Embed Size (px)
Citation preview
Page 1 of 110 1
AAggrraannii BBaannkk LLiimmiitteedd AAggrraannii BBaannkk BBhhaabbaann
99DD DDiillkkuusshhaa CCoommmmeerrcciiaall AArreeaa,, DDhhaakkaa--11000000,, BBaannggllaaddeesshh
wwwwww..aaggrraanniibbaannkk..oorrgg
Page 2 of 110 2
TTAABBLLEE OOFF CCOONNTTEENNTTSS PPAAGGEE NNOO..
Corporate Profile Letter of Transmittal Notice of the Third Annual General Meeting Our Vision Our Mission Our Motto Our Values Our Strategic Objectives Our Ethical Standards Board of Directors Audit Committee Board of Trustees of Agrani Bank Limited Employees’ Provident Fund Trust Auditors Legal Consultant Income Tax Advisor and Credit Rating Company Management Team Five Years’ Performance at a Glance Graphical presentation of Performance Chairman’s Message
Stakeholders' Information Shareholders' Information
a. Distribution of Shares b. Shares held by Directors c. Annual General Meeting d. Dividend Distribution
Financial Highlights Key Ratios Graphical Presentation of Key Financial Information Maintaining Capital Adequacy Value Added Statement Products and Services
Directors’ Report to the Shareholders Global Economic Scenario Bangladesh Economic Scenario
a. Agriculture b. Industry c. Services d. Investment e. Savings f. Monetary Development g. Balance of Payment h. Export i. Import j. Foreign Remittances k. Foreign Assistance l. Economic Prospect in near future
Emergence of Agrani Bank Limited
Progress Achieved in 2009
Capital Structure
Funding Structure
Asset Portfolio
Page 3 of 110 3
Business Performance
a. Deposits b. Assets Quality c. International Trade d. Import-Export Business e. Foreign Remittance Business f. Treasury Operation g. Loans and Advances h. Industrial Credit i. Credit Lines j. Syndication Loan k. SME and Micro Credits l. Agriculture and Rural Credit m. Loan Classification and Provisioning n. Recovery of Non-performing Loans o. Merchant Banking Unit p. Foreign Correspondents q. Help Desk r. Branch Expansion
Financial Performance
a. Total Operating Income b. Total Operating Expenditure c. Net Interest Income d. Net Profit e. Appropriation of Profit f. Capital Adequacy Ratio g. Guarantee Business h. Investment i. Merchant Banking Unit j. Profitability k. Foreign Correspondents
Automation and Modernization
a. Focus b. Planned and Increased Use of ICT c. Branch Computerization d. On-line Banking e. Website f. ATM g. SWIFT
Business Risk Management
a. Focus b. Credit Risk c. Asset Liability Management Risk d. Foreign Exchange Management Risk e. Internal Control and Compliance Risk f. Money Laundering Risk g. Credit Rating h. Reputation risk i. Liquidity risk j. Operational risk k. Market risk
Implementation of Basel II
Outlook for 2010
Page 4 of 110 4
Corporate Governance
Corporate Social Responsibility
Valued customer Shareholders Employees Business friends Environment Regulators Community
Human Resource Management and Development
Organogram Human resource Planning- Recruitment, Promotion & Departure Skill of the executives Health and safety program Development and Training Training Performance for the Year 2009 Employee Motivation Budget for training
Contribution to National Exchequer
Contribution to National Economy
Appointment of Statutory Auditors
Annual General Meeting
Acknowledgements
Corporate Governance
BBooaarrdd SSttrruuccttuurree aanndd IIttss ccoommmmiitttteeee MMeeeettiinnggss ooff tthhee BBooaarrdd DDuurriinngg 22000099 IInnddeeppeennddeenntt DDiirreeccttoorrss CChhaaiirrmmaann ooff tthhee BBooaarrdd aanndd MMaannaaggiinngg DDiirreeccttoorr && CCEEOO RRoollee ooff tthhee BBooaarrdd ooff DDiirreeccttoorrss Internal Control Compliance
Business Risk Management Changes in the Board of Directors
Board Audit Committee
Role of Audit Committee Meetings of Audit Committee During 2009 Role and Function of Audit & Inspection Division
Directors’ Statement of Responsibilities
Report of the Audit Committee Role of the Committee Composition of the Committee Meetings Activities During the Year Acknowledgements
Compliance with Bangladesh Bank's Circulars
Page 5 of 110 5
CORPORATE PROFILE
(As on 31.12.2009)
Name of the Company : Agrani Bank Limited
Chairman : Khondoker Bazlul Hoque PhD.
Managing Director & CEO : Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA
Company Secretary : Md. Ekramul Hakim
Legal Status : Public Limited Company
Genesis
: Agrani Bank Limited has been incorporated on 17 May 2007 and has
taken over the business, assets, liabilities, rights and obligations of
Agrani Bank with effect from 1 July 2007. Agrani Bank, which initially
emerged as a Nationalised Commercial Bank (NCB) in 1972, following
The Bangladesh Banks (Nationalisation) Order, 1972 (President's Order
No. 26 of 1972), has now become a State Owned Commercial Bank
(SCB) through a vendor's agreement dated 15 November 2007.
Date of Incorporation : 17 May 2007
Registered Office : 9D Dilkusha Commercial Area, Dhaka-1000, Bangladesh
Authorised Capital : Tk. 800 Crore
Paid up Capital : Tk. 497 Crore
Reserve & Retained Earnings : Tk. 420 Crore
Credit Rating by CRISL
:
Particulars Long
Term
Short Term
Surveillance Rating 2008
(As Government Supported Entity)
AAA ST-1
Surveillance Rating 2008
(As State Owned Commercial Bank)
A- ST- 2
Outlook Positive
Date of Rating Declaration 08-11-2009
Number of Employees : 11,443
Number of Branches : 867
Number of Subsidiary Companies : 02
Phone-PABX : +88-02-9566153-54, +88-02-9566160-69, +88-02-9566074-75
Fax : +88-02-9562346, +88-02-9563662+88-02-9563658,
SWIFT AT H.O. ID : AGBKBDDH
Website : www.agranibank.org
E-mail :
:
Page 6 of 110 6
LETTER OF TRANSMITTAL
To
11.. AAllll sshhaarreehhoollddeerrss
22.. RReeggiissttrraarr ooff JJooiinntt SSttoocckk CCoommppaanniieess && FFiirrmmss
33.. SSeeccuurriittiieess aanndd EExxcchhaannggee CCoommmmiissssiioonn
DDhhaakkaa..
Sub: Annual Report for the year ended 31 December 2009.
DDeeaarr SSiirr ((ss))
WWee aarree pplleeaasseedd ttoo eenncclloossee hheerreewwiitthh aa ccooppyy ooff tthhee AAnnnnuuaall RReeppoorrtt ttooggeetthheerr wwiitthh tthhee AAuuddiitteedd FFiinnaanncciiaall
SSttaatteemmeennttss ooff AAggrraannii BBaannkk LLiimmiitteedd aanndd iittss SSuubbssiiddiiaarriieess -- AAggrraannii EExxcchhaannggee HHoouussee PPrriivvaattee LLiimmiitteedd,, SSiinnggaappoorree
aanndd AAggrraannii RReemmiittttaannccee HHoouussee SSDDNN BBHHDD,, MMaallaayyssiiaa ffoorr yyoouurr kkiinndd iinnffoorrmmaattiioonn aanndd rreeccoorrdd..
YYoouurrss ssiinncceerreellyy,,
SSyyeedd AAbbuu NNaasseerr BBuukkhhtteeaarr AAhhmmeedd,, BB..SScc..,, MMBBAA.. MMaannaaggiinngg DDiirreeccttoorr && CCEEOO..
Page 7 of 110 7
NOTICE OF THE THIRD ANNUAL GENERAL MEETING
Notice is hereby given to all Shareholders of Agrani Bank Limited that the Third Annual General Meeting of the
Company will be held on Thursday, 29 April 2010 at 7:00 p.m. in the Bakul, Dhaka Sheraton Hotel to transact the
following business and adopt necessary resolutions:
AGENDA
1. To confirm the minutes of the 2nd Annual General Meeting held on 17 August 2009.
2. To receive, consider and adopt the Directors' Report and Audited Financial Statements of the Bank for the
year ended 31 December 2009 together with the Auditors' Report thereon.
3. To approve 10% stock dividend (i.e. 1 bonus share for every 10 ordinary shares) for the year ended 31
December 2009 as recommended by the Board of Directors.
4. To elect/re-elect Directors.
5. To appoint Auditors of the Bank for the term 2010 until the next AGM and to fix up their remuneration.
6. To accord approval of enhancement of director's fees.
7. To transact any other related business with the permission of the Chair.
Dated : 08 April 2010 By Order of the Board of Directors
Md. Ekramul Hakim
Company Secretary
Page 8 of 110 8
To become a leading bank of
Bangladesh operating at international
level of efficiency, quality and
customer service.
We operate ethically and fairly within the
stringent framework set by our regulators.
We will go fusing ideas and lessons from
best practice to explore new avenues to
stay stronger and more efficient and
competitive. We will apply information and
communication technology for the benefit of
our customers and employees. We will
invest to strengthen the future of the Bank.
To adopt and adapt modern
approaches to stand supreme in the
banking arena of Bangladesh.
OOUURR MMIISSSSIIOONN
OOUURR VVIISSIIOONN
OOUURR MMOOTTTTOO
Page 9 of 110 9
We believe in integrity, transparency
and accountability, and also value
professionalism that will provide a
high standard of service to all our
customers and stakeholders.
• Winning at least 6 per cent share of deposits
and 4.5 per cent share of loans and advances
of Bangladeshi market.
• Gaining competitive advantages by lowering
overall cost compared to that of competitors.
• Overtaking competitors by providing quality
customer service.
• Achieving technological leadership among the
peer group.
• Strengthening the Bank’s brand name appeal.
• Contributing towards the economic well-being
of the country by focusing particularly on
SME and agricultural sectors.
• Strengthening research capability for
innovative products.
OOUURR VVAALLUUEESS
OOUURR SSTTRRAATTEEGGIICC OOBBJJEECCTTIIVVEESS
Page 10 of 110 10
11.. BBee TTrruussttffuull:: WWee bbeelliivvee iinn mmuuttuuaall ttrruusstt aanndd ttrruusstt
oouurr ccuussttoommeerrss iinn aa wwaayy tthheeyy ccaann ttrruusstt uuss..
22.. KKeeeepp AAnn OOppeenn MMiinndd:: FFoorr ccoonnttiinnuuoouuss
iimmpprroovveemmeenntt ooff oouurr bbaannkk wwee kkeeeepp oouurr mmiinnddss ooppeenn ttoo
nneeww iiddeeaass.. WWee sseeeekk ooppiinniioonnss aanndd ffeeeeddbbaacckk ffrroomm bbootthh
ccuussttoommeerrss aanndd tteeaamm mmeemmbbeerrss tthhrroouugghh wwhhiicchh oouurr bbaannkk
wwiillll ccoonnttiinnuuee ttoo ggrrooww..
33.. MMeeeett OObblliiggaattiioonnss:: RReeggaarrddlleessss ooff tthhee
cciirrccuummssttaanncceess,, wwee ddoo eevveerryytthhiinngg ttoo ggaaiinn tthhee ttrruusstt aanndd
ccoonnffiiddeennccee ooff ccuussttoommeerrss aanndd cclliieennttss bbyy hhoonnoorriinngg oouurr
ccoommmmiittmmeennttss aanndd oobblliiggaattiioonnss..
44.. BBee TTrraannssppaarreenntt:: WWee aarree ttrraannssppaarreenntt iinn oouurr
ddeeaalliinnggss wwiitthh ccuussttoommeerrss aanndd aallll ssttaakkeehhoollddeerrss.. WWee rree--
eevvaalluuaattee aallll pprriinntt mmaatteerriiaallss iinncclluuddiinngg aaddvveerrttiissiinngg,,
bbrroocchhuurreess,, aanndd ootthheerr bbuussiinneessss ddooccuummeennttss mmaakkiinngg ssuurree
tthhaatt tthheeyy aarree cclleeaarr,, pprreecciissee aanndd pprrooffeessssiioonnaall
55.. BBee iinnvvoollvveedd wwiitthh tthhee CCoommmmuunniittyy:: WWee rreemmaaiinn
iinnvvoollvveedd iinn ccoommmmuunniittyy--rreellaatteedd iissssuueess aanndd aaccttiivviittiieess,,
tthheerreebbyy ddeemmoonnssttrraattiinngg tthhaatt oouurr bbuussiinneessss iiss aa
rreessppoonnssiibbllee ccoommmmuunniittyy ccoonnttrriibbuuttoorr..
66.. BBee RReessppeeccttffuull:: WWee ttrreeaatt aallll ssttaakkeehhoollddeerrss wwiitthh
uuttmmoosstt rreessppeecctt aanndd ccoouurrtteessyy rreeggaarrddlleessss ooff ddiiffffeerreenncceess,,
ppoossiittiioonnss,, ttiittlleess,, aaggeess,, oorr ootthheerr ttyyppeess ooff ddiissttiinnccttiioonnss..
OOUURR EETTHHIICCAALL SSTTAANNDDAARRDDSS
Page 11 of 110 11
BOARD OF DIRECTORS (As on 31.12.2009)
Khondoker Bazlul Hoque Ph D.
CChhaaiirrmmaann
Ranjit Kumar Chakraborty
Director
Shekhar Dutta
Director
Nagibul Islam Dipu
Director
Engineer Md. Abdus Sabur
Director
Barrister Zakir Ahammad
Director
Sahzada Mohiuddin
Director
Abduz Jahir Chowdhury (Sufian )Director K.M.N. Manjurul Hoque
Lablu
Director
A.K. Gulam Kibria, FCA
Director
Luna Shamsuddoha
Director
Syed Bazlul Karim, BPM
Director
Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA
Managing Director & CEO
Page 12 of 110 12
Board of Directors (As on 31.12.2009)
Chairman
Khondoker Bazlul Hoque, Ph D.
Professor & Chairman
Department of International Business
University of Dhaka
Directors
Ranjit Kumar Chakraborty
Additional Secretary and Project Director,
Deepening MTBF and Strengthening Financial Accountability
Project, Finance Division, Ministry of Finance
Government of the People’s Republic of Bangladesh
Shekhar Dutta Author & Columnist
and
Secretary
Moni Singh-Farhad Memorial Trust
Nagibul Islam Dipu Managing Director
Polac Real Estate Limited
Chairman
Polac Paints & Chemical Co. Ltd.
Proprietor : Khan Brothers,
94/1, Saratgupta Road, Narinda, Dhaka
Engineer Md. Abdus Sabur
Director
National Design & Construction Limited
4 Motijheel C/A (2nd Floor), Dhaka
Page 13 of 110 13
Barrister Zakir Ahammad Chairman
Indepth News of Bangladesh (INB)
13 Topkhana Road, Dhaka
Sahzada Mohiuddin Proprietor
M/S Arshi Enterprise 152/2B, Green Road (3rd Floor), Dhaka.
Abduz Jahir Chowdhury (Sufian) Social Worker
K.M.N. Manjurul Hoque Lablu Chief Editor & Managing Director
Global News Agency 33 Topkhana Road (1st Floor), Shabuj Chaya, Dhaka.
A.K. Gulam Kibria, FCA Senior Partner
G.Kibria & Co., Chartered Accountants 24-25 Dilkusha C/A (5th Floor), Dhaka.
Luna Shamsuddoha
Chairman Dohatech New Media
43 Purana Paltan Line, Dhaka.
Syed Bazlul Karim, BPM Rtd. AIG
Chairman : 1. CBA Trading Ltd. Bashundhara Market, Suit No. 2,3,4, Level-5, Block "B" Bashundhara, Dhaka. 2. Agrobangla Poultry & Fish Feed Ltd. Joydebpur, Gazipur. Director : Mohona T.V. Ltd., Mohona Bhaban, Mirpur, Section-11, Dhaka. Advisor : Kingshuk Multi-purpose Co-operative Society. Corporate Office : Mirpur, Dhaka.
Managing Director & CEO Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA
Company Secretary
Md. Ekramul Hakim
Page 14 of 110 14
Audit Committee
(As on 31.12.2009)
.
.
.
Board of Trustees of Agrani Bank Limited
Employees’ Provident Fund Trust
(As on 31.12.2009)
Ranjit Kumar Chakraborty
Chairman & Director of the Board .
.
.
K.M.N. Manjurul Hoque Lablu
Chairman & Director of the Board
Engineer Md. Abdus Sabur
Member & Director of the Board .
.
.
Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA
Member & Managing Director & CEO
A.K. Gulam Kibria, FCA
Member & Director of the Board .
.
.
Syed Abdul Hamid, B.Com (Hons),M.Com,
Chartered Accountant
Member & Deputy Managing Director
A. K. M. Mujibur Rahman
Member & General Manager
.
Md. Nazrul Islam Farazi
Member Secretary & Deputy General Manager
Page 15 of 110 15
Auditors
A. Qasem & Co.
Chartered Accountants
Gulshan Pink City Suit 1-3, Level 07
Plot No. 15, Road No. 103
Gulshan Avenue, Dhaka.
Tel: 8837285-7
Zoha Zaman Kabir Rashid & Co.
Chartered Accountants
Dhaka Chamber Bhaban
65-66, Motijheel C/A
Room No. 504,Dhaka.Tel: 9564178-9, 9564755
Legal Consultant Mr. Shahjahan Majumder
Income Tax Advisor
M/s. L.R. Bhuiyan and Associate
6 Bijoy Nagar (2nd Floor)
Dhaka.
Tel: 9330736
Credit Rating Company
Credit Rating Information and Service Limited (CRISL)
Nakshi Homes (4th floor),
6/1A, Segun Bagicha, Dhaka.
Tel: 7173700-1, 9565780
Page 16 of 110 16
Management Team
MANAGING DIRECTOR & CEO
Syed Abu Naser Bukhtear Ahmed, B.Sc., MBA
DEPUTY MANAGING DIRECTORS
Syed Abdul Hamid, B.Com(Hons),M.Com, Chartered Accountant.
Md. Fayekuzzaman
Dr. Md. Nurul Alam Talukder
GENERAL MANAGERS
Md. Mofazzal Husain
Md. Monir Uddin
Md. Enamul Hoque
Md. Obayed Ullah Al Masud
Omar Farooque
Mohammad Shams-Ul Islam
A. K. M. Mujibur Rahman
Md. Khurshed Hossain
Page 17 of 110 17
DEPUTY GENERAL MANAGERS
Md. Abdur Rashid Aminul Hoque Mollah
Shamsul Hossain A.B.M. Rafiqul Islam
Md. Delwar Hossain Md. Rafiqul Islam
Md. Abul Kashem Sikder Md. Nazrul Islam
A. S. M. Waliullah Shanti Ranjan Mondal
Mohammad Jalaluddin Md. Rezaul Karim
Mohammad Zakaria Badal Chandra Dey
Tazrina Ferdausi Farook Hossain
Bhanu Roy Chowdhury Abu Saleh Md. Nurul Islam
Md. Nurul Haque Md. Abul Hossain Talukder
Md. Mojammel Hoque Md. Afzalur Rahman
Md. Golam Mostafa Md. Aslam Miah
Md. Aminul Islam Monwar Rafiqul Alam
Mizanur Rahman Khan Md. Abdus Sukur
Haradhan Chandra Das Nasreen Jahan
Parimal Chandra Goswami A.B.M. Tofazzel Hossain
Aruna Rani Roy Firoz Ahmed
Akand Md. Golam Mostafa Kazi Alamgir
Md. Nuruzzaman Md. Moazzem Hossain
Md. Emdadul Haque Nurul Huda
Md. Aminul Islam Dilip kumar Maitra
Md. Shahidullah Mobarak Hossain
Md. Nurul Amin Khan Md. Yusuf Ali
Bhupati Ranjan Biswas Md. Ali Hossain Prodhania
Sahida Akhtar Md. Mustafa kamal Bhuiya
Md. Ekramul Hakim Shahida Khatun
Md. Nazrul Islam Farazi Md. Abu Siddique
A. A. M. Shahjahan Shamsuzzaman
Tarak Chandra Karmaker Pankaj Roy Chowdhury
A. K. M. Nazrul Islam Md. Nazrul Islam
Quazi Jahangir Alam Md. Ruhul Amin
Hamidur Rahman Kazi Shahidul Islam
Taskina Yasmin Md. Rafiqul Alam
Kalpana Saha Md. Delowar Hossain
Md. Kamruzzaman Md. Showket Islam
Md. Moshiur Ali Md. Nurul Amin
Md. Serajul Islam Md. Harmuz Miah
Borhanuddin Farook Ahmed
Page 18 of 110 18
PPhhoottooss ooff ttoopp mmaannaaggeemmeenntt tteeaamm
Page 19 of 110 19
FIVE YEARS' PERFORMANCE AT A GLANCE (Amount in crore taka)
Particulars 2009 2008 2007 2006 2005
Balance Sheet
Authorized Capital 800 800 800 800 800
Paid-up Capital 497 248 248 248 248
Reserves 139 74 16 15 15
Revaluation Reserve on Investment in Govt. Securities 207 43 - 15 19
Retained Profit (Loss) 74 277 70 (1,810) (2,008)
Total Equity 917 642 334 (1,532) (1,726)
Total Deposits 16,628 14,681 13,592 12,892 13,084
Core deposit: 7,357 7,209 7,129 7,491 7,731
i. Savings deposit 6,966 6,486 6,001 5,785 5,201
ii. Deposit Pension Scheme 125 127 124 113 114
iii. Agrani Bank Pension Scheme 136 567 1,004 1,593 2,416
iv. Agrani Bank Bishesh Shanchay Scheme 130 29
Long Term Liability 15,964 3,980 10,230 11,006 6,955
Total Loans and Advances 12,224 11,336 11,849 10,587 9,940
Interest Suspense and Penal Interest 691 672 950 892 959
Provision for Loans and Advances 1,187 1,153 1,390 1,337 1,440
Net Loans and Advances 10,346 9,511 9,509 8,358 7,541
Investments 4,090 2,933 2,190 2,231 2,433
Fixed Assets (Property, Plant and Equipment) 288 253 248 41 44
Total Assets 21,179 18,732 18,628 15,408 15,553
Net Current Asset 4,798 (6,854) 356 2,130 2,379
Operating Results
Total Income 1,637 1,498 1,368 1,233 1,060
Total Expenditure 992 865 842 875 846
Provision during the year 186 211 222 29 374
Operating Profit before amortization, provision & tax 644 633 526 358 214
Net Profit (Loss) after amortization, provision & tax 111 265 86 194 163
Earnings per share 22.31 106.52 34.56 ---- -----
Cost of Fund in percentage 6.86 6.65 6.68 6.84 6.95
Return on Equity in percentage 12.09 41.28 29.55 - -
Return on Assets in percentage 0.52 1.41 0.92 1.26 1.05
Net Interest Margin in percentage 4.61 4.24 3.69 2.96 1.73
Average Yield on Loan in percent. (Performing Loan) 11.04 10.38 10.35 9.53 7.94
Loans as percentage of Deposit (A. D. Ratio) 73.51 77.21 87.18 82.12 75.98
Total Classified Loans to Total loans in percentage 19.42 22.48 26.83 26.27 28.31
Net Classified loans to Net loans in percentage (including
staff loan) 4.79 7.61 8.82 6.61 5.51
Page 20 of 110 20
(Amount in crore taka)
Particulars 2009 2008 2007 2006 2005
Other Key Operational Data
Forex Business: 17,801 21,175 20,516 20,693 12,747
i. Imports: 7,753 10,952 11,343 11,592 5,119
ii. Exports: 4,461 4,954 4,892 5,171 4,171
iii. Remittances: 5,587 5,269 4,281 3,930 3,457
Guarantee Business 160 112 105 108 118
Number of Branches 867 867 866 866 864
Number of Employees 11,443 10,988 11,345 11,793 11,938
Number of Correspondent Banks with NOSTRO A/c. 39 39 39 38 41
Number of Foreign Correspondents 383 383 416 416 410
Number of Remittance Correspondents 33 29 28 25 25
Subsidiaries 2 2 2 2 1
Major Achievements in 2009
1. Capital Surplus increased toTk. 73 crore in 2009
from deficit of Tk. 67 crore in 2008.
