or service.
Weakness-
• In AB bank, Some Banking processes are too long to complete & there so many formalities to
maintain for it.
• Slow progress in new banking system.

23
• Bottom level employees & even mid-level managers can’t take part in any decision making
processes, which is not effective for the banking improvement.
• AB bank has a big number of employees nowadays. Some of the employees are not sound and
loyal as they are supposed to be.
• Because of high brand image AB bank doesn’t promote their brands or products regularly because
of their over-confident about their brand value.
• AB bank has high fixed deposits every year, which lead them ending by paying higher interest
expense for their deposit mix.
Opportunities-
• AB bank can Develop more Innovative products for their clients and communicate overall product
information briefly in an understandable way to their clients.
• AB bank can start providing premium service banking facilities to their clients. Such as sending
clients account statement to their email.
• AB bank should focus more on online banking service, Because of the technological diffusion.
• AB bank should open more branches except Dhaka & Chittagong. They should concentrate more
on rural people of Bangladesh.
• As all the private local commercial banks operate in a same way in Bangladesh, if somehow AB
bank can differentiate their financial products & services than others that will boost up their market
share and Brand image.
Threats-
• AB bank is facing strong competition against fast pacing Private commercial banks. Main
competitors of AB bank are Dutch Bangla Bank, Southeast Bank.
• Banking business areas are nowadays going downward, because of its services & products are
diversifying in other financial sectors. They are surviving by doing general banking, which is a big
threat for them.
24
• Because of Bangladesh central bank decides all the interest rates, Private commercials banks can’t
uniquely differ themselves with each other’s.
• Technological advancement causing every bank employees lack behind with the technological
knowledge. Some of the AB bank Employees are also facing lack of the technological knowledge
and importance of technology in banking service.
Recommendation Regarding ABBL

1.) In today’s world we consider time as money. So it needs prompt action in making disbursement
and collection of payment. In ABBL introduction of Speed Cash / Western Union money transfer
system of Foreign Remittance may resolve this problem. I recommend introducing of Speed Cash/
Western Union money transfer system at the earliest to expedite payment of remittance.
2.) ABBL has Online banking System for which they can provide customer service promptly.
Acquiring Foreign Remittance depends on prompt customer service and instant payment, which
requires Online banking system.
3.) ABBL maintain database of other banks’ branches for which communication with other bank in
connection with payment of Foreign Remittance can be made smoothly. Maintaining of other
banks’ database is highly recommended.
4.) Customer always wants smooth banking services. Some banks are providing ATM/ Debit /
Credit card and Evening banking facility from any of their branches, but AB Bank does not have
ATM/ Credit/ Debit card and Evening banking facilities in all the branches. I recommend AB Bank
5.) The practice of marketing promotion policy is absent in AB Bank which will be a cause to its
survival among all other new banks as the other banks are tremendously exercise to improve the
marketing promotion practice.
6.) ABBL extends credit only to running and old customers but it does not encourage new
entrepreneurs/ customers highly. In this regard increase in efficiency and maximization of profit is
crucial. I recommend ABBL should extend credit not only running and old customers but it also
should try to increase customer for its improvement and survival in future.
25
Conclusions
As a student of MBA program, I be enjoyed as the dissertation period to learn it and observe how to
make it. As a banker I try to share my knowledge under supervision of my sir Prof. Dr. Md. Arshed
Ali Matubber. Chairman, Department of Business Administration. ABBL should also copy up with
globalization as it had already been improved itself in post reform environment. Primary and
secondary data were collected very sincerely and efficiently. Collected data were analyzed;
interpreted and essential findings were presented through appropriate research techniques. The study
has identified a series of issues to incorporate and take up with the current process and procedure
relating the mentioned subject after the introduction of financial sector reform and Banking
Company Act 1991, changes in banking sector of the country are very remarkable. Activities of
different dimension, modern system and methods of workings and better policies have been taking
place in the banks. Successful application and operations for providing efficient services a midge’s
keen competition of different banks enhance performance of them.
26
References
http://www.msrblog.com/business/thesis-paper-on-overall-performance-of-ab-bank-limited.html
https://abbl.com/investor-relations/
https://www.assignmentpoint.com/business/assignment-on-profile-of-ab-bank-limited.html
https://www.slideshare.net/MDTanzirulAmin/bank-performance-analysis-201417-ab-bank-limited-
bank-asia-limited-and-mercantile-bank-limited
27
Dutch-Bangle Bank Limited
Table of Contents

1 Introduction 29
2 Summary 30
4 Methodology 34
5 Analysis 35-37
6 Findings 37
7 Recommendation 38
8 Conclusion 39
9 References 39
28
Introduction
Dutch Bangla Bank is a scheduled commercial bank. Dutch-Bangla Bank Limited (DBBL) is a joint
venture between Bangladesh and the Netherlands. This is M Sahabuddin Ahmed (Bangladesh) and
a Dutch company for developing countries, a Dutch company. It was established by the Banking
companies Act, 1991 for the purpose of providing banking services and was registered as a public
limited company by the companies Act, 1994. DBBL officially started its journey on June 3, 1997.
The bank was registered with Dhaka Stock Exchange and Chittagong Stock Exchange in 2004.
The head office of the bank is located at Senakalyan Bhaban (4th floor), 195 Motijheel C/A, Dhaka
Bangladesh. It has more than 195 branches. Its services are- Retail banking, corporate banking,
mortgage loans, privet banking, credit cards, mobile banking. Its subsidiary company is Rocket Ltd.
It has been 25 years the bank is serving the people. The bank conducts all types of commercial
banking activities including customer services related to local and foreign remittances but its core
business is trade financing. It also extends short and medium-term loans to industrial undertakings
on a limited scale.
29
Summary
Dutch- Bangla Bank is a second generation commercial privet Bank. During the period of its
operation, this bank creates a milestone of success in banking sector. This bank holds an experienced
term of banking professional. They achieve the success because of their experienced banking
professional team, proper management & so on. This bank established with the primary objective to
carry on all kinds of banking business in and outside of Bangladesh. Dutch Bangla Bandlimited d a
public company limited by shares, incorporated in Bangladesh in the year 1995. With 30% equity
holding, the Netherlands Development Finance company (FMO) of the Netherlands is the
International cosponsor of the bank. Out of the 70%, 60% equity has been provided by prominent
local entrepreneurs and industrialists & the rest of 10% shares is the public issue. During the initial
operating year (1996-1997) the bank received skill augmentation technical assistance from ABN
Amor Bank of the Netherlands.
History
Dutch-Bangla Bank started operation in Bangladesh first joint venture bank. The bank was an effort
by local shareholders spearheaded by M sahabuddin Ahmed (founder chairman) and the Dutch
company FMO.
From the onset, the focus of the bank has been financing high-growth manufacturing industries in
Bangladesh. The rationale being the manufacturing sector exports Bangladesh products worldwide.
Thereby financing and concentrating on this sector allows Bangladesh to achieve the desired growth.
Dutch Bangla Bank other focus is Corporate Social Responsibility (CSR). Even though CSR is now
a cliché, Dutch Bangla Bank is a pioneer is this sector and termed the contribution simply as social
responsibility. Due to its investment in this sector, Dutch Bangla Bank has become one of the largest
donors and the largest bank donor in Bangladesh. The bank has won numerous international awards
because of its unique approach as a social conscious bank.
Dutch Bangla Bank was the first bank in Bangladesh to be fully automated. The Electronic-Banking
Division was established in 2002 to undertake rapid automation and bring modern banking services
30
into the field. Full automation was completed in 2003 and hereby introduced plastic money to the
Bangladeshi masses. Dutch Bangla Bank also operates the nation’s largest ATM fleet and in the
process drastically cut customer costs and fees by 80%. Moreover, Dutch Bangla Bank choosing the
low profitability from the sector. As a result it now provides unrivaled banking technology offerings
to all its customers. Because of this mindset, most local banks have joined Dutch Bangla banking
infrastructure instead of pursuing their own.
Even with a history of hefty technological investment and even larger donations, consumer and
investor confidence has never waned. Dutch-Bangla Bank stock set the record for the highest share
price in the Dhaka Stock Exchange in 2008.
Literature Review
At one end of the broad span of CSR lie corporate policies that any well-run company ought to have
in place anyway, policies that are called for on any sensible view of business ethics or good
management practice corporate social responsibility (CSR) policies Survey: corporate social
responsibility
The union of concerned executives Jan 20th 2005 From the Economist print edition CSR as
practiced means many different things. On the face of it, questioning the efforts of companies to
behave responsibly is an odd thing to do—unless you are accusing them of faking it, or of falling
below some commonly agreed minimum standard. How could a company ever behave too
responsibly? The very term “corporate social responsibility” endorses the actions to which it is
applied. No doubt that is why companies fasten the label to a quite bewildering variety of
supposedly enlightened, progressive or charitable corporate actions.
. These include not lying to your employees, for instance, not paying bribes, and looking farther
ahead than the next few weeks. At the other end of the range are the more ambitious and distinctive
policies that differentiate between leaders and laggards in the CSR race—large expenditures of time
31
and resources on charitable activities, for instance, or binding commitments to “ethical investment”,
or spending on environmental protection beyond what regulators demand. In other words, at the
mild end of the range are practices that do not need any special CSR defense: they can perfectly well
justify themselves in simpler ways, either as meeting standards of ordinary decency (of which more
later), or as being necessary in any case if managers are to run a successful business. The issue here
is not whether the activities themselves make sense, but whether they deserve to be dignified by the
term “corporate social responsibility”—that is, whether they deserve the special praise which this
label is intended to elicit.
At first sight that looks like a churlish question. What could possibly be wrong with policies such as
corporate charity or careful attention to the demands of environmental protection and sustainable
development? Sometimes nothing, but it depends. Many individual acts of good corporate
citizenship do make sense in business terms, or as ways of advancing the public good, or both. But
others do not.
Sometimes CSR policies are motivated by genuine concern for the intended beneficiaries, or by a
conscientious belief that businesses must earn their “license to operate”. There are some kindly
CEOs out there, and some with a troubled conscience. But there can be other motives for CSR too.
There are quite a few vain CEOs who enjoy the attention which CSR leadership brings them and
many others who, having climbed their way to the top, seem to find running a profitable company
too small a test of their talents. Yet whatever the variations, one thing is constant: the weight given
to specious arguments about what businesses must do to justify their existence and pay their way in
society.
Putting those arguments about the duties of business to one side for the moment, setting motives
aside as well and thinking only of results, one might ask two questions of any act of supposedly
enlightened corporate citizenship. Does it improve the company’s long-term profitability? And does
it advance the broader public good?
Two tests Successful managers usually do both at once, of course: merely by running a profitable
company, they are likely to be advancing the public good as well. This argument will be taken up in
more detail below. Some of the business practices that are often (perhaps misleadingly) labelled as
CSR do fall into this category: they raise profits and advance society’s well-being at the same time.
Examples include establishing a reputation for dealing honestly with employees, suppliers and
32
customers. This is the win-win kind of CSR—the sort that fails to impress much of civil society.
Perhaps it would be better to call it simply “good management”. Putting those arguments about the
duties of business to one side for the moment, setting motives aside as well and thinking only of
results, one might ask two questions of any act of supposedly enlightened corporate citizenship.
Does it improve the company’s long-term profitability? And does it advance the broader public
good? Two tests Successful managers usually do both at once, of course: merely by running a
profitable company, they are likely to be advancing the public good as well. This argument will be
taken up in more detail below. Some of the business practices that are often (perhaps misleadingly)
labeled as CSR do fall into this category: they raise profits and advance society’s well-being at the
same time. Examples include establishing a reputation for dealing honestly with employees,
suppliers and customers. This is the win-win kind of CSR—the sort that fails to impress much of
civil society. Perhaps it would be better to call it simply “good management”. One of the most
enthusiastic and persuasive evangelists of win-win CSR is Marc Benioff, head of salesforce.com, a
strikingly successful internet-based business-services company. In his book, “Compassionate
Capitalism”, he explains, among other things, how good corporate citizenship can be used to attract,
retain and motivate the best workers. His company encourages its staff to devote time, at the firm’s
expense, to charitable works. In complementary ways, it also provides flexibility in working hours
and conditions. The character of the firm, as perceived by its employees and its customers alike, is
closely associated with this commitment to good causes.
All this seems to pay. Mr. Benioff argues that this draws the right kind of people to the firm—team
players, joiners, volunteers, generous and committed colleagues with a sense of loyalty to the
enterprise. This kind of corporate philanthropy, which marries good works with a clever way of
sorting and motivating staff, is undoubtedly catching on.
When you press a CEO for details of a company’s CSR policies, and for their business rationale, you
find that every firm believes that its CSR actions fall in the win-win box. No chief executive wants
to believe that the firm’s various services to the community might reduce social welfare, and none
seems willing to admit that his enlightened management practices might reduce profits—what would
the shareholders make of that? But those other cells of the matrix are far from empty.
A clear instance of an action that reduces profits while (presumably) improving social welfare is a
straightforward cash donation to charity. The donations featured in the Giving List fall into this
33
category. Sums donated in this way have soared recently in response to the Asian tsunami. You
might suppose that devoting profit to the public interest is CSR at its best, or at any rate its noblest.
The enlightened company is surrendering some of its earnings to make the world a better place. The
Social Responsibility of Business is to Increase its Profits-
Methodology
Sample Size
30 customers in the Ring road branch of DBBL were questioned directly face to face. A
questionnaire was prepared and was given to the customers. Also for the comparison of the
satisfaction level of DBBL with other competitive banks, Islami Bank Bangladesh Limited (IBBL)
was chosen because IBBL and DBBL deals with huge amount of retail deposit .And it is also
considered as a tops bank so, for the comparison I have surveyed 30 people in that bank as well who
were walking customers.
Source of the Data
The source of the report has been retrieved from means of primary date and secondary date and
resources.
Primary Data
The main source was interviewing the customers of DBBL
On the job desk work
Visual observance
A survey is conducted on the customers
Secondary Data and Resources

Previously published annual report on DBBL
Dutch Bangle Banks website is also used for collecting data.
Previous published papers, journals on Dutch Bangla Bank.
34
Financial Performance Analysis
This report provide a comprehensive and practical overview in the field Financial Performance
Analysis of the Dutch Bangla Bank Limited (DBBL) I was assigned in theDBBL Satmasjid Road
Branch with various responsibilities across various departments such as General Banking, Credit,
Foreign exchange and investment division within the same branch. First part presents the starting
point of this report, opportunities, reason, goals, and technique of this examination. Second part is
about the outline of the Bank, Objectives, strategies, Focus, Foundation, service, item and
administrations of the bank. Third section is the financial analysis part. In this part, I tried to analyze
banks basic financial status over five years. In the fourth section, I compare the bank with other two
peer bank to expose its financial condition and status in the market. From the monetary examination,
it tends to be said that Dutch-Bangla Bank has performed sufficient in the year 2017 because of
earlier year yet they ought to be progressively worried about their ROA. From the similar
examination, it is apparent that the bank needs to improve itself in certain regions to be
progressively focused in the market. Once more, the bank needs to concentrate on the mounting
costs and development of non-performing credits.
Financial highlights
Particular 2019 2018 Growt 2017 2016 2015

h (%)
Result of operation
(for the year)
Total revenue 34,705.8 29,215.5 18.8% 23,550.5 21,333.0 21,849.0
Operating profit 11,260.0 8,693.0 29.5% 5,683.5 5,521.8 6,433.9
Profit before taxation 7,436.3 6,763.6 9.9% 5,293.3 3,234.0 6,267.3
Profit after taxation 4,341.4 4,201.4 3.3% 2,455.2 1,775.2 3,020.3
Financial position (
at year end)
Total assets 390,362. 346,468. 12.7% 311,906.8 264,7974 244,057.6
Total risk weighted 0 8 9.7% 200.953.0 162,1653 154,548.6
assets 239,471. 218,204. 152,270.0
Total loans and 3 9 10.7% 207,257.4 173,3978 186,765.0
advances 135,047.1
Total deposit 256,239. 231,553. 15.1% 233,796.4 207,2340 129,954.5
Total import business 7 9 -14.2% 151,979.3 135,1134 16,754.3
Total export business 21,137.6
-6.5% 144,463.0 132,5055 21,520.0
35
Total shareholders 302,159. 262,467.
find 2 6 18.9% 19,492.2 17,6727
Total capital 143,652. 167,371.
Market capitalization 8 3 9.15 26,106.7 21,1788
23.4% 30,620.0 23,3400
141,688. 151,484.
5 4
27,443.3 23,086.0
37,192.8 34,077.4
35,650.0 28,886.0
Cash flow statement

