Internship Report

on

“COVID-19 Impact on the Profitability of Sonali Bank compared with

Some Selected Commercial Banks in Bangladesh”

Submitted To

Mohammad Rakibul Islam

Assistant professor
Dept. of Accounting & Information Systems
University of Barishal.

Submitted By
Exam Roll: AIS 018/8
Session: 2019-20 (Admission Session: 2016-17)
Dept. of Accounting & Information Systems
University of Barishal.
Date of Submission: 09 June, 2022
 Letter of Transmittal

09 June, 2022
Mohammad Rakibul Islam
Assistant Professor
Department of Accounting and Information Systems

University of Barishal.

Subject: Submission of Internship Report

Dear Sir,

'COVID-19 Impact on the Profitability of Sonali Bank compared with Some Selected Commercial
Banks in Bangladesh.' is the title of my internship paper. As part of the course's requirements.
Your instructions were followed in every aspect of the report's preparation.

Working on this project has been a real pleasure for me, and I am confident that my work will
meet your expectations.

Any investigation into this report would be praised.

Thank You.

Sincerely,

ID: AIS 018/8

Dept. of Accounting and Information Systems
University of Barishal.

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Declaration

I am announcing that I conducted the work in this internship report titled "COVID-19 Impact on
the Profitability of Sonali Bank compared with Some Selected Commercial Banks in Bangladesh."
and that no academic qualification, certificate, or degree has been submitted to any
university/college/organization previously.

No part of this report has been copied from any work prior to the degree in any form.

I've taken steps to compensate the development for any losses incurred as a result of the aforesaid
requirement.

Exam Roll No: AIS-018/8

Session: 2019-2020

Admission Session: 2016-2017

Dept. Of Accounting and Information Systems

University of Barishal

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 Letter of Approval

I am pleased to learn that the internship report on the internship work experience provided by
Exam Roll NO: AIS-018/8 BBA major in Accounting and Information Systems of the University
of Barishal is acceptable for presentation and defense. Mr. X was my intern at Sonali Bank Ltd. I
am confident in the report's data and findings.

Mr. X has a pleasing personality as well as a good moral character. He is a person who is dynamic,
sincere, industrious, meticulous, amiable, and responsible. Working with him makes me very
happy and content. In every aspect of her life, I wish her success.

Supervisor,

_________________

Mohammad Rakibul Islam

Assistant Professor

Accounting and Information Systems

University of Barishal

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 Acknowledgement

Firstly. For Almighty Allah's blessings, I would like to express my thanks and devotion. I would
not have been able to complete this internship report on time if it weren't for Allah's mercy.

Then I'd want to thank my internship supervisor and renowned faculty member, Mohammad
Rakibul Islam, for his guidance and supervision. I was able to prepare this report thanks to his
understanding and helpful assistance.

In addition, I'd like to thank the Head of Branch of Sonali Bank Ltd.- Chawak Bazar Branch,
Barishal as well as my On-Site Supervisor, for their assistance and attention.

Finally, I am grateful to University of Barishal for granting me a Bachelor of Business

Administration degree.

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 Executive Summary

Sonali Bank Limited (SBL) is the largest commercial bank of Bangladesh for its net asset or value
and it has 1229 branches and to support socio-economic development of the country. Sonali Bank
Limited will be a workable commercial bank by keeping a stable growth strategy, providing
excellent customer service. My 3 months internship at Sonali Bank Limited is the subject of this
report. As an intern, I witnessed firsthand how the epidemic affected the bank's operations and the
constraints it imposed. As a result, the focus of my report is on determining the impact of the
coronavirus on a few commercial banks in 2020. This research focuses on analyzing the financial
performance of six local commercial banks' yearly financial statements for the years 2015 to 2020.
I wanted this research to focus on SBL's banking performance in contrast to other banks because
I was an SBL intern. Out of 45 local commercial banks, the other 6 were chosen at random. Sonali
Bank Ltd. Southest Bank Ltd. Pubali Bank Ltd. Shahjalal Islami Bank Ltd. AB Bank Ltd. and
Bank Asia Ltd., are the banks in question. This research was based on primary data, such as
observations and interviews with officials, as well as secondary data, such as financial reports from
these institutions, journal publications, and e-articles. Their financial statements were examined to
determine the bank's profitability notwithstanding the impact of Covid-19 on their industry. The
2nd and 3rd chapters discuss literary review and the history of Sonali Bank Ltd. Bank Ltd. In
chapter 4th and 5th Impact of COVID-19 on banking performance & Comparing Financial
Performance of Sonali Bank with five others commercial banks are discussed.

Lastly, I have given conclusion and references. According to the findings, the spread of infectious
coronavirus has caused southeast Bank Ltd., Shahjalal Islami Ltd., and Bank Asia Ltd. to see a
drop in performance. Pubali Bank Ltd. was able to maintain their positions. They had to deal with
poor performance as well, but it was manageable. Sonali Bank Ltd. & AB Bank Ltd., on the other
hand, delivered a stellar performance by increasing profit margins, sustaining the spread between
ROA, ROE & EPS in 2020 than they did in 2019

Keywords: Covid-19; banking sector; pandemic; financial Performance.