2. Classified Loan reduced to Tk. 2,374 crore in
2009 from Tk. 2,549 crore in 2008.
3. Paid-up capital increased to Tk. 497 crore from
Tk. 248 crore in 2008.
4. Net Interest Margin (NIM) improved by 0.37%
5. Capital Adequacy Ratio increased from 9.16%
in 2008 to 10.80% in 2009.
6. Liquidity ratios increased significantly. Current
ratio increased from 0.51% in 2008 to 2.12%
in 2009. Cash flow liquidity ratio increased
from 0.08% in 2008 to 0.33% in 2009.
Page 21 of 110 21
Graphical Presentation of performance
Page 22 of 110 22
Page 23 of 110 23
Page 24 of 110 24
Page 25 of 110 25
CHAIRMAN’S MESSAGE
Page 26 of 110 26
PPhhoottoo ooff tthhee CChhaaiirrmmaann
CHAIRMAN’S MESSAGE Bismillahir Rahmanir Rahim
Respected Shareholders,
Assalamu Alaikum,
I feel honored to extend you warm welcome, to the
3rd Annual General Meeting of the Bank on behalf
of the Board of Directors of Agrani Bank Limited
and on my personal behalf. I also feel delighted to
have the opportunity to place before you a resume’
of major milestones that we achieved through our
banking operations in 2009.
However, at the very beginning, I recall with
profound respect, the greatest Bangalee of all times
Bangabandhu Sheikh Mujibur Rahman, the Father
of the nation, at whose clarion call we fought a
series of heroic struggles and a great liberation war
and earned the dignity of living as an independent
nation. I aslo wish to pay my respectful homage to
the valiant heroes of our great Liberation War, who
made supreme sacrifices by embracing martyrdom
for the independence of our motherland.
We are meeting at a time when the global economy
has started recovering, albeit slowly, from the
unprecedented crisis arising from the economic
meltdown mainly triggered by the turmoil in
financial sector. The contagion of the crisis first
spread to the developed economies and then
engulfed the countries across the world. Its impact
on our economy though not quite severe because
of our low integration with the global economy,
several important sectors of the economy like
import, export and remittance were subjected to a
††PPqqvviigg¨̈vv‡‡bbii eevvYYxx cciigg KKii““bbvvggqq AAmmxxgg `̀qqvvjjyy AAvvjj −−vvnnii bbvv‡‡gg
mmšš§§vvwwbbZZ ††kkqqvvii‡‡nnvvììvviiee„„››`̀,,
AAvvmmmmvvjjvvggyy AAvvjjvvBBKKzzgg,,
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW--GGii ZZ……ZZxxqq eevvwwll©©KK mmvvaavviiYY mmffvvqq
ccwwiiPPvvjjbbvv ccwwiill`̀ GGeess AAvvggvvii wwbb‡‡RRii cc¶¶ ††__‡‡KK
AAvvccbbvv‡‡`̀ii‡‡KK ¯̂̂̄vvMMZZ RRvvbbvv‡‡ZZ ††cc‡‡ii AAvvwwgg wwbb‡‡RR‡‡KK mmšš§§vvwwbbZZ
††eevvaa KKiiwwQQ|| 22000099 mmvv‡‡jj ee¨̈vvssKK KKZZ…… ©©KK mm¤¤úúvvww`̀ZZ mmvvwwee©©KK
KKvvhh©©µµ‡‡ggii gg‡‡aa¨̈ ††hh mmKKjj ††¶¶‡‡ÎÎ wwee‡‡kkll KK……wwZZZZ¡¡cc~~YY©© mmvvddjj¨̈
AAwwRR©©ZZ nn‡‡qq‡‡QQ ZZvvii mmssww¶¶ßß wweeeeiiYYxx AAvvccbbvv‡‡`̀ii mmšš§§ yy‡‡LL
DDcc¯̄’’vvcc‡‡bbii mmyy‡‡hhvvMM ‡‡cc‡‡qq AAvvwwgg AAvvbbww››`̀ZZ||
ccÖÖ__‡‡ggBB AAvvwwgg MMffxxii kkÖÖ××vvii mmvv‡‡__ ¯̄§§iiYY KKiiwwQQ mmee©©KKvv‡‡jjii mmee©©
††kkÖÖôô eevvOOvvjjxx,, RRvvwwZZii RRbbKK ee½½ee››aayy ††kkLL ggyywwRReeyyii iinnggvvbb‡‡KK hhvv uuii
DD`̀vvËË AAvvnneevv‡‡bb mmvvoovv ww`̀‡‡qq AAvvggiivv eexx‡‡iivvwwPPZZ mmssMMÖÖvvgg GGeess ggnnvvbb
GGKK ggyyww³³hhyy‡‡××ii ggvvaa¨̈‡‡gg GGKKwwUU ¯̂̂̄vvaaxxbb RRvvwwZZ wwnn‡‡mm‡‡ee ††eeuu‡‡PP
__vvKKvvii gghhvv ©©`̀vv AARR©©bb KK‡‡iiwwQQ|| AAvvwwgg kkÖÖ××vvii mmvv‡‡__ AAvviiII ¯̄§§iiYY
KKiiwwQQ ggyyww³³hhyy‡‡××ii AAKKzz‡‡ZZvvffqq ††mmBB eexxii‡‡`̀ii hhvv uuiivv AAvvggvv‡‡`̀ii
ggvvZZ……ffzzwwggii ¯̂̂̄vvaaxxbbZZvvii RRbb¨̈ mm‡‡eevv ©©””PP ZZ¨̈vvMM ¯̂̂̄xxKKvvii KK‡‡ii kknnxx`̀
nn‡‡qq‡‡QQbb||
AAvvggiivv GGggbb GGKKwwUU mmgg‡‡qq wwggwwjjZZ nn‡‡qqwwQQ hhLLbb AAvvww__©©KK LLvv‡‡ZZ
kk„„ssLLjjvvnnxxbbZZvvii dd‡‡jj mm„„óó bbwwRRiiwweennxxbb gg››`̀vv ††__‡‡KK wweekk¦¦ AA__©©bbxxwwZZ
aaxx‡‡ii aaxx‡‡ii ccyybbii““××vv‡‡iiii cc‡‡__ GG¸̧‡‡””QQ|| GG gg››`̀vvii mmssµµggYY
ccÖÖ__ggZZ DDbbœœZZ wwee‡‡kk¦¦ii ††`̀kk¸̧‡‡jjvv‡‡ZZ QQwwoo‡‡qq cc‡‡oo GGeess
cciieeZZxx ©©KKvv‡‡jj ZZvv mmggMMÖÖ wwee‡‡kk¦¦ QQwwoo‡‡qq cc‡‡oo|| wweekk¦¦ AA__©©bbxxwwZZii mmvv‡‡__
AAvvggvv‡‡`̀ii mmsswwkk −−óóZZvv LLyyee ††eekkxx ††RRvviivv‡‡jjvv bbqq ee‡‡jj wweekk¦¦gg››`̀vv
ccwwiiww¯̄’’ wwZZ AAvvggvv‡‡`̀ii AA__©©bbxxwwZZ‡‡KK ††ZZggbb ZZxxeeªªffvv‡‡ee AAvvNNvvZZ KKii‡‡ZZ
ccvv‡‡iiwwbb,, ZZ‡‡ee wwKKQQyy wwKKQQyy LLvvZZ ††hhggbb AAvvgg`̀vvwwbb -- iißßvvwwbb II
ˆ̂ee‡‡`̀wwkkKK ††iiwwgg‡‡UUÝÝ LLvvZZ wweeccbbœœ nn‡‡qq ccoovvii jj¶¶YY ††`̀LLvv ††`̀qq||
Page 27 of 110 27
quite significant degree of vulnerability. However,
prudent policy response from the Government
helped meet the challenges as well as avert the
potential risks that the economy confronted with at
that time. At this critical juncture, Agrani Bank
Limited has been able to expand its business, and
successfully face the challenge of fulfilling the
expectation of the stakeholders in most of the
spheres of its operation. All these have been
possible because of continued support and co-
operation from our valued customers, patrons, well-
wishers, Government of Bangladesh, Bangladesh
Bank and shareholders. I sincerely convey my
heartiest gratitude to all of them.
It is a matter of great satisfaction for all of us that
during 2009 the Bank has been able to place itself
on a much firmer footing showing marked
improvement in key performance indicators.
Let me now say a few words about the bank's
reforms program as part of the long-term financial
sector reform and modernization plan of the
Government. As part of this plan, the Bank was
incorporated as a Public Limited Company on May
17, 2007 and acquired all assets, liabilities, rights
and obligations of the former Agrani Bank. This has
offered us a new opportunity to shape our own
future with greater autonomy and flexibility.
In 2009, the Bank continued to grow steadily in all
major areas. Deposits increased by 13.26 per cent
in 2009 and reached to Tk. 16,628 crore from Tk.
14,682 crore in 2008. Total loans and advances in
2009 was TK.12,224 crore as against Tk.11,336.22
crore in 2008; a growth of 7.83 per cent over the
hhvv‡‡nnvvKK mmiiKKvvii KKZZ©© „„KK MM„„nnxxZZ wweePP¶¶YY bbxxwwZZ ††mm mmgg‡‡qqii PP¨̈vv‡‡jjÄÄ
††ggvvKKvv‡‡eejjvv KKii‡‡ZZ GGeess AA__©©bbxxwwZZ‡‡ZZ mm¤¤¢¢vvee¨̈ SSzz uu wwKK GGoovv‡‡ZZ
mmvvnnvvhh¨̈ KK‡‡ii|| AA__©©bbxxwwZZii GGiiƒƒcc µµvvwwšš——KKvv‡‡jjII AAMMªªYYxx ee¨̈vvssKK
wwjjwwgg‡‡UUWW GGii ee¨̈eemmvv mm¤¤úúªªmmvvii††YY mmgg__©© nn‡‡qq‡‡QQ GGeess mmddjjZZvvii
mmvv‡‡__ mmKKjj PP¨̈vv‡‡jjÄÄ ††ggvvKKvv‡‡eejjvv KK‡‡ii ††÷÷KK††nnvvììvvii‡‡`̀ii PPvvwwnn`̀vv
cc~~ii‡‡YY mmgg__©© nn‡‡qq‡‡QQ|| GG mmee wwKKQQyy mm¤¤¢¢ee nn‡‡qq‡‡QQ AAvvggvv‡‡`̀ii
mmšš§§vvwwbbZZ MMÖÖvvnnKK,, cc„„ôô‡‡ccvvllKK,, ïïffvvbbyyaa¨̈vvqqxx,, mmiiKKvvii,, eevvssjjvv‡‡`̀kk
ee¨̈vvssKK GGeess ††kkqqvvii‡‡nnvvììvvii‡‡`̀ii HHKKvvwwšš——KK mmnn‡‡hhvvwwMMZZvvii dd‡‡jj||
AAvvwwgg ZZvv uu‡‡`̀ii mmKKjj‡‡KK RRvvbbvvBB AAvvšš——wwiiKK KK……ZZÁÁZZvv||
GGUUvv AAZZ¨̈šš—— mmšš‘‘wwóóii wweellqq ††hh ee¨̈vvssKK 22000099 mmvv‡‡jj GGKKUUvv `̀„„pp II
mm¤¤§§vvbbRRbbKK AAee¯̄’’vv‡‡bb DDbbœœxxZZ nn‡‡qq‡‡QQ|| ee¨̈vvss‡‡KKii KKgg©©KK……wwZZii
¸̧ii““ZZ¡¡cc~~YY©© mm~~PPKK¸̧‡‡jjvvii jj¶¶¨̈YYxxqq DDbbœœwwZZ ‡‡__‡‡KK ZZvv ¯̄úúóóBB
ccÖÖZZxxqqggvvbb ||
GG cchhvv ©©‡‡qq AAvvww__©©KK LLvv‡‡ZZ mmiiKKvv‡‡iiii `̀xxNN©©‡‡ggqqvv`̀xx mmss¯̄‹‹vvii GGeess
mmiiKKvv‡‡iiii ee¨̈vvssKK AAvvaayywwbbKKvvqq‡‡bbii ccwwiiKKííbbvvii AAvvIIZZvvqq GG
ee¨̈vvss‡‡KKii mmss¯̄‹‹vvii KKvvhh©©µµgg mm¤¤úú‡‡KK©© AAvvwwgg wwKKQQyy eejj‡‡ZZ PPvvBB|| GG
ccwwiiKKííbbvvii AAaaxx‡‡bb AAMMÖÖYYxx ee¨̈vvssKK‡‡KK 22000077 mmvv‡‡jjii 1177 ††gg
ZZvvwwii‡‡LL GGKKwwUU ccvveewwjjKK wwjjwwgg‡‡UUWW ††KKvv¤¤úúvvbbxx‡‡ZZ iiƒƒccvvšš—— wwiiZZ KKiivv
nnqq|| ÔÔAAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWWÕÕ ccÖÖvv³³bb ÔÔAAMMÖÖYYxx ee¨̈vvss‡‡KKiiÕÕ mmKKjj
mm¤¤úú`̀,, `̀vvqq--‡‡`̀bbvv GGeess ¯̂̂̄ZZ¡¡ II AAwwaaKKvvii AAwwaaMMÖÖnnYY KK‡‡ii|| GGii
dd‡‡jj AAvvggiivv AAwwaaKKZZii ¯̂̂̄vvqqËËkkvvmmbb jjvvff KK‡‡ii ee¨̈vvssKKwwUU‡‡KK
bbZZzzbbffvv‡‡ee MM‡‡oo ††ZZvvjjvvii mmyy‡‡hhvvMM ††cc‡‡qqwwQQ||
22000099 mmvv‡‡jj AAwwaaKKvvsskk ††¶¶‡‡ÎÎ ee¨̈vvss‡‡KKii AAMMÖÖMMwwZZ AAee¨̈vvnnZZ
AAvv‡‡QQ|| 22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii AAvvggvvbbZZ 1133..2266 kkZZvvsskk ee„„ww××
††cc‡‡qq 1166,,662288 ††KKvvwwUU UUvvKKvvqq DDbbœœxxZZ nnqq|| ‡‡hhLLvv‡‡bb 22000088 mmvv‡‡jj
AAvvggvvbb‡‡ZZii ccwwiiggvvYY wwQQjj 1144,,668822 ††KKvvwwUU UUvvKKvv|| 22000099 mmvv‡‡jj
FFYY II AAwwMMÖÖ‡‡ggii ccwwiiggvvYY wwQQjj 1122,,222244 ††KKvvwwUU UUvvKKvv hhvvii
Page 28 of 110 28
previous year. The Bank's profit also continued to
grow. In a period marked by the worldwide volatile
economic scenario,the profit before amortization,
provision and tax rose by 1.81 per cent to Tk.
644.44 crore in 2009 from Tk. 632.97 crore in
2008. As a result, capital deficit of Tk. 67.36 crore
in 2008 was turned into a 73.34 crore capital
surplus in 2009 even after covering capital
requirement increase of Tk.113 crore. The classified
loan decreased to 19.42 per cent from 22.48 per
cent of the previous year, which indicates a good
sign.
In order to infuse dynamism in some key areas, the
Management has brought several welcoming
changes by way of controlling expenses,
redeploying its funds to more profitable areas,
lending to micro finance institutions and making the
workforce more productive.
Throughout the year, the Bank had made concerted
efforts to change and improve the corporate culture
prevailing in the Bank. I am glad to inform you that
our valued clients are getting better service from
our bank. In order to bring transparency and
accountability in managing the affairs of the Bank,
the Board and the bank management have been
making relentless efforts to ensure meaningful
corporate governance in all spheres of banking
activities, including sanction and disbursement of
credit, loan administration, keeping of accounts,
utilization of resources, fund management and
reduction of wasteful expenditures. The Internal
Audit Division has been working according to
Bangladesh Bank Internal Contoll Guidelines. The
Audit Committee of the Board has discharged their
wweecciixx‡‡ZZ 22000088 mmvv‡‡jj FFYY II AAwwMMÖÖ‡‡ggii ccwwiiggvvYY wwQQjj 1111,,333366
††KKvvwwUU UUvvKKvv || GG‡‡¶¶‡‡ÎÎ FFYY II AAMMÖÖxxgg 77..8833 kkZZvvsskk ee„„ww×× ccvvqq||
ee¨̈vvss‡‡KKii ggyybbvvddvv ee„„ww××ii nnvvii AAee¨̈vvnnZZ __vv‡‡KK|| AAvv‡‡jjvvPP¨̈ eeQQ‡‡ii
ÔÔggyybbvvddvv ((GGggiiUUvvBB‡‡RRkkbb,, mmwwÂÂwwZZ II KKii cc~~ee©©))ÕÕ 11 .. 8811 kkZZvvsskk
ee„„ww×× ccvvqq|| 22000088 mmvv‡‡jj ÔÔggyybbvvddvv ((GGggiiUUvvBB‡‡RRkkbb,, mmwwÂÂwwZZ II
KKii cc~~ee©©))ÕÕ wwQQjj 663322..9977 ††KKvvwwUU UUvvKKvv|| 22000099 mmvv‡‡jj ZZvv ee„„ww××
††cc‡‡qq 664444 .. 4444 ††KKvvwwUU UUvvKKvvqq DDbbœœxxZZ nnqq|| GGii dd‡‡jj gg~~jjaabb
NNvvUUwwZZii mmggmm¨̈vv ††KK‡‡UU hhvvqq|| 22000088 mmvv‡‡jj gg~~jjaabb NNvvUUwwZZ wwQQjj
6677..3366 ††KKvvwwUU UUvvKKvv|| 22000099 mmvv‡‡jj ccÖÖ‡‡hhvvRRbbxxqq gg~~jjaabb 111133
††KKvvwwUU ee„„ww×× ccvvIIqqvv mm‡‡ËË¡¡ ¡¡II ZZvv cc~~iiYY KK‡‡ii gg~~jjaabb DDØØ„„ËË `̀vv uuoovvqq
7733..3344 ††KKvvwwUU UUvvKKvv||cc~~ee©©eeZZxx ©© eeQQ‡‡iiii ††kkÖÖbbxxwweebb¨̈vvwwmmZZ FFYY
2222..4488 kkZZvvsskk ††__‡‡KK AAvv‡‡jjvvPP¨̈ eeQQ‡‡ii 1199..4422 kkZZvvss‡‡kk nn««vvmm
††cc‡‡qq‡‡QQ,, hhvv AAvvkkvvee¨̈ÄÄKK||
ccÖÖaavvbb ccÖÖaavvbb ††¶¶‡‡ÎÎ KKvv‡‡RR MMwwZZkkxxjjZZvv AAvvbbvvii RRbb¨̈ ee¨̈vvssKK
ee¨̈ee¯̄’’vvccbbvv ††eekk wwKKQQyy ccÖÖkkssmmbbxxqq cc`̀‡‡¶¶cc MMÖÖnnYY KK‡‡ii|| GGmm‡‡eeii
gg‡‡aa¨̈ ii‡‡qq‡‡QQ ee¨̈qq wwbbqqšš¿¿YY,, AAwwaaKKZZii jjvvffRRbbKK ††¶¶‡‡ÎÎ ZZnnwweejj
wweewwbb‡‡qqvvMM,, ¶¶yy`̀ªª FFYY`̀vvbbKKvviixx ccÖÖwwZZôôvvbb FFYY `̀vvbb GGeess wwee`̀¨̈ggvvbb
RRbbkkww³³ii DDrrccvv`̀bbkkxxjjZZvv ee„„ww×× KKiiYY||
ee¨̈vvss‡‡KK wwee`̀¨̈ggvvbb ÔÔKK‡‡cc©©vv‡‡iiUU mmss¯̄‹‹ …… wwZZiiÕÕ ccwwiieeZZ©©bb GGeess ZZvv
DDbbœœqq‡‡bbii RRbb¨̈ mmvviivv eeQQiiee¨̈vvccxx bbvvbbvv ccÖÖ‡‡PPóóvv AAee¨̈vvnnZZ wwQQjj||
AAvvwwgg AAvvbb‡‡››`̀ii mm‡‡½½ AAvvccbbvv‡‡`̀ii RRvvbbvvww””QQ ††hh,, MMÖÖvvnnKKMMYY cc~~‡‡ee©©ii
ZZzzjjbbvvqq eeZZ©©ggvv‡‡bb AAwwaaKKZZii ffvvjj ††mmeevv ccvv‡‡””QQbb|| KKgg©©‡‡¶¶‡‡ÎÎ
¯̂̂̄””QQZZvv II RReevveeww`̀wwnnZZvv wwbbwwððZZKKii‡‡YYii DD‡‡Ïχ‡kk¨̈ GGeess ee¨̈vvss‡‡KK
mmyymmvvkkbb ccÖÖwwZZôôvvii jj‡‡¶¶¨̈ ee¨̈ee¯̄’’vvccbbvv KKZZ©© „„cc¶¶ GGeess ccwwiiPPvvjjbbvv
ccwwiill`̀ ZZuuvv‡‡`̀ii ccÖÖ‡‡PPóóvv AAee¨̈vvnnZZ iivv‡‡LLbb|| ††hhmmee ††¶¶‡‡ÎÎ mmyykkvvmmbb
AAvvbbvvii ccÖÖ‡‡PPóóvv AAee¨̈vvnnZZ __vv‡‡KK ††mm¸̧‡‡jjvv nn‡‡””QQtt FFYY AAbbyy‡‡ggvv`̀bb
GGeess ccÖÖ`̀vvbb,, FFYY ccÖÖkkvvmmbb,, wwnnmmvvee mmssii¶¶YY,, mm¤¤úú`̀ ee¨̈eennvvii,,
ZZnnwweejj ee¨̈ee¯̄’’vvccbbvv GGeess ee¨̈qq nn«« vvmmKKiiYY|| AAff¨̈šš——iixxYY wwbbiixx¶¶vv
wweeffvvMM eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii AAvvff¨̈šš——iixxbb wwbbqqšš¿¿bb II bbxxwwZZggvvjjvv
††ggvvZZvv‡‡eeKK ccwwiiPPvvwwjjZZ nn‡‡””QQ|| ††eevv‡‡WW©©ii AAwwWWUU KKwwggwwUU ZZvv‡‡`̀ii
DDccii AAwwcc©©ZZ `̀vvwwqqZZ¡¡ `̀¶¶ZZvvii mmvv‡‡__ mm¤¤úúvv`̀bb KK‡‡ii‡‡QQ|| AAff¨̈šš——
iixxYY wwbbiixx¶¶vvii ggvvbb GGLLbb cc~~‡‡ee©©ii ZZyyjjbbvvqq AA‡‡bbKK DDbbœœZZ|| ee¨̈vvss‡‡KKii
Page 29 of 110 29
responsibilities effectively and efficiently. The
standard of internal audit is now much higher than
what was before. A number of administrative
measures have also been taken by the Board to
improve efficiency and performance of the bank
officials. The training facilities have been
strengthened further. I strongly believe that these
initiatives of the Board of Directors would yeild
much better results for the Bank in the coming
years.
The Bank operates under the overall supervision
and guidance of the Board of Directors. Efforts
have been made by the Board throughout the year
to ensure compliance of existing rules and
regulations. Several steps have been taken by the
Board during the year to update various policies
and directives to the performance of the Bank and
its service delivery. The Board of Directors expects
that such measures would enhance the
competitiveness of Agrani Bank Limited in future.
We believe that Agrani Bank Limited is a corporate
citizen of the country. It is, therefore, our moral
duty to take part in such activities as they relate to
our Corporate Social Responsibilities (CSR). We
pledge to accelerate CSR activities to ensure safe
and welcoming ambience in our society and
workplace, provide equal opportunity and fair
treatment in terms of gender, ethnic and other
minorities' career development. We oppose
financing trade and business having potentially
harmful impacts on environment. We have also
planned for more active participation in the social
development sector such as improvement of
standard of education in the country, particularly in
the rural areas, skill development activities for the
disadvantaged section of the society.