(for the year)
Cash flow from 6,425.8 5,067.2 26.8% 11,731.3 4,914.5 5,899.2
operating activities
Cash flow from (16,827.0 (7,545.5) 123.0% (1,105.7) (7,997.0) (92.5)
investing activities )
Cash flow from 3,349.7 - 3,502.3 (1,382.5) (936.4)
financing activities (1,457.5) 143.5%
Cash and cash-
equivalents (at year 67,410.4 66,539.0 52,411.1 56,876.1
end) 55,551.7 -17.6%
Particulars 2019 2018 Deviati 2017 2016 2015
on
Per share ( Taka)
Earning per share 8.7 21.0 (12.3) 12.3 8.9 15.1
Dividend per share*
Cash _ 1.5 3.0 3.0 4.0
Bonus 1.5 150.0 (- --- -- --
(%) 135.0)
Net asset value 15.0 115.4 97.4 88.4 83.8
(NAV) per share (60.5O)
Closing market price 144.4 153.1 116.7 107.6
per share 54.9 (73.1)
71.3
Financial ratio ( In
percentage)
36
Loan deposit ratio 74.4% 77.2% -2.9% 75.6% 79.4% 81.5%
Return on average 1.2% 1.34 -0.1% 0.9% 0.7% 1.3%
total assets
Return on average 1.9% 2.0% -0.1% 1.4% 1.1% 2.1%
risk weighted assets
Return on average 17.2% 19.7% -2.6% 13.2% 10.3% 19.3%
shareholders fund
Ratio of non-
performing loan to 4.4% 4.15 0.2% 4.7% 5.2% 3.7%
total loan
Capital to risk- 15.5% 15.6% -0.1% 13.0% 13.1% 13.7%
weighted asset ratio
Cost income ratio 58.2% 61.6% -3.4% 69.3% 65.3% 58.8%
Findings
The Bank can organize more training program and workshop to make the employees more efficient
in their sector.
The Bank has to establish a strong Credit Manual.
The Bank has to go through back ground investigation of all Parties.
All the loan documentations have to done honestly.
All the document verifications have to done before loan sanction.
The Bank has to construct a long term strong investment policy.
The loan and Advance section has to make strong and the employees have to be devoted to the Bank
The Bank has to give emphasis the SME loan section.
The Bank should introduce more loan section
37
Recommendation
From the study it is revealed that compliance condition as per Securities and Exchange
Commission’s Notification, Corporate Governance Guideline of Bangladesh Bank and
Bangladesh Bank’s Regulations has Strictly and properly followed in DBBL. But overall
corporate governance compliance condition in Bangladesh Has not so satisfactory. As a corporate
organization DBBL’s is better position of corporate governance Compliance practices with
SEC’s guidelines than overall Bangladesh perspective. The notification issued by Securities
and Exchange Commission’s (SEC’s) in February, 2006 and the study has conducted based on
the Annual Report of 2009 and 2011 and contemporary literature. On the other hand Bangladesh
Enterprise Institute (BEI) published code of corporate governance for Bangladesh in March, 2004
suited for private sectors, financial institutions, State Owned Enterprises (SOEs) and NGOs. DBBL
should try to continue the practice of corporate governance compliance with SEC guideline,
Bangladesh Bank guideline, Bangladesh Bank regulations etc. Compliance practices of corporate
governance guidelines can be increase through make mandatory to follow the guideline from a
specific period of time instead of the option of ‘comply or explain’. For rapid and sustainable
economic development of Bangladesh, the investors, internal and external, level of confidence need
to increase. Proper practices of corporate governance ensure transparency, accountable, reliability
and fairness.
Conclusion
Dutch-Bangla Bank Limited is one of the most potential Banks in the banking sector. It has a large
portfolio with huge assets to meet up its liabilities and management of this bank is equipped with the
export bankers and managers in all level of management. So it is not an easy job to find out the
drawbacks of this branch. It has been observed that DBBL started its banking services with a view to
minimize the customer’s needs by offering different products and services which are easy and
affordable for all level of customers. To that extent, DBBL always emphasizes its customer services,
product development, resource management, branch networking and the contribution to the
economic development of the country. The bank also provides social services through DBBF as their
social responsibility. The success of a bank depends on the quality of the services it offers. All the
commercial banks, therefore, try to provide quality services with competitive interest rates. DBBL is
38
not an exception. Life line package has been developed with the same purpose. Although, the
comparative analysis shows that DBBL is in better position, but there are some obstacles it faces to
sustain the position. However, the continuous improvement of the services will certainly place the
bank in the best position in one decade.
References
https://www.dutchbanglabank.com/about-us/brief-history.html
https://www.dutchbanglabank.com/investor-relations/financial-statements.html
https://www.google.com/search?q=profitability+ratio&rlz=1C1CHBD_enBD741BD741&oq=profit
ability&aqs=chrome.1.69i57j0l5.11981j1j1&sourceid=chrome&ie=UTF-8
https://www.investopedia.com/terms/p/profitabilityratios.asp
https://corporatefinanceinstitute.com/resources/knowledge/finance/profitability-ratios/
https://efinancemanagement.com/financial-analysis/profitability-ratios
https://www.google.com/search?q=liquidity+risk+ratio&rlz=1C1CHBD_enBD741BD741&oq=liqui
dity+risk&aqs=chrome.1.69i57j0l5.11554j0j1&sourceid=chrome&ie=UTF-8
https://www.investopedia.com/articles/trading/11/understanding-liquidity-risk.asp
https://www.google.com/search?rlz=1C1CHBD_enBD741BD741&q=ROE+aggregation+model&sp
ell=1&sa=X&ved=0ahUKEwi66abegoneAhVFeysKHQXvBFYQBQgoKAA&biw=1366&bih=577
https://www.investopedia.com/exam-guide/cfa-level-1/financial-ratios/return-equity-dupont-
system.asp
39
BRAC Bank Limited
Table of Contents

1 Introduction 41
2 Summary 43
4 Methodology 45
5 Analysis 46-54
6 Findings 55
7 Recommendation 56
8 Conclusion 57
9 References 58
40
Introduction
BBL is a full service scheduled commercial bank. It has both local and International Institutional
shareholder. The bank is primarily driven with a view of creating opportunities and pursuing market
niches not traditionally meet by conventional banks. BRAC Bank has been motivated to provide
“best-in-the-class” services to its diverse assortment of customers spread across the country under an
on-line banking dais. Today, BRAC Bank is one of the fastest growing banks in the country. In
order to support the planned growth of its distribution, network and its various business segments,
BRAC Bank is currently looking for impressive goal oriented, enthusiastic, individuals for various
business operations. The bank wants to build a profitable and socially responsible financial
institution. It carefully listen to the market and business potentials, It is also assisting BRAC and
stakeholders to build a progressive, healthy, democratic and poverty free Bangladesh. It helps make
communities and economy of the country stronger and to help people achieve their financial goals.
The bank maintains a high level of standards in everything for our customers, our shareholders, our
acquaintances and our communities upon, which the future affluence of our company rests.
Background of the Organization

BBL is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking
Companies Act, 1991 and incorporated as private limited company on 20 May 1999 under the
Companies Act, 1994. The primary objective of the Bank is to provide all kinds of banking business.
At the very beginning the Bank faced some legal obligation because the High Court of Bangladesh
suspended activity of the Bank and it could fail to start its operations till 03 June 2001. Eventually,
the judgment of the High Court was set aside and dismissed by the Appellate Division of the
Supreme Court on 04 June 2001 and the Bank has started its operations from July 04, 2001. The
Chairman of the Bank is Mr. Muhammad A (Rumee ) Ali. Managing Director and CEO of the bank
is Mr. Sayed Mahbubur Rahman. The bank has made a reasonable progress due to its visionary
management people and its appropriate policy and implementation.
41
History
BRAC Bank Limited (BBL) is a fully operational commercial bank that was founded in July 2001
by BRAC NGO, one of the largest development finance institutions in the world. The bank’s
objectives include providing comprehensive commercial banking services, building a profitable and
modern, full-service financial institution, and pursuing profitable market niches in the Small and
Medium Enterprise (SME) business sector not traditionally met by conventional banks. The bank’s
main portfolio products include loans for small and medium sized entrepreneurs; personal loans,
credit cards and multiple deposit accounts for retail customers; and specialized retail products
tailored to religious restrictions. The bank also provides corporate deposit and loan products as well
as non-resident Bangladeshi remittance services. BRAC’s distribution network of 151 branches
including 81 branches, 48 SME Krishi Branches, 22 SME service center, 429 SME unit offices and
280 ATMs across Bangladesh and now reach more than 10,00,000 retail customers. The Bank is
constantly coming up with new products. Recently BBL has introduced Visa Silver and Visa Gold
both Local and International credit cards; and furthermore the Bank is in the process of introducing
VISA Debit card. In the years ahead BRAC Bank expects to introduce many more services and
products as well as add a wider network of SME unit offices, Retail Branches and ATMs across the
country. The Banks operate under a “Double Bottom Line” agenda where profit and social
responsibility to hand in hand as it strives towards a poverty free, enlightened Bangladesh.
42
Executive Summary
In the new competitive business era, private banking sector is becoming more competitive in
Bangladesh. As financial intermediary commercial banks play an important role to match the surplus
& deficit units. They collect deposit from surplus unit & lend it to the deficit unit. These
mobilizations of deposit & allocation of credit leads towards the economic development. This
internship report is based on my internship program and financial statements of Brac Bank Limited.
It was a great opportunity to gather experience and knowledge from different types of banking
operations of BRAC BANK LIMITED. My faculty supervisor helped me to choose the topic –
“Performance Evaluation of Brac Bank Limited” which is a study based on the period of 2014-
2019. In banking sector the more used financial statements are balance sheet and profit and loss
account where balance sheet shows the financial position such as assets, liabilities as well as the
equity condition and profit and loss account shows the net profit and loss. The main objective of the
study is to scrutinize the Financial Performance of Brac Bank Ltd from the period of 2014 to 2019
and evaluate this performance. In my report I had to study Brac Bank Limited’s financial statements
for the last six years then had to analyze and give significant comments regarding the changes in the
financial position. Analysis and interpretation of these financial statements through ratio analysis has
now become an important technique for performance evaluation because the investors, financial
experts, management executives and the bankers always rely on these ratios to make important
decisions. I have found out some points by screening the whole study, which is expressed as major
findings. From the findings we can observe that Return on Assets indicate the Net Income after Tax
of BRAC BANK LIMITED increase year by year but not in response to Total Assets. The Ratio
ROE indicates that the Equity capital of BRAC BANK LIMITED increase rapidly compares to the
Net Income after Tax. The financial position of Brac Bank was not strong enough because the
Bank’s Return on Assets, Return on Equity, Net Interest Margin or other ratio was below standard.
However, BRAC BANK LIMITED has the opportunities to make their financial position stronger
by utilizing their management because the Brac Bank has satisfactory operating efficiency and
Assets Management Efficiency. After preparing this report I came to know that evaluation of
financial statements through ratios helps to overcome the past flaws and make the future decisions
and strategies.
43
Literature Review
Brac Bank in Bangladesh faces two difficulties in obtaining credit from the bank, related to
investment and working capital. This is mainly because of lacking of collateral and also high
mortality rate, which causes the bank to be reluctant to provide loan. Due to high probability of loan
default, and low security, SME is not considered to be profitable by banks.
But still, in recent days, SME are flourishing the country’s economic growth, which is why these
sectors need to be concentrated in. The sources of finances acknowledged by SME can be the
owner’s own savings, and retained profit (Wu, Song & Zong, 2008). It can also include outside,
informal sources, for example, help from friends and family ( Abouzeedan, 2003), trade capital,
venture capital and angel financiers (He & Baker, 2007) and then move on to formal external source
like banks, financial institutions and security markets ( Chittenden, Hall & Hutchinson, 1996)
Recently in Bangladesh, a “National SME Fair- 2018” has been held on April, 4th 2018, with a view
to promote SME products, which also included the publicity and expansion of market at local and
international level. This fair has been organized for the 6th time by the SME foundation and
Bangladesh Chamber of Commerce at the Bangabandhu International Conference Centre (BICC).
Here, a total of 274 SME entrepreneurs, including 183 women, will exhibit their products, including
jute, agriculture and leather products, electrics and electrical items, light engineering products,
handicrafts and plastic and synthetics items. No foreign products were allowed to be sold there. The
SME Foundation will give the “National SME Entrepreneurs Award-2018″ at the fair. Each winner
will be given Taka 100,000, a trophy and a certificate. This information was announced by
Industries Minister Amir Hossain Amu, and this also indicates how it is being tried to nudge SMEs
towards hard work and tolerance.
The fact that Bangladesh government is taking it more seriously, is based on the occurrence when,
the German investors are invited for greater participation in the development of SME sector in
addition to infrastructure development, power regeneration, ICT, shipbuilding and renewable energy
sectors (Md Shahriar Alam, 2017). This is because currently, SME sector contributes roughly 28-29
percent in Bangladesh’s economy while it is approximately 52 percent for Germany.
44
Methodology
The research methodology using for finding out the solution of the research problem is analytical
research methodology and some extend descriptive research methodology. There are two types of
data sources have been used. One is primary and another is secondary sources. In the absence of
primary information the majority of the study has been based on secondary information.
Sources of Data
The following sources are used for the purpose of gathering and collecting data as required.
Primary data
1. Observe daily activities regularly.