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Table of Content
Chapter – 01: Introduction .............................................................................................................. 1

Background of the Study ............................................................................................................ 1

Objective of the Study ................................................................................................................ 2

Origination of the Report ............................................................................................................ 2

Methodology ............................................................................................................................... 3

Chapter-02....................................................................................................................................... 5

Literature Review........................................................................................................................ 5

Chapter-03: Overview of Sonali Bank ............................................................................................ 7

History of Sonali Bank Limited .................................................................................................. 7

Nationalization of Sonali Bank in Bangladesh ........................................................................... 8

Vision, Mission & Slogan ........................................................................................................... 8

Activities of the Bank ................................................................................................................. 8

Objectives of Sonali Bank .......................................................................................................... 9

Corporate Culture........................................................................................................................ 9

Corporate Profile ....................................................................................................................... 10

Branches & Subsidiaries ........................................................................................................... 11

Chapter-04: Impact of COVID-19 on banking performance ........................................................ 12

Introduction ........................................................................................................................... 12

Methodology ......................................................................................................................... 12

Current Scenarios of Banking Sector of Bangladesh ............................................................ 12

Effect of COVID-19 on Sonali Bank .................................................................................... 13

Chapter-05..................................................................................................................................... 15

Comparing Financial Performance of Sonali Bank with five others commercial banks .......... 15

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 Table-01: Financial Performance of Sonali Bank (Million in Taka) .................................... 15

Graphical Intrepretation of the financial Performance of Sonali Bank Bank ....................... 16

Table-02: Financial Performance of Southeast Bank (Million in Taka)............................... 18

Graphical Intrepretation of the financial Performance of Southeast Bank ........................... 18

Table – 03: Financial Performance of Pubali Bank (Million in Taka) ................................. 20

Graphical Intrepretation of the financial Performance of Publai Bank ................................ 20

Table – 04: Financial Performance of Shah Jalal I slami Bank (6 Years) ............................ 23

Graphical Intrepretation of the financial Performance of Shah Jalal Islami Bank ............... 23

Table-05: Financial Performance of Bank Asia (6 Years).................................................... 25

Graphical Intrepretation of the financial Performance of Bank Asia ................................... 25

Table-06: Financial Performance of AB Bank (6 Years) ..................................................... 27

Graphical Interpretation of the financial Performance of AB Bank ..................................... 28

Chapter-06: Findings and Recommendations ............................................................................... 30

Findings..................................................................................................................................... 30

Recommendation .................................................................................................................. 31

Chapter-07: Conclusion ................................................................................................................ 32

References ................................................................................................................................. 33

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 Chapter – 01: Introduction
Background of the Study
Students in the Bachelor of Business Administration (BBA Program) at University of Barishal
must complete an internship after completing all of their courses. The internship is designed to
give students with on-the-job training and the opportunity to apply theoretical principles to real-
world. In this Circumstance, I began my adventure in order to complete the requirements of my
BBA program. For three months, I interned at Sonali bank Limited Chawakbazar Branch, Barishal.
As an intern, I was privileged to observe how this institution worked in general. However, In
2020.Bangladesh's banking sector grew slowly as a result of interest rate and lending rate caps, as
well as a new coronavirus (Hasan, 2020). I had the opportunity to see how this works. I saw
firsthand how the epidemic impacted banks' operations and how they operate to overcome those
worse situations.

This prompted me to write this report "Impact of Covid-19 on banking performance of Sonali bank
Ltd. in comparison to some selected commercial banks in Bangladesh"

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Objective of the Study
The goal of this paper is to determine the extent of coronavirus influence on profitability of some
commercial banks in 2020 and compare with the previous years. The main goal of this report is to
fulfill the requirement for the BBA program. The report’s secondary aims are listed below:

I. Give a summary of the impact of covid-19 on SBL.

II. Calculate and compare the selected banks' profitability during the pandemic.
III. To assess the comparison between SBL and other selected banks in 2020 as a result of
coronavirus.
IV. To talk about the difficulties that banks had throughout the epidemic.

Origination of the Report

Our students will take a Business Administration (BBA) course that will prepare them for real-
world business situations. As an intern at Sonali Bank, I worked for a short time in the financial
profession. I am overjoyed to be able to work, and I am confident that this experience will be
beneficial to me in the future. The work I did throughout the internship has been highlighted in my
internship report. The internship's main goal was to put my book's theoretical concepts to practice
and to internship program's main goas to acquire and arrange extensive knowledge. There are some
other goals to consider. Being knowledgeable about banking activities practices.

✓ Being knowledgeable about banking activities in practices

✓ Apply business concepts and theories to decision-making in the actual world.
✓ Develop and strengthen corporate communication, technology, and teamwork abilities.
✓ Practice company operations and decision-making as a participant and observer.
✓ Meet professional role models and improve my knowledge of various business fields.
✓ Using a genuine symphony as a comparison to the lessons taught at the University of
Barishal.
✓ To fulfill the criteria of my BBA project's curriculum.

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Methodology
For the purpose of completing this chapter of my internship paper ‘Impact of Covid-19 on banking
performance of Sonali Bank Ltd. compared to some selective commercial bank of Bangladesh’, I
have used both primary and secondary data. I gathered primary data through personal observation
and interviews with officials. Moreover, Secondary data were collected from Annual from the year
2015 - 2020 of the banks, newspaper articles, e-articles, journal papers. For this analysis 6 local
commercial banks including SBL was chosen. The banks are- Sonali Bank Ltd., Southeast Bank
Ltd., Pubali Bank Ltd., Shahjala Islami Bank Ltd., AB Bank Ltd. and Bank Asia Ltd. Using several
research approaches, I attempted to gather the most accurate data possible. Because the problem
is well characterized with the use of secondary data, the research method used can be described as
Causal Research. This research makes use of both primary and secondary data to discover
the information that is relevant.

Primary Sources: Accounts and Finance Division of Sonali Bank Ltd. at Chawak Bazar Branch,
Barishal.

Secondary sources:

✓ Including selected banks' yearly financial performance reports from 2015 to 2020.
✓ Newspaper articles.
✓ E-articles.
✓ Journal papers

Respondents and the Methodology of Sampling: In all local commercial banks in Bangladesh
make up the population of this report. In Bangladesh, there are a total of 45 local commercial banks
(BanksBD, n.d.). As a reasonable sample size is 10% of the population, I chose 6 random banks,
or 11.11% of the population, for a satisfactory and statistically accurate result.