In order to maintain stability in business under
KKgg©©KKZZ©©vv‡‡`̀ii `̀¶¶ZZvv ee„„ww××ii RRbb¨̈ AAvv‡‡jjvvPP¨̈ eeQQ‡‡ii ccwwiill`̀
AA‡‡bbKK¸̧‡‡jjvv ccÖÖkkvvmmwwbbKK cc`̀‡‡¶¶cc MMÖÖnnYY KK‡‡ii|| ccÖÖwwkk¶¶‡‡YYii ee¨̈ee¯̄’’vv
AAvv‡‡iivv ††RRvvii`̀vvii KKiivv nn‡‡qq‡‡QQ|| AAvvwwgg `̀„„ppffvv‡‡ee wweekk¦¦vvmm KKwwii GGmmee
cc`̀‡‡¶¶cc MMÖÖnn‡‡YYii dd‡‡jj ffwweell¨̈‡‡ZZ ee¨̈vvss‡‡KKii KKvv‡‡RR AAvv‡‡iivv ffvvjj
ddjjvvddjj ccvvIIqqvv hhvv‡‡ee||
ee¨̈vvssKK ccwwiiPPvvwwjjZZ nnqq ccwwiiPPvvjjbbvv ccwwiill‡‡`̀ii mmvvwwee©©KK ZZËË¡¡vveeaavv‡‡bb II
ww`̀KKwwbb‡‡`̀©©kkbbvvqq|| ee¨̈vvss‡‡KKii II MMÖÖvvnnKK ††mmeevvii ggvvbb DDbbœœqq‡‡bbii RRbb¨̈
ccwwiill`̀ wweewwffbbœœ bbxxZZggvvjjvv GGeess wwbbqqggvveejjxx ccwwiieeZZ©©bb II
hhyy‡‡MMvvcc‡‡hhvvMMxx KKiivvii RRbb¨̈ ††eekk wwKKQQyy cc`̀‡‡¶¶cc MMÖÖnnYY KK‡‡iibb||
wweewwffbbœœ bbxxwwZZggvvjjvv,, wweewwaaggvvjjvv GGeess wwbb‡‡`̀©©kkvveejjxx ccwwiieeZZ©©bb II
ccwwiieeaa©©‡‡bb ccwwiiPPvvjjbbvv ccwwiill`̀ ††eekk wwKKQQyy cc`̀‡‡¶¶cc MMÖÖnnYY KK‡‡iibb
hhvv‡‡ZZ MMÖÖvvnnKK ††mmeevv DDbbœœZZZZii nnqq|| ccwwiiPPvvjjbbvv ccwwiill`̀ gg‡‡bb KK‡‡iibb
GG‡‡ZZ AAvvMMvvggxx ww`̀‡‡bb AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW AAvv‡‡iivv
ccÖÖwwZZ‡‡hhvvwwMMZZvvcc~~YY©© ccwwii‡‡ee‡‡kk KKvvRR KKii‡‡ZZ mmgg__©© nn‡‡ee||
AAvvggiivv gg‡‡bb KKwwii AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW ††`̀‡‡kkii AAbb¨̈ZZgg
ÔÔKK‡‡cc©©vv‡‡iiUU wwmmwwUU‡‡RRbbÕÕ|| AAZZGGee KK‡‡ccvv ©©‡‡iiUU mmvvggvvwwRRKK `̀vvwwqqZZ¡¡
ccvvjj‡‡bbii mmvv‡‡__ mm¤¤úú„„³³ KKvv‡‡RR AAsskkMMÖÖnnYY KKiivv AAvvggvv‡‡`̀ii ˆ̂bbwwZZKK
`̀vvwwqqZZ¡¡|| KK‡‡cc©©vv‡‡iiUU ††mmvvkkvvjj ††iimmccwwÝÝwweewwjjwwUUii AAsskk wwnn‡‡mm‡‡ee
AAvvggiivv mmggvv‡‡RR GGeess KKgg©©‡‡¶¶‡‡ÎÎ wwbbiivvcc`̀ ccwwii‡‡eekk ii¶¶vv GGeess
bbvviixx--ccyyii““ll,, RRvvwwZZ--eeYY©© wwbbwwee©©‡‡kk‡‡ll mmeevvii RRbb¨̈ mmggvvbb mmyy‡‡hhvvMM
wwbbwwððZZ KKii‡‡ZZ AAssMMxxKKvviiee×ס¡|| AAvvggiivv ccwwii‡‡ee‡‡kkii ¶¶wwZZKKvviiKK
††KKvvbb ccÖÖKK‡‡íí AA__©© ‡‡hhvvMMvv‡‡bbii wweeii““‡‡××|| AAvvMMvvggxx ww`̀‡‡bb AAvvggiivv
AAvv‡‡iivv ††eekkxx mmggvvRRwwnnZZKKii KKvvRR KK‡‡ii hhvvee|| AAvvggiivv ††`̀‡‡kk,,
wwee‡‡kkll KK‡‡ii MMÖÖvvggvv‡‡jj wwkk¶¶vvii ggvv‡‡bbvvbbœœqqbb GGeess mmggvv‡‡RRii
mmyywweeaavveewwÂÂZZ‡‡`̀ii `̀¶¶ZZvv DDbbœœqq‡‡bb AAvviiII mmwwµµqqffvv‡‡ee AAsskkMMÖÖnn‡‡YYii
RRbb¨̈ DD‡‡`̀¨̈vvMM wwbb‡‡qqwwQQ||
Page 30 of 110 30
competitive environment and to face the challenges
of economic recession, Agrani Bank Limited
continued its efforts to increase the credit flow to
corporate houses in the priority sectors. In line with
government strategy, apart from traditional
banking, the Bank continued SME financing in
collaboration with different funding agencies, both
national and international, so that thousands of
rural and urban poor improve their living by
overcoming poverty. Upto 2009, the Bank financed
14 programmes in SME and micro credit sectors
and 54 programmes in agriculture and rural sector.
I would like to take the opportunity to thank all the
Directors of the Bank for their unflinching support
and valuable contribution in attaining the goals of
the Bank during the year under review. I also thank
the valued shareholders of the Bank for the trust
and confidence. My special thanks are to our
Customers, Depositors, Patrons, Well-wishers,
Bangladesh Bank, Government of Bangladesh and
all others for extending necessary support, co-
operation and assistance.
I would also like to put on record my thanks and
appreciation to all of our executives and employees
for their untiring efforts without which Agrani Bank
Limited would not have become one of the most
preferred financial service providers in the country.
ccÖÖwwZZ‡‡hhvvwwMMZZvvgg~~jjKK ccwwii‡‡ee‡‡kk ee¨̈eemmvvqq ww¯̄’’ wwZZkkxxjjZZvv eeRRvvqq ††ii‡‡LL
AA__©©‰‰bbwwZZKK gg››`̀vv ††ggvvKKvvwweejjvvqq AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW
AAMMÖÖvvwwaaKKvviiccÖÖvvßß LLvvZZ wwPPwwýýZZ KK‡‡ii ††`̀‡‡kkii KK‡‡cc©©vv‡‡iiUU MMÖÖvvnnKK‡‡`̀ii
KKvv‡‡QQ FFYY ††ccŠŠ uu‡‡QQ ††`̀qqvvii KKvvRR AAee¨̈vvnnZZ ††ii‡‡LL‡‡QQ|| mmiiKKvvwwii
bbxxwwZZii AAvv‡‡jjvv‡‡KK AAMMÖÖYYxx ee¨̈vvssKK mmvvaavviiYY ee¨̈vvsswwKKss KKvvRR KKiivvii
mm‡‡½½ mm‡‡½½ ggvvSSvvwwii II ¶¶zz`̀ªª wwkk‡‡íí AA__©©vvqqbb KKii‡‡QQ|| GG KKvv‡‡RR
††`̀kkxx--wwee‡‡`̀kkxx wweewwffbbœœ ddvvwwÛÛss GG‡‡RRwwÝÝii mmnnvvqqZZvvII ††bbqqvv nn‡‡””QQ
hhvv‡‡ZZ kknnii GGeess MMÖÖ vv‡‡ggii nnvvRRvvii nnvvRRvvii MMiixxee `̀vvwwii`̀ªª ¨̈ ††__‡‡KK ggyyww³³
ccvvqq|| 22000099 mmvvjj cchh©©šš—— ee¨̈vvssKK ggvvBB‡‡µµvv--‡‡µµwwWW‡‡UUii AAaaxx‡‡bb
1144wwUU KKgg©©mm~~wwPP KK……wwll GGeess MMÖÖvvggxxYY LLvv‡‡ZZii 5544wwUU KKgg©©mm~~wwPPii AAaaxx‡‡bb
FFYY ccÖÖ`̀vvbb KK‡‡ii‡‡QQ||
AAvv‡‡jjvvPP¨̈ eeQQ‡‡ii ee¨̈vvss‡‡KKii ee¨̈eemmvvwwqqKK jjvvff AARR©©‡‡bb ee¨̈vvss‡‡KKii
ccwwiiPPvvjjKKee„„››`̀ ††hh mmnnvvqqZZvv ww`̀‡‡qq‡‡QQbb GGeess ††hh AAee`̀vvbb ZZuuvviivv
††ii‡‡LL‡‡QQbb ZZvvii RRbb¨̈ AAvvwwgg ZZvv‡‡`̀ii‡‡KK RRvvbbvvBB aabb¨̈eevv`̀|| AAvvggvv‡‡`̀ii
DDccii AAvv¯̄’’ vv ii¶¶vvii RRbb¨̈ AAvvwwgg ee¨̈vvss‡‡KKii ††kkqqvvii‡‡nnvvììvvii‡‡`̀ii
aabb¨̈eevv`̀ RRvvbbvvBB|| ccÖÖ‡‡qqvvRRbbxxqq mmvvnnvvhh¨̈,, mmnn‡‡hhvvwwMMZZvv II mmgg__©©‡‡bbii
RRbb¨̈ AAvvwwgg AAvvggvv‡‡`̀ii MMÖÖvvnnKK,, AAvvggvvbbZZKKvviixx,, cc„„ôô‡‡ccvvllKK,, ïïffvv__©©xx,,
eevvssjjvv‡‡`̀kk ee¨̈vvssKK GGeess eevvssjjvv‡‡`̀kk mmiiKKvvii‡‡KK wwee‡‡kkllffvv‡‡ee
aabb¨̈eevv`̀ RRvvbbvvww””QQ||
ee¨̈vvss‡‡KKii AAMMÖÖhhvvÎÎvvqq KKgg©©KKZZvv ©© II KKgg©©PPvviixxMM‡‡YYii AAee`̀vvbb
AAZZzzjjbbxxqq|| ZZvv uu‡‡`̀ii wwbbiijjmm KKgg©©ccÖÖ‡‡PPóóvv QQvvoovv AAMMÖÖYYxx ee¨̈vvssKK
wwjjwwgg‡‡UUWW ††`̀‡‡kkii AAbb¨̈ZZgg ††mmeevvccÖÖ`̀vvbbKKvviixx ee¨̈vvssKK nn‡‡ZZ ccvviiZZ
bbvv|| AAvvwwgg ZZuuvv‡‡`̀ii‡‡KK aabb¨̈eevv`̀ RRvvbbvvBB||
Page 31 of 110 31
Finally, I would like to add that in the changed
political landscape characterized by the present
Government’s commitment to bring about greater
welfare for the community at large, the expectation
of the stakeholders has gone high. All our efforts
are, therefore, directed towards meeting this
expectation. We firmly believe that our efforts will
add value to the steps towards executing the
'Charter for change' as set out by the present
Government of Prime Minister Sheikh Hasina to
realize its vision for establishing Digital Bangladesh.
May the Almighty Allah bless us all in our future
endeavors.
Khondoker Bazlul Hoque, Ph D.
Chairman
The Board of Directors
ccwwii‡‡kk‡‡ll AAvvwwgg DD‡‡jj −−LL KKii‡‡ZZ PPvvBB ††hh,, ccwwiieewwZZ©©ZZ iivvRR‰‰bbwwZZKK
ccwwii‡‡ee‡‡kk ‡‡hhLLvv‡‡bb eeZZ©©ggvvbb mmiiKKvvii mmggvv‡‡RRii mmee©©¯̄——‡‡iiii ggvvbbyy‡‡llii
KKjj¨̈vvYY ee‡‡qq AAvvbbvvii ccÖÖwwZZkkÖÖ““wwZZ eevv¯̄——eevvqqbb KKii‡‡QQ ††mmLLvv‡‡bb
AAvvggvv‡‡`̀ii ††÷÷KK‡‡nnvvììvvii††`̀ii ccÖÖZZ¨̈vvkkvvII ee„„ww×× ††cc‡‡qq‡‡QQ|| GGKKvvii‡‡YY
AAvvggiivv GG ccÖÖZZ¨̈vvkkvv cc~~ii‡‡YY AAvvggvv‡‡`̀ii mmKKjj ccÖÖqqvvmm wwbb‡‡qqvvwwRRZZ
††ii‡‡LLwwQQ|| AAvvggiivv `̀„„ppffvv‡‡ee wweekk¦¦vvmm KKwwii,, AAvvggvv‡‡`̀ii GG ccÖÖqqvvmm
‡‡`̀‡‡kkii eeZZ©©ggvvbb ccÖÖaavvbbggšš¿¿xx ††kkLL nnvvwwmmbbvv mmiiKKvv‡‡iiii ÔÔww`̀bbee`̀‡‡jjii
mmbb‡‡`̀ÕÕ AA½½xxKKvviiKK……ZZ wwWWwwRRUUvvjj eevvssjjvv‡‡`̀kk MMoovvii wwffkkbb‡‡KK
eevv¯̄——eevvqq‡‡bbii cc‡‡__ GGwwMM‡‡qq wwbb††ZZ AAee`̀vvbb iivvLL‡‡ee||
AAvvggvv‡‡`̀ii AAvvMMvvggxxii mmKKjj ccÖÖqqvv‡‡mm mmee©©kkww³³ggvvbb AAvvjj −−vvnn&& mmnnvvqq
††nnvvbb||
LL››`̀KKvvii eeRRjjyyjj nnKK,, wwccGGBBPPwwWW..
‡‡PPqqvviigg¨̈vvbb
ccwwiiPPvvjjbbvv ccwwiill`̀
Page 32 of 110 32
STAKEHOLDERS' INFORMATION
Page 33 of 110 33
SHAREHOLDERS’ INFORMATION
a. Distribution of Shares in 2009
Particulars Number of Shares
31 December 2009 31 December 2008
Government of Bangladesh 496,83,988 248,41,990
Directors 12 10
General Public - -
Total 49,684,000 24,842,000
b. Shares held by Directors as on 31 December 2009
Sl# Particulars Status Starting Position Closing
Position Change
Date Share
1 Khondoker Bazlul Hoque Ph D. Chairman 16.09.09 1 1 0%
2 Mr. Ranjit Kumar Chakraborty Director 13.12.06 1 1 0%
3 Mr. Shekhar Dutta Director 09.09.09 1 1 0%
4 Mr. Nagibul Islam Dipu Director 09.09.09 1 1 0%
5 Engineer Md. Abdus Sabur Director 09.09.09 1 1 0%
6 Barrister Zakir Ahammad Director 09.09.09 1 1 0%
7 Mr. Sahzada Mohiuddin Director 09.09.09 1 1 0%
8 Mr. Abduz Jahir Chowdhury (Sufian) Director 14.09.09 1 1 0%
9 Mr. K.M.N. Manjurul Hoque Lablu Director 14.09.09 1 1 0%
10 Mr. A.K. Gulam Kibria, FCA Director 24.09.09 1 1 0%
11 Ms. Luna Shamsuddoha Director 24.09.09 1 1 0%
12 Mr. Syed Bazlul Karim, BPM Director 22.10.09 1 1 0%
Page 34 of 110 34
c. Annual General Meetings
• The first annual general meeting was held on 14 August 2008.
Photo with caption of First AGM
• First AGM on in Progress- 14 August 2008
• The second annual general meeting was held on 17 August 2009.
Photo with caption of Second AGM • Second AGM on in Progress- 17 August 2009
• The third annual general meeting will be held on 29 April 2010.
Photo with caption of Signing Accounts by
Directors
Signing of accounts by Directors -28 March, 2010
d. Dividend Distribution
• The Bank declared and distributed 100% stock dividend (i.e. 1 bonus share for every 1 share) for
the year 2008 out of the accumulated profit as on 31 December 2008.
• The Board of the Directors recommends 10% Stock Dividend (i.e. 1 bonus share for every 10
shares) for the year ended 31 December 2009.
Page 35 of 110 35
Financial Highlights
( Amount in crore taka)
2009 2008 Change
Performance during the year
Interest revenue 1,012.24 954.78 6.02%
Interest cost 608.36 524.14 16.07%
Net interest revenue 403.88 430.64 -6.21%
Income from investment 369.02 185.43 99.01%
Other operating revenue 624.47 543.29 14.94%
Total operating revenue 1028.35 973.93 5.59%
Salary & allowances 305.11 271.40 12.42%
Other operating cost 78.80 69.55 13.30%
Total operating cost 383.91 340.95 12.60%
Profit before amortization, provision and tax 644.44 632.97 1.81%
Amortization ( valuation adjustment) 132.95 132.95 ----
Provision for loans and advances 90.94 185.12 -50.88%
Other provision 94.78 25.85 266.65%
Profit before tax 325.77 289.05 12.70%
Provision for tax 214.92 24.43 779.74%
Net profit after tax 110.84 264.62 -58.11%
At the end of the year
Paid up capital 496.84 248.42 100.00%
Total shareholders equity 916.72 641.92 42.81%
Deposits 16,628.36 14,681.46 13.26%
Total contingent liabilities and commitments 5,297.36 4,616.45 14.75%
Loans and advances 12,223.60 11,336.23 7.83%
Amount of classified loans 2,373.93 2,548.92 -6.87%
Provision kept against classified loans 1,056.06 1,036.97 1.84%
Investments 4,089.72 2,932.98 39.44%
Average interest earning assets 14,908.04 14,384.53 3.64%
Non interest earning assets 4,397.05 4,235.62 3.81%
Fixed assets (Property, plant & equipment) 287.87 253.08 13.75%
Total assets 21,178.91 18,732.57 13.06%
Page 36 of 110 36
Key Ratios Sl # Particulars 2009 2008
Profitability and performance ratios
1 Net profit ratio 6.77% 17.66%
2 Cost to income ratio 60.63% 57.75%
3 Efficiency ratio
Non interest expense to Total income
0.37 0.35
4 Asset utilization 7.73% 8.00%
5 Return on assets 0.52% 1.41%
6 Leverage multiplier 23.10 29.18
7 Return on equity (before amortization,
provision & tax)
35.54% 45.03%
8 Return on Equity (After amortization, provision & tax)
12.09% 41.28%
9 Earnings Power 70.39% 76.79%
10 Non interest expenses to total assets 1.81% 1.82%
11 Net non-interest income to total assets 1.14% 1.08%
12 Interest margin to total assets 1.91% 2.30%
13 Interest margin to earning assets 2.71% 2.99%
14 Yield on earning assets 6.79% 6.64%
15 Earnings per share 22.31 106.52
16 Net asset value per share (Tk.) 184.51 258.40
17 Total classified loan to total loans 19.42% 22.48%
18 Net classified loan to net loans 4.97% 7.61%
19 Cost of fund 6.86% 6.65%
20 Return on investment 9.02% 6.32%
Liquidity and solvency ratios
1 Current ratio 2.12 0.51
2 Cash flow liquidity ratio 0.33 0.08
3 Debt to total assets ratio 0.96 0.97
4 Long term debt to total capitalization 0.12 0.25
5 Liquid assets to earning assets 11.56% 10.24%
6 Loans & advances to deposit ratio 73.51% 77.21%
7 Loans & advances to total assets ratio 57.72% 60.52%
8 Provision to total loans & advances 9.63% 10.11%
Dividend ratios
Stock dividend 10% 100%
Capital adequacy ratios
Capital adequacy ratio 10.80% 9.16%
I. Tier I Capital 7.74% 7.74%
II.Tier II Capital 3.06% 1.72%
Page 37 of 110 37
Note: Since ABL is not a listed company, its market price per share is not available. So, P/E ratio of the Bank could not be provided.
Page 38 of 110 38
Page 39 of 110 39
Maintaining Capital Adequacy
Capital adequacy symbolizes the financial strength and stability of a bank. It limits the ceiling up to which
banks can expand their business in terms of risk-weighted assets. Like all commercial institutions, banks too
consistently look at the way of expanding their operations by acquiring property, plant and equipment and
shifting of branches to better commercial areas, in addition to mobilizing deposits, providing loans and
investing in other assets.
Regulatory capital requirements are therefore necessary to prevent banks from expanding beyond their ability
to manage (overtrading), to improve the quality of banks, to leverage their growth and to lead to higher
earnings on assets. The Bank keeps a careful check on its adequacy ratio, as will be evident from capital
adequacy ratio given below:
a. Capital adequacy as per BASEL-I
(Amount in Crore taka)
Particulars 2009 2008
Total Assets (net) including Off-Balance Sheet Items (net). 18,314.36 17,755.99
Total Risk Weighted Assets 9,181.09 8,051.07
Minimum Required Capital (10% of Risk Weighted Assets ) – For details reference
may be made to note #13.7 of the audited financial statements
918.11 805.11
Minimum required core capital ( 5% of RWA) 459.05 402.55
Actual Capital Held 991.45 737.75
Core Capital (Tier-I) 710.24 599.39
Supplementary Capital (Tier-II) 281.21 138.36
Total Capital surplus/(shortfall) 73.34 (67.36)
Capital Adequacy Ratio (%): 10.80% 9.16%
Core Capital (against standard of minimum 5%) 7.74% 7.44%
Supplementary Capital 3.06% 1.72%
Core Capital (Tier - I)
Paid up capital 496.84 248.42
Statutory Reserve 138.94 73.78
General Reserve 0.50 0.50
Retained Earnings 73.96 276.69
Total Core Capital ( Tier-1) 710.24 599.39
Supplementary Capital (Tier - II )
General Provision maintained against UC loans 114.09 115.66
Provision for Off Balance Sheet Exposure 52.97 6.43
Revaluation Surplus on HTM Securities @ 50% 103.24 5.36
Exchange Equalization Accounts 10.91 10.91
Total Supplementary Capital ( Tier-2) 281.21 138.36
Page 40 of 110 40
b. Capital adequacy as per BASEL-II
(Amount in Crore taka)
2009
A. Eligible Capital :
1.Tier-1 (Core Capital ) 710.24
2.Tier-2 (Supplementary Capital) 281.21
3.Tier-3 (eligible for market risk only) -
4.Total Eligible Capital (1+2+3) : 91.45
B. Total Risk Weighted Assets (RWA): 12,052.44
C Capital Adequacy Ratio (CAR) (A4 / B)*100 8.22%
D. Core Capital to RWA (A1 / B)*100 5.89%
E. Supplementary Capital to RWA (A2 / B)*100 2.33%
F. Minimum Capital Requirement (8% of RWA) 964.20
G. Capital Surplus (F-A) 27.25
Eligible Capital
1.Tier-1 (Core Capital )
Paid-up Capital 496.84
Statutory Reserve 138.94
General Reserve 0.50
Retained Earnings 73.96
Sub-Total: 710.24
2.Tier-2 (Supplementary Capital)
General Provision (UC) 14.09
Provision for Off Balance Sheet exposure 52.97
Reserve on HTM & HFT Securities @50% 03.24
Balance of Exchange Equalization A/C 10.91
Sub-Total 281.21
3.Tier-3 (eligible for market risk only)
Short-term subordinated debt -
Sub-Total -
4. Total Supplementary Capital(2+3) 81.21
5. Total Eligible Capital (1+4) 991.45
Note : For details reference may be made to note 13.8 of the audited financial statements.