2. Personal observation.
Secondary Data
1. Annual Reports of the Brac Bank Limited.
2. Official files and folders, working papers, published and unpublished documents.
3. Financial Affairs of Head Office.
4. Website of Brac Bank Limited.
5. Different text books & articles.
6. Internet and various study selected reports.
45
Financial Analysis of Brac Bank 2014-2019
Assets
The asset position of Brac Bank Limited from 2014 to 2019 represent that the bank is creating a
strong position in the banking sector of Bangladesh.
Total Assets
Year Assets in crore (Tk.) Growth Rate

2014 6,271,079,609 -
2015 7,318,391,395 17%
2016 8,520,801,228 16%
2017 9,427,819,490 11%
2018 15,578,360,165 65%
2019 17,390,860,230 12%
We see that the growth rate of the Assets of BRAC BANK LIMITED in the last five years had
mixed trend. It increased highest in the year 2018 that was 65% but in the year 2019 the growth rate
fall to 12% only.
Asset Portfolio
In 2018, the Brac Bank Limited asset portfolio represents the bank current situation, which reflects
that bank held in a competitive position to the other commercial bank. That is given below:
Asset Portfolio
Particulars of Assets Amount (Crore TK.) Percentage

Cash 99.85 6%
Balance with other Banks and Financial Institution 233.67 13%
Money at call and Short notice 34.00 2%
Investment 195.29 11%
Total Loans and Advances 1133.44 65%
Fixed assets including premises, furniture & fixtures 9.23 1%
46
Other Assets 33.61 2%
Total 1739.09 100%
Fixed Other Balance with

assets Assets Asset Portfolio 6% other Banks
includin 2% and Financial
Institution
g
13%
premise
Money at call
s
and Short notice
2%
Investment
11%
Total Loans and
Advances
Source: Annual Report 2018 of BRAC BANK LIMITED
47
Deposits
Total Deposits
Year 2014 2015 2016 2017 2018 2019

Total deposits in Crore (Tk.) 465.92 568.29 678.69 760.5 1,218.76 1,387.69
Growth Rate ---- 22% 19% 12% 60% 14%
Deposits
Total Deposits
Year 2014 2015 2016 2017 2018 2019

Total deposits in Crore (Tk.) 465.92 568.29 678.69 760.5 1,218.76 1,387.69
Growth Rate ---- 22% 19% 12% 60% 14%
Total Deposits
1,387.69
1,218.76
Amount (TK.in Crore)
1000
760.5
678.69
568.29
465.92
2014 2015 2016 2017 2018 2019
Source: Annual Report of BRAC BANK LIMITED from 2014 to 2019
48
From the above calculation, we see that growth rate of deposits in the year 2015 was satisfactory but
the rate had downward trend in the year 2016 and 2017. The rate reached highest in the year 2018
that was 60% and like assets deposit growth rate also fall in the year 2019.
Types of Deposits
Brac Bank Limited gather funds from different types of deposits. The bank has attached top priority
on the mobilization of low cost funds. The deposit mix of the bank as of 31 December 2019 was as
follows:
Types of Deposits
Types of Deposits Amount (Crore Tk.) Percentage

Current Account and Other Accounts etc. 94.20692 7%
Savings Bank Deposits 119.8961 9%
Short Term Deposits 116.0418 8%
Fixed Deposits 785.4746 56%
Deposit under Different Schemes 107.6275 8%
Bills Payable 26.95062 2%
Bank Deposit 80.289 6%
Other Deposits 57.20236 4%
Total 1387.689 100%
49
Other Deposits Current
4% Types of Deposits Account and
Other
Bank Deposit Bills Payable Savings Bank Accounts
6% 2% Deposits etc.
Deposit under 9%
Short Term
Different Schemes Deposits
8% 8%
Fixed Deposits
56%
Loans and Advances
The loans and advances of the bank registered an impressive growth From the year 2014 to 2019.
The total loans and advances as on 31 December 2018 was Tk. 826.60 crore and in the year the loan
and advance was Tk.1, 133.44 that was 37% higher than the year 2018.
Total Loans and Advances
Year 2014 2015 2016 2017 2018 2019

Loan and Advance in crore (Tk.) 466.98 501.04 578.60 625.62 826.60 1133.44
Growth Rate ---- 7% 15% 8% 32% 37%
50
Loans and Advances
Amount ( All amount in crore)
1133.44
826.60
625.62
578.60
501.04
466.98
2014 2015 2016 2017 2018 2019

Year
Figure : Loans and advances of BRAC BANK LIMITED
By analyzing the growth rate of loan and advance of BRAC BANK LIMITED, we can say that the
BRAC BANK LIMITED had a stable growth rate except year 2016 and the last two year growth
was highest of BRAC BANK LIMITED that was 32% and 37% respectively. In conclusion, we can
say that the loan and advance growth was satisfactory in the last five years.
Loans and Advances Portfolio
The bank gives top most priority to acquire quality assets and does appropriate lending risk analysis
while approving commercial and trade loan to clients. The advance matrix of the bank as of 31
51
December 2018 was as follows:
0.14
Loans and Advances
Overdrafts
66.52
General Loans
99.97
Cash Credit
Transport Loan
196.72 113.15 Loan against trust receipts
Payment against documents
16.15 Consumer Credit
161.49 Staff Loan
Others Loan
1.06 163.14 Loans and advances BCI
1.82 Bills Purchased
6.44

Loans and advances matrix of BRAC BANK LIMITED
Net Income after Tax
Year 2014 2015 2016 2017 2018 2019

Net Income after Tax (Tk. Crore) - -2.93 2.65 4.13 6.33 6.99
Growth Rate - - 190% 56% 53% 10%
Net Income After Taxes

6.99
6.33
4.13
Tk. In Crore
2.65
0
2014 2015 2016 2017 2018 2019
52
Year
-2.93
-1
Figure : Net Income after Tax
Financial Information of BRAC BANK LIMITED at a Glance 2014-2019 (All Figures in Taka)
Accounts 2014 2015 2016 2017 2018 2019

Name
Paid up 920,000,000 920,000,000 920,000,000 920,000,000 1,988,742,800 1,988,742,800
Capital
Total Assets 6,271,079,609 7,318,391,395 8,520,801,228 9,427,819,490 15,578,360,165 17,390,860,230
Total 5,283,930,003 6,313,542,132 7,500,805,360 8,409,074,791 13,431,959,145 15,173,360,356
Liabilities
Total Equity 987,149,606 1,004,849,263 1,019,995,868 1,018,744,699 2,146,401,020 2,217,499,875
Capital
Common 9,200,000 9,200,000 9,200,000 9,200,000 19,887,428 19,887,428
Shares
Total Loans 4,669,759,307 5,010,354,982 5,785,988,266 6,256,201,680 8,266,020,064 11,334,441,444
Total 4,659,231,622 5,682,937,214 6786,866,290 7,604,975,266 12,187,614,460 13,876,888,734
Deposits
Operating 253,611,019 136,225,473 214,924,501 489,870,749 617,781,223 900,500,699
Revenues
Operating 154,966,794 165,525,816 185,218,674 201,740,881 292,415,768 401,556,671
Expenses
Net Income (29,300,343) 29,705,827 151,696,889 162,683,719 224,422,681
before Taxes Nill
Net Income Nill (29,300,343) 26,508,455 41,306,097 63,308,582 69,899,439
After Taxes
Nonperfor 1,592,421,000 1,524,542,000 1,579,485,266 1,485,066,353 1,068,041,000
ming Loans
53
Provision for 246,712,557 236,749,634 232,546,520 278,848,334 367,105,466
Loan
Losses
Interest 491,075,497 510,962,381 634,800,634 905,556,240 926,555,777 1,510,634,175
Income
Interest 323,610,466 438,607,424 523,104,891 552,907,005 621,149,033 912,798,490
Expense
Non Interest 86,145,988 63,870,516 103,228,758 137,221,514 312,374,479 302,665,014
income
Earnings Per Nil (3.18) 2.88 4.49 3.18 3 .51
Share
Return on 7.33% 5.06% 7.51% 10.11% 12.14%
Investment
Price to _ _ 35 Times 22 Times 31 Times 28 Times
Earnings
Ratio
54
Findings
I could find out some points by screening the whole study, which are as major findings. The data
were analyzed sincerely and carefully to identify appropriate findings. Moreover, conversations with
the BRAC BANK LIMITED officials were very significant for these findings.  In the year 2019,
the Total asset of the Brac Bank was 12% higher than that of year 2018.  Total Deposit of BRAC
BANK LIMITED in the year 2019 was Tk. 1,387.69 crore and that was 14% higher than the year
2018.  The growth rate of Total Loan and Advance in the year 2019 of BRAC BANK LIMITED
was 37% from the year 2018.  At the end of the 2017 the Net Income after Tax of BRAC BANK
LIMITED was Tk. 6.99 crore and Tk.6.33 crore was in the year 2018. The growth rate of Net
Income after Tax of BRAC BANK LIMITED in the year 2018 and 2019 was 53% and 10%
respectively  Total Assets and Total Liabilities of BRAC BANK LIMITED was also
approximately twice in the year 2019 than in the year 2014.  Total Operating Income and Total
Operating Expense of BRAC BANK LIMITED were approximately double in the year 2019 than in
the year 2014.  Paid up Capital me and Interest Expense of BRAC BANK LIMITED were also
approximately twice in the year 2019 than in the year 2014. On the other hand, Noninterest Income
of BRAC BANK LIMITED was not increased in response to the Interest income in the year 2019
than in the year 2014.  Earnings per Share of BRAC BANK LIMITED declined 28% in the year
2019 than in the year 2014.  The Ratio Return on Assets indicate that the Net Income after Tax of
BRAC BANK LIMITED increase year by year but not in response to Total Assets  The Ratio ROE
indicates that the Equity capital of BRAC BANK LIMITED increase rapidly compares to the Net
Income after Tax.  The Net Operating Margin ratio indicates that the net Operating Income of
BRAC BANK LIMITED increases from the previous year.  Nonperformance loan of BRAC
BANK LIMITED gradually declines from the year 2014 to 2019 that means greater efficiency of the
Credit Management From the above findings of the Brac Bank, we can say that, the financial
position of Bangladesh Commerce was not strong enough because Bank ROA, ROE, NIM or other
ratio was below standard. However, BRAC BANK LIMITED has the opportunities to make their
financial position stronger by utilizing their management because the Brac Bank has satisfactory
operating efficiency, Assets Management efficiency and giving loans to customers.
55
Recommendation
The number of touch points BRAC Bank has that is satisfactory but to reach mass customers needed
more touch-points.
Recruit more employee for Touch-points branding
Number in-house designer should increase
In listed more vendors and agencies for events execution
Number of billboards should be increased for the increase for product promotion.
More campaigns should be introduced so that all the products and offers are more highlighted
One promotion should run at a time for all the boards around the country So that each promotion
gets proper exposure.
The billboards size should be increased for better recall
Marketing team should be extended for better work efficiency as the work load is massive for a
small department
Marketing activities should be increased to make the potential customers informed
56
Conclusion
In this age of modern civilization bank is playing its splendid role to keep to the economic
development wheel moving. We can see many new commercial banks have been established in the
last few years and these banks have made this banking sector very competitive. The major task for
banks, to survive in this competitive environment is by managing its assets and liabilities in an
efficient way. BRAC BANK LIMITED has a strong financial base and huge assets to meet up its
liabilities, which makes this organization financially sound and solvent. BRAC BANK LIMITED
continues to play its‟ leading role in socio-economic development of the country as a companion of
Independent Bangladesh. Besides its‟ traditional function such as deposit mobilization, deployment
of fund in trade, commerce, industry, agriculture, import & export business, outward and inward
remittance as an agent of Bangladesh Bank, BRAC BANK LIMITED has emerged as the pioneer of
playing key role in the country. From the Performance Evaluation, of Brac Bank Limited we can say
that, in the recent year BRAC BANK LIMITED did well in their operation. Although, they have
some problem in Net Income after Tax, Expense Control and having high Nonperforming Loans but
BRAC BANK LIMITED have the opportunities to do well because BRAC BANK LIMITED has an
efficient Management & Credit control Department and huge Assets . Therefore, all the Financial
Institutions must find out their own method in order to sustain in the changing environment. The
central focus in this regard would be to have a comprehensive Information Technology system,
sufficient expertise and above all very relaxed management to adopt new ideas. Now BRAC BANK
LIMITED is continuing business operation successfully in Bangladesh through developing an image
and goodwill among its clientele by offering its excellent services. The success has been resulted
from the dedication, commitment and dynamic leadership of its management. During the short
period of time of its operation, BRAC BANK LIMITED has successfully achieved a position as a
highly progressive and dynamic financial institution in the country.
57
References
• Brac Bank Limited, 2012, “Annual Report 2014”, Brac Bank Limited, Dhaka Bangladesh.
• Brac Bank Limited, 2013, “Annual Report 2015”, Brac Bank Limited, Dhaka Bangladesh
.• Brac Bank Limited, 2014, “Annual Report 2016”, Brac Bank Limited, Dhaka Bangladesh
.• Brac Bank Limited, 2015, “Annual Report 2017”, Brac Bank Limited, Dhaka Bangladesh.
• Rose, Peter S., 2013, “Commercial Bank Management”, Fifth Edition, McGraw-Hill” Boston
Burr Ridge, USA.
• Madura, Jeff, 2014, “Financial Markets and Institutions”, Seventh Edition, Thomson, South-
western, USA. • Brigham, Eugene F., 2013, “Essentials of Managerial Finance’’, Fourteen Edition,
Thomson, South-western, USA.
Website: www.Brac Bank Limitedbd.com
58
Standard Chartered Bank
Table of Contents