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Limitation of the Study: This study contains a few limitations. Few articles acknowledged it
without drawing any concrete description or result of SBL or any of the other banks’ performance
in 2020. During my 12 weeks of internship period, I was able to gather information and insights
from my personal observation regarding how SBL was managing their work. Apart from that, it
was hard to gather information on this as the banks were not running in full functionality. The
effect of the covid-19 is variable since it is still underway and the period is unknown. Also, this
study is not on all the local commercial banks of Bangladesh, rather on a sample size of them.

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 Chapter-02
Literature Review
Covid-19 affects health of the people and mentality, distorting the concept of global economy and
rural areas of the world. To suppress this disease, even world-class science about life is
deteriorating. The banking sector is linked to the economy and the advantages of these sectors
depend on the expansion of all sectors except the strategic sector report (2020). Bangladeshi banks
are reluctant to repay their customers' loans, especially in commercial activities. Bank loans that
do not return the information are a reason to reduce the amount of monetary evidence. Poor credit
ratings of banks will ultimately reduce banks' lending capacity and increase shareholder risk. It is
safe to say that most banks will be at risk in terms of operating profit by mid-2020 (Kumar et al.,
2020). Uddin (2020) found that almost all banks are slowing down their profits, as they did last
year. Paul (2020) stated that the banking sector is facing problems with liquidity and loan
repayment. Research shows that bad loans are a serious problem for Bangladesh's banking sector.
Kumar et al., (2020) describes whimsical governance, good governance and political will as the
main factors that lead to the disappointment of banking. Hossain (2018) explained that the
coronary heart disease virus was disrupting Bangladesh's agricultural economy. As a result,
agricultural prices fall and do not sell. Finally, the farmers were put in great grief. In this case,
there is pressure to repay the debt. Babu (2020), said the main reason for the bank's loss was
interest rates. The COVID-19 pandemic, which has slowed economic activity and the economic
downturn, has hit the global economy hard. As a result, Bangladesh's banking sector is already
facing many scams, including insolvency, rising liquidity, governance and capital shortages, and
slow loan repayments. Faced with that situation, these branches added salt to the Covid-19
epidemic. As Covid-19's influence continues this year, not only the country but also the banking
industry is facing new challenges. Banks are a key player in implementing the Covid-19 bonus
package. Most of these packages are in the form of liquidity support through commercial banks.
Ever since the government started announcing solvency packages against COVID-19, banks have
become more willing to lend to large borrowers but have refused to lend to small borrowers. In the
“k” economic recovery process, the CVD-19 recovery roadmap is divided into two parts, and large
corporations and government agencies can receive government and central incentives directly.

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Behind small and medium enterprises (SMEs), workers and the oppressed middle class. The design
of this incentive kit and delivery service will lead to a "k" approach to financial recovery in
Bangladesh. As a commercial bank, Sonali Bank has a good reputation not only in Bangladesh but
also abroad. It is one of the State Banks of Bangladesh. The bank has seen strong growth in profits
and deposits. The Bank is on a successful 45-year journey with full investor confidence and well-
developed banking operations. As a commercial bank, Sonali Bank's profits are low, but I see it as
a good state-owned commercial bank for Bangladesh. There are many types of networks. This
means that each Upazila has at least one branch in Sonali Bank. But other banks do not have such
an opportunity. Addressing long-term organizational challenges will accelerate recovery after
COVID-19. In addition to the RMG sector, the focus of reforms is on diversifying exports,
deepening the economy, strengthening governance and improving urbanization.

Overcoming infrastructure failures will accelerate development and reduce local disparities in
access between regions and cities. Human development remains a priority. Although Bangladesh's
human resource index is higher than the South Asian average, it is lower than that of similar
countries. Removing climate risk awareness will support the resilience of future economic
recessions. The transition to green growth will help maintain the impact of development for future
generations. With the right policies and timely measures, Bangladesh can accelerate its recovery
from the economic crisis and move to a high-income environment.

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 Chapter-03: Overview of Sonali Bank

History of Sonali Bank Limited

History of Sonali Bank Limited Sonali Bank Limited is the principal state-owned leading public
commercial bank in Bangladesh. It is the largest bank of the country. Sonali Bank was founded in
1972 as a result of the Bangladesh Banks (Nationalization) Order, which merged and nationalized
the branches of the National Bank of Pakistan, Bank of Bahawalpur, and Premier Bank in East
Pakistan until the Bangladesh Liberation War in 1971. Sonali Bank had a paid-up capital of 30
million taka when it was founded. It had Tk 10 billion in authorized capital and Tk 3.272 billion
in paid up capital in 2001. Its authorized and paid-up capital are Tk 10 billion and Tk 9 billion,
respectively, at the moment. In 1979, the bank's reserve funds were Tk 60 million, and on June 30,
2000, they were Tk 2.050 billion. Cyber hackers utilizing the Swift International payments
network stole $250,000 from the bank in 2013. Sonali Bank Limited is controlled by a 13-member
Board of Directors appointed by the government. The Chief Executive Officer and Managing
Director lead the bank. Three Deputy Managing Directors, thirteen General Managers, and several
Senior Executives help the CEO. The bank's corporate offices are in Motijheel, Dhaka, the capital's
main business district. At the district level, it has 6 GM level offices in 6 Divisions, 42 Principal
and 39 Regional Offices. Sonali Bank Limited has two wage earners branches and 43 authorized
dealers to conduct foreign exchange trading inside the country. It has a 577-correspondent
international banking transaction agreement. To increase its engagement in international banking,
the bank formed a full-fledged subsidiary firm called the Sonali Exchange Company Inc. in New
York in 1994. Bangladeshis working in the United States send remittances using this company,
which has branches/booths in Brooklyn, Astoria, and Jackson Heights in New York, Peterson in
New Jersey, Atlanta in Georgia, Detroit in Michigan, and Los Angeles in California. Sonali Bank
(UK) Limited, a joint venture between Sonali Bank and the Government of Bangladesh, was
founded in the United Kingdom in 2001. Six outlets are located in London, Luton, Birmingham,
Bradford, Manchester, and Camden. Under an agreement with Sonali Bank Limited, remittances
from Bangladeshi expats working in Malaysia are routed through May Bank of Malaysia.