Page 41 of 110 41
Value Added Statement
The value added statement for the Bank shows the values created and distributed among different stakeholders of the Bank. Value added by the Bank stood at Tk. 682.82 crore as of 31 December 2009 as against Tk. 576.14 crore as of 31 December 2008.
2009 2008
Taka in crore
In per cent Taka in crore
In per cent
a. Income from Banking service 1,636.70 - 1,498.07 -
b. Less: Cost of services & supplies 680.20 - 588.01 -
c. Value added by the Banking services (a-b) 956.50 - 910.06 -
d. Add: Non-Banking income - - - -
e. Less: Amortization, Loan Loss Provision and Other Provisions except incentive bonus
273.68 - 333.92 -
Value added ( c+d-e) 682.82 576.14
Distribution of Value addition
To Employees as salaries, allowances and bonus 350.11 51.27% 281.40 48.84%
To Govt. as Income Tax 170.00 24.90% - -
To Statutory reserve 65.15 9.54% 57.81 10.03%
To Expansion and Growth
Retained profit 45.70 6.69% 206.81 35.90%
Depreciation 6.94 1.02% 5.69 0.99%
Deferred Tax 44.92 6.58% 24.43 4.24%
Total : 682.82 100.00% 576.14 100.00%
2 Graphs: Distribution of Value Addition
Page 42 of 110 42
Products and Services a) Deposits
• Current Deposits (CD) • Call Deposits • Savings Deposits (SB) • Fixed Deposits
o 3 months o 6 months o 1 year o 2 years and above
• Special Notice Time Deposits (SNTD) • Non Residence Special Taka Account • NR Investors Taka Account • Agrani Bank Pension Sanchay Prokalpa (APS) • Agrani Bank Bishesh Shanchay Scheme (ABS)
b) Foreign Currency Deposit Accounts
• Foreign Currency Account • Non Resident Foreign Currency Deposit
c) Loans & Advances
• Cash Credit (Hypo) • Cash Credit (Pledge) • Secured Overdraft (SOD) • Temporary Overdraft (TOD) • Industrial Credit (IC) • Inland Bills Purchased (IBP) • Staff Loan • Loan (Others) • Housing Loan-General & Commercial • Consumer Credit • Loan for Overseas employment • Advance Against Salary • Rural & Agro Credit • Small and Medium Enterprise Loan • Weavers’ Credit • Export Cash Credit • Import Finance
• Loan Against Imported Merchandise (LIM) • Loan Against Trust Receipt (LTR) • Loan Against Export Development Fund (EDF) • Payment against Document (PAD)
• Export Finance
• Export Cash Credit • Pre-shipment credit • Packing Credit • Foreign Bills Purchased (FBP)
Page 43 of 110 43
d) Treasury
i. Primary Dealer Unit • Treasury Bills • Treasury Bonds • REPO • Reverse REPO
ii. Forex & Fund Management • Import/Export Financing • Custodian Services • Money Market Lending
e) Special Services i. Cash Services
• ATM Services • Cheque encashment • Foreign Currency
ii. Fund Transfer • Inter-Branch Money Transfer • SWIFT • Telegraphic Transfer • Issuing and Encashing Foreign Drafts
iii. Value Added Services • Locker Service
f) Other Services
i. Letters of Credit • Letters of Credit-Sight • Letters of Credit-Usance • Back to Back L/C
ii. Letters of Guarantee • Advance Payment Guarantee • Bid Bond • Performance Bond • Shipping Guarantee • Guarantee- Others
g) New products and services introduced in 2009
• In the year 2009 the Bank introduced the following products: • Merchant Banking Unit • Agrani Bank Sanchay Scheme • Loan for Overseas Employment • Islamic Banking Unit
Page 44 of 110 44
DIRECTORS’ REPORT TO THE SHAREHOLDERS
Page 45 of 110 45
DIRECTORS’ REPORT TO THE SHAREHOLDERS
Bismillahir Rahmanir Rahim
Respected Shareholders
Assalamu Alaikum,
On behalf of the Board of Directors I am much
delighted to present the third Annual Report of
Agrani Bank Limited together with the audited
financial statements.
In the report, Bank’s operational performance of
2009 compared with that of 2008 has been
evaluated and analyzed within the prevailing
business environment. The information and analysis
may be read in conjunction with the audited
financial statements presented herewith. This
report presents an overview of the global economic
scenario and the performance of Bangladesh
economy.
Global Economic Scenario
After a deep global recession, economic growth has
turned positive, as a wide range of policy
interventions has supported demand and reduced
uncertainty and systemic risk in financial markets.
Although global growth is expected to continue in
positive territory in 2010, the pace of the recovery
will be slow and subject to uncertainty. After falling
by an estimated 2.2 percent in 2009, global output
is projected to grow 2.7 and 3.2 percent in 2010
and 2011 respectively.
The banking crisis that erupted in September 2008
has substantially reinforced the cyclical downturn
that was already under way. Following the
insolvency of a large number of banks and financial
††kkqqvvii‡‡nnvvììvvii‡‡`̀ii ccÖÖwwZZ ccwwiiPPvvjjKK‡‡`̀ii ccÖÖwwZZ‡‡ee`̀bb
wweemmwwggjj −−vvwwnnii iivvnnggvvwwbbii iivvwwnngg
mmšš§§vvwwbbZZ ††kkqqvvii‡‡nnvvììvviiee„„››`̀
AAvvmmmmvvjjvvggyy AAvvjjvvBBKKyygg,,
ccwwiiPPvvjjbbvv ccwwiill‡‡`̀ii cc¶¶ ††__‡‡KK 22000099 mmvv‡‡jjii wwbbiixxww¶¶ZZ wwnnmmvvee
wweeeeiiYYxxmmnn AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UU‡‡WWii ZZ……ZZxxqq eevvwwll©©KK ccÖÖwwZZ‡‡ee`̀bb
AAvvccbbvv‡‡`̀ii mmvvgg‡‡bb DDcc¯̄’’vvccbb KKii‡‡ZZ ††cc‡‡ii AAvvwwgg AAZZ¨̈šš——
AAvvbbww››`̀ZZ||
ccÖÖwwZZ‡‡ee`̀‡‡bb wwee`̀¨̈ggvvbb ee¨̈eemmvvwwqqKK ccwwii‡‡ee‡‡kkii AAvv‡‡jjvv‡‡KK 22000088
mmvv‡‡jjii mmvv‡‡__ 22000099 mmvv‡‡jjii ccwwiiPPvvjjbb KKgg©©KKvv‡‡ÛÛii ZZzzjjbbvvgg~~jjKK
gg~~jj¨̈vvqqbb GGeess wwee‡‡kk −−llYY KKiivv nn‡‡qq‡‡QQ|| ††hh mmgg¯̄—— ZZ__¨̈ GGeess
wwee‡‡kk −−llYY GG‡‡ZZ mmwwbbœœ‡‡eewwkkZZ nn‡‡qq‡‡QQ ZZvv ††cckkKK……ZZ AAvvww__©©KK wweeeeiiYYxxii
mm‡‡½½ wwggwwjj‡‡qq ccoovvii RRbb¨̈ AAbbyy‡‡iivvaa RRvvbbvvBB || GG ccÖÖwwZZ‡‡ee`̀‡‡bb wweekk¦¦
AA__©©bbxxwwZZ GGeess eevvssjjvv‡‡`̀‡‡kkii AA__©©bbxxwwZZii mmvvggwwMMÖÖKK KKgg©©KKvv‡‡ÛÛii
mmvvwwee©©KK wwPPÎÎII ddzz‡‡UU DD‡‡VV‡‡QQ||
wweekk¦¦ AA__©©‰‰bbwwZZKK ccwwiiww¯̄’’ wwZZ
ZZxxeeªª wweekk¦¦gg››`̀vvii ccii AA__©©‰‰bbwwZZKK ccÖÖee„„ ww××ii ccwwiiww¯̄’’ wwZZ BBwwZZeevvPPKK
nn‡‡qq‡‡QQ|| wweewwffbbœœ aaii‡‡bbii AA__©©‰‰bbwwZZKK bbxxwwZZggvvjjvv MMÖÖnn‡‡YYii dd‡‡jj
PPvvwwnn`̀vv wwKKQQyyUUvv ††ee‡‡oo‡‡QQ GGeess AAvvww__©©KK eevvRRvv‡‡iiii AAwwbbððqqZZvv GGeess
AAšš——wwbb©©wwnnZZ SSzz uu wwKK nn««vvmm ††cc‡‡qq‡‡QQ || AAeekk¨̈ AAwwbbððqqZZvvii KKvvii‡‡YY
ccÖÖee„„ ww××ii aavviivv ggšš’’ii nn‡‡ee|| AAvvkkvv KKiivv hhvv‡‡””QQ,, wweekk¦¦ AA__©©‰‰bbwwZZKK
ccÖÖee„„ ww×× 22001100 mmvv‡‡jjii gg‡‡aa¨̈ ¯̄^^ vvffvvwweeKK nn‡‡ee|| 22000099 mmvv‡‡jj wweekk¦¦
AA__©©bbxxwwZZii ccÖÖee„„ ww×× wwQQjj 22..22 kkZZvvsskk || 22001100 GGeess 22001111 mmvv‡‡jj
GGBB ccÖÖee„„ ww××ii nnvvii hh__vvµµ‡‡gg 22..77 kkZZvvsskk II 33..22 kkZZvvsskk nn‡‡ZZ
ccvv‡‡ii ee‡‡jj AAbbyyggvvbb KKiivv nn‡‡””QQ||
22000088 mmvv‡‡jj ††hh gg››`̀vv ††`̀LLvv ††`̀qq ZZvv ††mm eeQQiiBB ïïii““ nnqqwwbb|| GGii
cc~~eeeeZZxx ©© eeQQ‡‡iiII gg››`̀vvffvvee wwQQjj|| ††eevvSSvv hhvvqq GGUUvv GGKKUUvv PPµµ hhvvii
ccyybbiivvee„„wwËË NN‡‡UU‡‡QQ|| ggvvwwKK©©bb hhyy³³iivvóóªª,, BBDD‡‡iivvcc GGeess DDbbœœqqbbkkxxjj
Page 46 of 110 46
institutions in the United States, Europe, and the
developing world, financial conditions have become
much tighter, capital flows to developing countries
have dried up, and huge amounts of market
capitalization have evaporated.
Towards the end of 2009, gross capital inflows to
developing countries began to gain momentum as
uncertainty subsided and risk aversion declined. On
an annualized basis, total gross inflows to
developing countries reached a $435 billion pace in
the five months ending November 2009, up from
$218 billion in the first half of the year. Policy
interest rates around the globe remain very low,
although some central banks have begun tightening
(e.g., Australia has already tightened by 75 basis
points) or signaled their intention to begin to do so
soon. In the United States, the Federal Reserve
Board's federal funds rate has been hovering
around 12 basis points, compared with close to 550
basis points in mid 2007. The European Central
Bank's (ECB) policy rate remains in the 100-basis-
point range, compared with a level of more than
400 basis points in 2008. Short-term market rates
are also very low. Reflecting policy steps to re-
capitalize banks and restore confidence in the
international financial system, the spread between
the rates that commercial banks charge one
another for overnight lending and the overnight
rate charged by central banks—a common measure
of banks' confidence in one another—has fallen
from an unprecedented 365 basis points at the
peak of the crisis to a more normal level of less
than 15 basis points. As part of these efforts,
central banks have taken a number of extraordinary
steps including lending directly to private firms and
intervening in secondary mortgage markets. As a
result, the balance sheets have ballooned.
††`̀kkmmgg~~‡‡nnii wweeiivvUU mmssLL¨̈KK ee¨̈vvssKK II AAvvww__©©KK ccÖÖwwZZôôvvbb ††`̀DDwwjjqqvv
nnIIqqvvii ccii AAvvww__©©KK AAee¯̄’’vv LLyyeeBB mm½½xxbb nnqq,, DDbbœœqqbbkkxxjj ††`̀‡‡kk
ccyy uu wwRR mmiieeiivvnn nn««vvmm ccvvqq GGeess gg~~jj¨̈ nn««vv‡‡mmii dd‡‡jj ††kkqqvvii eevvRRvvii
††__‡‡KK wweeiivvUU ccwwiiggvvYY ccyy uu wwRR DDaavvII nn‡‡qq hhvvqq ||
AAwwbbððqqZZvv ††KK‡‡UU hhvvIIqqvvqq GGeess SSzz uu wwKK nn««vvmm ccvvIIqqvvqq DDbbœœqqbbkkxxjj
††`̀kkmmgg~~‡‡nn 22000099 mmvv‡‡jjii ††kkll ww`̀‡‡KK ††ggvvUU gg~~jjaabb ccÖÖeevvnn ee„„ww××
††cc‡‡ZZ __vv‡‡KK|| eevvwwll©©KK wwffwwˡ‡ZZ bb‡‡ff¤¤^^ii GGii ††kkll bbvvMMvv`̀ 22000099
mmvv‡‡jjii ccvv uuPP ggvv‡‡mm ††ggvvUU gg~~jjaabb ccÖÖeevvnn 443355 wweewwjjqqbb WWjjvv‡‡ii
††ccuuŠŠ‡‡QQ|| cc~~ee©©eeZZxx ©© QQqq ggvv‡‡mm hhvvii ccwwiiggvvYY wwQQjj 221188 wweewwjjqqbb
WWjjvvii|| mmyy‡‡`̀ii nnvvii wweekk¦¦ee¨̈vvccxxBB KKgg hhww`̀II ‡‡KKvvbb ††KKvvbb ††KK››`̀ªª xxqq
ee¨̈vvssKK ((AA‡‡÷÷ªªwwjjqqvv BBwwZZgg‡‡aa¨̈BB 7755 ††eewwmmmm cc‡‡qq››UU KKwwgg‡‡qq‡‡QQ))
ggyy`̀ªª vvbbxxwwZZ KK‡‡VVvviiZZii KKiivvii ††NNvvllYYvv ww`̀‡‡qq‡‡QQ|| ggvvwwKK©©bb hhyy³³iivv‡‡óóªª
††ddWWvv‡‡iijj wwiiRRvv‡‡ff©©ii ††iiUU 1122 ††eewwmmmm cc‡‡qq‡‡››UUii KKvvQQvvKKvvwwQQ hhww`̀II
22000077 mmvv‡‡jj ZZvv wwQQjj 555500 ††eewwmmmm cc‡‡qq››UU|| BBDD‡‡iivvccxxqqvvbb
††mm››UUªªvvjj ee¨̈vvss‡‡KKii ccwwjjwwmm ††iiUU 110000 ††eewwmmmm cc‡‡qq‡‡››UUii
KKvvQQvvKKvvwwQQ|| ¯̄^^í퇇ggqqvv`̀xx eevvRRvvii mmyy‡‡`̀ii nnvvii LLyyeeBB KKgg||
ee¨̈vvssKK¸̧‡‡jjvvii ccyy uu wwRR ee„„ww×× GGeess ZZvv‡‡`̀ii IIccii AAvv¯̄’’ vv ee„„ww××ii dd‡‡jj
¯̂̂̄íí ††ggqqvv‡‡`̀ ee¨̈vvssKK¸̧‡‡jjvvii wwbb‡‡RR‡‡`̀ii gg‡‡aa¨̈ ††jjwwÛÛss ††iiUU nn««vvmm
††cc‡‡qq‡‡QQ|| nn««vvmm ††cc‡‡qq‡‡QQ ††KK››`̀ªª xxqq ee¨̈vvss‡‡KKii ††jjwwÛÛss ††iiUUII||
mmssKK‡‡UUii mmggqq GGBB nnvvii wwQQjj 336655 ††eewwmmmm cc‡‡qq››UU|| GGLLbb ZZvv
1155 ††eewwmmmm cc‡‡qq››UU ggvvÎÎ|| GG ††ccÖÖ¶¶vvcc‡‡UU ††KK››`̀ªª xxqq ee¨̈vvssKK¸̧‡‡jjvv ††eekk
wwKKQQyy cc`̀‡‡¶¶cc wwbb‡‡qq‡‡QQ|| GGii gg‡‡aa¨̈ AAvv‡‡QQ mmiivvmmwwii ccÖÖvvBB‡‡ffUU
ddvvgg©©‡‡KK FFYY ††`̀qqvv GGeess ggUU©©‡‡MMRR ggvv‡‡KK©©‡‡UU nn¯̄——‡‡¶¶cc KKiivv|| GG‡‡ZZ
DDØØ„„ËËccÎÎ ùùxxZZ nn‡‡qq‡‡QQ||
Page 47 of 110 47
Developing countries' access to international capital
markets has also revived. Both sovereign and
corporate borrowers have benefited from rising
global liquidity, improved market conditions, and
better long-term fundamentals of emerging
economies vis-à-vis advanced economies. The
recovery in corporate bond issuance by developing
countries reached $109 billion through 2009, up
almost $45 billion compared with 2008. In stark
contrast to the recovery in bond and equity
markets, cross-border bank lending remains weak
as global banks continue to consolidate and
deliberate in an effort to rebuild their balance
sheets. In contrast with debt-creating flows, foreign
direct investment (FDI) has yet to show signs of
rebounding. FDI tends to be the most stable source
of international capital, but inflows nevertheless
have declined by 40 percent since the first quarter
of 2008 and stood at $69 billion in 2009 Q3.
Although these flows are expected to have re-
covered during the last quarter, inflows to all
developing countries for the year as a whole are
expected to come in at $385 billion, only 30 percent
of their 2008 values. While resource-related
investment has picked up in 2009 after a pause in
late 2008, investment in the banking sector, which
led the surge in recent years, remains limited.
The global economic crisis affected developing
countries first and foremost through a sharp
slowdown in global activity due to a sudden cut in
investment programs, consumer durable demand,
and a widespread effort to reduce inventories in the
face of uncertain future conditions. Falling export
demand, commodity prices, and capital flows
exacerbated and extended the downturn. Overall,
growth in developing countries declined to an
estimated 1.2 percent in 2009, down from 5.6
percent in 2008.
AAvvšš——RR©©vvwwZZKK ccyy uu wwRR eevvRRvv‡‡ii DDbbœœqqbbkkxxjj ††`̀kk¸̧‡‡jjvvii ccÖÖ‡‡eekk‡‡hhvvMM¨̈ZZvv
ccyybbii““¾¾xxwweeZZ nn‡‡qq‡‡QQ|| mmiiKKvvwwii GGeess ††eemmiiKKvvwwii FFYY MMÖÖnnxxZZvviivv
wwee`̀¨̈ggvvbb DDbbœœZZ ZZvviijj¨̈ ccwwiiww¯̄’’ wwZZ ††__‡‡KK mmyywweeaavv ccvv‡‡””QQbb|| DDbbœœZZ
eevvRRvvii ccwwiiww¯̄’’ wwZZ,, `̀xxNN©©‡‡ggqqvv‡‡`̀ DDbbœœqq‡‡bbii mm¤¤¢¢vveebbvv GGeess DDbbœœZZ II
DDbbœœqqbbkkxxjj ††`̀‡‡kk wweeiivvRRggvvbb AAbbyyKKzzjj ccwwiiww¯̄’’ wwZZ‡‡ZZ mmeevvBB jjvvffeevvbb
nn‡‡””QQ|| DDbbœœqqbbkkxxjj ††`̀kk¸̧‡‡jjvv‡‡ZZ 22000099 mmvv‡‡jj KK‡‡cc©©vv‡‡iiUU eeÛÛ
wweewwµµii ccwwiiggvvYY wwQQjj 110099 wweewwjjqqbb WWjjvvii hhvv 22000088 mmvv‡‡jjii
ZZzzjjbbvvqq ccÖÖvvqq 4455 wweewwjjqqbb WWjjvvii ††eewwkk|| eeÛÛ II gg~~jjaabb eevvRRvv‡‡ii
AAvv`̀vv‡‡qqii ZZzzjjbbvvqq AAvvšš——tt††`̀kkxxqq ee¨̈vvssKK FF‡‡YYii AAee¯̄’’vv `̀yyee©©jj||
KKvviiYY ee„„nnrr ee¨̈vvssKK¸̧‡‡jjvv ZZvv‡‡`̀ii AAee¯̄’’vvii DDbbœœwwZZ KKiivvii ccvvkkvvccvvwwkk
ee¨̈vv‡‡jjÝÝ kkxx‡‡UUii AAee¯̄’’vv DDbbœœZZ KKiivvii mmee©©vvÍÍKK ccÖÖ‡‡PPóóvv PPvvjjvv‡‡””QQ||
FFYY ccÖÖeevvnn ee„„ww××ii ZZzzjjbbvvqq ÔÔdd‡‡iibb wwWW‡‡ii±± BBbb‡‡ff÷÷‡‡gg››UUÕÕ GGii MMwwZZ
wwdd‡‡ii ccvvIIqqvv mmggqqmmvv‡‡cc¶¶ ee¨̈vvccvvii || GGddwwWWAAvvBB AAvvšš——RRvv ©© wwZZKK
ccyy uu wwRRii mmee‡‡PP‡‡qq ww¯̄’’ wwZZkkxxjj DDrrmm nn‡‡ZZ hhvv‡‡””QQ|| wwKKšš‘‘ 22000088
mmvv‡‡jjii ccÖÖ__gg ˆ̂ÎÎggvvwwmm‡‡KK GGddwwWWAAvvBB 4400 kkZZvvsskk nn«« vvmm ††cc‡‡qq
22000099 mmvv‡‡jjii PPZZzz__©© ˆ̂ÎÎggvvwwmm‡‡KK 6699 wweewwjjqqbb WWjjvv‡‡ii `̀vv uu wwoo‡‡qq‡‡QQ||
GGddwwWWAAvvBB GGii ccÖÖeevvnn MMZZ ˆ̂ÎÎggvvwwmm‡‡KK AAvv`̀vvqq AAvvkkvv KKiivv nn‡‡jjII
DDbbœœqqbbkkxxjj ††`̀kk¸̧‡‡jjvv‡‡ZZ GGddwwWWAAvvBB ccÖÖeevv‡‡nnii ccwwiiggvvYY 338855
wwggwwjjqqbb WWjjvv‡‡ii `̀vv uuoovv‡‡ZZ ccvv‡‡ii || hhvv 22000088 mmvv‡‡jjii ccÖÖeevv‡‡nnii 3300
kkZZvvsskk|| mm¤¤úú`̀ mm¤¤úúwwKK©©ZZ wweewwbb‡‡qqvvMM 22000088 mmvv‡‡jjii ††kk‡‡ll
__gg‡‡KK `̀vv uuoovv‡‡jjII 22000099 mmvv‡‡jj wwKKQQyyUUvv eevv‡‡oo|| ee¨̈vvsswwKKss LLvv‡‡ZZ
wweewwbb‡‡qqvv††MMii mm¤¤¢¢vveebbvv ††`̀LLvv ††MM‡‡jjII ZZvv mmxxwwggZZ wwQQjj||
wweekk¦¦gg››`̀vvii KKvvii‡‡YY wweewwbb‡‡qqvvMM KKgg©©mm~~PPxxii kk −−__MMwwZZ,, PPvvwwnn`̀vvii
wwbbææggyywwLLZZvv,, ffwweell¨̈‡‡ZZii AAwwbbððqqZZvvii KKvvii‡‡YY ggRRyy`̀ ccYY¨̈ KKwwgg‡‡qq
AAvvbbvvii ee¨̈vvccKK ccÖÖqqvvmm DDbbœœqqbbkkxxjj ††`̀kk¸̧‡‡jjvvii AA__©©bbxxwwZZ‡‡KK
¶¶wwZZMMÖÖ¯̄ZZ KK‡‡ii|| ggvv‡‡jjii ggRRyy`̀II KKgg __vv‡‡KK|| iißßvvwwbb nn««vvmm,,
cc‡‡YY¨̈ii gg~~jj¨̈ nn««vvmm II gg~~jjaabb ccÖÖeevvnn nn«« vvmm gg››`̀vvii AAee¯̄’’vv‡‡KK AAvviiII
AAeebbwwZZii ww`̀‡‡KK wwbb‡‡qq DD™™¢¢ ~~ZZ gg››`̀vv‡‡KK ccÖÖjjww¤¤^^ZZ KK‡‡ii|| dd‡‡jj
DDbbœœqqbbkkxxjj ††`̀kkmmgg~~‡‡nn ccÖÖee„„ww××ii nnvvii KK‡‡gg AAvv‡‡mm 11..22 kkZZvvss‡‡kk||
22000088 mmvv‡‡jj GG nnvvii wwQQjj 55..66 kkZZvvsskk||
Page 48 of 110 48
Just as the sharp rise in food and fuel prices
generated a rapid acceleration of headline inflation
in both high-income and developing countries
during 2008, the fall of commodity prices during the
course of 2009 and the unprecedented slowdown in
the global economy has led to a dramatic fall in
headline inflation. The median rate of year-over -
year consumer price inflation in high-income
countries, which peaked at 5.2 percent in mid-
2008, turned negative in July, but was 0.6 percent
in November 2009. The median inflation rate in
developing countries has declined from a peak of
12.4 percent in mid-2008 to only 2.6 percent in
November 2009. Notwithstanding the declines in
headline inflation, core inflation has remained
relatively stable in high-income countries. Only in
Japan has core inflation dropped below zero. The
bulk of the commodity price deflation has now
passed through the system; therefore headline
inflation can be expected to rise toward core
inflation rates in coming months.