1 Introduction 60
2 Summary 60
4 Methodology 63
5 Analysis 64-66
6 Recommendation 66
7 Conclusion 67
59
Introduction
SCB BD (officially M/S Standard Chartered Bank Bangladesh Pvt. Ltd.) is a banking and financial
services company headquartered in Dhaka, Bangladesh and a wholly owned subsidiary of Standard
Chartered. Standard Chartered has been operating in Bangladesh for over a hundred years.[1] After
the partition of the subcontinent in 1947, Bangladesh became East Pakistan, thereafter Standard
Chartered Bank started its business in 1948, in the port city of Chittagong. Standard Chartered Bank
is doing well in Bangladesh. Debit card fee is at least 690 BDT (inclusive of 15% VAT) per year.
Account maintenance fee for savings account is 690 BDT (inclusive of 15% VAT) which is taken as
345 BDT (inclusive of 15% VAT) each six months (usually on 1 January and 30 June).
Standard Chartered Bank is currently promoting Saadiq Banking. Standard Chartered Bank
Bangladesh has recently, as of January 2014 eased the procedure of getting International Credit Card
and have come into competition by providing Visa and Master cards.
While private banks like Dutch Bangla Bank Limited and BRAC Bank Limited have booths all over
the country, the bank is holding limited space here though it is one of the largest foreign banks in
Bangladesh. It has branches in Bogra, Chittagong, Dhaka, Khulna, Savar and Sylhet. They
have ATM booths almost all over Dhaka and Chittagong. Standard Chartered Bangladesh has
bought out the Bangladesh operations of various other foreign banks such as Grindlays
Bank and American Express
HISTORY
Standard Chartered Bank opened its first branch in Bangladesh in 1948, in Chittagong, the port city
and a major trading hub. With the acquisition of Grindlays Bank in Bangladesh in August 2000, we
inherited a presence in this country that dates back to 1905. The commercial banking business of
American Express Bank was also acquired in 2006.
The Bank offers a full range of banking services across all segments. In the retail and SME
segments, our services include deposit products, wealth management services, overdrafts, personal
loans, credit cards, auto financing, and mortgages. Our services for corporate and institutional clients
include trade finance, cash management, lending, securities services, foreign exchange, debt capital
60
markets and corporate finance. Standard Chartered Saadiq, our Islamic Banking division, offers a
comprehensive range of Shariah-compliant products and services. Standard Chartered Bank came
into being with the friendly merger of two original banks - The Chartered Bank of India, Australia
and China, and The Standard Bank of British South Africa. The Chartered Bank was founded by
James Wilson following the grant of a Royal Charter by Queen Victoria in 1853, while The Standard
Bank was founded in the Cape Province of South Africa in 1862 by John Paterson. Chartered
opened its first branches in Bombay, Calcutta and Shanghai in 1858, followed by Hong Kong and
Singapore in 1859. With the opening of the Suez Canal in 1869 and the extension of the telegraph to
China in 1871, Chartered was well placed to expand and develop its business. Traditional business
was in cotton from Bombay (Now Mumbai), indigo and tea from Calcutta, rice from Burma, sugar
from Java, tobacco from Sumatra, hemp from Manila and silk from Yokohama.
Both banks survived the First World War and the Depression, but were directly affected by the
wider conflict of the Second World War in terms of loss of business and closure of branches.
Following the war, each however, acquired other small banks along the way and spread their
networks further. In 1969, the decision was made by Chartered and by Standard to undergo a
friendly merger. Further expansion also took place in Standard Chartered's traditional markets in
Asia and Africa. Standard Chartered Bank started its operation in Bangladesh in 1948 by opening its
first branch in the port city of Chittagong. In August 2000, Standard Chartered Bank completed the
acquisition of Grindlays Bank in Bangladesh and inherited the Grindlays Bank's presence in this
country that dates back to 1905. This made Standard Chartered the oldest and the leading
international bank in Bangladesh that never closed its doors in its 110 years of banking operation in
this country.
Standard Chartered was the first international bank to extend credit lines to independent Bangladesh
in 1972. Standard Chartered is also the first bank to open the first external letter of credit (LC) in
Bangladesh in early 1972. Moreover, the bank had assisted the Bangladesh Bank with re-
construction of the records that were destroyed during the liberation war and with setting up of the
exchange rate mechanism.
61
LITERATURE REVIEW
Factors affecting customer loyay of standard chartered bank. Group’s sustainability.Factors affecting
customer loyay of standard chartered bank. Internet banking commerce e banking the journal of
internet banking and commerce. Stanchart to hire 1,000 more staff in africa diana layfield, ceo,
standard chartered africa.Standard chartered bank photos. Standardchartered customer satisfaction
level at scb. Payroll banking of standard chartered bank limited. Chapter 2 literature review on
internet banking shodhganga. Help us fill the void upload a picture!. Standard chartered opens
innovation lab in singapore finance magnates. 2408 heritage building standard chartered bank india
st 2008. Shree renuka rallies 4 as company allots shares to standard chartered bank. Literature
review on indian banking industry. Standard chartered bank photos. 70. System integrationthe
standard chartered. Similar to standard chartered bank. Anurag project report on standard chartered.
Standard chartered bank. projectsformba.blogspot.com. Similar to standard chartered bank. Standard
chartered visa credit card image. Cbn fines standard chartered for forex infraction. Strategic hrm
plan for standard chartered bank limited bangladesh .Standard chartered bank abstract in a business
anything done financially affects cash eventually. Standard chartered bank building of standard
chartered bank. Standard chartered bank profile. Standard chartered bank Pakistan. Group risk
committee structure1. Standard chartered bank business/ corporate banking of scb. Home personal
finance credit cards standard chartered visa credit card. Standard chartered bank management.
Standard chartered bank Pakistan. Standard chartered visa credit card photos. Assignment on
standard chartered bank. Standard chartered launches 2017 edition of standard chartered trophy road
to infield business day news you can trust business day news you can. Standard chartered bank
photos add photo help us fill the void upload a picture. Scb standard chartered bank. Standard
chartered sees Africa future amid branch network review. Standard chartered bank tower f.k.a.
lujiazui development tower. Thesis for Islamic banking Pinterest. Standard chartered bank latest
news on standard chartered bank top stories photos on economictimes.com. Since all private sector
and nationalized banks follow the reserve bank of rules and regulations it. 8 8 literature review.
Literature review on credit risk management in banks jpg docfoc com.
Standard chartered looks beyond oil industry for Angola growth. Ratio analysis document financial
impacts on standard chartered bank. Smart phones bringing us smarter data in Africa standard
62
chartered and premise data launch Nigeria consumer price tracker video report. Standard chartered
to sack 35 employees in rejig. Standard chartered names paul skeon as global head of banking.
Customer service sales resume customer service skills resume LinkedIn standard chartered bank.
Standard chartered closes 1.6 billion plus of shipping finance deals. Help us fill the void upload a
picture.
Methodology
Approach:
Standard chartered bank is the leading foreign bank in Bangladesh. The report is based on both
primary and secondary research. The secondary research provided the main input for the report. This
provided a theoretical basis of the report. The primary research was done to know about the banks
working procedures and different segments of banks.
Primary source:
Primary data was collected form the users of software EBBS. Relationship managers and respective
unit heads are interviewed who are using this software to analyze the financial strength of the
customers.
Secondary source:
The secondary data has been collected from the different publication and brochures of Standard
Chartered Bank. To clarify about different product Internet, different articles published in the
journals & magazines are used.
63
Financial Analysis of
Standard Chartered Bank
2014-2019
1. Revenue & Profit
Standard Chartered annual/quarterly revenue history and growth rate from 2012 to 2020. Revenue
can be defined as the amount of money a company receives from its customers in exchange for the
sales of goods or services. Revenue is the top line item on an income statement from which all costs
and expenses are subtracted to arrive at net income.
Standard Chartered revenue for the quarter ending June 30, 2020 was $M, a NAN% increase year-
over-year.
Standard Chartered revenue for the twelve months ending June 30, 2020 was $0M, a NAN%
increase year-over-year.
Standard Chartered annual revenue for 2019 was $24.299B, a 9.73% increase from 2018.
64
2. Assets & Liabilities
Standard Chartered total assets from 2012 to 2020. Total assets can be defined as the sum of all
assets on a company's balance sheet.
Standard Chartered total assets for the quarter ending June 30, 2020 were $720.398B, a 11.4%
increase year-over-year.
Standard Chartered total assets for 2019 were $720.398B, a 4.59% increase from 2018.
65
Recommendations
Consumer banking is number one profitable sector in Bangladesh. While it has solid revenue
potential it involves close cooperation and coordination among several departments within the bank
and liaison with a large number of entities.The following aspect should be taken under consideration
to increase the customer satisfaction which ultimately help SCB to be profitable:
First things that Standard Chartered bank should do are maintaining the standard during recruiting
the employees. An employee bears the brand name so if employees make something wrong that will
ultimately affect Standard Chartered bank. And consumer banking directly deals with customer and
they face the major problem of losing customer if employees make something wrong.
Second thing is Standard Chartered bank should create a new division whose major responsibility
will be looking after the ATM booths. These days people are interested to make their banking
transaction through ATM but due to some technical problem most of the time they face problem in
66
ATM. So new division can solve this problem by solving the technical problem right on time and
make servicing of machine regularly.
From my survey most of the client or customer these days needs to come to the bank for
Sanchayapatra coupon encashment. Here for better customer service Standard Chartered bank
should introduce new software where customer can drop their Sanchayapatra and all the coupon will
be en cashed automatically after maturity. This will increase the brands power on the mind of the
customer.Prevailing legal procedures is very lengthy and complicated. It takes longer period to settle
any kind of dispute. On the other hand, encashment of security after maturity is a long drawn
process, i.e. generally takes 5 – 6 days. So, SCB should be more careful in the case of opening and
closing different securities. So that after maturity customer gets them very quickly and timely.
Conclusion
Standard Chartered is the oldest and largest foreign commercial bank operating in Bangladesh. As
such, it was expected to have a large impact on the nation’s economy. This report is ground-
breaking in that it represents the first attempt by a bank in Bangladesh to quantify that impact. The
report shows that the nearly 1,200 workers at Standard Chartered Bangladesh support 466,000
workers throughout the nation’s economy, and that the bank’s activities contribute to 1.1% of the
nation’s GDP. When the bank’s lending to financial institutions is included, the impact is even
greater, at 1.5% of GDP and 655,000 jobs. Standard Chartered Bangladesh alone supports some
12.6% of all garment industry trade. The offshore finance, which the bank provides to key sectors,
such as power and telecoms, is helping to relieve one of the major constraints on the economy.
Meanwhile, the bank’s innovative solutions, such as its advisory services to the Government of
Bangladesh on its first-ever sovereign credit rating, are helping the economy to develop. Standard
Chartered Bangladesh has also been a long-standing lender to BRAC, thus supporting Bangladesh’s
microfinance movement, which provides credit and other financial services to a segment of the
population that was long considered un-bankable. Because of its deep engagement with the local
economy, Standard Chartered Bangladesh was rated Best Foreign Commercial Bank in the country
in 2011 by Finance Asia. The report illustrates that the banking sector plays a key role in the
development and growth of national economies. International banks, in particular, are significant for
developing countries, because of their ability to mobilize offshore capital and to finance global
67
trade, both of which are critical to sustained growth. Since developing nations lack the domestic
savings needed to fuel investment, and require access to international markets in order to grow,
banks like Standard Chartered Bangladesh help to fill a major economic gap.
68
City Bank
Table of Contents

1 Introduction 70
2 Summary 71
4 Methodology 72
5 Analysis 73-75
6 Findings 76
7 Recommendation 76
8 Conclusion 77
9 References 78
Introduction
69
City Bank is one of the oldest private Commercial Banks operating in Bangladesh. It is a top bank
among the oldest five Commercial Banks in the country which started their operations in 1983. The
Bank started its journey on 27th March 1983 through opening its first branch at B. B. Avenue
Branch in the capital, Dhaka city.The present CEO is Mashrur Arefin.It was the visionary
entrepreneurship of around 13 local usinessmen who braved the immense uncertainties and risks
with courage and zeal that made the establishment & forward march of the bank possible. Those
sponsor directors commenced the journey with only Taka 3.4 crore worth of Capital, which now is a
respectable Taka 330.77 crore as capital & reserve.
City Bank is among the very few local banks which do not follow the traditional, decentralized,
geographically managed, branch based business or profit model. Instead the bank manages its
business and operation vertically from the head office through 4 distinct business divisions
1. Corporate & Investment Banking;
2. Retail Banking (including Cards);
3. SME Banking; &
4. Treasury & Market Risks.
Under a real-time online banking platform, these 4 business divisions are supported at the back by a
robust service delivery or operations setup and also a smart IT Backbone. Such centralized business
segment based business & operating model ensure specialized treatment and services to the bank's
different customer segments.
Summary
70
In this assignment, I have tried to show numerous general activities of The City Bank Limited and
tried to find the lacking among these activities. I have also shown the impact of these activities on
the bank’s profitability. Now Brief history of the CBL, The City Bank Limited is one of the fastest
growing banks among all the private commercial banks in Bangladesh. This bank constantly looks
for ways & means to improve productivity by rendering to its customers in order to remain
competitive in the market.The City Bank Limited plays a significant role in various fields in the
economy such as industry, trade & commerce, transportation, deposit mobilization etc. It is playing
a crucial role in human resource development and in creating new employment opportunities. It is
also undertaking various welfare activities for the betterment of the society, in this context the bank
has established The City Bank Foundation.The reliability of the customers on The City Bank
Limited is increasing promptly day by day. The overall performance of The City Bank Limited solid
revenue growth together with strict discipline on expenses. The bank constantly reviews its systems,
policies, process and prices of its products and services with the changing marketing reality.
Literature review
An effective job satisfaction model allows any organization to attain a complete as well as accurate
comprehension of the psychological attitudes of their employees across two dimensions, namely, the
degree of importance assigned by them to the critical factors or constituents of job satisfaction; and,
the nature and degree of their satisfaction with such factors. ‘Satisfaction-Importance (SI)’model is
taken as a reference (for policy recommendation) for this study. The understanding of the
satisfaction-importance dynamics by virtue of the said model would enable the City Bank
management to make appropriate decisions with regards to the job satisfaction factors resulting in
requisite motivation on the part of their employees. A quantitative research design combined with a
number of in-depth interviews and a small scale search of the database of the City Bank employees
have driven the outcome of this study. The data were collected mainly by a questionnaire consisting
of instruments pertaining to importance and satisfaction ratings of the job satisfaction factors.
Results and analysis reveal that both senior and middle managers value the six job satisfaction
factors or constituents highly to extremely highly; and are adequately satisfied. The first line
managers, however, offer reasons for concern. The model devised would, hopefully, allow the City
Bank management to overcome any areas of concern via effective and efficient decisions, since it
enables a clear and comprehensive identification of the strategic human resource implications for the
City Bank Ltd. “The bank is one of the financial institutions. But it differs from other firm because
71
the bank collects money from customer as a deposit and gives money to customer as a loan. So the
bank acts as financial intermediaries between the depositors and borrowers. Deposits are liabilities
to the bank. Deposit must be maintained by the bank to maximize the profit”.
Methodology of the study

It refers to the essential part of the study and the process of collecting information and arranging it in
terms of the relevant issues.
1. Oral discussion
2. Printed papers
3. Research papers
4. Article
5. Bank website
6. Annual Report of the City Bank Ltd.
3. Different document of The City bank Limited
4. Search engine: Google, Wikipedia etc. were found useful.
Financial Analysis
Financial statement of city bank limited from 2015 to 2019.
72
1. We were able to achieve improvements in our financial results in 2019 in comparison to the
previous period. This was primarily due to improved results in the corporate, retail and SME-S
businesses, as a result of a lower provisioning charges, complemented by improvement in fee-based
income and a more efficient balance sheet.
2. The bank’s balance sheet remains liquid with high availability of cash resources to the tune of Tk.
48.9 b. Further, CRAR also continues to remain above the statutory limit of at 12.5% of total RWA
and stands at 15.2% on solo basis.
3. The bank’s balance sheet remains liquid with high availability of cash resources to the tune of Tk.
48.9 b. Further, CRAR also continues to remain above the statutory limit of at 12.5% of total RWA
and stands at 15.2% on solo basis.
4. The bank reported a net profit after tax of Tk. 2,472 m for the year ended 31 December, 2019
(2018: Tk. 2,018 m). Further, RoE of 9.9% (2018: 8.2%) was achieved despite materially higher
capital levels
5. The growth in net interest income was the result of healthy advances achieved across almost all
the business lines.
6. Financial performance and value creation for stakeholders is demonstrated by the increase in
distributable income per share and the growth in tangible net asset value (NAV) per share
73
74
75
Findings
Now-a-days The City Bank Ltd renders a stable support to the national foreign limited business.
Although the foreign remittance business of CBL is widening day by day but there are some
obstacles around it. They are given below-
• The City Bank Limited does not have adequate modern communication equipment.
• In the City Bank Limited frequent counseling programs are not available for the employees.
• Training facilities is not sufficient especially for the lower and mid-level officer.
• All important documents of the City Bank Ltd are not protected from fire in storage.
• Sometimes the director influences the audit report so clients did not get any information about the
accurate positions of The City Bank Ltd.
• Clearing BACH time is limited and it’s creating customer dissatisfaction. City bank introduced
centralized BACH clearing and all branches are not able to place all the cheque in given BACH
time.
Recommendations
(a) Performance Evaluation
Top management of The City Bank Limited should conduct a comprehensive study or survey on the
branch performance, its management performance and their motivation as well. The marketing
department should think freshly about their objectives and practices. As a developing private bank
The City Bank Limited should allow their client satisfied with their services.
(b) Training
The front desk people need more training to handle people smartly. In clearing section, there are not
any trained employee and work delayed with mistakes often, even there are not any specific
document regarding clearing vouchers. So, training is mandatory for this department for overall
benefit and smart work along with client satisfaction.
(c) Salary and Motivation
76
Motivation is the key to employee satisfaction and employees are satisfied productivity will
increase, profit of the organization also increased rapidly with customer satisfaction. When I have
worked in cash section I have seen that employees of this section gets minimal salary compared to
other sections of the bank and they are not satisfied with their salary, so management should think of
them.
Conclusion
As we know The City Bank, established in 1983, is 1st generation personal industrial banks during
this country and is that the best bank in terms of adopting international best practices by doing away
with old ancient redistributed banking model and culture. Through the investigation and practical
experience, many relevant sites are discussed regarding general banking activities of The City Bank
Limited. By above discussion one thing is clear that the situation of general banking activities of
CBL is so satisfactory. And day by day general banking activities increase the corporate value of
CBL. Moreover, the deposit section of CBL plays a vital role for bank’s investment in many
profitable projects and this will have a great impact on our economy. The City Bank Ltd has a
focused and sensible lending rate. The bank offers home loan, study loan, car loan and marriage
loan. People are benefited by car loan and home loan with a great extent. So day to day general
activities of the City Bank ltd has kept a role in profit making, creating corporate band value and
reputation.
77
References
1. http://www.bankinfobd.com/banks/46/City_Bank
2. https://www.thecitybank.com/report/annualreports
3. Different documents and reports of the city bank limited.
78
Jamuna Bank Limited
Table of Contents