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NRBs in Middle Eastern nations also send their wages through 44 SBL-affiliated exchange firms,
local commercial banks.

Nationalization of Sonali Bank in Bangladesh

As soon as the Bangladeshi government established its authority, it decided to pursue a socialist
society as its goal. As a result, in order to carry out the above-mentioned state policy, the
Bangladeshi government decided to nationalize all of the country's banks, and the Bangladesh
Banks (Nationalization) Order, 1972 (President Order No.26 of 1972) was promulgated on March
26, 1972.

Vision, Mission & Slogan

The vision of Sonali Bank is socially committed leading banking institution with global presence.

The mission is dedicated to extend a whole range of quality products that support divergent needs
of people aiming at enriching their lives, creating value for the stakeholders and contributing
towards socioeconomic development of the country.

The slogan is “Your trusted partner in innovative banking” (Sonali Bank Limited, n.d)

Activities of the Bank

The bank operates by three divisions and each division plays significant role to ensure customer
satisfaction.

➢ General Banking Division provides services related to accounts and deposits,

➢ Credit Division provides loan/advance facilities to the client and Foreign Exchange
Division deals with foreign financial transaction.

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Objectives of Sonali Bank
In the context of its role in the economy may be enumerated as follows:To earn customer
satisfaction through diversified banking activities and introduction of innovative banking.To
improve the customer services in recent times by introducing a number of IT-based reform
measures.

➢ To remain one of the best banks in Bangladesh in terms of profitability and Assets Quality.
➢ To ensure an adequate rate of return on investment.
➢ To maintain adequate liquidity to meet maturing obligations and commitments.

Corporate Culture
Employees of Sonali Bank Limited share certain common values, which helps to create a Sonali
Bank Limited culture:

➢ Largest amount of Customer.Search for professional excellence.

➢ Openness to new ideas & new methods to encourage creativity.
➢ Quick decision-making.Flexibility and prompt response.
➢ A sense of professional ethics

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Corporate Profile
Name of the Company Sonali Bank Limited
Chairman Mr. Ziaul Hasan Siddiqui
CEO & Managing Director Mr. Md. Ataur Rahman Prodhan
Company Secretary Mr. Tauhidul Islam
Legal Status Public Limited Company
Genesis Emerged as Nationalised Commercial Bank in
1972,following the Bangladesh Bank
(Nationlisation) Order No. 1972 (PO No.26 of
1972)
Date of Incorporation 03 June, 2007
Date of Vendor’s Agreement 15 November, 2007
Registered Office 35-42, 44 Motijheel Commercial Area, Dhaka,
Bangladesh
Authorised Capital Taka 6000.00 Crore
Paid-up Capital Taka 4530.00 Crore
Number of Employee 18,115
Number of Branches 1229
Phone-PABX 0257161080-88
FAX 88-02-9561410, 9552007
SWIFT BSONDDDH
Website http://www.sonalibank.com.bd
E-mail info@sonalibank.com.bd

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Branches & Subsidiaries
Total No of Branches 1229
No of Foreign Branches 02 (India)
No of Local Branches 1227
No of Rural Branches 727
No of Urban Branches 500
No of Regional Offices 16
No of Principal Offices 46
No of G.M. Offices 11
Subsidiaries: Sonali Exchange Company Incorporated
(SECI) having 10 (Ten) branches in the USA.
● Sonali Investment Limited (Merchant
Banking) having 4 (Four) branches at
Motijheel, Paltan, Uttara, Mirpur in Dhaka and
1 (One) branch in Khulna, Bangladesh.
Associates: ● (Two) branches in the UK. ● Sonali Bank
(UK) Limited having 2 Polaris FT Limited
Representative Offices (Total 3) ● Jeddah, KSA;
● Riyadh, KSA and
● Kuwait.
Correspondence 639

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 Chapter-04: Impact of COVID-19 on banking performance

Introduction
I have completed my internship program at Sonali bank Limited Chawakbazar Branch, Barishal.
Till today, SBL has 1229 branches all over Bangladesh. This Branch has 2 principal officers; First
Vice-president who is the Head of branch and Assistant Vice President who is Manager
Operations, 35 officers, 5 supportive staff members and 2 security guards. The entire world is
fighting against coronavirus wreaking havoc on economies. All the employees took proper
measurements while working according to WHO and Bangladesh government’s response plan to
prevent Covid-19, a contagious disease. While banks are kept open and banking services are being
provided dealing directly with customers, some of the staff got infected and had to stay home for
recovery.

Methodology
For the purpose of completing this chapter of my internship paper ‘Impact of Covid-19 on banking
performance of Sonali Bank compared to some selective commercial banks of Bangladesh’, I have
used both primary and secondary data. I gathered primary data through personal observation and
interviews with officials. Moreover, Secondary data were collected from annual financial
performance report 2015- 2020 of the banks, newspaper articles, e-articles, journal papers. For this
analysis 8 local commercial banks including SBL was chosen. The banks are- Sonali Bank,
Southeast Bank, Pubali Bank, Shah Jalal Islami Bank, Bank Asia, AB Bank Limited.