Growth in the East Asia and Pacific region
(particularly in China) as well as in South Asia
(particularly in India) has been resilient, buoyed by
a massive fiscal stimulus package in China and by
India's skillful macroeconomic management.
Between 2008 and 2009, growth in the East Asia
and Pacific region is estimated to have eased by
only 1.2 percentage points to 6.8 percent, while
South Asian growth has remained stable at 5.7
percent. GDP growth in China is estimated to have
slowed from 9 percent in 2008 to 8.4 percent in
2009, but is expected to recover toward 9 percent
over the remainder of the forecast period.
LLvv`̀¨̈ II RR¡¡vvjjvvwwbbii gg~~jj¨̈ ee„„ww×× ccvvIIqqvvii dd‡‡jj aabbxx II DDbbœœqqbbkkxxjj
††`̀kkmmgg~~‡‡nn gg~~jj¨̈ùùxxwwZZ 22000088 mmvv‡‡jj `̀vvii““YYffvv‡‡ee ††ee‡‡oo hhvvqq||
AAvveevvii AAbb¨̈ww`̀‡‡KK 22000099 mmvv‡‡jj wweekk¦¦ AA__©©bbxxwwZZii gg››`̀vvii KKvvii‡‡YY
gg~~jj¨̈ùùxxwwZZ AAvvkkvvZZxxZZffvv‡‡ee nn««vvmm ccvvqq|| aabbxx ††`̀kk¸̧‡‡jjvv‡‡ZZ MMoo
gg~~jj¨̈ùùxxwwZZii nnvvii 22000088 mmvv‡‡jjii ggvvSSvvggvvwwSS mmgg‡‡qq 55..22 kkZZvvsskk
DD‡‡VV|| RRyyjjvvBB ggvv‡‡mm GG nnvvii ††bbwwZZeevvPPKK nnqq|| AAvveevvii 22000099
mmvv‡‡jjii bb‡‡ff¤¤^^‡‡ii ZZvv nnqq 00..66 kkZZvvsskk|| DDbbœœqqbbkkxxjj ††`̀kk¸̧‡‡jjvv‡‡ZZ
MMoo gg~~jj¨̈ùùxxwwZZii nnvvii 22000088 mmvv‡‡jjii ggaa¨̈ffvv‡‡MM mm‡‡ee©©vv””PP 1122..44
kkZZvvsskk ††__‡‡KK 22..66 kkZZvvss‡‡kk nn««vvmm ccvvqq|| mmvvaavviiYY gg~~jj¨̈ùùxxwwZZ nn««vvmm
††cc‡‡jjII gg~~jj gg~~jj¨̈ùùxxwwZZ aabbxx ††`̀kk¸̧‡‡jjvv‡‡ZZ ††ggvvUUvvggyywwUUffvv‡‡ee ww¯̄’’ii
__vv‡‡KK|| GGKKggvvÎÎ RRvvccvv‡‡bb gg~~jj gg~~jj¨̈ùùxxwwZZ kk~~‡‡bb¨̈ii bbxx‡‡PP bbvv‡‡gg||
cc‡‡YY¨̈ii gg~~jj¨̈ mmss‡‡KKvvPPbb eeZZ©©ggvv‡‡bb GGKKwwUU wwmm‡‡÷÷‡‡ggii gg‡‡aa¨̈ ww`̀‡‡qq
AAwwZZeevvwwnnZZ nn‡‡””QQ GGeess GGKKvvii‡‡YY cciieeZZxx ©© ggvvmm¸̧‡‡jjvv‡‡ZZ
ggyy`̀ªª vvùùxxwwZZii nnvvii eevvoo‡‡ZZ ccvv‡‡ii||
cc~~ee©© GGwwkkqqvv GGeess cc¨̈vvwwmmwwddKK AA‡‡jj ((wwee‡‡kkllZZ PPxx‡‡bb)) GGeess
`̀ww¶¶YY GGwwkkqqvvqq ((wwee‡‡kkll KK‡‡ii ffvvii‡‡ZZ)) ccÖÖee„„ ww××ii nnvvii AAee¨̈vvnnZZ
__vv‡‡KK|| GGii KKvviiYY PPxxbb KKZZ©© „„KK MM„„nnxxZZ ccÖÖ‡‡YYvv`̀bbvvgg~~jjKK cc¨̈vv‡‡KKRR
GGeess ffvviiZZ KKZZ©© „„KK AAbbyymm„„ZZ wweePP¶¶YY mmggwwóóKK AA__©© ˆ̂bbwwZZKK
ee¨̈ee¯̄’’vvccbbvv bbxxwwZZ|| 22000088 GGeess 22000099 mmvv‡‡jj cc~~ee©© GGwwkkqqvv GGeess
cc¨̈vvwwmmwwddKK AA‡‡jj 66..88 kkZZvvsskk ccÖÖee„„ ww×× nnqq|| `̀ww¶¶YY GGwwkkqqvvqq
ccÖÖee„„ ww××ii nnvvii wwQQjj 55..77 kkZZvvsskk|| PPxx‡‡bbii ccÖÖee„„ ww××ii nnvvii 22000088
mmvv‡‡jjii 99 kkZZvvss‡‡kkii ZZzzjjbbvvqq 22000099 mmvv‡‡jj 88..44 kkZZvvsskk nnqq||
AAeekk¨̈ PPxx‡‡bbii ccÖÖee„„ ww×× 99 kkZZvvss‡‡kk ee„„ww×× ccvv‡‡ee ee‡‡jj aavviiYYvv KKiivv
nn‡‡””QQ||
Page 49 of 110 49
Developments have been reflected in global
industrial production, which declined sharply in the
aftermath of the global financial crisis. In February
2009, world industrial production was falling at a 27
percent annualized pace, but by the beginning of
April/May, production began recovering, initially led
by accelerating growth in China following the imple-
mentation of the $575 billion (over five quarters)
fiscal stimulus package. Increased import demand
from China quickly spread to other countries, with
industrial production registering positive growth in
emerging countries (excluding China) by March
2009 and high-income countries by May 2009.
As the benefits of the stimulus measures and
inventory restocking began to wane, industrial
production growth rates have started to moderate.
Whether this deceleration signals a transition to
slower growth, more in line with underlying
demand patterns or the beginnings of a double-dip
recession will largely depend on the extent to which
consumer and business demand picks up in the
months ahead.
Great uncertainty continues to surround future
prospects. Even the weak recovery outlined above
is not certain. If the private sector continues to
save in order to restore balance sheets, a double-
dip, characterized by a further slowing of growth in
2011 is entirely possible—especially as the growth
impact of fiscal stimulus wanes. A stronger recovery
is also possible, if the massive traditional and
nontraditional monetary stimulus that has been put
into place in high-income countries begins to gain
traction.
wweekk¦¦gg››`̀vvii cciieeZZxx ©©KKvv‡‡jj wwkkíí DDrrccvv`̀bb nn««vvmm ††cc‡‡jjII eeZZ©©ggvv‡‡bb
wwkkíí DDrrccvv`̀‡‡bbii ccÖÖeeYYZZvv ee„„ww××ii ww`̀‡‡KK|| 22000099 mmvv‡‡jjii
††ddeeªª““qqvviixx‡‡ZZ wwkkíí DDrrccvv`̀bb eevvrrmmwwiiKK wwffwwˡ‡ZZ 2277 kkZZvvsskk nn««vvmm
††cc‡‡qq‡‡QQ|| wwKKšš‘‘ GGwwccÖÖjj//††gg ggvv‡‡mmii ww`̀‡‡KK wwkkíí DDrrccvv`̀‡‡bb ee„„ww××
ccvvIIqqvv ïïii““ nn‡‡qq‡‡QQ|| GGii KKvviiYY PPxx‡‡bbii 557755 wweewwjjqqbb WWjjvvii
gg~~‡‡jj¨̈ii ccÖÖ‡‡YYvv`̀bbvvgg~~jjKK cc¨̈vv‡‡KKRR ((ccvv uuPP eeQQ‡‡iiii RRbb¨̈))|| PPxx‡‡bbii
AAvvgg`̀vvwwbb PPvvwwnn`̀vv ee„„ww×× ccvvIIqqvvii dd‡‡jj AAbb¨̈vvbb¨̈ ††`̀‡‡kk ZZvvii ccÖÖffvvee
cc‡‡oo‡‡QQ|| 22000099 mmvv‡‡jjii ggvv‡‡PP©©ii ww`̀‡‡KK wwkkíí DDrrccvv`̀bb PPxxbb eevv‡‡`̀
AAbb¨̈vvbb¨̈ ††`̀‡‡kk ee„„ww×× ††cc‡‡ZZ ïïii““ nn‡‡qq‡‡QQ|| ††gg ggvv‡‡mmii ww`̀‡‡KK DDbbœœZZ
††`̀‡‡kkII ZZvvii ccÖÖffvvee ccoo‡‡ee||
ccÖÖ‡‡YYvv`̀bbvvgg~~jjKK cc¨̈vv‡‡KK‡‡RRii dd‡‡jj gg››`̀vvee¯̄’’ vv µµggkktt ††KK‡‡UU hhvv‡‡””QQ||
wwkkíí DDrrccvv`̀‡‡bb ccÖÖee„„ ww××ii nnvviiII ww¯̄’’ wwZZkkxxjj nn‡‡””QQ|| AAvvMMvvggxx ww`̀‡‡bb
wwKK aaii‡‡bbii ee¨̈eemmvvwwqqKK GGeess ††ffvv³³vv PPvvwwnn`̀vv ee„„ww×× ccvv‡‡””QQ ZZvvii
DDccii wwbbff©©ii KKii‡‡QQ ffwweell¨̈rr ccÖÖee„„ ww××ii nnvvii AA__eevv gg››`̀vvii KKee‡‡jj
ccoovvii mm¤¤¢¢vveebbvv||
AAvvMMvvggxx ww`̀‡‡bb KKxx NNUU‡‡ee ZZvv wwbb‡‡qq AAwwbbððqqZZvv ii‡‡qqBB hhvv‡‡””QQ||
GGggbbwwKK AA__©©bbxxwwZZii gg„„`̀yy ccyybbii““¾¾xxeebb nn‡‡ee wwKKbbvv ZZvvII AAwwbbwwððZZ||
††eemmiiKKvvwwii LLvv‡‡ZZ hhww`̀ mmÂÂqq eevv‡‡oo ZZvvnn‡‡jj ee¨̈vv‡‡jjÝÝ kkxx‡‡UU DDbbœœwwZZ
nn‡‡ZZ ccvv‡‡ii|| GGUUvv 22001111 mmvv‡‡jj mm¤¤¢¢ee nn‡‡ZZII ccvv‡‡ii|| ccÖÖee„„ ww××ii nnvvii
eevvoo‡‡ZZII ccvv‡‡ii hhww`̀ ccÖÖ‡‡YYvv`̀bbvvgg~~jjKK cc¨̈vv‡‡KK‡‡RR ccÖÖ`̀ËË mmyy wweeaavv ddjj
ww`̀‡‡ZZ ïïii““ KK‡‡ii||
Page 50 of 110 50
Bangladesh Economic Scenario
Bangladesh maintained a steady growth in 2009
despite global financial turmoil, but growing power
and energy shortages and poor infrastructure
remained as major hurdles to the country’s
industrial activities. Financial markets and
institutions remained free of the toxic assets and
contagion afflicting the global financial markets
over the last couple of years because of the limited
and regulated external exposure of our economy.
Unlike most other economies in the region and
elsewhere, economic growth in Bangladesh has so
far been only mildly impacted by the ongoing global
slowdown, attaining 5.9 percent real GDP growth in
FY 09 following 6.2 percent growth of FY 08.
Foreign exchange reserve is more than USD 7.04
billion even after ACU adjustment. Inward
remittances are recorded at USD 9.7 billion (end of
June 2009) and exports continue to post double-
digit growth. The sector-wise changes in the
domestic economy are mentioned below:
a. Agriculture
Agriculture sector posted an impressive 4.68
percent growth, more than 1 percent higher than
the target set at PRSP-II. Within the agriculture
sector, crop sub-sector has posted an impressive
5.93 percent growth, contributing to ensuring
country’s food security in the backdrop of the
inflationary pressure on prices of food items
experienced in the recent past.
b. Industry
The targeted industrial growth of 11.70 percent in
FY 09 was significantly higher than the actual
growth of 6.78 percent in FY 08. The sector’s
performance was affected by domestic uncertainties
eevvssjjvv‡‡`̀‡‡kkii AA__©©‰‰bbwwZZKK ccwwiiww¯̄’’ wwZZ
wweekk¦¦ RRyy‡‡oo AAvvww__©©KK wweecchh©©qq __vvKKvv mm‡‡ËË¡¡II 22000099 mmvv‡‡jj
eevvssjjvv‡‡`̀‡‡kkii AA__©©‰‰bbwwZZKK AAMMÖÖMMwwZZ AAee¨̈vvnnZZ __vv‡‡KK|| ZZ‡‡ee wwee`̀yy ¨̈rr
II GGbbvvwwRR©©ii NNvvUUwwZZ GGeess `̀yyee©©jj AAeeKKvvVVvv‡‡ggvv wwkkíívvqq‡‡bbii cc‡‡__ eevvaavv
nn‡‡qq __vv‡‡KK|| eevvssjjvv‡‡`̀‡‡kkii AA__©©bbxxwwZZ wweekk¦¦ AAvvww__©©KK eevvRRvv‡‡iiii mmvv‡‡__
mmxxwwggZZ cchhvv ©©‡‡qq mm¤¤úú„„³³ __vvKKvvii KKvvii‡‡YY AAvvggvv‡‡`̀ii AAvvww__©©KK eevvRRvvii
GGeess ccÖÖwwZZôôvvbb¸̧‡‡jjvv ggyy³³ wwQQjj wweellvv³³ ccwwiimm¤¤úúrr ((ttooxxiicc aasssseettss))
‡‡__‡‡KK|| dd‡‡jj MMZZ `̀yyÕÕeeQQ††ii eevvssjjvv‡‡`̀‡‡kkii AA__©©bbxxwwZZ eevvBB‡‡iiii
mmggmm¨̈vv ØØvviivv AAvvµµvvšš—— nnqqwwbb|| GG AA‡‡jjii AAbb¨̈vvbb¨̈ ††`̀kk AA__eevv
ZZvvii eevvBB‡‡ii AAbb¨̈vvbb¨̈ ††`̀‡‡kkii ZZzzjjbbvvqq wweekk¦¦gg››`̀vv eevvssjjvv‡‡`̀‡‡kkii
AA__©©bbxxwwZZii ¶¶wwZZ KKii‡‡ZZ ††cc‡‡ii‡‡QQ KKgg|| 22000088 mmvv‡‡jj AAvvggvv‡‡`̀ii
ccÖÖee„„ ww××ii nnvvii wwQQjj 66..22 kkZZvvsskk|| ‡‡mmLLvv‡‡bb 22000099 mmvv‡‡jj ccÖÖee„„ ww××
AAwwRR©©ZZ nnqq 55..99 kkZZvvsskk|| GGwwkkqqvvbb wwKK¬¬qqvvwwiiss BBDDwwbbqqbb GGii `̀vvqq
ccwwii‡‡kkvv‡‡aaii cc‡‡iiII AAvvggvv‡‡`̀ii ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv wwiiRRvv‡‡ff©©ii ccwwiiggvvYY
wwQQjj 77..0044 wweewwjjqqbb WWjjvvii|| 22000099 mmvv‡‡jjii RRyybb ††kk‡‡ll ˆ̂ee‡‡`̀wwkkKK
††iiwwgg‡‡UU‡‡ÝÝii ccwwiiggvvYY wwQQjj 99..77 wweewwjjqqbb WWjjvvii|| iißßvvwwbb ee„„ww××ii
ccwwiiggvvYY wwQQjj 1100 kkZZvvss‡‡kkii IIcc‡‡ii|| LLvvZZIIqqvviixx AA__©©‰‰bbwwZZKK
AAMMÖÖMMwwZZii wwPPÎÎ bbxx‡‡PP ZZzz‡‡jj aaiivv nn‡‡jjvvtt
KK.. KK……wwll
KK……wwll LLvv‡‡ZZ ccÖÖee„„ ww××ii nnvvii wwQQjj 44..6688 kkZZvvsskk|| wwccAAvviiGGmmwwcc--22 GG
††hh jj¶¶¨̈ggvvÎÎvv wwQQjj ZZvvii ZZzzjjbbvvqq GGBB ccÖÖee„„ ww××ii nnvvii wwQQjj GGKK
kkZZvvsskk ††eewwkk|| KK……wwll LLvv‡‡ZZii gg‡‡aa¨̈ kkmm¨̈ DDccLLvv‡‡ZZ ccÖÖee„„ ww××ii nnvvii
wwQQjj 55..9933 kkZZvvsskk|| mmvv¤¤ccÖÖwwZZKK KKvv‡‡jj LLvv‡‡`̀¨̈ii DD””PPgg~~jj¨̈ GGeess
gg~~jj¨̈ùùxxwwZZii ††ccÖÖ¶¶vvcc‡‡UU kk‡‡mm¨̈ii ††¶¶‡‡ÎÎ GG ccÖÖee„„ ww×× AAvvggvv‡‡`̀ii LLvv`̀¨̈
wwbbiivvccËËvv wwbbwwððZZ KK‡‡ii||
LL..wwkkíí
22000088 mmvv‡‡jjii wwkkíí ccÖÖee„„ ww××ii nnvv‡‡iiii ††PP‡‡qq 22000099 mmvv‡‡jjii
jj¶¶¨̈ggvvÎÎvv wwQQjj DD‡‡jj −−LL‡‡hhvvMM¨̈ffvv‡‡ee ††eewwkk|| 22000088 mmvv‡‡jj wwkkíí
ccÖÖee„„ ww××ii nnvvii wwQQjj ggvvÎÎ 66..7788 kkZZvvsskk|| ††mmLLvv‡‡bb 22000099 mmvv‡‡jjii
RRbb¨̈ jj¶¶¨̈ggvvÎÎvv wwQQjj 1111..77 kkZZvvsskk|| wwkkííLLvv‡‡ZZii DDrrccvv`̀bb
Page 51 of 110 51
and the ongoing economic crisis. Industrial sector
as a whole could actually manage a growth rate of
5.92 percent in FY 09. Within the industrial sector,
growth rate of manufacturing sub-sectors
(contributing 17.24 percent in the incremental GDP)
experienced significant slowdown, posting a growth
of 5.92 percent in FY 09 against 6.78 percent in FY
08. However, good performance of exports helped
export-oriented industrial sector to overcome
difficulties significantly, thereby contributing to the
overall performance of the sector.
c. Services
Service sector has consistently experienced a
moderately high performance, contributing to its
increasing share in Bangladesh’s GDP (49.7 per
cent of total GDP in FY 09). In FY 09, service sector
recorded a 6.25 percent growth, which was lower
than the PRSP II target of 6.87 percent. Among the
nine sub-sectors of the service sector, three
experienced lower growth performance (wholesale
& retail trade, transport & communication and
financial intermediaries), while for others the
growth rates were higher in FY 09 compared to FY
08. In FY 08 the growth in the service sector was
6.5 per cent.
d. Investment
Growth of gross capital formation made some
progress, posting 5.72 percent in FY 09 compared
to only 1.80 percent in FY 08. However, this is
lower than the general trend which hovers around 8
percent to 9 percent. Investment has suffered from
both lack of infrastructure and continuing
uncertainty in recent times. Ongoing recession also
had an adverse impact on investor’s confidence. In
spite of growth in absolute terms, gross investment
as percentage of the GDP has declined for the third
consecutive year, recording 24.18 percent of GDP in
AAff¨̈šš——iixxYY AAwwbbððqqZZvv GGeess AA__©©‰‰bbwwZZKK mmssKK‡‡UUii KKvvii‡‡YY ee¨̈vvnnZZ
nnqq|| 22000088--0099 AA__©©eeQQ‡‡ii wwkkíí ccÖÖee„„ ww××ii nnvvii wwQQjj ggvvÎÎ 55..9922
kkZZvvsskk|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGLLvv‡‡ZZ ccÖÖee„„ ww××ii nnvvii wwQQjj 66..7788
kkZZvvsskk|| wwkkíí LLvv‡‡ZZii AAaaxxbb¯̄’’ gg¨̈vvbbyy‡‡ddKKPPvvwwiiss DDccLLvvZZ¸̧‡‡jjvv‡‡ZZ
ccÖÖee„„ww×× NN‡‡UU KKgg|| eewwaa©©ZZ wwRRwwWWwwcc‡‡ZZ GG LLvv‡‡ZZii AAee`̀vvbb 1177..2244
kkZZvvsskk|| AAeekk¨̈ iißßvvwwbbggyyLLxx wwkk‡‡ííii iißßvvwwbb ee„„ww××ii dd‡‡jj ccwwiiww¯̄’’ wwZZ
wwKKQQyyUUvv wwbbqqšš¿¿‡‡YY __vv‡‡KK|| GG‡‡ZZ wwkk‡‡ííii mmvvwwee©©KK AAee`̀vvbb ††ggvvUUvvggyywwUU
mm‡‡šš——vvllRRbbKKBB __vv‡‡KK||
MM.. ‡‡mmeevv
‡‡mmeevv LLvvZZ AAee¨̈vvnnZZffvv‡‡ee ffvv‡‡jjvv ccÖÖee„„ ww××ii nnvvii eeRRvvqq ††ii‡‡LL
PP‡‡jj‡‡QQ|| eeZZ©©ggvv‡‡bb GG LLvv‡‡ZZii wwRRwwWWwwcc‡‡ZZ AAee`̀vv‡‡bbii ccwwiiggvvYY
nn‡‡””QQ 4499..77 kkZZvvsskk|| 22000088--0099 AA__©©eeQQ‡‡ii ††mmeevv LLvv‡‡ZZ ccÖÖee„„ ww××ii
nnvvii wwQQjj 66..2255 kkZZvvsskk|| wwccAAvviiGGmmwwcc--22 GG AAeekk¨̈ GGii
jj¶¶¨̈ggvvÎÎvv wwQQjj 66..8877 kkZZvvsskk|| ††mmeevvLLvv‡‡ZZii bbqqwwUU DDccLLvv‡‡ZZii
gg‡‡aa¨̈ wwZZbbwwUUii ccÖÖee„„ ww×× wwQQjj KKgg|| GG wwZZbbwwUU LLvvZZ nn‡‡””QQ ccvvBBKKvvwwii
II LLyyPPiivv ee¨̈eemmvv,, ccwwiieennbb II ††hhvvMMvv‡‡hhvvMM GGeess AAvvww__©©KK LLvvZZ||
AAbb¨̈vvbb¨̈ QQqqwwUU DDccLLvv‡‡ZZ ccÖÖee„„ ww××ii nnvvii cc~~ee©©eeZZxx ©© AA__©©eeQQ‡‡iiii ZZzzjjbbvvqq
††eewwkk wwQQjj|| 22000077--0088 AA__©©eeQQ‡‡ii ††mmeevvLLvv‡‡ZZii ccÖÖee„„ ww×× wwQQjj 66..55
kkZZvvsskk||
NN.. wweewwbb‡‡qqvvMM
††ggvvUU ccyy uu wwRR MMVV‡‡bbii nnvvii AAvv‡‡jjvvPP¨̈ AA__©©eeQQ‡‡ii wwKKQQyyUUvv ††ee‡‡oo‡‡QQ||
22000077--0088 AA__©©eeQQ‡‡ii GG LLvv‡‡ZZ ccÖÖee„„ ww××ii nnvvii wwQQjj 11..8800
kkZZvvsskk|| 22000088--0099 AA__©©eeQQ‡‡ii ZZvv 55..7722 kkZZvvss‡‡kk DDbbœœxxZZ nnqq||
AAeekk¨̈ GGBB nnvvii mmvvaavviiYY nnvv‡‡iiii ZZzzjjbbvvqq KKgg|| mmvvaavviiYY nnvvii nn‡‡””QQ
88 ††__‡‡KK 99 kkZZvvsskk|| AAeeKKvvVVvv‡‡ggvvMMZZ mmggmm¨̈vv GGeess AA__©©‰‰bbwwZZKK
AAwwbbððqqZZvvii KKvvii‡‡YY wweewwbb‡‡qqvvMM wweewwNNœœZZ nnqq|| wwee`̀¨̈ggvvbb gg››`̀vvii
KKvvii‡‡YYII wweewwbb‡‡qqvvMMKKvviixx‡‡`̀ii AAvv¯̄’’ vv bbóó nnqq|| UUvvKKvvii AA‡‡¼¼
eevvoo‡‡jjII wwRRwwWWwwccii kkZZvvsskk wwnnmmvv‡‡ee MMZZ wwZZbb eeQQii aa‡‡ii
wweewwbb‡‡qqvv‡‡MMii ccwwiiggvvYY nn««vvmm ccvv‡‡””QQ || 22000088--0099 AA__©©eeQQ‡‡ii
Page 52 of 110 52
FY 09 compared to 24.21 percent of GDP in FY 08.