1 Introduction 82
2 Methodology 82
4 Analysis 85
5 Findings 86
6 Recommendation 87
7 Conclusion 88
8 References 88
79
HISTORICAL BACKGROUND OF JAMUNA BANK
LIMITED
Jamuna Bank Ltd. Being a 3rd generation Bank of Bangladesh, it focuses on-
Remaining with time,
Managing change,
Developing human capital,
Creating true customer’s value.
Jamuna Bank Limited is a private commercial bank in Bangladesh, registered under the Companies
Act 1994. It was established on June 3, 2001. Jamuna Bank has 102 branches as of December,
2016.Its head office is located at Hadi Mansion, 2, Dilkusha C/A,Dhaka-1000,Bangladesh.
Jamuna Bank Limited is a highly capitalized new generation Bank started its operation with an
authorized capital of Tk.1600.00 million and paid up capital of Tk.390.00 million, as of December
2006 Paid up capital of the Bank raised to Tk.1072.5 million and number of branches raised to 29.
Jamuna Bank Ltd. the only Bengali named 3rd generation private commercial bank, was established
by a group of local entrepreneurs. Who are well reputed in the field of trade, commerce, industry
and business of the country? The Bank offers both conventional and Islamic banking through
designated branches. The Bank provides all types of support to trade, commerce, industry and
overall business of the country. JBL's finances are also available for the entrepreneurs to set up
promising new venture sand BMRE of existing industrial units. The Bank is being managed and
operated by a group of highly educated and professional team with diversified experience in finance
and banking. To provide clientele services in respect of International Trade it has established wide
correspondent banking relationship with local and foreign banks covering major trade and financial
centers at home and abroad. The Management of the bank constantly focuses on understanding and
anticipating customers' needs. Since the need of customers is changing day by day with the changes
of time, the bank endeavor sits best to device strategies and introduce new products to cope with the
change. Jamuna Bank Ltd. has already achieved tremendous progress within its past 16 years of
operation. The bank has already built up reputation as one of quality service providers of the
country. At present the Bank has real-time Online banking branches (of both Urban and Rural areas)
80
network throughout the country having smart IT-backbone. Besides traditional delivery points, the
bank has ATMs of its own, sharing with other partner banks and consortium throughout the country.
The operation hour of the Bank is 10:00 A.M. To 6:00 P.M. from Sunday to Thursday with
transaction hour from 10:00 A.M. to 4:00 P.M. The Bank remains closed on Friday, Saturday and
government holidays.
Vision statement of the bank:

To be in the forefront of national development by providing all the customers inspirational strength,
dependable support and the most comprehensive range of business solutions, through our team of
professionals who work passionately to be outstanding in everything we do.
Mission statement of the bank:

Jamuna Bank Ltd will become most caring, focused for equitable growth based on diversified
deployment of resources, and nevertheless would remain healthy and gainfully profitable Bank.
Will become most caring, focused for equitable growth based on diversified deployment resources,
and nevertheless would remain healthy and gainfully profitable Bank. Jamuna Bank Limited aims to
become one of the leading banks in Bangladesh by prudence, flair and quality of operations in their
banking sector. The bank has some mission to achieve the organizational goals. Some of them are as
follows as:
Jamuna Bank Limited provide high quality financial services to strengthen the wellbeing and
success of individual, industries and business communities. Its aim to ensure their competitive
advantages by upgrading banking technology and information system.
JBL intends to play more important role in economic development of Bangladesh and its financial
relations with the rest of the world by interlining both modernistic and international operations. JBL
encourages investors to boost up share market. The bank creates wealth for the shareholders. The
bank believes in strong capitalization. It maintains high standard of corporate and business ethics.
Jamuna Bank Limited extend highest quality of services, which attracts the customers to choose
them first. The bank creates wealth for the shareholders. The bank maintains congenial atmosphere
for which people are proud and eager to word with Jamuna Bank Limited. Jamuna Bank Limited
intend to provide better benefits to their customers and good returns to their shareholders. The bank
81
intends to meet the needs of their clients and enhance their profitability by creating corporate
culture.
Jamuna Bank Ltd will become most caring, focused for equitable growth based on diversified
deployment of resources, and nevertheless would remain healthy and gainfully profitable Bank.
Specific objectives:
To apply theoretical knowledge in the practical field.
To present an overview of JAMUNA Bank Ltd.
To develop our skill on the banking sector.
To earn valuable knowledge about the general banking system.
To know the customer service of banking sector.
To observed the practice of modern technology in banking sector.
To know about foreign exchange system.
Practical knowledge about transaction.
To know the money and credit policy of JBL and Bangladesh.
To assess the strength and weakness.
To identify possible areas of improvement.
Methodology of the study:

Sources of data:
Both Primary and Secondary data have been used in preparing this report. The details of the sources
of data are as follows:
Primary Sources:
• Face to face conversation / Interview with the Bank Officials
• Observations
82
Secondary/ Sources:
• Annual Report of Jamuna Bank Limited
• Credit Operational Manual
• Training materials of the Bank
• Periodicals published by Bangladesh Bank
• Policy Guidelines and related circulars of Bangladesh Bank
• Various books, journals, articles etc,
• Web Sites.
Population, Sampling & Sampling Design:
The process of using a small number of items or parts of a large population to make conclusions
about the whole population. In Jamuna Bank Limited total numbers of employees are 805. From that
50 employees are chosen for interview which has been considered as sample size. Samples have
been collected from Top management, Executives and Officers of the Bank on randomly basis.
Software used
Software has been used for preparing this report is MS-power, MS-Excel, MS-Power Point etc.
Literature review:
1) Masud Rana,
Journal of Commerce and Management Thought 5 (2), 264-281, 2014
Customer satisfaction has become an important aspect of measuring performance, particularly for
the banking and finance industry, as most banks and finance organizations offer similar products and
services. Improving customer satisfaction and loyalty is the most important factor in maintaining as
well as increasing market share for the organization.
83
2) KM Salah Uddin, Nymatul Jannat Nipa, Mamunur Rashid,
International Journal of Business and Economic Research 4 (2), 2015
The aim of this research was to examine the level of service quality as perceived by customers of
Jamuna Bank Limited situated in Dhaka, Bangladesh. Literature tells us that if the banks are
providing higher service quality then the customers are satisfied. Service quality measure is based on
modified version of SERVQUAL as proposed by Parasuraman et al.(1988), which involve five
dimensions of Service quality, namely Reliability,Responsiveness, Empathy, Assurance, and
Tangible.
3) Hasebur Rahman,
Central European Business Review 2 (4), 15-23, 2013
Delivering superior service quality to customers in today’s business environment is very crucial and
important due the stiff competition in the local and international markets. The ability to provide high
service quality will strengthen the image, enhance retention of customers, attracting new potential
customers through customer satisfaction and loyalty. This study investigates the customer
satisfaction and loyalty relationship in terms of basic service, advanced service employed by Jamuna
Bank Limited and customer perceptions regarding cost and prestige of receiving banking service of
the concerned bank. The study reveals that there is a significant relationship observed among
advanced service, cost & prestige and customer satisfaction. There is an insignificant relationship
observed between basic service and customer satisfaction and finally a positive significant
relationship observed between customer satisfaction and customer loyalty relationship.
84
Financial analysis
During the last 5-years Jamuna Bank’s performance overpassed industry performance and this
growth momentum continued till Q3’19 also with an improvement in asset quality.
1.
Jamuna
bank 5-
year
CAGR
of
Loans
and
85
1.Advances is 16.08% and for deposit 5-year CAGR was 10.40% whereas industry CAGR was
10.78% and 8.38% respectively.
2. Both Interest and Non-interest Income Shows Remarkable Growth in Recent Quarter. Asset
Quality Wasn’t Compromised While Fostering the Asset Size.
3. Historically Jamuna Bank Ltd. is good at paying dividend. During the last 5-years bank declared
at least 19% dividend (combination of both cash and bonus) and its dividend yield was above 10%
during those years
4. Bank Fund Attainment from Less Costly Sources Is Improving
5. Intense Completion in the Industry has Squeezed Bank’s Spread.
6. Inclined to conduct spread based business rather developing fee based income sources
Findings
JBL is already on the top rank of banks in Bangladesh. It is a leading private commercial bank
which is growing at a satisfactory rate. After analyzing the data of JBL, we can say that,
1. JBL’s primary foreign exchange operations are opening L/C for import & export, confirming L/C,
reimbursement of L/C, international student account processing. 80% of profit are generated from
importing L/C, 8% from exporting L/C, 5% from student account processing.
2. In order to evaluate the performance of JBL through customer feedback, it states that JBL is
playing a vital role in country’s economy through its sounds remittance exchange process. Almost
74% customer are satisfied with their service which shows that JBL is creating a goodwill and trust
from various classes people .
3. The do not have the service of opening back to back letter of credit which is needed in RMG
sector.
4. They are making improvements every year. We can see that from their profit, import export chart.
5. Their HR division is well constructed with experienced workers & their training system is high-
end.
6. That’s how they are so customer-friendly & efficient in dealing with them.
86
Recommendations
A banker cannot sleep well with bad debts in his portfolio. The failure of commendable banks
occurs mainly due to bad loans, which occurs due to inefficient management of the loans and
advances portfolio. Therefore any banks must be extremely cautious about its lending portfolio and
credit policy. So far Jamuna Bank Limited has been able to manage its credit portfolio skillfully and
kept the classified loan at a very lower rate. Thanks goes to the standard and stringent credit
appraisal policy and practices of the bank. Considering the findings and inlay is in the earlier
chapters, JBL can do the following for further sustainable growth and development.
* The bank should emphasize reducing the classified and non-performing credits by concerted
efforts.
* Central monitoring system should be more active to maintain classified loan to a minimum level.
* The Bank should develop the detail outlines and courses of actions to be taken for recovery of
classified loans and advances so as to the classified barometer would not rise again.
* The bank should focus on procedural guidelines that have been devised for meticulous compliance
by the branches for effective Management of Credit Risk
* Interest expenses on Deposits of the Rank may be tried to keep low with due regard to balances
Deposit Mix for the cost and maximizing the profit.
* The research cell of this Bank should be strengthening with the efficient manpower by studying
turn feasibility of introduction of new products, analysis of manpower productivity end similar other
which works and eventually the efficient Management of Credit Risks.
* JBL has to arrange to train up its personnel through adequate training programs and workshops so
as to they can carry out their jobs properly and up to the mark.
* The Bank should strengthen the promotional activities and marketing of different products for
catering its services of the potential customers.
* The Bank should support its corporate culture in order to ensure proper Management of Credit
Risk. * JBL should establish more own ATM machine all over the country, to overcome dependency
on other Bank.
87
Conclusion
After the liberation war 1971, the banking sector in Bangladesh has grown up rapidly. At present
new banks are coming with different ideas and vision. However, JBL has already earned a good
reputation in the country. Many report shows that, the performance of JBL is increasing day by day.
Especially, the foreign exchange department of JBL is playing a vital role for the betterment of the
nation’s economy. If they keep this progress continuing, it will be a top performer bank among the
private commercial banks in Bangladesh through theirdynamic service and strong leadership.
Besides, they have already created a smooth operation system in export and import since 2001.
References
2. Annual report of jamuna bank limited
3. Report of financial statement analysis.
4. http://bankinfobd.com/banks/25/Jamuna_Bank
5. www.eblsecurities.com
88
Table of Contents

1 Introduction 90
2 Summary 91
4 Methodology 92
5 Analysis 93-110
6 Findings 110
7 Recommendation 111
8 Conclusion 111
9 References 112
89
Introduction
Bank is a financial organization licensed to receive deposits and make loans. Banks may also
provide financial services, such as money management, currency exchange, and safe deposit
boxes. There are two types of banks: commercial banks and investment banks. Most of the
countries, banks are regulated by the national government or central bank. Dhaka is one of the
commercial bank in Bangladesh. Bangladesh bank are operate the Dhaka Bank. Dhaka Bank
Limited is a private limited bank in Bangladesh. Dhaka Bank head office situated in Dhaka.
Dhaka Bank has 100 branches and 3 SME branches and overall 103 branches in Bangladesh
Dhaka Bank sologan is excellence in banking. Dhaka Bank was founded by Mirza Abbus in
1995.. Dhaka Bank Limited is one of the leading Private Sector Banks in Bangladesh offering
full range of Personal, Corporate, International Trade, Foreign Exchange, Lease Finance and
Capital Market Services. Dhaka Bank Limited is the preferred choice in Banking for Friendly
and Personalized Services, cutting edge Technology, tailored solutions for Business needs,
Global reach in Trade and Commerce and high yield on Investments, assuring Excellence in
Banking Services.
90
Executive Summary
The report is basically based on Financial Performance Analysis of Dhaka Bank Limited. Firstly
In this report I will try to different my best work and different type of general banking activities.
Because Bank is the most important organization in the economy .Secondly I will try to different
types of ratio analysis, findings and internship experiences and find out the real banking system
and how to work properly and then different mistakes in the working period. Thirdly banking
culture is suitable for their working environment. But payment is not sufficient. There is a work
life stress. Moreover I will try to give some suggestions or recommendation which will be
helpful for them. Finally in this report I am mention that theoretical knowledge and practical
knowledge are different. Because in my internship period understood that theatrical knowledge
are not important but some of time theoretical knowledge is important but in practical knowledge
more helpful than theoretical knowledge. In my internship report I will try my best level for
trying to different work activities but I don’t know how to help properly and right to proper task
for banking experiences. I understood that real banking system in Bangladesh and how it is
important our economics life properly and their importance to lead the financial growth in Asian
economic development for our country. I would try to find out the different financial
performances analysis and technique.
91
Methodology
Data collection is very important is preparing a report. This report is prepared based on the
experience gathered while doing the report. The methodology are given below-
Primary sources:
Primary sources are directly knowledge of person official documentary, survey and face to face
interview documents. Primary sources are also called in original sources. Example of primary
sources- official documents, surveys, practical job experiences, face to face interview with the
clients and officers.
Secondary sources:
Secondary Sources are related to information originally different files and folders and different
publications and journals documents. Secondary sources are also called collection of different
sources. Example of secondary sources- files & folders, different publication of bank, central
accounts section, product details of the bank, previously published records, statistics and
documents, annual report of Dhaka Bank Ltd (2011-2018).
92
Financial Analysis of Dhaka Bank
Analyzing financial statements involves evaluating the company liquidity, profitability and
solvency. A short term creditor such as a bank is primarily interested in liquidity the ability of
the borrower to pay obligations when they due. A long term creditors such as a bondholders
looks to profitability and solvency measures that includes the company ability. Stockholders look
at the profitability and solvency of the company. The analysis of financial performance of Dhaka
Bank ltd. There are three ways to financial statement analysis are given below-
Horizontal Analysis
Vertical Analysis
Ratio Analysis
Horizontal Analysis
Horizontal Analysis evaluates a series of financial statement data over a period of time.
Formula: Current year amount-Base year amount/ Base year amount
Vertical Analysis:
Vertical analysis is a technique of financial statement analysis in that each line item is recorded
as a percentage of a base amount within the statement.
Formula: Items of the financial statements / Total assets* 100%
Ratio Analysis:
Ratio means the relationship among selected items that expresses the mathematical relation
between two quantities. In various ways like percentage, rate or simple proportion this
relationship has expressed. Ratio provides information about underlying condition of the
company in comparison with time or competitors. Therefore, in the discussion of ratios we will
use the following types of comparison.
93
Current ratio:
The current ratio is a widely used measure for evaluating a company’s liquidity and short-term
debt paying ability. The ratio is computed by dividing current assets by current liabilities.
Core Deposit Ratio:

Core deposit ratio are the ratio of core deposit divided by company total deposit.
Formula: Core Deposit Ratio = Core deposits /Total deposits
Cash Position Indicator:
Cash position indicator is the ratio of total cash and sum of the deposits divided by total assets.
Formula: Cash Position Indicator = Cash + Deposit / Total Assets
Capacity Ratio:
Capacity ratio is the ratio of net loans and leases to total assets. It is a negative liquidity
indicator, because loans and leases are often among the most illiquid assets that a bank can hold.
Formula : Capacity Ratio = Loans & Advances/ Total Assets
Cash Ratio:
Cash Ratio are the ratio of financial company total cash in hand and at the bank and divided by
the financial company total deposits.
Formula: Cash Ratio = Cash in hand and at banks / Total Deposits
Loan Total Deposit:
Loan total deposit ratio are the financial company total loans divided by the total deposit of the
company.
Formula: Loans Total Deposit = Loans / Deposit
Loan Total Asset:
The loan total asset are the ratio of total loans of the company and divided by total resources of
company asset.
94
Formula: Loan total Asset = loans / asset
Equity to Asset:
The Equity to assets are refers to total equity divided by total assets. In this ratio are organization
total equity and total assets.
Formula: Equity to Asset = Total Equity/Total Assets
Equity to Net Loans:

The Equity to loans are refers to total equity divided by net assets. In this ratio are organization
total equity and net loan.
Formula: Equity to Net Loans =Total Equity/Net Loan
Fixed Asset Turnover:
Fixed asset turnover are refers to revenue of total profit and net fixed assets of the organization.
Formula: Fixed Asset Turnover = Revenue / Net fixed asset
Net Asset Turnover:

Net asset turnover is ratio that are shown by net total revenue divided by company net total
assets.
Formula: Net Asset Turnover = Revenue/ Net Asset Return
Return on Asset:
Return on assets is a ratio that are shown by total financial profit and relation to company assets
of the resources.
Formula: Return on Asset =Net Profit/Asset
Return on Equity:
Return on equity are refers to net profit divided by equity. In this ratio are net profit of the equity
and equity of the organization.
Formula: Return on Equity =Net Profit/ Equity
Return on Deposit:
Return on equity are refers to total net profit divided by total deposit in the organization.
Formula: Return on Deposit =Net Profit
95
Current Ratio= Current assets/ Current
Liabilities Year Current Ratio
2011 0.14%
2012 1.46%
2013 1.25%
2014 1.68%
2015 1.69%
2016 1.72%
2017 1.30%
2018 1.47%
Interpretation: In this ratio analysis 2011 year current ratio are 0.14% and 2012 year are
increased in 1.46% and 2013
year ratio are decreased in
Current Ratio 1.25%, 2014 year are
100%
increased in 1.68%. 2015 year
90%
are some increased in 1.69%,
80%
2016 year are increased in
70%
1.72%, 2017 year are
60%
Axis Title
decreased in 1.30% and finally

50%
Current Ratio 2018 year are increased in
40%
30%
1.47%.
20% Core Deposit Ratio = Core
10% Deposits
0%
2011 2012 2013 2014 2015 2016 2017 2018
96
Year Core Deposit Ratio
2011 5.98%
2012 7.16%
2013 10.33%
2014 11.65%
2015 13.39%
2016 14.61%
2017 15.07%
2018 13.78%
Core Deposit Ratio

16
14
12
10
8
Core Deposit Ratio
6
0
2011 2012 2013 2014 2015 2016 2017 2018
97
Interpretation: In this ratio analysis 2011 year core Deposit ratio are 5.98 %and 2012 year are
increased in 7.16%and 2013 year ratio are increased in 10.33%, 2014 year are increased in 11.65%.
2015 year are some increased in 13.39%, 2016 year are increased in 14.61%, 2017 year are
increased in 15.07% and finally 2018 year are decreased in 13.78%.
Cash Position Indicator = ( Cash + Deposits ) Total Assets
Year Cash Position Indicator
2011 90.24%
2012 88.58%
2013 86.42%
2014 88.66%
2015 87.34%
2016 85.99%
2017 80.06%
2018 77.61%
98
Cash Position Indicator
92
90
88
86
84
82
80 Cash Position Indicator
78
76
74
72
70
2011 2012 2013 2014 2015 2016 2017 2018
Interpretation: In this ratio analysis 2011 year cash position indicator ratio are 90.24 %and 2012 year
are decreased in 88.58%and 2013 year ratio are decreased in 86.42%, 2014 year are increased in
88.66%. 2015 year are some decreased in 87.34%, 2016 year are decreased in 85.99%, 2017 year are
decreased in 80.06% and finally 2018 year are decreased in 77.61%.
99
Capacity Ratio = Loans & Advances/ Total Assets
Year Capacity Ratio

2011 72.34%
2012 67.46%
2013 68.49%
2014 64.96%
2015 66.81%
2016 66.61%
2017 67.12%
2018 65.92%
Capacity Ratio
74
72
70
68
Capacity Ratio
66
64
62
60
2011 2012 2013 2014 2015 2016 2017 2018
100
Interpretation: In this ratio analysis 2011 year capacity ratio are 72.34%and 2012 year are decreased
in 67.46%and 2013 year ratio are increased in 68.49%, 2014 year are decreased in 64.96%. 2015
year are some decreased in 66.81%, 2016 year are decreased in 66.61%, 2017 year are increased in
67.12% and finally 2018 year are decreased in 65.92%.
Cash Ratio = Cash in hand and at banks/Total Deposits
Year Cash Ratio

2011 1.07%
2012 1.22%
2013 1.38%
2014 1.11%
2015 1.11%
2016 1.14%
2017 1.08%
2018 1.22%
Cash Ratio
1.6
1.4
1.2
0.8 Cash Ratio
0.6
0.4
0.2
0
2011 2012 2013 2014 2015 2016 2017 2018
101
Interpretation: In this ratio analysis 2011 year cash ratio are 1.07%and 2012 year are increased in
1.22%and 2013 year ratio are increased in 1.38%, 2014 year are decreased in 1.11%. 2015 year are
some same in 1.11%, 2016 year are increased in 1.14%, 2017 year are decreased in 1.08% and
finally 2018 year are increased in 1.22%.
Loans to Total Deposit = Loans /Deposit
Year Loans to Total Deposit

2011 89.10%
2012 83.91%
2013 86.53%
2014 82.98%
2015 84.73%
2016 85.70%
2017 90.57%
2018 91.60%
Loan to asset
74
72
70
68
Loan to asset
66
64
62
60
2011 2012 2013 2014 2015 2016 2017 2018
102
Interpretation: In this ratio analysis 2011 year Loan to total Deposit ratio are 89.10%and 2012 year
are decreased in 83.91%and 2013 year ratio are increased in 86.53%, 2014 year are decreased in
82.98%. 2015 year are some increased in 84.73%, 2016 year are increased in 85.70%, 2017 year are
increased in 90.57% and finally 2018 year are increased in 65.92%.
Loans to Total Asset: Loans/Assets
Year Loans to Total Asset

2011 72.34%
2012 67.46%
2013 69.02%
2014 64.84%
2015 66.81%
2016 66.61%
2017 67.12%
2018 65.92%
80
70
60
50
Laoan to total Assest
40
Series 2
30 Series 3
20
10
0
Category 1 Category 2 Category 3 Category 4
103
Interpretation: In this ratio analysis 2011 year Loan to total Deposit ratio are 89.10%and 2012 year
are decreased in 83.91%and 2013 year ratio are increased in 86.53%, 2014 year are decreased in
82.98%. 2015 year are some increased in 84.73%, 2016 year are increased in 85.70%, 2017 year are
Equity to Asset = Total Equity/Total Assets
Year Equity to Asset

2011 8.85%
2012 7.32%
2013 12.07%
2014 12.31%
2015 13.17%
2016 13.99%
2017 15.05%
2018 16.48%
Equity to asset
18
16
14
12
10
8 Equity to asset
6
4
2
0
2011 2012 2013 2014 2015 2016 2017 2018
104
Interpretation: In this ratio analysis 2011 year Equity to Assets ratio are 8.85%and 2012 year are
decreased in 7.32%and 2013 year ratio are increased in 12.07%, 2014 year are increased in 12.31%.
2015 year are some decreased in 13.17%, 2016 year are increased in 13.99%, 2017 year are
Equity to Net Loans =Total Equity/Net Loan
Year Equity to Net Loans

2011 12.23%
2012 10.86%
2013 12.01%
2014 12.52%
2015 11.36%
2016 10.72%
2017 9.89%
2018 9.19%
Equity to net loans

14
12
10
8
6 Equity to net loans
4
2
0
2011 2012 2013 2014 2015 2016 2017 2018
105
Interpretation: In this ratio analysis 2011 year Equity to net loan ratio are 12.23%and 2012 year are
decreased in 10.86%and 2013 year ratio are increased in 12.01%, 2014 year are increased in
12.52%. 2015 year are some decreased in 11.36%, 2016 year are decreased in 10.72%, 2017 year are
Fixed Asset Turnover = Revenue / Net Fixed Asset
Year Fixed Asset Turnover

2011 3.72%
2012 2.94%
2013 2.62%
2014 1.82%
2015 1.63%
2016 2.08%
2017 2.19%
2018 2.21%
Fixed Asset Turnover

4
3.5
2.5
2
Fixed Asset Turnover
1.5
0.5
0
2011 2012 2013 2014 2015 2016 2017 2018
106
Interpretation: In this ratio analysis 2011 year Fixed assets turnover ratio are 3.72%and 2012 year
are decreased in 2.94%and 2013 year ratio are decreased in 2.62%, 2014 year are decreased in
1.82%. 2015 year are some decreased in 1.63%, 2016 year are increased in 2.08%, 2017 year are
Net Asset Turnover = Revenue/ Net Asset
Year Net Asset Turnover

2011 6.10%
2012 4.20%
2013 4.59%
2014 4.54%
2015 3.80%
2016 4.32%
2017 4.08%
2018 3.97%
Net Asset turnover

7
4
Net Asset turnover
3
0
2011 2012 2013 2014 2015 2016 2017 2018
107
Interpretation: In this ratio analysis 2011 year Net asset Turnover Loan ratio are 6.10%and 2012
year are decreased in 4.20%and 2013 year ratio are increased in 4.59%, 2014 year are decreased in
4.54%. 2015 year are some decreased in 3.80%, 2016 year are increased in 4.32%, 2017 year are
Return on Asset = Net profit / Asset
Year Return on Asset

2011 2.14%
2012 0.59%
2013 1.36%
2014 1.31%
2015 8.15%
2016 7.25%
2017 6.51%
2018 4.96%
Return on Assets
9
8
7
6
5
4 Return on Assets
3
2
1
0
2011 2012 2013 2014 2015 2016 2017 2018
108
Interpretation: In this ratio analysis 2011 year Return on Asset ratio are 2.14%and 2012 year are
decreased in 0.59%and 2013 year ratio are increased in 1.36%, 2014 year are decreased in 1.31%.
2015 year are some increased in 8.15%, 2016 year are decreased in 7.25%, 2017 year are decreased
in 6.51% and finally 2018 year are decreased in 4.96%.Return on Equity = Net profit / Equity
Year Return on Equity

2011 24.13%
2012 8.06%
2013 20.73%
2014 16.17%
2015 10.73%
2016 10.14%
2017 9.80%
2018 8.17%
Return On equity
30
25
20
15
Return On equity
10
0
2011 2012 2013 2014 2015 2016 2017 2018
109
Interpretation: In this ratio analysis 2011 year Return on Equity ratio are 24.13%and 2012 year are
2015 year are some decreased in 10.73%, 2016 year are decreased in 10.14%, 2017 year are
Return on Deposit = Net profit / Total Deposit
Interpretation: In this ratio analysis 2011 year Return on Deposit ratio are 2.63%and 2012 year are
2015 year are some decreased in 1.03%, 2016 year are decreased in 0.92%, 2017 year are increased
in 0.94% and finally 2018 year are decreased in 0.69%.
Findings of Dhaka Bank

The current ratio of Dhaka bank are different year different ratio but in 2018 year ratio is 1.47%.
Because current ratio are related to how much assets against how much liabilities.
Core deposit ratio are 2018 in 13.78% .Because the deposit rate are decreased so customer are not
interest in deposit.
Cash position indicator are mainly related how much cash in bank and how many deposit in bank
but in this 2018 year are decreased in 2017.
Capacity ratio are related in how much loans and advances in bank against total assets.
Cash ratio are related to cash in hand and at banks and total deposits in bank.
Loan to total deposit are related to loans and deposits in the bank.
Loans to total assets are related to loans and assets in the bank.
Fixed assets turnover are related to revenue against net fixes assets.
Net assets turnover are related revenue against net turnover in the bank
Return on assets are related to net profit of bank against assets in the bank
110
Recommendation
To concern about internal audit and management committee to improve the financial performance
analysis of Dhaka Bank Ltd.
To proper way utilize the deposit ratio and return on deposit ratio of Dhaka Bank Ltd.
To focusing the management fluctuate the ratio every year financial performance analysis of Dhaka
Bank Ltd.
Conclusion
Private Bank is a Needs and wants business for banking sector. Private Banks are extraordinary
fiscal foundations, imperative to the than some other money related organization. Bank is faithful
organization in people but some of bank are diffidence for some reason. All financial state of our
nation incredible certainty and contending hugely situated bank, nearby business banks alongside the
worldwide banks too. Dhaka Bank is one most successfully bank in our country constantly
attempted monetarily well. In my internship tenure I have different things to practical knowledge of
bank and banking sector different work activities are important for every people and also thanks
bankers are huge different problems to manage the properly . On the off chance that this thing
proceeds with we trust that Dhaka Bank Limited will grow significantly more later on.
To concern about internal audit and management committee to improve the financial performance
analysis of Dhaka Bank Ltd.To proper way utilize the deposit ratio and return on deposit ratio of
Dhaka Bank Ltd.
To focusing the management fluctuate the ratio every year financial Performance analysis of Dhaka
Bank Ltd.
111
Reference
Annual Report of Dhaka Bank(2011-2012)

Annual Report of Dhaka bank(2018-2019)
Websites:
http://www.bangladesh-bank.org/fnansys/bankfi.php
http://www.dhakabankltd.com
http://www.investopedia.com/
http://www.activemedia-guide.com/busedu_banking.htm
http://www.investinganswers.com/
112
Southeast Bank Limited
Table of Contents