Current Scenarios of Banking Sector of Bangladesh

The Covid-19 epidemic is affecting the global economy, including the stock market and the
banking and financial sector. Bangladesh's banking sector is in dire straits due to large amounts of
bad loans, and the epidemic is exacerbating the problem. In connection with the pandemic, it is
estimated that "all banks' risk asset valuation, capital adequacy, and interest income are likely to
decline at the bank and sector level." This shows that banks are vulnerable to new sectors that
represent millions of people and companies with limited economic and financial resources, such
as poor regulation and a tightened business environment (Barua & Barua, 2021).

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The first Covid-19 incident in Bangladesh took place on March 8, 2020. Bank of Bangladesh
stated: “Bank of Bangladesh loan repayment will be postponed till December 31, 2020 and such
borrowers will repay the loan on 19 march 2020 will not give (KPMG, 2020). Shortly before the
plague, the banking sector was in dire straits, with analysts fearing high interest rates and a heart
attack could hurt the economy. Banks play an important role in implementing the government's
Covid-19 incentive package (Khatun et al., 2021). Fazle Kabir, the governor of Bangladesh's
central bank, said the government had announced a comprehensive stimulus package of $ 1.24
trillion, or 4.44 percent of GDP, to limit the future of the economy and revitalize the banking
system (Bangladesh Bank, 2021). To combat the recession in Bangladesh, the government has
pursued a monetary expansion policy that includes a number of aggressive measures in the
financial and banking sectors, in line with the government stimulus package and expansionary
fiscal policy. "Impact of COVID-19 on banks: New economic evidence shows that developing
countries such as Bangladesh are showing red flags and suffering," he said (Barua & Barua, 2021).
Their research uncovered signs of deterioration in the mental health of bank employees due to
Covid-19; Only 7.7% of bank employees know how to prevent coronary heart disease, 40% of
bank's family members and relatives are infected with COVID-19, and 55.6% of bank employees
and colleagues are infected with COVID-19. infected with COVID-19. The number is growing
rapidly as the plague continues to spread (Yasmin et al., 2021).

Effect of COVID-19 on Sonali Bank

This year, Sonali Bank Ltd plans to make a profit of Tk3,500 crores. According to a news release,
Sonali Bank Managing Director Ataur Rahman Prodhan announced this during the Khulna
Divisional Conference 2021, which he virtually attended as its major guest on Saturday. In the
year that the Covid-19 pandemic occurred, Sonali Bank made the most profit among state-owned
banks. The bank's profit in 2020 was Tk2,175 crore, up from Tk1,750 crore the previous year.

Rezaul Karim, General Manager (In-Charge) of Sonali Bank's Khulna Office, presided over the
event, which was attended by the bank's Deputy Director Abdul Mannan, Chief Financial Officer
Subhas Chandra Das, and Deputy General Manager Arshad Hossain, among others.

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Ataur Rahman Prodhan, the company's managing director, stated, "By March 2021, the bank will
offer internet banking services, significantly enhancing its success. Even throughout the Covid-19
outbreak, our bank's officers and workers continued to work. To keep the country's economy
moving, the industrial sector is being prioritized." He also stated that agent banking activities will
begin at the bank soon in order to bring the country's disenfranchised citizens into the financial
system. The bank's CEO stated that the government is striving to put in place various financial
incentive packages launched with the goal of revitalizing the country's economy while prioritizing
national interest. Officials from the bank announced that 13 of the 123 branches in the Khulna
district were debt-free. Meanwhile, Ataur Rahman Prodhan added that work is underway in the
Khulna region to develop a policy to regularize jute and frozen shrimp sector debts. Cottage, micro,
small and medium enterprise (CMSME) loans must be sanctioned and disbursed within the
timeframe provided by the government, he said, in order to meet the current year's aim. In addition,
the bank must collect classified loans, deposits, raise the AD (advance-deposit) ratio, and collect
overseas remittances. The ceremony was attended by all Sonali Bank executives from the Khulna
region's head office, regional offices, and corporate branches.

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 Chapter-05
Comparing Financial Performance of Sonali Bank with five others commercial
banks
Table-01: Financial Performance of Sonali Bank (Million in Taka)
Sonali Bank
Year 2020 2019 2018 2017 2016 2015
Net Profit 3234 2710 2264 7091 1493 586
Operating Income 21527 17120 20257 11955 4251 3796

ROA .21% .20% .18% .58% .13% .06%

ROE 4.21% 3.92% 3.32% 10.63% 2.25% .82%
EPS 7.14 5.98 5.47 18.50 3.96 3.37
Source: Annual Report of SBL 2015-2020

Net Profit: After operational expenses, VAT, preferred dividends, and interest have been
removed, the net profit is the amount of money left over. The higher the net profit of a company,
the better its financial status. The net profit measure is a widely used metric for assessing a
company's success in terms of sales earnings.

Operating profit: The overall earnings from a company's basic business tasks for a given time,
minus interest and taxes, is referred to as its operational profit. It also doesn't include income from
auxiliary investments, such as earnings from other businesses in which a company has a stake.
When core business revenue falls short of expenses, an operational loss arises.

Earnings Per Share (EPS): Earnings per share (EPS) is a measure of how much money a
company earns from its shareholders. Earnings per share is the amount of money earned for each
share of common stock that is currently in circulation. The stronger one's financial situation, the
higher one's earnings. "Earnings per Share = Earnings available for common stock holders/No of
common stock outstanding" is how earnings per share is calculated.

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Graphical Intrepretation of the financial Performance of Sonali Bank Bank

Net Profit Operating Income

21527

20257
17120

11955
7091

4251

3796
3234

2710

2264

1493

586
2020 2019 2018 2017 2016 2015

Figure-01: Net Profit and Operating Income of Sonali Bank (6 Years)

Net Profit and Operating Profit: The COVID-19 pandemic has had a negative impact on the
global economy, causing business economy too slow and economic contractions to occur. As a
result, Bangladeshi Banking sector has already been affected. Surprisingly Sonali Bank Limited
showed super performance during COVID-19 pandemic. In 2015, SBL’s profit was 486 million.
Then a constant growth is being seen. In the year 2020, Net and Operating profit was increased
considerably. In spite of being COVID pandemic in 2020 net operating profit increased by 19.32%
and operating profit increased by 25.75%. So, there was no remarkable impact of COVID-19 on
the profitability of Sonali Bank Limited.