This is somewhat lower than the Medium Term
Macroeconomic Framework (MTMF) target of PRSP-
II which was set at 24.40 percent of GDP.
e. Savings
Stagnating share of domestic savings in the GDP
continued to persist in FY 09. As matter of fact,
domestic savings as a percentage of GDP
somewhat declined from 20.31 percent in FY 08 to
20.02 percent in FY 09. Rising prices of essential
items in the first half of FY 09, particularly for food
items, was perhaps a contributing factor as well. In
contrast, impacted by successive high growth in
remittance inflow, national savings rate has
registered higher growth in recent times. Share of
national savings as percentage of GDP increased
further in FY 09, to reach 32.36 percent of GDP, as
against 30.21 percent in FY 08.
f. Monetary Development
Growth of Broad Money (M2) was kept consistent
with target GDP growth and inflation. The growth
of Broad Money stood at 19.2 percent in FY 09,
which was lower than previous year’s growth of
20.6 percent.
g. Balance of Payment
The balance of payment (BOP) position remains
healthy. From USD 331 million in FY 08, the overall
BOP of Bangladesh reached USD 2,058 million in FY
09. Current account balance also followed similar
trend, increasing from USD 702 million in FY 08 to
USD 2,536 million in FY 09.
wweewwbb‡‡qqvv‡‡MMii ccwwiiggvvYY wwQQjj wwRRwwWWwwccii 2244..1188 kkZZvvsskk|| cc~~ee©©eeZZxx ©©
eeQQ‡‡ii GGii ccwwiiggvvbb wwQQjj 2244..2211 kkZZvvsskk|| wwggwwWWqqvvgg mmvvggwwóóKK
AA__©©‰‰bbwwZZKK KKvvVVvv‡‡ggvv‡‡ZZ ††hh UUvv‡‡MM©©UU ††`̀qqvv AAvv‡‡QQ ZZvvii ZZzzjjbbvvqq
wweewwbb‡‡qqvvMM ccÖÖee„„ ww×× KKgg||
OO.. mmÂÂqq
AAff¨̈šš——iixxYY mm‡‡qq GGKKwwUU ¯̄’’ wweeiiZZvvii jj¶¶YY ††`̀LLvv hhvv‡‡””QQ||
ee¯̄‘‘ZZcc‡‡¶¶ 22000088--0099 AA__©©eeQQ‡‡ii mm‡‡qqii ccwwiiggvvYY wwQQjj
wwRRwwWWwwccii 2200..0022 kkZZvvsskk|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj
ggvvÎÎ 2200..3311 kkZZvvsskk|| eeQQ‡‡iiii AA‡‡aa©©KK mmggqq RRyy‡‡oo
wwbbZZ¨̈ccÖÖ‡‡qqvvRRbbxxqq cc‡‡YY¨̈ii ††hh gg~~jj¨̈ùùxxwwZZ,, wwee‡‡kkll KK‡‡ii LLvv`̀¨̈`̀ªª‡‡ee¨̈ii
gg~~‡‡jj¨̈ii DDaaŸŸ©© MMwwZZii KKvvii‡‡YYBB mm¤¤¢¢eeZZ GG ¯̄’’ wweeiiZZvv ††`̀LLvv ww`̀‡‡qq‡‡QQ||
AAbb¨̈ww`̀‡‡KK ††iiwwgg‡‡UUÝÝ AAee¨̈vvnnZZffvv‡‡ee ee„„ww×× ccvvIIqqvvqq RRvvZZxxqq mmÂÂqq
GGii ccÖÖee„„ ww×× nnqq ††eewwkk|| 22000088--0099 AA__©©eeQQ‡‡ii wwRRwwWWwwccii wwnnmmvv‡‡ee
RRvvZZxxqq mmÂÂqq GGii nnvvii wwQQjj 3322..3366 kkZZvvsskk||
PP.. ggyy`̀ªª vv ccwwiiww¯̄’’ wwZZ
wwRRwwWWwwcc II gg~~jj¨̈ùùxxwwZZii jj¶¶¨̈ggvvÎÎvvii mm‡‡½½ mmvvggÄÄmm¨̈ ††ii‡‡LL eeªªWW
ggvvwwbb ((GGgg22)) ee„„ww×× ccvvqq|| 22000088--0099 AA__©©eeQQii eeªªWW ggvvwwbb ee„„ww××
ccvvqq 1199..22 kkZZvvsskk nnvv‡‡ii|| MMZZ AA__©©eeQQ‡‡ii GGii ccÖÖee„„ ww××ii nnvvii wwQQjj
2200..66 kkZZvvsskk||
QQ.. ee¨̈vv‡‡jjÝÝ AAee cc¨̈vv‡‡gg››UU
ee¨̈vv‡‡jjÝÝ AAee cc¨̈vv‡‡gg››UU ((wweeIIwwcc)) ccwwiiww¯̄’’ wwZZ wwQQjj mm‡‡šš——vvllRRbbKK||
22000077--0088 AA__©©eeQQ‡‡ii 333311 wwggwwjjqqbb WWjjvv‡‡iiii ZZzzjjbbvvqq mmvvwwee©©KK
wweeIIwwcc 22000088--0099 AA__©©eeQQ‡‡ii 22,,005588 wwggwwjjqqbb WWjjvv‡‡ii DDbbœœxxZZ
nnqq|| ÔÔKKvv‡‡ii››UU GGKKvvDD››UU ee¨̈vv‡‡jjÝÝÕÕ--GG GGKKBB aavviivv jj¶¶YYxxqq wwQQjj||
GG‡‡¶¶‡‡ÎÎ 22000077--0088 AA__©©eeQQ‡‡iiii 770022 wwggwwjjqqbb WWjjvv‡‡iiii ZZzzjjbbvvqq
22000088--0099 AA__©©eeQQ‡‡ii ee¨̈vv‡‡jjÝÝ 22,,553366 wwggwwjjqqbb WWjjvv‡‡ii DDbbœœxxZZ
nnqq||
Page 53 of 110 53
h. Export
Bangladesh’s total export earnings during FY 08
stood at USD 14.09 billion, registering a growth of
15.92 percent over FY 07. Performance during FY
09 (USD 15.54 billion) has by and large followed
this trend. Growth rate of 10.28 percent posted
during this period is particularly impressive in view
of the global economic crisis when the majority of
developing countries were experiencing falling
export earnings. Specially export of knitwear grew
by vigorous 16.2 percent and constituted 41.32
percent of total export. Export of woven garments
increased by 14.5 percent during FY 09. Exports of
home textiles, footwear, textile fabrics and
agricultural products achieved growth but did not
fulfill the target. Frozen shrimps and fish export
decreased by 14.9 per cent due to global financial
crisis. Export of jute and jute goods has revived.
i. Import
Import payment rose by 4.06 in FY 09 from FY 08.
The lower growth of import was mainly attributed
to lower prices of fuel oil and some imported
commodities in the international markets and
decrease in food grain prices because of good
domestic harvest. Import share of textiles and
articles was the highest at 9.33 percent of total
imports followed by petroleum, oil and lubricants,
accounting for about 8.87 percent of total imports.
With the fall of the global rice price and good Boro
harvest in 2008, Bangladesh was in a more
comfortable position and imported only about 6.03
lakh MT of rice during FY 09 compared with 20.55
lakh MT of import in FY 2008.
RR.. iißßvvwwbb
22000077--0088 AA__©©eeQQ‡‡ii eevvssjjvv‡‡`̀‡‡kkii iißßvvwwbbii ccwwiiggvvYY wwQQjj
1144..0099 wweewwjjqqbb WWjjvvii|| cc~~ee©©eeZZxx ©© eeQQ‡‡iiii ZZzzjjbbvvqq GGii ccwwiiggvvYY
1155..9922 kkZZvvsskk ††eewwkk|| 22000088--0099 AA__©©eeQQ‡‡iiII iißßvvwwbbii AAMMÖÖMMwwZZ
ffvvjj wwQQjj|| GG eeQQ‡‡ii iißßvvwwbbii ccwwiiggvvYY wwQQjj 1155..5544 wweewwjjqqbb
WWjjvvii|| hhLLbb ††eewwkkii ffvvMM ††`̀‡‡kkii iißßvvwwbb nn««vvmm ††cc‡‡qq‡‡QQ GGeess
hhLLbb wweekk¦¦ gg››`̀vv wwee`̀¨̈ggvvbb ZZLLbb iißßvvwwbb LLvv‡‡ZZ 1100..2288 kkZZvvsskk
ccÖÖee„„ ww×× ccÖÖkkssmmvvii wweellqqBB ee‡‡UU|| wwee‡‡kkll KK‡‡ii wwbbUUIIqqvvii iißßvvwwbb
1166..22 kkZZvvsskk ee„„ww×× ccvvqq|| ††ggvvUU iißßvvwwbb‡‡ZZ wwbbUUIIqqvvii iißßvvwwbbii
AAee`̀vvbb 4411..3322 kkZZvvsskk|| 22000088--0099 AA__©©eeQQ‡‡ii II‡‡ffbb
MMvv‡‡gg©©››UUmm iißßvvwwbb ee„„ww×× ccvvqq 1144..55 kkZZvvsskk|| ‡‡`̀kkxxqq ee¯̄¿¿,,
ddzzUUIIqqvvii,, ††UU··UUvvBBjj ††ddwweeªª·· GGeess KK……wwllcc‡‡YY¨̈ii iißßvvwwbb ee„„ww×× ccvvqq;;
wwKKšš‘‘ GG¸̧‡‡jjvv jj¶¶¨̈ggvvÎÎvv cc~~iiYY KKii‡‡ZZ ccvv‡‡iiwwbb|| wweekk¦¦gg››`̀vvii KKvvii‡‡YY
wwnnggvvwwqqZZ wwPPsswwoo GGeess ggvv‡‡QQii iißßvvwwbb 1144 `̀kkggwwKK 99 kkZZvvsskk nn««vvmm
ccvvqq|| ccvvUU II ccvvUURRvvZZ `̀ªªee¨̈ iißßvvwwbbii DDbbœœwwZZ nn‡‡qq‡‡QQ||
SS.. AAvvgg`̀vvwwbb
22000077--0088 AA__©©eeQQ‡‡iiii ZZzzjjbbvvqq 22000088--0099 AA__©©eeQQ‡‡ii AAvvgg`̀vvwwbb
AAvvgg`̀vvwwbb ee„„ww×× ccvvqq 44..0066 kkZZvvsskk|| AAvvšš——RR©©vvwwZZKK eevvRRvv‡‡ii
ccYY¨̈gg~~jj¨̈ nn««vvmm GGeess RR¡¡vvjjvvwwbb ††ZZ‡‡jjii gg~~jj¨̈nn««vv‡‡mmii KKvvii‡‡YY AAvvgg`̀vvwwbb
UUvvKKvvii AA‡‡¼¼ KKgg nnqq|| GGQQvvoovv ††`̀kkxxqqffvv‡‡ee AAwwaaKKZZii ccwwiiggvvYY
LLvv`̀¨̈kkmm¨̈ DDrrccvv`̀‡‡bbii dd‡‡jj LLvv`̀¨̈ AAvvgg`̀vvbbxxII wwQQjj KKgg|| mmee‡‡PP‡‡qq
††eewwkk AAvvgg`̀vvwwbb nnqq ††UU··UUvvBBjj II ††UU··UUvvBBjj `̀ªªee¨̈ ((99..3333%%))||
GGii cc‡‡iiBB ¯̄’’ vvbb ††cc‡‡UUªªvvwwjjqqvvgg,, ††ZZjj II jjyywweeªª‡‡KK‡‡››UUii|| ††ggvvUU
AAvvgg`̀vvbbxx‡‡ZZ GG¸̧‡‡jjvvii AAee`̀vvbb 88..8877 kkZZvvsskk|| 22000088 mmvv‡‡jj
ffvvjj ‡‡eevv‡‡iivv ddmmjj DDrrccbbœœ nnqq|| AAvvšš——RR©©vvwwZZKK eevvRRvv‡‡ii PPvv‡‡jjii `̀vvgg
KK‡‡gg|| dd‡‡jj 22000088--0099 AA__©©eeQQ‡‡ii AAvvgg`̀vvwwbb nnqq ggvvÎÎ 66..0033
††ggwwUUªªKK UUbb || cc~~ee©©eeZZxx ©© eeQQ‡‡ii LLvv`̀¨̈kkmm¨̈ AAvvgg`̀vvbbxxii ccwwiiggvvYY wwQQjj
2200..5555 jj¶¶ ††ggwwUUªªKK UUbb||
Page 54 of 110 54
j. Foreign Remittances
In sharp contrast to the gloomy outlook with regard
to remittance flows worldwide, Bangladesh’s
performance in this area in FY 09 remained upbeat.
Remittances of Bangladeshi nationals working
abroad increased by more than 22.42 percent in FY
09 over FY 08. Monthly remitted amount of USD
919.10 million, the highest single month's
performance ever, was recorded for June 09.
Remittances from Saudi Arabia constituted the
major share of the total inward remittance
(29.51%), followed by the United Arab Emirates
(about 18.11%) and the USA (about 16.26%).
k. Foreign Assistance
In FY 09, a total of USD 1.73 billion in aid had been
disbursed which was approximately USD 335 million
less than the amount disbursed in FY 08. Aid
related payments (the principal) increased to USD
641.20 million in FY 09 from USD 586 million in FY
08. Net receipts of foreign aid during FY 09
decreased to USD 1,085.91 million from USD
1,475.52 million in FY 08.
l. Economic Prospect in near future
In the updated Medium Term Macro-economic
Framework (MTMF), the real GDP growth has been
projected to increase gradually to 7.0% and 7.2%
in FY 10 and FY 11, respectively assisted by
sustained macro-economic stability, improved
business and investment facilities, increased growth
in the industry and services sector, buoyancy in the
overall agricultural sector growth, expansion and
diversification of the export base, increased
efficiency, technological progress and ongoing
implementation of economic reforms programs.
TT.. ‰‰ee‡‡`̀wwkkKK ††iiwwgg‡‡UUÝÝ
mmvviivv wwee‡‡kk¦¦ ††iiwwgg‡‡UU‡‡ÝÝii eevvRRvv‡‡ii gg››`̀vv __vvKKvv mm‡‡ËË¡¡II eevvssjjvv‡‡`̀‡‡kkii
††iiwwgg‡‡UUÝÝ ee„„ww×× AAee¨̈vvnnZZ __vv‡‡KK|| 22000088--0099 AA__©©eeQQ‡‡ii wwee‡‡`̀‡‡kk
KKgg©©iiZZ eevvssjjvv‡‡`̀kkxx‡‡`̀ii ††iiwwgg‡‡UU‡‡ÝÝii ccwwiiggvvYY 2222..4422 kkZZvvsskk
ee„„ww×× ccvvqq|| mmee‡‡PP‡‡qq ††eewwkk ††iiwwgg‡‡UUÝÝ AAvv‡‡mm RRyybb ggvv‡‡mm|| 22000099
mmvv‡‡jjii RRyybb ggvv‡‡mm ††iiwwgg‡‡UU‡‡ÝÝii ccwwiiggvvYY wwQQjj 991199..1100 wwggwwjjqqbb
WWjjvvii|| ††mmŠŠww`̀ AAvviiee ††__‡‡KK ††hh ††iiwwgg‡‡UUÝÝ AAvv‡‡mm ZZvv ††ggvvUU
††iiwwgg‡‡UU‡‡ÝÝii 2299..5511 kkZZvvsskk|| ††ggvvUU ††iiwwgg‡‡UU‡‡ÝÝ AAee`̀vv‡‡bbii ww`̀KK
††__‡‡KK ZZvviicc‡‡iiii `̀yy‡‡UUvv ¯̄’’ vvbb mmsshhyy³³ AAvviiee AAvvwwggiivvZZ ((1188..1111%%))
GGeess ggvvwwKK©©bb hhyy³³iivv‡‡óóªªii ((1166..2266%%))||
UU.. ‰‰ee‡‡`̀wwkkKK mmnn‡‡hhvvwwMMZZvv
22000088--22000099 AA__©©eeQQ‡‡ii ††ggvvUU ccÖÖvvßß ‰‰ee‡‡`̀wwkkKK mmvvnnvv‡‡hh¨̈ii
ccwwiiggvvYY wwQQjj 11..7733 wweewwjjqqbb WWjjvvii|| cc~~ee©©eeZZxx ©© eeQQ‡‡iiii ZZzzjjbbvvqq
GGii ccwwiiggvvYY 333355 wwggwwjjqqbb WWjjvvii KKgg wwQQjj|| AAvvww__©©KK mmvvnnvvhh¨̈
ccwwii‡‡kkvv‡‡aaii ((AAvvmmjj)) ccwwiiggvvYY 22000088--0099 AA__©©eeQQ‡‡ii wwQQjj
664411..2200 wwggwwjjqqbb WWjjvvii|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj
558866 wwggwwjjqqbb WWjjvvii|| AAZZGGee bbxxUU ˆ̂ee‡‡`̀wwkkKK mmvvnnvv‡‡hh¨̈ii ccwwiiggvvYY
`̀vv uuoovvqq ggvvÎÎ 11,,008855..9911 wwggwwjjqqbb WWjjvv‡‡ii|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii bbxxUU
ˆ̂ee‡‡`̀wwkkKK mmvvnn‡‡hh¨̈vvii ccwwiiggvvYY wwQQjj 11,,447755..5522 wwggwwjjqqbb WWjjvvii||
VV.. AA`̀~~ii ffwweell¨̈‡‡ZZii AA__©©‰‰bbwwZZKK mm¤¤¢¢vveebbvv
mmss‡‡kkvvwwaaZZ ggaa¨̈‡‡ggqqvv`̀xx mmggwwóóKK AA__©©‰‰bbwwZZKK KKvvVVvv‡‡ggvv‡‡ZZ 22000099--
1100 GGeess 22001100--1111 AA__©©eeQQ‡‡iiii RRbb¨̈ ccÖÖee„„ ww××ii nnvvii aaiivv nn‡‡qq‡‡QQ
77 II 77..22 kkZZvvsskk|| GG ccÖÖvv°°jj‡‡bbii wwffwwË˸̧‡‡jjvv nn‡‡””QQtt mmvvggwwMMÖÖKK
AA__©©‰‰bbwwZZKK ww¯̄’’ wwZZkkxxjjZZvv,, eewwaa©©ZZ ee¨̈eemmvv II wweewwbb‡‡qqvvMM mmyywweeaavv,, wwkkíí
II ††mmeevvLLvv‡‡ZZ AAwwaaKKZZii ccÖÖee„„ ww××,, KK……wwllLLvv‡‡ZZ AAee¨̈vvnnZZ DD””PPZZii
ccÖÖee„„ ww××,, iißßvvwwbbii eeûûggyyLLxxKKiiYY GGeess iißßvvwwbbii wwffwwËË mm¤¤ccÖÖmmvviiYY,,
DDbbœœZZ `̀¶¶ZZvv GGeess KKvvwwiiMMwwii DDbbœœwwZZ GGeess PPjjggvvbb mmss¯̄‹‹vvii KKgg©©mm~~wwPP
eevv¯̄——eevvqqbb BBZZ¨̈vvww`̀||
Page 55 of 110 55
Emergence of Agrani Bank Limited
Agrani Bank Limited was incorporated as a Public
Limited Company on 17 May 2007 with a view to
take over the business, assets, liabilities, rights and
obligations of the former Agrani Bank, which
emerged as a Nationalised Commercial Bank in
1972, pursuant to the Bangladesh Banks
(Nationalisation) Order, 1972 (President's Order No.
26 of 1972), on a going concern basis through a
Vendors Agreement. The Agreement was signed
between the Ministry of Finance, Government of the
People's Republic of Bangladesh on behalf of the
former Agrani Bank and the Board of Directors of
the Bank on behalf of Agrani Bank Limited on 15
November 2007 with retrospective effect from 01
July 2007.
All shares of the Bank are held by the Government
of the People's Republic of Bangladesh and 12
other shareholders (with one share each, the
qualification share required to become a
director)nominated by the Government. The Bank
has 867 branches as of 31 December 2009 with no
overseas branch.
The Bank has, however, two wholly owned
subsidiary companies named Agrani Exchange
House (private) Ltd. in Singapore and Agrani
Remittance House SDN, BHD in Kuala Lumpur,
Malaysia.