1 Introduction 114
2 Summary 115
4 Methodology 117
5 Analysis 118-120
6 Findings 121
8 Conclusion 122
9 References 123
113
Introduction
Southeast Bank Limited is a fast growing modern banking institution having a unique corporate
culture & friendly working environment which unites our people towards achieving tremendous
results in every aspect of Bank’s operations. Southeast Bank Limited is a second generation
leading private commercial Bank in the country with a vision to be the leading financial
institution in the country having a diverse array of carefully tailored customer friendly products
and financial services in the Bank which unites our people and results in continuous growth in
with the growing competition among nationalized, foreign and private commercial banks as to
how the banks operates it banking operation and how customer service can be made attractive.
Commercial or private banks are trying to evaluate their traditional banking service to a better
standard, to meet the challenging needs. So they pay attention on better performance and
existence. Under the above circumstances, it has become necessary for Southeast Bank Limited,
one of the private commercial banks, to focus its attention towards its services. To know the
Credit risk management system of SEBL, it is important to gain knowledge about the different
services offered by the bank. Identify products and service quality level, o knowabout the rate
and charges, to know about the client pattern. To study the risk involved during the banking
operations and to discover how the causes behind the risks are resolved by the manage entry
aspect of Bank’s operations.
114
Summary
Southeast Bank Limited was established in 1995 with a dream and a vision to become a pioneer
banking institution of the country and contribute significantly to the growth of the national
economy. The Bank was established by leading business personalities and eminent industrialists
of the country with stakes in various segments of the national economy. The incumbent
Chairman of the Bank is Mr. Alamgir Kabir, FCA, a professional Chartered Accountant.
Southeast Bank is run by a team of efficient professionals. They create and generate an
environment of trust and discipline that encourages and motivates everyone in the Bank to work
together for achieving the objectives of the Bank. The culture of maintaining congenial work -
environment in the Bank has further enabled the staff members to benchmark themselves better
against management expectations. A commitment to quality and excellence in service is the
hallmark of their identity.
Vision
To be a premier banking institution in Bangladesh and contribute significantly to the national
economy. Southeast Bank takes pride for bringing women into the banking profession in a
significant number for gender equality.
Our Missions
1. High quality financial services with the state of the art technology
2. Fast customer service
3. Sustainable growth strategy
4. High Ethical standards in business
5. Steady return on shareholders’ equity
6. Innovative banking at a competitive price
7. Attraction and retention of Quality human resource
8. Commitment to Corporate Social Responsibility
115
Our Core Values :
Integrity
Respect
Fairness
Harmony
Team Spirit
Courtesy
Commitment
Service Excellence
Unique corporate culture
Our Core Competencies:

Knowledge Experience and Expertise
Customer Orientation / Focus
Transparency
Determination
Zeal for Improvement
Literature review
With the growing competition among nationalized, foreign and private commercial banks as to
how the banks operates it banking operation and how customer service can be made attractive.
Commercial or private banks are trying to evaluate their traditional banking service to a better
standard, to meet the challenging needs. So they pay attention on better performance and
existence. Under the above circumstances, it has become necessary for Southeast Bank Limited,
one of the private commercial banks, to focus its attention towards its services. To know the
Credit risk management system of SEBL, it is important to gain knowledge about the different
services offered by the bank. Identify products and service quality level, o know about the rate
and charges, to know about the client pattern. To study the risk involved during the banking
operations and to discover how the causes behind the risks are resolved by the management.
116
Methodology
Methods that are charted to perform to complete a task or a job is called methodology. In
conducting this report the following methodology were adopted in collecting data & information,
preparation of reports etc. Both qualitative and quantitative methods were applied for preparing
this report. Best effort was given to analyze the numerical findings. Data collection method
Relevant data for this report has been collected primarily by direct investigation of different
records, papers, Documents, operational process and different personnel. Moreover, a structured
questionnaire has been used. Data sources both primary and secondary source of data are used to
complete this study. These two sources are explained below:
Primary Source:
The primary data was collect by discussion with officials of Southeast Bank and face to face
conversation with the employees and staffs of SEBL. Besides, I got additional assistance from
people who are connected with SEBL.
Secondary Source:
For conducting the research I have taken help from some secondary sources as well which are:
• Different manuals of Southeast Bank
• Different circulars of Southeast Bank
• Files and documents of the Branch
• Website of Southeast Bank Limited
117
Financial Analysis
118
119
120
Findings
Risk areas are associated with Account opening. If account holders provide fake national
identification number (NID) or fake passport or may be wrong information, it might be a risky
situation for the bank.
Source of income: Showing legal income source essential. If account holder’s source of
income is illegal then money laundering can happen. Verification of source of fund is required.
Ensuring proper introduction before opening any account can be proved helpful to trace out the
customer for any kind of mishaps due to his conducts.
Verifying the documents provided by the client such as NID, Passport, Driving license,
Trade license, Certificate of Incorporation, Board Regulation which will protect the
fraudulent activities of the client.
Compliance with Bangladesh Bank guidelines can mitigate money laundering. Proper KYC
(know your customer) should be done at the time of opening of the account and subsequent
follow up is required.
Risk areas in clearing desk should be maintained as well. To ensure that the cheque has been
received for clearing in the proper beneficiaries account. Proper endorsement on cheque must be
ensured to verify Fake/False/Postdated cheque.
Risk areas in Remittance- To ensure that actual beneficiary receives the remitted amount. In
case of remittance through TT, TT controlling number & test code must match.
Verifying the authenticity of remittance is necessary.
Advertising and promotion is one of the weak point of Southeast Bank Limited, Southeast
Bank Limited does not take any effective promotional activities through advertisement whereas
other banks have better promotional strategy. Therefore most customers are not known about
their Islamic banking branch.
Lack of Computer Knowledge: All the organizations including banks are now mostly depends
on computer but employees should have more knowledge on technological area.
121
Unsatisfactory software performance: Southeast bank use Ultimus software for
Performing their banking activities. But the software often hanged as because of slower upgrade
of data by vender. Therefore it delays to performing banking activities at time.
Recommendation
Southeast Bank Ltd. is one of the potential banks in the banking sector in Bangladesh. The
Mohammadpur branch of SEBL is a small branch. It was a wonderful experience working at
Southeast Bank Limited. The employees of the bank were very helpful and nice. Despite of this,
it was not an easy job to find so many things during the very short period of practical orientation
program. The recommendations given below are not decisions; rather they are only individual
perspectives to improve the customer’s service in order to fulfill the customer’s satisfaction so
that customers give more preference to SEBL. The recommendations are given below:
1. Develop more customized parameters for credit management.
2. Bank can encourage business loan nearby consumer loan that will be helpful for the
economy by increasing investment.
3. The SEBL may encourage Female entrepreneurs to take loan that will directly affect the
social economy of our country and it will help to strengthen our economy.
4. Term loan should be encouraged so that businessman’s can take this loan easily.
5. Emphasis should be given on promotion to create a strong brand value, in today’s world there
is no alternative to promote your brand.
6. SEBL should diversify its lending sector to reduce the risk of defaulting. Southeast Bank
Limited (SEBL) is newly established Commercial Bank in the Banking Sector but it builds
strong reputation in short time. Bank Limited (SEBL) lies in the increase of standard of living of
a certain mass of the Population as well as their acceptance of the Nation of Consumer Financing
and Short Term Lending.
122
7. The Financial Condition of SEBL is very strong. The Loan and Deposit Quality is better than
most other Private Commercial Banks in Bangladesh. The greatest Opportunity for Southeast the
Credit Facility offered by Southeast Bank Limited (SEBL) attracted Security and Status
conscious Businessmen and as well as Service holders with Higher SEBL has strong network of
Banking Operations discourages the Customers for opening and maintaining Accounts with
SEBL. In the Deposit side SEBL is facing some problems from its Competitors as the
Competitors are giving a Higher Interest Rate in deposit.
Conclusion
Banking is the backbone of national economy. Banking sector no more depends on only on a
traditional method of banking. Banking industry has been treated as a prospective financial
sector in Bangladesh. Despite fierce competition in the baking industry, highly unstable money
& foreign exchange market and intensified political unrest; South East Bank Limited was able to
achieve substantial over the years. Presently, Bangladesh’s banking system is deeply affected by
bad loans. This is not only disrupting the lending system, it discourages investment. As a result
the growth of the economy is being hampered. One of the major reasons for default in loan is the
ineffectiveness of banks’ in assessing credit risk of a proposed investment. With changing time
Bangladesh bank has set rules and general guidelines to help banks asses risk and mitigate their
credit risk. In spite of that many banks fail to attract good credit and run profitably. Hence, it is
not only the guidance provided by the Bangladesh bank in sufficient but also a commercial
lending institution need to follow own lending policies should be in place to ensure maximum
effectiveness of credit assessment. Credit risk management is becoming more and more
important in today’s competitive business world. It is all the more important in the context of
Bangladesh. The techniques of improving management of consumer credit risk have advanced
considerably in the recent years. Therefore, as a responsible and reputed commercial bank, SEBL
has instituted a contemporary credit risk management system. From the study, it is apparent that
the bank is reasonably sincere in their attitude to managing the consumer credit risk though there
are places for improvement. They have to be more cautious in the recovery sector and
preferential treatments to some big clients should also be stopped. However, they follow anin-
123
depth procedure in assessing the credit risk by using the credit risk grading techniques which
provides them a solid ground in the time of any settlement. As of the discussion in this report, it
has become evident that credit risk management is a complex and ongoing process and as a result
financial institutions must take a serious approach in addressing these issues. They have to be up
to date in complying with all the required procedures and must employ competent and skilled
manpower who have the ability to deal with these complex matters. Ultimate importance should
be given to the improvement of the networking system which is essential for modern banking
environment and obviously for efficient and effective credit risk management process. SEBL is
well prepared to and capable of meeting the demand for a broad range of banking services. It has
got adequate resources, both human and physical, to provide the customers with the best possible
services. SEBL has already developed goodwill among its client by offering excellent services.
This success has been possible from the dedication, commitment and dynamic leadership of its
management over the periods.
124
References
o Annual Report of Southeast bank
o Bank Performance Analysis: Methodology and Empirical Evidence, by Vainu Jaan and Aarma
– August, 2002.
o Commercial Bank Financial Management – in the financial services industry, by JR, Sinkey F.
Joseph – 2006.
o www.investopedia.com
o websites of Bangladesh bank and Southeast bank
125
One Bank
Table of Contents

1 Introduction 127
2 Summary 128
4 Methodology 130
5 Analysis 131
7 Conclusion 133
8 References 134
126
Introduction
One Bank Ltd (OBL) is a company where every individual is treated with respect. During the
internship period I have never felt that I was treated as an internee. For this mutual respect from
one employee to another every individual works with the self-motivation and fulfill their
responsibility properly. As an intern I have been given a large number of objective and
responsibility by the employees. At first, it seemed impossible to achieve, but after few days of
working I started to gain experience. Day by day the responsibilities became easier. At the end I
have completed my objectives and responsibilities successfully, and got an invitation to join One
Bank to their next recruitment drive. It was against their rules to recruit from their internship
program, but they made an exception. From their point of view I have successfully completed
my internship objective and responsibilities. My internship objective and the responsibilities are
described below: Page - 17 Analysis on Retail Banking and Customer Satisfaction of One Bank
2.2- Internship objective and the responsibilities: My internship experience in the Kawran Bazar
Branch of One Bank Ltd. was divided into two departments. For the first two months I have
worked under the “General Banking” department, and for the last one month I have worked
under the “Clearing department”. During the first two months of General Department I have
been assigned to work with every individual and in every section of that department. As a result I
have worked under many sections of that department. There are: a) Account opening (every kind
of account) b) Savings Instruments [Sanchayapatra] c) Pay-order d) Cards e) Deposit products –
savings (DPS) f) Remittances g) Other minor responsibilities. Page - 18 Analysis on Retail
Banking and Customer Satisfaction of One Bank 2.2.a) - Account opening: My very first work
was under the account opening sections. I have learned the processes and requirements to opens
every types of accounts. Mainly there are two types of accounts saving and current account. But
among those types there are many types of saving products are available in One Bank. As a
result, I had to learn about most of them. My key responsibilities of account opening were: 
Register entry for new account opening, new cheque issue and cheque collection by the
customer.  New cheque collection from the printing company.  Form fill-up of the account
opening form.  Finding old file from the vault and putting newly opened forms.  Marking the
new form for the customers. (Marking where to sign)  Making sure that all the required
127
documents, verification papers and pictures are there, for new account opening form.  Filling
up the Transaction profile (TP) and Bank’s copy.  Verifying the National Identification Card
from the election commission’s website.
Executive Summary
A temporary position project is critical and fundamental for obtaining background through
learning and spreading the extent of Knowledge. Fundamental center of this report is gone for
giving an exhaustive picture to the zones of General Banking operations of OBL. The
organizational exposure of three months is reflected in this report. In the Introduction part
contains a brief introduction of OBL mission, vision, and core values. After that a brief
description of my working experience has described. The next part portraits two separate
analysis on the unique retail banking system and customer satisfaction level of OBL. The last
part incorporates the conclusion, reference and addendums.
128
Literature Review
This chapter of the report contains my project work which is divided into two parts. In the very
first of this chapter I will analysis the Retail Banking system of One Bank Ltd (OBL), where it is
described that what kind of or what types of services the One Bank is offering through Retail
Banking, their features and the other required things. Also I will try to establish that how their
retail banking system is a model to all other banks in Bangladesh. After that, in the second part
of this chapter I will provide the analysis on customer service, which will give a thorough
understanding of whether the customers are satisfied with the services of the One Bank. I will
analysis this part based on the survey I have conducted during my internship period. This chapter
will be divided in to these two parts:
Part A: Analysis on the retail banking of One Bank Ltd.
Part B: Analysis of the customer satisfaction of the One Bank Ltd.
Analysis on Retail Banking and Customer Satisfaction of One Bank Part – A Analysis on the
retail banking of One Bank 3.A.1 - Introduction: Retail banking also known as Consumer
Banking is the provision of services by a bank to individual consumers, rather than to companies,
corporations or other banks. Services offered include savings and transactional accounts,
mortgages, personal loans, debit cards, and credit cards. In the context of One Bank, they provide
several types of deposit, saving, loan, and card. One Bank provides a large number of choices to
the customer that most of the banks of Bangladesh do not provide. 3.A.2 – Project statement on
retail banking: My project statement of the part is that, “One Bank practices a standard retail
banking system, which would be a model to all other banks in Bangladesh.” Trough out my
analysis of this part I will try to establish my statement by analyzing
129
Methodology
Methodology is important for any kind of research or project work. It is method which has
followed in the project to develop the content of it. It can be of many types. Depending upon
what information is needed, methodologies are chosen. There has variation in data collection,
some are by interviewing, some are collected by doing survey, and some are from the websites.
In this project I have followed the following methods:
Data Sources:
Primary Source:
My primary sources are
• My work experience in One Bank
• Conversation with the senior and existing employees
Secondary Sources:
My secondary sources are
• Annual Report
• Bank’s report
• Website of One Bank
Survey Sources:
To collect the survey reports I have followed Simple Random Sampling Method. Though the
participants of this survey are from different age group and gender, Stratify Sampling Method
has not used because the survey is based on one specific branch. The survey’s geographical area
is just one specific branch that is the Karwan Bazar Branch of One Bank. Demographic sources
are estimated as this part of the survey was optional so many participants did not give their
130
Five Years’ Financial Highlights of ONE Bank Limited:
Figures in Million Taka
SL Particulers 2019 2018 2017 2016 2015
SL Particulers 2019 2018 2017 2016 2015
Figure : Table showing the Five Years’ Financial Highlights of ONE Bank Limited
131
Findings
An analysis on a bank is itself a massive thing to do, moreover an organization like
One Bank has increased that level. So as an intern I have faced many difficulties
while working on this project which has rendered me to assemble some information,
which was needed to complete this report perfectly or in other enrich this report with
each and every data. The very first difficulty that I have faced was the working hour.
Every day I had to work from 10 am to 7pm, sometimes it exceeded to 8pm which
hindered me to focus on my internship report. Moreover, I had to work extra days
for any leave. Secondly, I wanted to make a comparison between One Bank and
another slandered bank of our country but the primary and secondary sources were
not enough to do that comparison. The websites of other banks were not that much
enriched. In consequences I could not do the comparison which was necessary to
complete my project as I wanted to. Lastly, I had to struggle a lot to collect my survey
on customer satisfaction of One Bank Karwan Bazar Branch. The customers were
not that much willing to do the survey. They did not want to spend time on doing this
survey. I had to convince them to do the task which was a difficult task as I had to
do my works too. These are some obstacles that I had faced while working on this
project.
132
Conclusion
With a core value of “Oneness” One Bank Ltd has a decent plausibility to be the
leading bank in the economy of Bangladesh. To accomplish that OBL has a stable
retail banking system which can be a model to all other banks in Bangladesh. By
having a third generation banking system One Bank is attracting more customers day
by day. In addition the existing customers are highly satisfied with their services with
OBL. It was an honor and a satisfying life time experience for me to be a part of this
revolutionary bank in Bangladesh. The experience of my three months journey has
been portrayed in this report. By analyzing I can say that, One Bank practices a
standard retail banking system, which would be a model to all other banks in
Bangladesh. Also the customer of The One Bank is highly satisfied with their
services, so they can take it as a motivation to meet their customer’s expectation in a
more incredible way. After establishing these two project statement, in conclusion it
is ensuring that, with a unique Retail banking system and a highly satisfied customer
base one day One Bank will fulfill their vision to be a Role Model in the Banking
Sector of Bangladesh.
133
References
1. Limited, O. B. (2018). ONE bank Ltd. Retrieved December 1, 2018, from
https://www.onebank.com.bd/home/dp.php

https://www.onebank.com.bd/home/remittance.php
3. Ltd, O. B. (2018). ONE bank: CARDS. Retrieved December 8, 2018, from

https://www.onebank.com.bd/home/colbrd/

https://www.onebank.com.bd/home/loan.php
134
Financial performance measurements of uttara bank in
Bangladesh
Table of Contents