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 12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00% ROA ROE
2020 2019 2018 2017 2016 2015

Figure-02: ROA and ROE of Sonali Bank

ROA & ROE: In 2015, ROA was 0.06% and ROE was .82%. Then slightly in 2016 and sharply
increased in 2017. Unexpectedly lessened at a large scale in 2018. But SBL’s operating body was
so prudent that they were able to improve both of the ratio at a noticeable scale in this year 2020.

2040
18.5
2030
7.14 5.98 5.47
2020 2020 2019 3.96 3.37
2018 2017 2016 2015
2010

2000
1 2 3 4 5 6

Year EPS

Figure-03: EPS of Sonali Bank (6 Years)

EPS: Because of highly growth in the net profit and operating profit of SBL in 2020. The
enhancement in the form of EPS is being shown.

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Table-02: Financial Performance of Southeast Bank (Million in Taka)
Southeast Bank
Year 2020 2019 2018 2017 2016 2015
Net Profit 2149 2508 2473 1168 2435 3069
Operating Income 8265 8382 9783 9062 8503 8034

ROA .47% .62% .69% .37% .88% 1.23%

ROE 7.14% 8.56% 9.17% 4.46% 9.06% 11.86%
EPS 1.81 2.11 2.13 1.11 2.66 3.35
Source: Annual Report of Southeast Bank Ltd 2015-2020

Graphical Intrepretation of the financial Performance of Southeast Bank

Net Profit Operating Income

12000
10000
8000
6000
4000
2000
0
2014 2015 2016 2017 2018 2019 2020 2021

Figure-04: Net Profit and Operating Income of Southeast Bank (6 Years)

Net Profit and Operating Profit: The bank net profit in 2015 was positively high. Then
slightly decreased in 2016 but sharply decrease in 2017, in 2018 and 2019 the bank recovers from
the worst situation. Unfortunately, with the extend of COVID-19 pandemic, the net profit and
operating profit was considerably lessened. Net profit reduced in 2022 by 14.31% compared with
2019 at the same time. Operating income also lessened by 1.39%. So, adverse impact of COVID-
19 on the net and operating profit of Southeast Bank is seen.

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 14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2014 2015 2016 2017 2018 2019 2020 2021

ROA ROE

Figure-05: ROA & ROE of Southeast Bank (6 Years)

ROA and ROE: The ROA and ROE of Southeast bank was positive in 2015. Slightly decreased
by 2016 and 2017. However, the bank management were able to put it positively high ROA and
ROE by 2018 and 2019. Due to ominous COVID-19, The ROA and ROE decrease at alarming
signal to the management. With the comparison of usual time, ROA decreased by .15% and ROE
decreased by 1.42%.

Year EPS

1.81 2.11
2.13
1.11 2.66 3.35
2020 2019 2018 2017 2016 2015

1 2 3 4 5 6

Figure-06: EPS of South East Bank (6 Years)

EPS: The graph demonstrates higher EPS in 2015. But in the next year 2016, it shows lower EPS
compare to the past indicating the minimization of operating income. In 2020, unexpected
reduction on EPS of Southeast bank represents inefficiency of operating activities.

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Table – 03: Financial Performance of Pubali Bank (Million in Taka)
Pubali Bank
Year 2020 2019 2018 2017 2016 2015
Net Profit 3369 2143 3424 -281 1335 2895
Operating income 8380 9458 8858 8185 6556 2563
ROA .65% .45% .84% .08% .42% 1.01%
ROE 9.46% 7.5% 12.51% -1.15% 5.31% 11.64%
EPS 3.57 2.08 3.43 2.80 1.40 3.29
Source: Annual Report of Pubali Bank Ltd. 2015-2020

Graphical Intrepretation of the financial Performance of Publai Bank

Financial Performance of Publai Bank

9458
8858
8185 8380

6556

3424 3369
2895
2563
2143
1335

-281
2015 2016 2017 2018 2019 2020

Operating Income Net Profit

Figure-07: Net Profit & Operating Income of Pubali Bank (6 Years)

Net Profit & Operating Profit: The graph shows the fluctuation of operating and net profit form
the year 2015 to 2020. In 2015, the operating and net profit was at satisfactory level. But there was
higher reduction in 2017 that indicate the negative signal for the Pubali Bank. Nevertheless, they
were able to bring brighter picture since 2018 to 2020. Even though COVID-19 pandemic could
not lessen their net income. But operating profit was decreased by 11.65%.

Page | 20
 Financial Performance of Publai Bank
14.00%
12.51%
12.00%
11.64%
10.00%
9.46%
8.00%
7.50%
6.00%
5.31%
4.00%

2.00%
1.01% 0.84% 0.65%
0.42% 0.08% 0.45%
0.00%
2015 2016 2017
-1.15% 2018 2019 2020
-2.00%

ROA ROE

Figure-08: ROA & ROE of Pubali Bank (6 Years)

ROA indicates the protection of shareholder’s wealth and ROE indicates the efficiencny of the
managemnt of Pubali Bank. The graph demonstrates the satisfied ROA and ROE of Pubali Bank
in 2020 with the comparison of last five years.

Page | 21
 EPS

3.57
3.43
3.29

2.8

2.08

1.4

2015 2016 2017 2018 2019 2020

Figure-09: EPS of Pubali Bank

The EPS in 2015 was 3.29 taka then respectively reduced in 2016 and 2017 but in 2018 and 2019,
Pubali Bank was improving continuously. In 2020, with the positive net income, EPS was
grooming by 1.49 taka.