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UU‡‡WWii AAvvZZ¥¥ccÖÖKKvvkk
1177 ††gg 22000077 ZZvvwwii††LL AAMMÖÖYYxx ee¨̈vvssKK GGKKwwUU ccvveewwjjKK wwjjwwgg‡‡UUWW
††KKvv¤¤úúvvbbxx wwnnmmvv‡‡ee AAvvZZ¥¥ccÖÖKKvvkk KK‡‡ii || ÔÔAAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWWÕÕ
ccÖÖvv³³YY ÔÔAAMMÖÖYYxx ee¨̈vvssKKÕÕ--GGii ee¨̈eemmvv,, mm¤¤úú`̀,, `̀vvqq,, AAwwaaKKvvii II
KKZZ©© „„ZZ¡¡ AAwwaaMMÖÖnnYY KK‡‡ii|| AAMMÖÖYYxx ee¨̈vvssKK ccÖÖwwZZwwôôZZ nnqq 11997722 mmvv‡‡jj
eevvssjjvv‡‡`̀kk ee¨̈vvssKK RRvvZZxxqqKKiiYY AAvv‡‡`̀kk ee‡‡jj ((††ccÖÖwwmm‡‡WW‡‡››UUii AAWW©©vvii
bbss 2266,, 11997722 mmvvjj))|| AAwwaaMMÖÖnn‡‡YYii KKvvRR mm¤¤úúbbœœ nnqq GGKKwwUU
††ffÛÛii PPzzww³³ii ggvvaa¨̈‡‡gg|| mmiiKKvvii wwQQjj AAMMÖÖYYxx ee¨̈vvssKK--GGii cc‡‡¶¶
GGeess AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UU‡‡WWii cc‡‡¶¶ wwQQjj ccwwiiPPvvjjbbvv ccwwiill`̀||
GGBB AAwwaaMMÖÖnn‡‡YYii KKvvRR mm¤¤úúvvww`̀ZZ nnqq 1155 bb‡‡ff¤¤^^ii 22000077 mmvv‡‡jj||
wwKKšš‘‘ ZZvv KKvvhh©©KKii KKiivv nnqq 11 RRyyjjvvBB 22000077 mmvvjj ††__‡‡KK||
ee¨̈vvss‡‡KKii mmgg¯̄—— ††kkqqvv‡‡iiii ggvvwwjjKK MMYYccÖÖRRvvZZšš¿¿xx eevvssjjvv‡‡`̀kk mmiiKKvvii
GGeess AAvviiII 1122((eevvii)) RRbb ††kkqqvvii ††nnvvììvvii hhuuvviivv mmiiKKvvii KKZZ©© „„KK
gg‡‡bbvvbbxxZZ|| GGBB 1122((eevvii)) RR††bbii ccÖÖ††ZZ¨̈††KKBB ggvvÎÎ GGKKwwUU KK††ii
††kkqqvv††iiii aavviiKK hhvv ccwwiiPPvvjj††KKii ††hhvvMM¨̈ZZvvgg~~jjKK ††kkqqvv††iiii
bb~~ ¨̈bbZZgg ccwwiiggvvbb || 22000099 mmvv‡‡jjii 3311 wwWW‡‡mm¤¤^^ii ee¨̈vvss‡‡KKii kkvvLLvv
mmssLL¨̈vv wwQQjj 886677wwUU|| wwee‡‡`̀‡‡kk ††KKvvbb kkvvLLvv HH ZZvvwwii‡‡LL wwQQjj bbvv||
AAMMÖÖYYxx ee¨̈vvss‡‡KKii mm¤¤úú~~YY©© ggvvwwjjKKvvbbvvqq wwmm½½vvccyy‡‡ii AAMMÖÖYYxx GG··‡‡PPÄÄ
nnvvDDRR ((ccÖÖvvtt)) wwjjtt GGeess ggvvjj‡‡qqwwkkqqvvqq ÔÔAAMMÖÖYYxx ††iiwwgg‡‡UUÝÝ nnvvDDRR
GGmmwwWWGGbb,, wweeGGBBPPwwWWÕÕ bbvv‡‡gg `̀yy‡‡UUvv mmvveewwmmwwWWqqvvwwii ††KKvv¤¤úúvvwwbb
ii‡‡qq‡‡QQ||
Page 56 of 110 56
Progress Achieved in 2009
The Bank continued to grow steadily in all major
areas. Deposits increased by 13.26 per cent in
2009 and reached Tk. 16,628 crore from Tk. 14,682
crore in 2008. Total loans and advances in 2009
were TK. 12,223.60 crore as against Tk.11, 336.22
crore in 2008; which is 7.83 per cent higher than
that of the previous year. The Bank's profit
continued to grow in 2009. The operating profit
rose by 1.81 per cent to Tk. 644 crore in 2009 from
Tk. 633 crore in 2008, due to which capital shortfall
of Tk. 67.36 crore in 2008 was reversed and led to
a capital surplus of Tk. 73.34 crore in 2009 even
after capital requirement increased by Tk.113 crore.
Capital Structure
The shareholders' equity of the Bank as on 31
December 2009 stood at Tk. 916.72 crore. The
equity increased by Tk. 274.80 crore in the year
2009 from Tk. 641.92 crore in 2008. The paid-up
capital of the Bank has increased from Tk.248.42
crore to Tk. 496.84 crore due to issuance of bonus
shares.
22000099 mmvv‡‡jj AAwwRR©©ZZ AAMMÖÖMMwwZZ
ee¨̈eemmvvii mmKKjj ¸̧ii““ZZ¡¡cc~~YY©© ††¶¶‡‡ÎÎ ee¨̈vvss‡‡KKii AAMMÖÖMMwwZZ AAee¨̈vvnnZZ AAvv‡‡QQ|| 22000099 mmvv‡‡jj AAvvggvvbbZZ ee„„ww×× ††cc‡‡qq‡‡QQ 1133..2266 kkZZvvsskk|| 22000088 mmvv‡‡jj AAvvggvvbb‡‡ZZii ccwwiiggvvYY 1144,,668822 ††KKvvwwUU UUvvKKvv|| 22000099 mmvv‡‡jjii ††kk‡‡ll AAvvggvvbb‡‡ZZii ccwwiiggvvYY `̀vv uuoovvqq 1166,,662288 ††KKvvwwUU UUvvKKvv|| 22000088 mmvv‡‡jjii 1111,,333366..2222 ††KKvvwwUU UUvvKKvv FFYY II AAwwMMÖÖ‡‡ggii wweecciixx‡‡ZZ 22000099 mmvv‡‡jjii ††kk‡‡ll FFYY II AAwwMMÖÖ‡‡ggii ccwwiiggvvYY wwQQjj 1122,,222233..6600 ††KKvvwwUU UUvvKKvv,, hhvv cc~~ee©©eeZZxx ©© eeQQ‡‡iiii ††PP‡‡qq kkZZKKiivv wwnnmmvv‡‡ee ccÖÖee„„ ww××ii nnvvii `̀vv uuoovvqq 77..8833 kkZZvvsskk|| ee¨̈vvss‡‡KKii ggyybbvvddvvII ee„„ww×× ccvvIIqqvv AAee¨̈vvnnZZ AAvv‡‡QQ|| 22000099 mmvv‡‡jj AAccvv‡‡iiwwUUss ccÖÖwwdd‡‡UUii ccwwiiggvvYY wwQQjj 664444 ††KKvvwwUU UUvvKKvv|| kkZZKKiivv wwnnmmvv‡‡ee GG ccÖÖee„„ ww××ii ccwwiiggvvYY 11..8811 kkZZvvsskk || cc~~ee©©eeZZ©©xx eeQQ‡‡II AAccvv‡‡iiwwUUss ccÖÖwwdd‡‡UUii ccwwiiggvvYY wwQQjj 663333 ††KKvvwwUU UUvvKKvv|| 22000099 mmvv‡‡jj eevvoowwZZ gg~~jjaabb jjvv‡‡MM 111133 ††KKvvwwUU UUvvKKvv|| GGZZ`̀mm‡‡ËË¡¡II ee¨̈vvss‡‡KKii DDØØ„„ËË gg~~jjaa‡‡bbii ccwwiiggvvYY wwQQjj 7733..3344 ††KKvvwwUU UUvvKKvv|| AA__PP cc~~ee©©eeZZxx ©© eeQQ‡‡ii gg~~jjaa‡‡bbii NNvvUUwwZZ wwQQjj 6677..3366††KKvvwwUU UUvvKKvv|| NNvvUUwwZZii ¯̄’’‡‡jj DDØØ„„ËË gg~~jjaabb mm¤¤¢¢ee nnqq DD””PPZZii AAccvv‡‡iiwwUUss ggyybbvvddvv AARR©©‡‡bbii KKvvii‡‡YY||
gg~~jjaabb KKvvVVvv‡‡ggvv
22000099 mmvv‡‡jjii wwWW‡‡mm¤¤^^ii ††kk‡‡ll ee¨̈vvss‡‡KKii ††ggvvUU ‡‡kkqqvvii ††nnvvììvvii‡‡`̀ii BBKKzzBBwwUUii ccwwiiggvvYY wwQQjj 991166..7722 ††KKvvwwUU UUvvKKvv|| AAvv‡‡jjvvPP¨̈ eeQQ‡‡ii ‡‡kkqqvvii ††nnvvììvvii‡‡`̀ii BBKKzzBBwwUUii ccwwiiggvvYY ee„„ww×× ccvvqq 227744..8800 ††KKvvwwUU UUvvKKvv|| 22000088 mmvv‡‡jj ‡‡kkqqvvii ††nnvvììvvii‡‡`̀ii BBKKzzBBwwUUii ccwwiiggvvYY wwQQjj 664411..9922 ††KKvvwwUU UUvvKKvv|| ††eevvbbvvmm ††kkqqvvii BBmmyy ¨̈ KKiivvii dd‡‡jj ccwwii‡‡kkvvwwaaZZ gg~~jjaabb 224488..4422 ††KKvvwwUU UUvvKKvv nn‡‡ZZ ee„„ww×× ††cc‡‡qq 449966..8844 ††KKvvwwUU UUvvKKvvqq DDbbœœxxZZ nn‡‡qq‡‡QQ||
Capital Structure Chart
Page 57 of 110 57
Sources of Fund 2009 2008
Deposits 16628.36 14681.46
Paid-up-Capital 496.84 248.42
Statutory Reserve 138.94 73.78
Revaluation & Amortization Reserve in Govt.
Securities
206.48 42.53
General Reserve 0.50 0.50
Retained surplus from Profit and Loss account 73.96 276.69
Total : 17,545.08 15323.38
Funding Structure
The year-end funding structures of the Bank in 2008 and
2009 are given below:
ZZnnwweejj KKvvVVvv‡‡ggvv 22000088 GGeess 22000099 mmvv‡‡jjii ††kk‡‡ll ee¨̈vvss‡‡KKii ZZnnwweejj KKvvVVvv‡‡ggvv wwbbææiiƒƒcctt
(Amount in Crore Taka.)
Pie Chart
Asset Portfolio
The year-end asset portfolio scenarios of the Bank in 2008
and 2009 are given below:
mm¤¤úú‡‡`̀ii ††ccvvUU©©‡‡ddvvwwjjII 22000088 GGeess 22000099 mmvv‡‡jjii ††kk‡‡ll ee¨̈vvss‡‡KKii mm¤¤úú‡‡`̀ii ††ccvvUU©©‡‡ddvvwwjjII wwbbææiiƒƒcctt
(Amount in crore Taka)
Particulars of Assets 2009 2008
Loans and advances 12,223.61 11,336.23
Investments 4,089.72 2,932.98
Fixed assets 287.86 253.07
Money at call and short notice 170.00 82.00
Cash in Hand and with other Banks & FIs 1,252.17 1,012.08
Other assets 3,155.55 3,116.21
Total : 21,178.91 18,732.57
Page 58 of 110 58
Pie Chart
Business Performance
a. Deposits
At the end of December 2009, the deposit of the
Bank was Tk. 16,628.36 crore compared to Tk.
14,681.46 crore at the end of previous year leading
to a year-over-year the growth in deposit of 13.26
percent.This growth rate is a remarkable
achievement, considering the adverse economic
scenario of the country during the year under
review.
ee¨̈eemmvvqq AAMMÖÖMMwwZZ
KK.. AAvvggvvbbZZ
22000099 mmvv‡‡jjii wwWW‡‡mm¤¤^^ii ††kk‡‡ll ee¨̈vvss‡‡KKii AAvvggvvbb‡‡ZZii ccwwiiggvvYY wwQQjj
1166,,662288..3366 ††KKvvwwUU UUvvKKvv hhvv MMZZ eeQQii wwQQjj 1144,,668811..4466 ††KKvvwwUU
UUvvKKvv|| GG‡‡ZZ GG‡‡¶¶‡‡ÎÎ ccÖÖee„„ ww××ii nnvvii `̀vv uuoovvqq 1133..2266 kkZZvvsskk||
AAvv‡‡jjvvPP¨̈ eeQQ‡‡iiii gg››`̀vv ccwwiiww¯̄’’ wwZZ mm‡‡ËË¡¡II AAvvggvvbb‡‡ZZii ccÖÖee„„ ww××ii nnvvii
wwQQjj DD‡‡jj −−LL‡‡hhvvMM¨̈||
Bar Chart : Deposits
In the prevailing situation, mobiliziation of deposits
has become very competitive and as a result the
average cost of fund for the banks in the private
sector has increased compared to the previous
PPjjggvvbb AAee¯̄’’vvqq AAvvggvvbbZZ mmssMMÖÖnn AAZZ¨̈šš—— ccÖÖwwZZ‡‡hhvvwwMMZZvvgg~~jjKK wweellqq
nn‡‡qq `̀uu vvwwoo‡‡qq‡‡QQ|| cc~~ee©©eeZZxx ©© eeQQ‡‡iiii ZZzzjjbbvvqq ZZnnwweejj ee¨̈qq ee„„ww××
††cc‡‡qq‡‡QQ|| GGKKvvii‡‡YY wwbbææ ee¨̈qq mmvv‡‡cc¶¶ AAvvggvvbbZZ mmssMMÖÖ‡‡nnii
Page 59 of 110 59
year. The Bank has laid particular emphasis on
procurement of low cost fund. The deposit mix of
the Bank as on 31 December 2009 was as follows:
(Amount in crore Taka) Types of Deposits 2009 2008
Current and other deposits 2,802.84 2,482.30
Savings Bank Deposits 6,965.59 6,485.55
Fixed Deposits 6,566.36 5,412.09
Bills Payable 293.57 301.52
Total 16,628.36 14,681.46
cc`̀‡‡¶¶cc ††bbqqvv nn‡‡qq‡‡QQ|| 3311 wwWW‡‡mm¤¤^^ii,, 22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii
AAvvggvvbb‡‡ZZii wwPPÎÎ wwbbææiiƒƒcc tt
((††KKvvwwUU UUvvKKvvqq)) Avgvb‡Zi aib 2009 2008
PjwZ Ges Ab¨vb¨ AvgvbZ 2,802.84 2,482.30 mÂqx AvgvbZ 6,965.59 6,485.55 ‡gqv`x AvgvbZ 6,566.36 5,412.09 cÖ‡`q wej 293.57 301.52
‡gvU 16,628.3
6 14,681.46
Pie Chart of Deposit Mix-2009
Chart of Deposit Mix-2008 and 2009
b. Assets Quality
Quality of asset is one of the strong areas of
operation of the Bank. Credit facilities are allowed
after ensuring optimum asset quality i.e. Bank’s
standard of excellence will not be compromised. For
improving the quality of our assets, the Bank
Management has prioritised financing in trade and
commerce by providing working capital. Moreover,
some pragmatic steps have been taken to reduce
non-performing loans as well as to prevent new
classification thereof.
LL..mm¤¤úú‡‡`̀ii ggvvbb
AAMMÖÖYYxx ee¨̈vvss‡‡KKii mm¤¤úú‡‡`̀ii ¸̧YYMMZZ ggvvbb GGii kkww³³ii GGKKwwUU ww`̀KK||
mm¤¤úú‡‡`̀ii ggvvbb wwbbwwððZZ KK‡‡iiBB ee¨̈vvssKK ††__‡‡KK FFYY ††`̀qqvv nnqq|| AA__©©vvrr
ee¨̈vvss‡‡KKii DDrrKKll©©ZZvvii ggvv‡‡bb KKLLbbII QQvvoo ††`̀qqvv nnqq bbvv|| mm¤¤úú‡‡`̀ii
¸̧YYMMZZ ggvvbb ee„„ww××ii RRbb¨̈ ee¨̈vvssKK ee¨̈eemmvv II eevvwwYY‡‡RR¨̈ FFYY ††`̀qqvv‡‡KK
AAMMÖÖvvwwaaKKvvii ww`̀‡‡””QQ GGeess GG‡‡¶¶‡‡ÎÎ PPjjwwZZ gg~~jjaabb FFYY ccÖÖ`̀vvbb
KKii‡‡QQ|| bbZZzzbb ††kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii ccwwiiggvvYY ee„„ww×× ††iivvaaKK‡‡íí
GGeess ccyyii‡‡bbvv ††kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii UUvvKKvv AAvv`̀vvqq cc~~ee©©KK KKwwgg‡‡qq
AAvvbbvvii RRbb¨̈ wwee‡‡kkll ee¨̈ee¯̄’’vv ††bbqqvv nn‡‡””QQ||
Page 60 of 110 60
c. International Trade
The international trade financing constitutes a
major business activity conducted by the Bank. The
Bank’s foreign trade related activities, carried out
through 40 AD branches across the country, have
earned confidence of importers, exporters and
Bangladeshi work force working abroad. For
smooth conduct of international trade, The Bank
has as many as 383 foreign correspondents
throughout the world. In addition, the Bank is
maintaining 39 NOSTRO Accounts with the world’s
leading banks.
d. Import-Export Business
The import business of the Bank during the year
2009 was Tk. 7,753 crore. The export business
handled by the Bank during the year 2009 stood at
Tk. 4,461 crore. The slow growth rate in export
business is attributable to the volatile situation in
the world economy.
e. Foreign Remittance Business
Since beginning, the bank has been highly active in
remittance operations to facilitate disbursement of
remittance received from Bangladeshi wage earners
working abroad. Inward Foreign Remittance also
played a significant role in decreasing the bank’s
dependency on inter-bank market for payment of
import bills in foreign currency. The remittances of
the Bank resulted in steady increase of revenues for
the Bank in spite of the downward trend in
international trade. In the year 2009 the total
remittance stood at Tk.5,587 crore as against
Tk.5,269 crore in the year 2008. The Bank
continues Taka Draft/ Electronics Fund Transfer
arrangements with a number of overseas exchange
MM..AAvvšš——RR©©vvwwZZKK eevvwwYYRR¨̈
ee¨̈vvssKK ††hhmmgg¯̄—— FFYY ††`̀qq ZZvvii gg‡‡aa¨̈ AAvvšš——RR©©vvwwZZKK eevvwwYY‡‡RR¨̈ ccÖÖ`̀ËË
FFYY GGKKUUvv DD‡‡jj −−LL‡‡hhvvMM¨̈ AAsskk|| 4400wwUU ˆ̂ee‡‡`̀wwkkKK eevvwwYYRR¨̈ kkvvLLvvii
ggvvaa¨̈‡‡gg mm¤¤úúvvww`̀ZZ AAvvšš——RR©©vvwwZZKK eevvwwYYRR¨̈ AAvvgg`̀vvbbxxKKvviiKK,,
iißßvvwwbbKKvviiKK GGeess wwee‡‡`̀‡‡kk KKgg©©iiZZ eevvssjjvv‡‡`̀kkxx‡‡`̀ii AAvv¯̄’’ vv AARR©©bb
KKii‡‡ZZ mm¶¶gg nn‡‡qq‡‡QQ|| `̀¶¶ffvv‡‡ee AAvvšš——RR©©vvwwZZKK eevvwwYYRR¨̈ KKiivvii RRbb¨̈
mmvviivv wwee‡‡kk¦¦ AAMMÖÖYYxx ee¨̈vvss‡‡KKii ii‡‡qq‡‡QQ 338833wwUU wwee‡‡`̀kkxx
ÔÔKK‡‡iimmcc‡‡ÛÛ››UUÕÕ|| AAwwaaKKšš—— yy,, ee¨̈vvssKK wwee‡‡kk¦¦ii wweeLL¨̈vvZZ ee¨̈vvssKK¸̧‡‡jjvvii
mm‡‡½½ 3399wwUU ÔÔbb÷÷ªªÕÕ GGKKvvDD››UU ccwwiiPPvvjjbbvv KKii‡‡QQ||
NN..AAvvgg`̀vvwwbb--iißßvvwwbb ee¨̈eemmvv
22000099 mmvv‡‡jj AAvvgg`̀vvwwbb ee¨̈eemmvvii AA__©©vvqqbb nn‡‡qq‡‡QQ 77,,775533 ††KKvvwwUU
UUvvKKvv|| iißßvvwwbb ee¨̈eemmvvqq ccÖÖ`̀vvbb KKiivv nn‡‡qq‡‡QQ 44,,446611 ††KKvvwwUU UUvvKKvv||
wweekk¦¦ AA__©©bbxxwwZZii AAww¯̄’’ wwZZkkxxjj AAee¯̄’’vvii KKvvii‡‡YY iißßvvwwbb ee¨̈eemmvv ccÖÖee„„ ww××
KKgg nn‡‡qq‡‡QQ||
OO..††iiwwgg‡‡UUÝÝ ee¨̈eemmvv
wwee‡‡`̀‡‡kk KKgg©©iiZZ eevvssjjvv‡‡`̀kkxx‡‡`̀ii ccvvVVvv‡‡bbvv UUvvKKvv MMšš——ee¨̈¯̄’’‡‡jj
††ccŠŠ uuQQvv‡‡bbvvii ††¶¶‡‡ÎÎ AAMMªªYYxx ee¨̈vvssKK RRbb¥¥jjMMœœ ††__‡‡KKBB ZZrrccii||
ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv `̀vvqq ††ggUUvv‡‡bbvvii RRbb¨̈ AAvvšš——ttee¨̈vvssKK FF‡‡YYii IIccii
ee¨̈vvss‡‡KKii ††hh wwbbff©©iikkxxjjZZvv wwQQjj ZZvv nn««vv‡‡mm ††iiwwgg‡‡UUÝÝ wweeiivvUU ff~~wwggKKvv
ccvvjjbb KK‡‡ii‡‡QQ|| ˆ̂ee‡‡`̀wwkkKK eevvwwYY††RR¨̈ kk −−__ MMwwZZ __vvKKvv mm‡‡ËË¡¡II
††iiwwgg‡‡UU‡‡ÝÝii KKvvii‡‡YY ee¨̈vvss‡‡KKii AAvvqqee„„ww××ii ccÖÖeeYYZZvv AAee¨̈vvnnZZ
__vv‡‡KK|| 22000099 mmvv‡‡jj ††ggvvUU ††iiwwgg‡‡UU‡‡ÝÝii ccwwiiggvvYY wwQQjj 55,,558877
‡‡KKvvwwUU UUvvKKvv|| 22000088 mmvv‡‡jj GGii ccwwiiggvvYY wwQQjj 55,,226699 ††KKvvwwUU
UUvvKKvv|| wwee‡‡`̀kkxx GG··‡‡PPÄÄ ††KKvv¤¤úúvvbbxx¸̧‡‡jjvvii mm‡‡½½ ee¨̈vvssKK UUvvKKvv
WWªªvvddUU//BB‡‡jjUUªªwwbbKK ddvvÛÛ UUªªvvÝÝddvvii ee¨̈ee¯̄’’vv AAee¨̈vvnnZZ ††ii‡‡LL‡‡QQ||
ggaa¨̈ccÖÖvvPP¨̈,, DDccmmvvMMiixxqq AAÂÂjj II cc~~ee©© GGwwkkqqvv GGeess BBUUvvjjxxii 3355wwUU
GG··‡‡PPÄÄ ††KKvv¤¤úúvvbbxx//ee¨̈vvss‡‡KKii mm‡‡½½ ††bbUUIIqqvvKK©© ee¨̈ee¯̄’’vv ††RRvvii`̀vvii
Page 61 of 110 61
2%14%
1%
51%
13%
4%
8%2%5%
Foreign Remittance: 2009
Bahrain
Kuwait
Oman
K.S.A.
U.A.E.
Malaysia
Singapur
U.S.A.
Others
companies/banks. The Bank has strengthened its
overseas network by operating through a total of
35 exchange companies/banks, covering Middle
East, the Gulf States, South-East Asia and Italy. Out
of these 33 exchange companies/banks, the bank
has two subsidiaries of its own through which
expatriates are remitting their foreign earnings .