1 Introduction 137
2 Summary 138
4 Methodology 141
5 Analysis 141-146
6 Findings 147
8 Conclusion 148
9 References 149
135
Introduction:
Uttara Bank is one of the largest and oldest private sector commercial bank in Bangladesh, with years of
experience. Uttara Bank Limited (UBL) was established in 1965 with the head office located at Motijheel
in Dhaka, East Pakistan as a scheduled bank of the Eastern Banking Corporation. After the liberation war
of Bangladesh, the bank was nationalized under Bangladesh Banks (Nationalisation) Order 1972 and
renamed it Uttara Bank.Adaptation of modern technology both in terms of equipment and banking
practice ensures efficient service to clients. Bank not only oldest private banks but also surpassed almost
all banks in terms of over all growth and profit. Consequent upon the amendment of Bangladesh Bank
Order 1972, the Uttara Bank was converted into Uttara Bank Limited was as a public limited company in
the year 1983.The Uttara Bank Limited was incorporated as a banking company on 29.6.1983 and
obtained business commencement certificate on 21.8.1983. The Bank floated its shares in the year 1984.
It has 207 Branches all over Bangladesh through which it carries out all its banking activities. The Bank is
listed in Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange Ltd., as a public pouted company
for trading of its shares. Uttara bank’s Corporate Office at the Motijhil. Its chairman is Mr. Azharul Islam
and Vice Chairman is Mr. IftaKharul Islam. Mr. Shamsuddin Ahmed is the Managing Director.
UBL conducts all types of commercial banking activities. The core business of the bank comprises of
import, export, working capital finance and corporate finance. The bank is also rendering personal credit,
services related to local and foreign remittances. The “Personal Credit” scheme of the bank, which is
designed to help the fixed income group in raising standard of living is competitively priced and has been
widely appreciated by the customers. The bank’s strategy is to gradually cover the total arena of banking.
Mission:
To assist in bringing high quality service to our customers and to participate in the growth and expansion
of our national economy. To set high standards of integrity and bring total satisfaction to our clients,
shareholders and employees. To become the most sought after Bank in the country, rendering technology
driven innovative services by our dedicated team of professionals.
136
VISION:
Uttara Bank’s vision is to have a poverty free Bangladesh in course of a generation in the new
millennium, reflecting the national dream. Our vision is to build a society where human dignity and
human rights receive the highest consideration along with reduction of poverty.
Objectives:
The objectives of UBL are to provide high quality service to its customers, to participate in the growth
and expansion of our national economy, to set high standards of integrity, to bring total satisfaction to our
clients, shareholders and employees, and to become the most sought after bank in the country, rendering
technology driven innovative services by the dedicated team of professionals.
Interest rate of UBL:

For 3 months period 7.75%
For 6 months period 8.50%
For 1 year period & above 9.00%
Business risk of UBL:

In between 13-19, then Good risk
In between 20-26, then Acceptable risk
In between 27-34, then Marginal risk
Over 34, then Poor risk
Security risk of UBL:
In between -20 to -15, then Good risk

In between -14 to 0, then Acceptable risk
In between 0 to 10, then Marginal risk
Over 10, then Poor risk
137
Major Services:
• Foreign exchange
• Loans and advance
• Bills receiving and bills collections (P.O.D.D. Check, bills etc.)
• Issues of P.O, D.D, M.T., T, T, S.C., LSC.etc.
• Foreign and local remittance
• Money Gram and
• Instant Cash
Literature review:
(1) Tajandia Rahman Anchal
BRAC University, 2018
This report provides the general banking system practiced by UBL, that is basically the theoretical
representation of what I have learned through both my educational life and real life work experience
(Internship period). It includes a brief description of the organization I was in for my internship purpose
(Uttara Bank Ltd, Mugdapara Branch),responsibilities I was assigned there with the observed
discrepancies plus resolutions that I think they can consider upon. Banks and other financial institutions
play a vital role in forecasting the economic and social condition of a country. Banks in Bangladesh now
constitutes the core of the country’s organized financial system. The main task is to mobilize funds from
surplus economic unit and deployment it to deficit economic unit and UBL is doing that successfully
from its establishment. Customer satisfaction is very important for the reflections of the succession
toward progress and expansion for any service institution. To keep the customers satisfied, UBL provides
various types of service to its customers. UBL Principal Branch has three departments. These are: General
Banking Department, Foreign Exchange Department and Credit Department. Through these three
departments they serve their customers. General banking department provides service to the customers by
doing the elementary tasks of the bank. This department has three sections: Main Cash with Cash Cell;
Deposit Section i.e. Savings, Current deposit, FDR, SNTD, Clearing bills, accounts; These elementary
tasks include account opening, providing master credit card, internet banking, offering different types of
schemes to the customers, different types of bills and fees collection etc. Foreign Exchange department
also play vital role by providing service to the customers. This department has three sections. These are:
138
Export section, Import section and Foreign Remittance section. All these three sections Foreign Exchange
department provides services to its customers. Credit department has two sections i.e. General Loan and
Loan Recovery. Foreign exchange is an important department of Uttara Bank Limited, which deals with
import, export and foreign remittances. It bridges between importers and exporters. This department is
playing an important role in enhancing export earnings, which aids economic growth and in turn it helps
for the economic development. On the other hand, it also helps to meet those goods and service, which
are most demandable and not adequate in our country.
(2) Omar Faruque, Md Rafiul Islam, 2018

The paper aims to know what about the procedure of analysis for determining the investment
decision in the stock market on by studying different method of the securities analysis. This
study is an attempt to highlight the different securities analysis methods for making the rational
decision about the investment in the stock market. The security analyses show the result of
fundamental and technical tools of analyses. The study reveals that Uttara bank Ltd. among the
selected three banks is doing well and one can go for making an investment decision. The report
mainly focuses on the decision criteria to purchase and to sell the securities and when to do so.
(3) Md Ali
Daffodil International University, 2019
The interrelationship is designed basis on my theoretical knowledge and Practical experience .It is
designed to have a practical knowledge while passing through the theoretical understanding ii.The report
is the result of three months internship program with Uttara Bank Limited, Tongi Branch,Gazipur. The
report contained Introduction over view on Uttara Bank Limited, Deposit schemes analysii, Job analysis,
project activities, and Conclusion. In Introduction part I have focused on the concept about the study,
Objective of the report and limitations of the report also have been discussed. The main objective of the
study is to provide a brief picture on the perform an analysis & operations of the Deposit Analysis. The
limitations have been time limit, confidentiality, knowledge and experience etc.
139
Methodology:
Secondary sources are used to collect data regarding bank profit, deposit, import and export. Publication
and database within organization, annual and quarterly report, monthly statements and official web site of
the Uttara Bank Ltd are used to collect data.
Financial Analysis:
1. Income
statement:
140
The income statement for 2019 & 2020 is as follows:
141
Balance Sheet:
142
The balance sheet for 2019 & 2020 is as follows:
143
3. Cash Flow Statement:
144
The balance sheet for 2019 & 2020 is as follows:
145
Findings
From the analysis it has seen that UBL Bank Ltd Financial performance were better than other two
banks (Pubali Bank and IFIC Bank) except in some cases:
I. liquidity Ratios:
➢ From the current ratio analysis it has seen that UBL has not enough current assets to pay
their short term obligations because the current ratio is decreasing year by year.
➢ Uttara Bank Limited net working capital has gradually decreasing and 2009 it was negative
figure that is bad sign for the bank.
➢ The operating efficiency of the Uttara Bank ltd is in good position because they are able t
minimize their operating cost which we have seen cost to income ratio
II. Activity Ratios:
➢ Although Uttara Bank Limited total asset turnover ratio has increased in 2009 but overall
their total asset turnover is satisfactory.
➢ The investment of the UBL is increasing in the last year. This is very good sign for the bank.
Because if the investment is increased in the bank which help to gain maximum profit.
III. Debt Ratios:
➢ Debt Ratio UBL is in satisfactory range because it’s year by year decreasing.
➢ UBL’s Time interest ratio is not satisfactory because, they have only 1.78 tk. earning against
1 taka interest obligation which is not good
IV. Profitability Ratios:
➢ From the trend analysis we have seen UBL’s Net profit margin were increasing year by
year. But in 2009 net profit margin has decreased. It indicates Negative operating result of
UBL.
➢ In 2009, UBL P/E ratio is indicates very good sign. The investor who wants to buy UBL
Share they will get the loan margin facility.
➢ From the analysis we see that UBL’s Earning per Share is better than other two banks, which
indicates better earnings for the bank.
146
➢ The bank’s ROA is decreasing but PBL is more efficient to generate additional ROA than
the UBL and IFICBL.
Recommendation:
Before drawing the end I would like to offer the following suggestions for bringing
improvements of UBL.
In general banking department they follow traditional system. The entire general banking
system is not fully computerized so an implementation of fully automated system is required.
They are not using data base networking in information technology (IT) department. So they
have to transfer data from branch to branch and branch to head office by using transferable disk.
Such as –floppy which are risky?
The Accounts opening procedure is not easier to the customers, so every branch have to need a
separate desk for account opening.
Conclusion
Uttara Bank Limited (UBL) setting new standards in the banking arena in the time of turbulent
economic conditions. As part of the long-term financial reform and modernization plan of the
government, the bank had been converted into a public limited company. UBL helps to mobilize
the resources to stay strong in the key areas of operation. In the areas of treasury operation, UBL
remains the key player in the country’s foreign exchange and money market enhancing
profitability through careful pricing and assessment of risk and return on investment, the treasury
dealing is being strengthened to facilitate transactions requiring more sophisticated products and
services for larger institutional and corporate clients. Though it has a wide range of network and
confidence from the customers but it has some problems those problems reduce it income .It is
PLC but the authority is not that flexible and it takes time to take decision.
From the practical point of view I can declare boldly that I really have enjoyed my Internship at
this bank from the very first day. Moreover, this internship program that is mandatory for my
B.B.A program, although short-date, obviously has helped my farther thinking about my career. I
147
have tried my soul to incorporate the research report with necessary relevant information in my
report. Although excellence in Banking is the Moto of Uttara Bank Limited meeting the demand
of the discerning customer is not the sole objective of the Bank. Customer relation should be
increased to give appropriate service to them. And treat them as an asset of the company. Despite
of these problems Uttara Bank Limited trying to improve this condition and take some necessary
measure to improve its condition.
References
Three months working experience in Uttara Bank Ltd.
• Website: www.uttarabank-bd.com
• Website: www.bangladeshbank.org.bd.com.
• Annu al Report, 2016 “Uttara Ba nk Limit ed ”
• Annu al Report, 2017 “Uttara Ba nk Limited ”
• Annu al Report, 2018 “Uttara Ba nk Limited ”
•BankingJournal
•OperationalManual
•PriorResearchReport
148

Jagannath University: Department of Marketing

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Jagannath University: Department of Marketing

Uploaded by

Copyright:

Available Formats

Jagannath University

Submitted By: (Team Code Black)

Date of Submission: 20/11/20

Serial No. Contents Page No.

Capital Structure of ABBL

1) Bangladeshi sponsors/ Directors: 50%

2) Bangladeshi General Public: 49.43%

3) Govt. of Bangladesh: 0.57%

Change of Name & Logo of ABBL

Organizational Structure of ABBL

Chairman: : Mr. M. Wahidul Haque.

President & Managing Director: : Mr. Kaiser A. Chowdhury

Objectives and functions of AB Bank Ltd

b) Loans and Advances:

c) Small and Medium Enterprise Loan:

h) Recovery of Non-performing Loans:

(a) Cash Recovery

(b) Settle-up classified loan accounts through interest waiver.

(c) Regularize classified loans through rescheduling.

i) Corporate Social Responsibility:

Software products from Misys:

Internet Banking Software: Integrated Financial Module:

Method of data collection & data collection instruments used:

• AB bank do some campaign of their new product or service.

• Slow progress in new banking system.

Recommendation Regarding ABBL

Serial No. Contents Page No.

Source of the Data

On the job desk work

A survey is conducted on the customers

Secondary Data and Resources

Dutch Bangle Banks website is also used for collecting data.

Previous published papers, journals on Dutch Bangla Bank.

Particular 2019 2018 Growt 2017 2016 2015

Cash flow statement

The Bank has to establish a strong Credit Manual.

The Bank has to go through back ground investigation of all Parties.

All the loan documentations have to done honestly.

All the document verifications have to done before loan sanction.

The Bank has to construct a long term strong investment policy.

The Bank has to give emphasis the SME loan section.

The Bank should introduce more loan section

Serial No. Contents Page No.

Background of the Organization

1. Observe daily activities regularly.

1. Annual Reports of the Brac Bank Limited.

Year Assets in crore (Tk.) Growth Rate

Particulars of Assets Amount (Crore TK.) Percentage

Fixed Other Balance with

Source: Annual Report 2018 of BRAC BANK LIMITED

Year 2014 2015 2016 2017 2018 2019

Year 2014 2015 2016 2017 2018 2019

2014 2015 2016 2017 2018 2019

Source: Annual Report of BRAC BANK LIMITED from 2014 to 2019

Types of Deposits Amount (Crore Tk.) Percentage

Loans and Advances

Total Loans and Advances

Year 2014 2015 2016 2017 2018 2019

Growth Rate ---- 7% 15% 8% 32% 37%

2014 2015 2016 2017 2018 2019

Loans and Advances Portfolio

Source: Annual Report of BRAC BANK LIMITED from 2014 to 2019