Page | 22
Table – 04: Financial Performance of Shah Jalal I slami Bank (6 Years)
Shah Jalal Islami Bank
Year 2020 2019 2018 2017 2016 2015
Net Profit 1908 1718 1471 1196 1557 1290
Operating income 8805 10506 8653 6870 5978 2377
ROA .68% .67% .65% .64% 1.02% .98%
ROE 11.08% 10.98% 10.47% 9.14% 12.4% 1078%
EPS 1.95 1.75 1.58 1.41 2.02 1.76
Source: Annual Report of SJIBL 2015-2020

Graphical Intrepretation of the financial Performance of Shah Jalal Islami Bank

12000
10000
10506
8000 8805 8653
6000 6870
4000 5978

2000
1908 1718 1471 1196 1557 1290 2377
0
2020 2019 2018 2017 2016 2015

Net Profit Operating income

Figure-10: Net Profit & Operating Income Shah Jalal Islami Bank (6 Years)

Net profit and operating profit vary with the year in 2015. It was highly profitable but collapsed in
2019. Net profit was good enough. They were able to keep peace with the increasing net profit
even after COVID-19 pandemic. In contrast, operating profit was declined by 16% in 2020.

Page | 23
 ROA ROE

1500.00%
1000.00%
500.00%
0.00%
-500.00%2014 2015 2016 2017 2018 2019 2020 2021

Figure-11: ROA & ROE of Shah Jalal Islami Bank

In 2015, both of the ratio was positive. In 2017, there was uneven reduction in the ROA and ROE.
Although the management of Shaha Jalal Islami Bank bring an increasing figure form the year
2018-2018. Surprisingly they maintained positive growth during COVID-19 period. ROA
increased by .01% and ROE increased by .1%.

EPS
2.5
2
1.5
1
0.5
0
2014 2015 2016 2017 2018 2019 2020 2021

Figure-12: EPS of Shah Jalal Islami Bank (6 Years)

With the positive earning capabilities SJIBL maintained a constant growth in terms of EPS from
year 2017 to 2020. In 2020, EPS increased by 2 takas.

Page | 24
Table-05: Financial Performance of Bank Asia (6 Years)
Bank Asia
Year 2020 2019 2018 2017 2016 2015
Net Profit 2035 1960 2266 2047 1545 2573
Operating income 6070 9322 8060 6687 5920 6005
ROA .53% .59% .76% .76% .65% .35%
ROE 7.81% 8.16% 10.21% 10.21% 8.13% 8.95%
EPS 1.75 1.68 1.94 1.84 1.57 1.37
Source: Annual Report of Bank Asia Ltd. 2015-2020

Graphical Intrepretation of the financial Performance of Bank Asia

Financial Performance of Bank Asia

2035
2020
6070
1960
2019
9322
2266
2018
8060
2047
2017
6687
1545
2016
5920
2573
2015
6005

0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000

Net Profit Operating Income

Figure-13: Net Profit & Operating Income (6 Years)

Page | 25
Net Profit and Operating Income: Net profit of Bank Asia was highly positive in 2015. But a
matter of concern that in 2016, the net profit was reduced sharply. But the management of Bank
Asia was improving their net profit from the year 2017, to 2019. In 2020, the Bank Asia was able
to keep pace with the growing trend even after the COVID Pandemics in 2026. Unfortunately, the
operating profit of Bank Asia in 2020 decrease at a large scale due to COVID-19. The Operating
Profit decreased by 34.89%.

Financial Performance of Bank Asia

12.00%

10.00%

8.00%

6.00%
10.21% 10.21%
8.95%
4.00% 8.13% 8.16% 7.81%

2.00%

0.35% 0.65% 0.76% 0.76% 0.59% 0.53%

0.00%
2015 2016 2017 2018 2019 2020

ROA ROE

Figure-14: ROA & ROE of Bank Asia (6 Years)

ROA & ROE: The above graph shows that in 2015, ROA & ROE was positively high. Then
increase in 2016 and was improving in 2017 & 2018. But in 2020 ROA reduced by 0.06% and
ROE 0.35% due to the operational inefficiency of COVID-19 pandemic. So, Bank Asia was
affected by COVID-19 pandemic in the reduction of ROA and ROE.

Page | 26
 6
5
4
3
2
1

2012 2014 2016 2018 2020 2022 2024

Year EPS

Figure-15: EPS of Bank Asia (6 Years)

EPS: In 2020, EPS was at a satisfactory level. Net profit helped the management to increase EPS
even though COVID-19 pandemic. In 2020, EPS increased by 0.07 taka. Table-06: Financial
Performance of AB Bank (6 Years).

Table-06: Financial Performance of AB Bank (6 Years)

AB Bank
Year 2020 2019 2018 2017 2016 2015
Net Profit 391 168 18 30 1305 1270
Operating Income 6467 6450 3075 4476 5019 4954
ROA .10% .05% .01% .01% .44% 48%
ROE 1.65% .74% .08% .13% 5.68% 6.03%
EPS .49 .21 .02 .04 1.64 1.60
Source: Annual Report of AB Bank Ltd. 2015-2020

Page | 27
Graphical Interpretation of the financial Performance of AB Bank

7000
6000
5000
4000
3000
2000
1000
0
2020 2019 2018 2017 2016 2015

Net Profit Operating Income

Figure-16: Net Profit & Operating Income of AB Bank (6 Years)

Net Profit and Operating Income: AB Bank showed incredible performance in the form of net
and operating profit in COVID-19 period. The management of AB Bank should be praised for
their outstanding performance. In 2015, the net and operating profit was good. Unexpectedly in
the year 2017 and 2018 is seen. But in 2019 and 2020 it was improving at a large scale. So, there
was no direct impact of COVID-19 on the profitability of AB Bank.

Page | 28
 Year ROA ROE

2015 48% 6.03%

6
2016 0.44% 5.68%
5
2017 0.01% 0.13%
4
2018 0.01% 0.08%
3
0.74%
2 2019 0.05%
2020 0.10% 1.65%
1

Figure-17: ROA & ROE of AB Bank (6 Years)

ROA and ROE: AB Bank was able to protect their shareholders’ wealth and earning capability
was satisfactory level in 2020. The graph showed that ROA increases by 0.05% and ROE increases
0.91% in the year of 2020.

EPS
1.64

1.6
0.49

0.21

0.04
0.02

2020 2019 2018 2017 2016 2015

Figure-18: EPS of AB Bank (6 Years)

EPS: EPS in 2015 was 1.60 taka. Lucklessly, it was reduced off by thus year 2017 and 2018 at an
alarming rate. Nevertheless, in 2019, it was satisfactory level. But in 2020, EPS reached at taka.49.

Page | 29
 Chapter-06: Findings and Recommendations
Findings
I came to some findings after collecting and analyzing data. These observations are all my own.
Sonali Bank, as a nationalized commercial bank, has earned a good reputation both in Bangladesh
and abroad. It is Bangladesh's most important government bank. Profits and deposits have already
increased dramatically for the bank. The bank entered its 50th year of operation with complete
depositor confidence and strong expansion across all banking operations. Although the Covid 19
pandemic has had an adverse impact on the banking sector of Bangladesh, Sonali Bank has made
a noteworthy performance in terms of profitability. The specific reasons behind SBL outstanding
performance during covid 19 is given below:

✓ It has extensive networking capabilities. As a result, every Upazila has at least one Sonali
Bank branch. The other banks, on the other hand, do not have such a provision.
✓ Sonali Bank is one of the largest commercial Bank in Bangladesh & agent of Bangladesh
Bank.
✓ It is more dependable and practical than any other commercial bank.
✓ The bank offers a variety of lucrative deposit options.
✓ Its management team includes a number of seasoned bankers.
✓ Money can be sent quickly and easily in any branch throughout the world.

All of the indicators were thoroughly discussed, and the outcomes and results were assessed and
presented. At first glance, all banks were confronted with the Covid-19 issue, with only a handful
managing to maintain their expansion. The spread of infectious coronavirus has caused southeast
Bank Ltd., Shah jalal Islami Ltd., and Bank Asia Ltd. to see a drop in performance. Pubali Bank
Ltd. was able to maintain their positions. They had to deal with poor performance as well, but it
was manageable. Sonali Bank Ltd. & AB Bank Ltd., on the other hand, delivered a stellar
performance by increasing profit margins, sustaining the spread between ROA, ROE & EPS in
2020 than they did in 2019

Page | 30
Recommendation

According to the findings, certain banks have a greater profit margin despite others having a low
profit margin. In order to get greater financial results, these issues must be addressed even higher.
The pandemic, though, is worsening the situation. As a result of a recent policy error, the worst
case of economic whiplash ever has occurred. among all the six bank, Sonali Bank & AB Bank
was on its way to become a success because of all of these factors. So I'd advise the other banks
to do the same to improve their financial performance by putting their strategic initiatives into
action. The following strategy should be taken by the other bank to improve profitability:

✓ A new emphasis on asset quality;

✓ Transformation into a digital platform;
✓ Strict adherence to rules and regulations"
✓ Enhanced focus on small and medium-sized enterprises (SMEs) and retail businesses
✓ Human Resources are used to the fullest extent possible.
✓ "Improving Cost Efficiency
✓ Modernization, Streamlined, parallel, and automated procedures can aid Banks breaking
through barriers to success.
✓ Securing the network.

Page | 31
 Chapter-07: Conclusion
Working as an intern at SBL was a fantastic experience for me. Working with the financial
performance of Sonali Bank Ltd., Southeast Bank Ltd. Pubali Bank Ltd., Shahjalal Islami Bank
Ltd., Bank Asia Ltd., and AB Bank Ltd. to understand the impact of coronavirus on these banks
was a fantastic learning experience. This epidemic is wreaking havoc on our banking industry,
which was already in poor shape prior to the outbreak. Bangladesh was already dealing with
problematic loans and a shoddy banking industry. The recent move by the Bangladesh Bank to cap
lending rates at 9% has exacerbated the problem. (2020, Pesek). This study examines the
profitability of these banks in order to assess whether they are profitable enough to stay afloat.
Certain concerns, according to the financial reports, need to be prioritized more in order to produce
better financial results.

Sonali Bank Limited adheres to banking policies in its banking activities. Loan and advance
department balances profits in all situations and seeks to increase profits and improve their
situation. They deal with depositors’ money. So, they want to make sure that they can utilize the
money in a proper way as they deal with others money. Sonali bank always tries to give loans to
the right clients so that their risk in the future is less. They are doing better comparatively other
state-owned bank. That is why sonali Bank shows a smooth financial performance even after the
covid outbreak. However, external risks (a global epidemic, the collapse of lending, and so on)
pose a threat to the other commercial banks. The banks have no control over deposit rates. As a
result, there are no opportunities. Banks have the resources they need to protect themselves from
these risks and improve their condition. Banks, on the other hand, should embrace beneficiary
"regulation and oversight," according to the expert. Improved corporate governance; stricter debt
rescheduling and restructuring conditions; Modernizing state-owned commercial banks and
putting in place more effective processes to speed up debt recovery" can help to reduce the impact
of global uncertainty at these times (Pesek, 2020). Hopefully, this study and the proposal given
above will provide them with a clear image of how to avoid financial risk and improve their
banking performance.

Page | 32
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