The Bank has started instant payment remittance
with the assistance of Money Gram, Transfast,
Remit One andIME. The inflow of the remittance
through the bank will increase remarkably in the
coming days. Meanwhile, the bank brought a
revolutionary change in the remittance distribution
management by introducing on-line delivery
system. At present, all the branches of 52 zones
have been brought under this network. As a result,
the remitted money can be deposited to the
beneficiaries’ accounts within 24 hours. The
introduction of on-line distribution of remittances
has generated much enthusiasm among the
expatriate Bangladeshi workers. Countrywide
remittance inflow is shown below:
KKiivv nn‡‡qq‡‡QQ|| GGBB 3355wwUU GG··‡‡PPÄÄ ††KKvv¤¤úúvvbbxxii gg‡‡aa¨̈ ee¨̈vvss‡‡KKii
`̀yy‡‡UUvv mmvveewwmmwwWWqqvviixx ††KKvv¤¤úúvvbbxx AAvv‡‡QQ hhvv‡‡`̀ii ggvvaa¨̈‡‡gg eevvssjjvv‡‡`̀kkxx
II‡‡qqRRAAvvbb©©vviiiivv ††`̀‡‡kk UUvvKKvv ccvvVVvv‡‡””QQ|| ÔÔggvvwwbbMMÖÖvv‡‡ggiiÕÕ ggvvaa¨̈‡‡gg
ee¨̈vvssKK ZZvvrr¶¶wwYYKKffvv‡‡ee UUvvKKvv ccÖÖ`̀vv‡‡bbii ee¨̈ee¯̄’’vv KK‡‡ii‡‡QQ|| ÔÔAAbb--
jjvvBBbbÕÕ wweeZZiibb ccØØwwZZ PPvvjjyy KK‡‡ii ee¨̈vvssKK ††iiwwgg‡‡UU‡‡ÝÝii UUvvKKvv NN‡‡ii
NN‡‡ii ††ccŠŠ uuQQvv‡‡bbvvii ††¶¶‡‡ÎÎ jj¶¶¨̈YYxxqq AAMMÖÖMMwwZZ ††`̀wwLL‡‡qq‡‡QQ|| eeZZ©©ggvv‡‡bb
5522wwUU ††RRvv‡‡bbii mmKKjj kkvvLLvv‡‡KK ÔÔAAbbjjvvBBbbÕÕ ccØØwwZZii AAaaxx‡‡bb AAvvbbvv
nn‡‡qq‡‡QQ|| dd‡‡jj 2244 NN››UUvvii gg‡‡aa¨̈ ††ccÖÖwwiiZZ UUvvKKvv mmyywweeaavv MMÖÖnnYYKKvviixxii
wwnnmmvv‡‡ee RRggvv ††`̀qqvv mm¤¤¢¢ee nn‡‡””QQ|| AAbb--jjvvBBbb ccØØwwZZ PPvvjjyy nnIIqqvv‡‡ZZ
wwee‡‡`̀‡‡kk KKgg©©iiZZ eevvssjjvv‡‡`̀kkxx‡‡`̀ii gg‡‡aa¨̈ `̀vvii““YY DDrrmmvv‡‡nnii mm„„wwóó
nn‡‡qq‡‡QQ|| AAvvii ¯̄úúóóZZttBB GG ††__‡‡KK mmyyddjj ccvvIIqqvv hhvv‡‡””QQ|| wweewwffbbœœ
††`̀kk ††__‡‡KK ccÖÖvvßß ††iiwwgg‡‡UU‡‡ÝÝii wwPPÎÎ bbxx‡‡PP ††`̀LLvv‡‡bbvv nn‡‡jjvvtt
f. Treasury Operation
Fund Management Division has been playing a
pivotal role in the advancement of the Bank. Fund
Management Division contributed a significant
share to the total income of the bank through its
treasury operations both in money market and
PP..‡‡UUªªRRvvwwii AAccvv‡‡iikkbb
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UU‡‡WWii AAMMÖÖMMwwZZii ††¶¶‡‡ÎÎ ZZnnwweejj ee¨̈ee¯̄’’vvccbbvv
wweeffvvMM AAMMÖÖYYxx ff~~wwggKKvv ccvvjjbb KK‡‡ii‡‡QQ|| DD³³ wweeffvvMM ggvvwwbb ggvv‡‡KK©©UU
II ˆ̂ee‡‡`̀wwkkKK eevvwwYYRR¨̈ ggvv‡‡KK©©‡‡UU ††UUªªRRvviixx KKvvhh©©µµ‡‡ggii ggvvaa¨̈‡‡gg
ee¨̈vvss‡‡KKii ††ggvvUU AAvv‡‡qq wwmmssnnffvvMM AAee`̀vvbb ††ii‡‡LL‡‡QQ|| DD³³ wweeffvvMM‡‡KK
Page 62 of 110 62
foreign exchange market. The treasury operation of
the bank has become a major profit centre of the
bank and made significant contribution. The
treasury of the Bank was a major market leader
both in the inter bank money market and foreign
exchange market.
On the other hand with an efficient and prudent
handling of Fund Management Division, a
functioning and effective Asset Liability Committee
regulates and articulates the bank’s total need,
exposures, rates and strategy for all Asset Liability
Management. An effective ALCOM process has
enabled the bank to effeciently manage and
projects its asset and liabiity flows, resulting in a
smooth flow of all funding requirements of the bank
while maximizing all profit opportunities. In fact
through the optimal management of assets and
liabilities, the treasury was the highest profit centre
for the bank in 2009. The good news for the year
under review was that the Division earned
TK.412.81 crore (Money Market Tk.388.60 crore
and Foreign Exchange Tk. 24.21 crore) through
prudent treasury operation.
Item wise income of treasury is shown below:
(Amount in crore Taka)
Sl
# Item
Year
2009 2008 2007
1 Securities share
and debenture
290.34 137.15 75.94
2 Treasury Bill &
Repo
75.16 48.37 108.83
3 Underwriting
commission
1.36 1.69 0
4 Call Loan / Other
Bank Deposit
23.57 20.85 27.33
Total 390.43 208.06 212.10
ee¨̈vvss‡‡KKii AAbb¨̈ZZgg AAvv‡‡qqii DDrrmm wwnnmmvv‡‡ee MMYY¨̈ KKiivv nnqq|| AAff¨̈šš——
iixxYY ggvvwwbb ggvv‡‡KK©©UU GGeess ˆ̂ee‡‡`̀wwkkKK eevvwwYYRR¨̈ ggvv‡‡KK©©‡‡UU ††UUªªRRvviixx
wweeffvvMM nn‡‡””QQ ggvv‡‡KK©©UU jjxxWWvvii||
AAcciiww`̀‡‡KK,, `̀¶¶ZZvv II wweePP¶¶YYZZvvii mmvv‡‡__ ccwwiiPPvvwwjjZZ ZZnnwweejj
ee¨̈ee¯̄’’vvccbbvv wweeffvv‡‡MMii mmnnvvqqZZvvqq GGKKwwUU KKvvhh©©KKii mm¤¤úú`̀ II `̀vvqq
ee¨̈ee¯̄’’vvccbbvv KKwwggwwUU mm¤¤úú`̀ II `̀vvqq ee¨̈ee¯̄’’vvccbbvvmmnn ee¨̈vvss‡‡KKii ††ggvvUU
ZZnnwwee‡‡jjii PPvvwwnn`̀vv,, GG··‡‡ccvvRRvvii,, mmyy‡‡`̀ii nnvvii GGeess ††KKŠŠkkjj
wwbbaavv ©©iiYY KK‡‡ii|| dd‡‡jj mm¤¤úú`̀ II `̀vvqq ccÖÖeevvnn KKvvhh©©KKiiffvv‡‡ee wwbbqqšš¿¿YY
GGeess ZZvvii ccÖÖ‡‡¶¶ccYY KKiivv hhvv‡‡””QQ|| ee¯̄—— yyZZ,, mm¤¤úú`̀ II `̀vvqq
ee¨̈ee¯̄’’vvccbbvvii ggvvaa¨̈‡‡gg 22000099 mmvv‡‡jj ††UUªªRRvviixx wweeffvvMM mm‡‡eevv ©©””PP
ggyybbvvddvv KK‡‡ii|| GG eeQQ‡‡iiii RRbb¨̈ mmyyLLeeii nnjj wweePP¶¶YY ZZnnwweejj
ee¨̈ee¯̄’’vvccbbvvii ggvvaa¨̈‡‡gg GG wweeffvvMM 441122..8811 ††KKvvwwUU UUvvKKvv ((ggvvwwbb
ggvv‡‡KK©©UU 338888..6600 ††KKvvwwUU UUvvKKvv GGeess ˆ̂ee‡‡`̀wwkkKK wweewwbbggqq 2244..2211
††KKvvwwUU UUvvKKvv)) AAvvqq KK‡‡ii‡‡QQ||
LLvvZZwwffwwËËKK ††UURRvviixx wweeffvv‡‡MMii AAvvqq wwbb‡‡ææ ccÖÖ`̀kk©©bb KKiivv nnÕÕjjtt
((††KKvvwwUU UUvvKKvvqq))
µg #
LvZ eQi
2009 2008 2007
1 wmwKDwiwUR †kqvi Ges wW‡eÂvi
290.34 137.15 75.94
2 ‡UªRvix wej Ges wi‡cv 75.16 48.37 108.83
3 AvÛvi ivBwUs Kwgkb 1.36 1.69 0
4 Kj †jvb/Ab¨vb¨ e¨vsK wW‡cvwRU
23.57 20.85 27.33
†gvU 390.4
3 208.06 212.10
Page 63 of 110 63
g. Loans and Advances
The loans and advances of the Bank registered an
impressive growth during the year 2009. The total
loans and advances as on 31 December 2009 was
Tk. 12,223.61 crore compared to as against Tk.
11,336.23 crore at the end of previous year,
showing an increase of 7.82 per cent.
The advance portfolio of the Bank is well diversified
and covers funding to a wide spectrum of business
and industries including agro-based and agro-
processing, ship scrapping, steel & engineering,
paper & paper products, chemicals, construction,
real estate and loans under consumers’ credit
schemes, various trading businesses, service-
holders’ loan and women entrepreneurs of the
country.
Sector-wise position of loan and advances as on 31
December 2009 is given below:
(Amount in crore taka)
Sectorwise of Loans 2009 2008
Agriculture and Fishery 694.33 643.18
Jute and Jute goods 650.24 678.24
Transport, Storage and
Communication
71.49 80.60
Ship Breaking 79.11 73.37
Textile and Readymade Garments 1,269.09 1,373.94
Food and Allied Industry 509.62 471.87
Construction and Engineering 235.52 218.42
Pharmaceuticals and Chemicals 320.19 296.95
Leather 464.47 440.49
Power & Energy 7.48 6.94
Professional and Services 93.02 86.27
Housing Service 1,370.80 1,126.98
Wholesale/ Retail Trading 2,011.98 1,865.92
Personal Loan (staff loan and
other personal loan
1,293.56 1,169.36
Others 3,152.71 2,803.70
Total 12,223.61 11,336.23
QQ..FFYY II AAwwMMÖÖgg
22000099 mmvv‡‡jjii FFYY II AAwwMMÖÖ‡‡ggii ccwwiiggvvYY DD‡‡jj −−LL‡‡hhvvMM¨̈ nnvv‡‡ii ee„„ww××
††cc‡‡qq‡‡QQ|| AAvv‡‡jjvvPP¨̈ mmvv‡‡jjii ††kk‡‡ll FFYY II AAwwMMÖÖ‡‡ggii ††ggvvUU ccwwiiggvvYY wwQQjj
1122,,222233..6611 ††KKvvwwUU UUvvKKvv|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj
1111,,333366..2233 ††KKvvwwUU UUvvKKvv|| GG‡‡¶¶‡‡ÎÎ ccÖÖee„„ww××ii nnvvii 77..8822 kkZZvvsskk||
ee¨̈vvss‡‡KKii FF‡‡YYii AAvvIIZZvvqq AAvv‡‡QQ wweewwffbbœœ ††kkªªYYxxii FFYY GGeess ZZvv wweewwffbbœœ
LLvv‡‡ZZ mmÂÂvvwwjjZZ|| ee¨̈eemmvv II wwkk‡‡ííii ††hhmmee DDccLLvv‡‡ZZ ZZvv mmÂÂvvwwjjZZ
nn‡‡qq‡‡QQ ††mm¸̧‡‡jjvv nn‡‡””QQ tt GG¨̈vv‡‡MMÖÖvv‡‡eeBBRRWW GGeess GG¨̈vv‡‡MMÖÖvvccÖÖ‡‡mmwwmmss wwkkíí,,
kkxxcc ††¯̄ŒŒwwccss,, ww÷÷jj GGeess BBwwÄÄwwbbqqvvwwiiss,, ††ccccvvii II ††ccccvvii ††ccÖÖvvWWvv±±mm,,
††KKwwggKK¨̈vvjjmm,, wwbbgg©©vvYY,, AAvveevvmmbb,, KKbbwwRRDDggvvii ††µµwwWWUU ¯̄‹‹xxgg,, wweewwffbbœœ
ee¨̈eemmvvwwqqKK KKvvhh©©µµgg,, PPvvKKiixxRRxxwwee FFYY GGeess bbvviixx DD‡‡`̀¨̈vv³³vv||
LLvvZZ wwffwwËËKK FFYY II AAwwMMÖÖ‡‡ggii wweeeeiiYY wwbbææiiƒƒcctt
((‡‡KKvvwwUU UUvvKKvvqq))
FF‡‡YYii aaiibb 22000099 22000088
KK……wwll II ggrrmm¨̈ 669944..3333 664433..1188
ccvvUU II ccvvUURRvvZZ `̀ªªee¨̈ 665500..2244 667788..2244
ccwwiieennbb,, ggRRyy`̀ II ††hhvvMMvv‡‡hhvvMM 7711..4499 8800..6600
wwkkcc ††eeªªwwKKss 7799..1111 7733..3377
ee¯̄¿¿ II ˆ̂ZZiixx ††ccvvkkvvKK 11,,226699..0099 11,,337733..9944
LLvv`̀¨̈ GGeess mmsswwkk −−óó wwkkíí 550099..6622 447711..8877
wwbbgg©©vvYY GGeess ccÖÖ‡‡KKŠŠkkjj 223355..5522 221188..4422
IIllyyaa II iimmvvqqbb 332200..1199 229966..9955
PPvvggoovv LLvvZZ 446644..4477 444400..4499
wwee`̀yy ¨̈rr LLvvZZ 77..4488 66..9944
‡‡cckkvv II ††mmeevvLLvvZZ 9933..0022 8866..2277
AAvveevvmmbb II ††mmeevv 11,,337700..8800 11,,112266..9988
ccvvBBKKvviixx II LLyyPPiivv ee¨̈eemmvv 22,,001111..9988 11,,886655..9922
ee¨̈ww³³MMZZ FFYY 11,,229933..5566 11,,116699..3366
AAbb¨̈vvbb¨̈ 33,,115522..7711 22,,880033..7700
‡‡ggvvUUtt 1122,,222233..6611 1111,,333366..2233
Page 64 of 110 64
The Bank attaches top most importance to
acquisition of quality assets and does appropriate
lending risk analysis while approving commercial
and trade loans to clients. The advances matrix of
the Bank as on 31 December 2009 was as follows:
FF‡‡YYii ¸̧YYMMZZ ggvvbb ii¶¶vvqq ee¨̈vvssKK mm‡‡ee©©vv””PP ¸̧ii““ZZ¡¡ ††`̀qq|| eevvwwYYwwRR¨̈KK II
ee¨̈eemmvvwwqqKK FFYY ††`̀qqvvii mmggqq ÔÔ‡‡jjwwÛÛss wwii¯̄‹‹ GG¨̈vvbbvvjjvvBBwwmmmmÕÕ hh__vvhh__ffvv‡‡ee
KKiivv nnqq|| 22000099 mmvv‡‡jjii ††kk‡‡ll FF‡‡YYii wwPPÎÎwwUU wwbbææiiƒƒcc wwQQjjtt
h. Industrial Credit
Agrani Bank Limited has been playing a significant
role in supporting the Government policy of rapid
industrialisation. The Bank continues its specialized
services for financing medium and long-term capital
finance as well as short-term working capital
finance to industrial projects. The total outstanding
against industrial project loan, excluding working
capital loan as on 31 December, 2009 stood at Tk.
2,304 crore which is 18.85 per cent of the Bank's
total loan portfolio. The Bank also extended credit
facilities to all important sub-sectors of the
economy.
Photos
1. Energy-power
2. BSRM
3. Wisteria
i. Credit Lines
Agrani Bank Limited utilised IDA Credit, Exim
Credit, ADB Loan, OPEC credit and different foreign
credit lines under BSCIC Consortium for onward
RR..wwkkíí FFYY
mmiiKKvv‡‡iiii `̀ªª ““ZZ wwkkíívvqqbb bbxxwwZZ eevv¯̄——eevvqq‡‡bb AAMMÖÖYYxx ee¨̈vvssKK
DD‡‡jj −−LL‡‡hhvvMM¨̈ffvv‡‡ee ff~~wwggKKvv ††ii‡‡LL PP‡‡jj‡‡QQ|| AAMMÖÖYYxx ee¨̈vvssKK ggaa¨̈gg II `̀xxNN©©
††ggqqvvww`̀ wwkkíí FFYY ††hhvvMMvvbbmmnn wwkkíí ccÖÖKK‡‡íí PPjjwwZZ gg~~jjaabb mmiieeiivvnn KK‡‡ii
__vv‡‡KK|| PPjjwwZZ gg~~jjaabb eevv‡‡`̀ ïïaayy wwkkíí ccÖÖKK‡‡íí ccÖÖ`̀ËË FF‡‡YYii ccwwiiggvvYY eeQQii
††kk‡‡ll wwQQjj 22,,330044 ‡‡KKvvwwUU UUvvKKvv hhvv ††ggvvUU FF‡‡YYii 1188..4477 kkZZvvsskk||
AA__©©bbxxwwZZii mmee DDccLLvv‡‡ZZ AAMMÖÖYYxx ee¨̈vvss‡‡KKii FFYY mmyywwee¯̄ZZ……ZZ|| ¸̧ii““ZZ¡¡cc~~YY©©
wweewwffbbœœ DDccLLvv‡‡ZZII ee¨̈vvssKK FFYY wweeZZiiYY KKii‡‡QQ||
SS..‡‡µµwwWWUU jjvvBBÝÝ
ee¨̈vvss‡‡KKii wwbbRR¯̂̂̄ DDrrmm ††__‡‡KK AA__©©vvqqbb eevv‡‡`̀ ee¨̈vvssKK ÔÔwweeGGmmwwmmAAvvBBwwmmÕÕii
AAaaxx‡‡bb AAvvBBwwWWGG ††µµwwWWUU,, GGww··gg ††µµwwWWUU,, GGwwWWwwee ††µµwwWWUU,, II‡‡ccKK
††µµwwWWUU II AAbb¨̈vvbb¨̈ ††µµwwWW‡‡UUii UUvvKKvvII AA__©©vvqq‡‡bb ee¨̈eennvvii KK‡‡ii|| GGmmee
Page 65 of 110 65
lending in addition to Bank’s own sources. The
balance outstanding against the loans and the
number of projects funded are appended below:
Types of fund Number of
Projects
Amount
Outstanding
(crore taka)
Foreign Fund 258 41.39
Local Fund 738 1719.96
j. Syndication Loan
The Bank continues its participation in syndicated
lending arrangements. The bank so far sanctioned
Tk. 761 crore upto December, 2009 as against Tk.
598 crore in previous year under this credit
programme from its own source. Outstanding
balance of this loan amounted to Tk. 466 crore as
on 31 December, 2009 as against Tk. 416 crore in
the last year.
k. SME and Micro Credits
Beyond conventional banking, the Bank has also
been participating in several SME programs through
its own efforts and in collaboration with different
national and international agencies like Bureau of
Manpower Employment and Training (BMET),
Bangladesh Rural Development Board (BRDB),
Bangladesh Small and Cottage Industries
Corporation (BSCIC), NGOs, Bangladesh Rural
Advancement Committee (BRAC), Association for
Social Advancement (ASA) and other NGOs
including MIDAS, CDF, International Fund for
Agricultural Development (IFAD), Norwegian
Agency for Development Co-operation (NORAD),
Swedish International Development Agencies
(SIDA) etc. These are aimed at reinforcing efforts
FF‡‡YYii AAvvIIZZvvqq ccÖÖ`̀ËË FF‡‡YYii mmssLL¨̈vv II FF‡‡YYii ccwwiiggvvYY bbxx‡‡PP DD‡‡jj −−LL
KKiivv nn‡‡jjvvtt
Znwe‡ji aib cÖK‡íi msL¨v FY w¯’wZ
(‡‡KvwU UvKvq)
‰e‡`wkK Znwej 258 41.39
Avf¨šZixb
Znwej 738 1719.96
TT..wwmmwwÛÛ‡‡KK‡‡UUWW ††jjvvbb
ÔÔwwmmwwÛÛ‡‡KK‡‡UUWW ††jjvv‡‡bbÕÕ ee¨̈vvssKK AAsskkMMÖÖnnYY KK‡‡ii __vv‡‡KK|| ee¨̈vvssKK wwbbRR¯̂̂̄ AA__©©
††__‡‡KK 5500wwUU ccÖÖKK‡‡íí ††ggvvUU 776611 ††KKvvwwUU UUvvKKvv ggÄÄyyii KK‡‡ii‡‡QQ|| wweeMMZZ
eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj ggvvÎÎ 559988 ††KKvvwwUU UUvvKKvv|| MMZZ eeQQii
ÔÔwwmmwwÛÛ‡‡KK‡‡UUWW ††jjvv‡‡bbiiÕÕ AAvvIIZZvvqq ee‡‡KKqqvv ww¯̄’’ wwZZ wwQQjj 441166 ††KKvvwwUU UUvvKKvv||
GG eeQQii wwWW‡‡mm¤¤^^‡‡ii GGii ccwwiiggvvYY `̀vv uuoovvqq 446666 ††KKvvwwUU UUvvKKvv||
UU..GGmmGGggBB GGeess ¶¶zz`̀ªª FFYY ((ggvvBB‡‡µµvv ††µµwwWWUU))
mmvvaavviiYY ee¨̈vvsswwKKss KKvvhh©©vveejjxxii eevvBB‡‡iiII ee¨̈vvssKK GGmmGGggBB II ¶¶yy`̀ªª FFYY
ww`̀‡‡””QQ|| wwbbRR¯̂̂̄ ddvvÛÛ ††__‡‡KK GGeess AAbb¨̈vvbb¨̈ ††`̀kkxx II wwee‡‡`̀kkxx ccÖÖwwZZôôvv‡‡bbii
mm‡‡½½ ††hhŠŠ__ffvv‡‡ee wwgg‡‡jj ee¨̈vvssKK GGBB FFYY ccÖÖ`̀vvbb KKii‡‡QQ|| ††hhmmee ccÖÖwwZZôôvvbb
GGii gg‡‡aa¨̈ AAvv‡‡QQ ††mm¸̧‡‡jjvv nn‡‡””QQtt ÔÔeeyy ¨̈‡‡iivv AAee gg¨̈vvbbccvvIIqqvvii GGggcc −−qq‡‡gg››UU
GG¨̈vvÛÛ ††UUªªwwbbss ((wweeGGggBBwwUU))ÕÕ,, eevvssjjvv‡‡`̀kk ii““iivvjj ††WW‡‡ffjjcc‡‡gg››UU ††eevvWW©©
((wweeAAvviiwwWWwwee)),, eevvssjjvv‡‡`̀kk ¯̄§§jj GG¨̈ÛÛ KK‡‡UURR BBÛÛªªvvwwóóRR KK‡‡ccvv ©©‡‡iikkbb
((wweeGGmmwwmmAAvvBB)),, GGbbwwRRII mmgg~~nntt eevvssjjvv‡‡`̀kk ii““iivvjj GG¨̈vvWWffvvÝ݇‡gg››UU
KKwwggwwUU ((eeªª ¨̈vvKK)),, GG‡‡mmvvwwmm‡‡qqkkbb ddii ††mmvvkk¨̈vvjj GGWWffvvÝ݇‡gg››UU ((GGGGmmGG)),,
BB››UUvviibb¨̈vvkkbbvvjj ddvvÛÛ ddii GGwwMMÖÖKKvvjjPPvv‡‡iijj ††WW‡‡ffjjcc‡‡gg››UU ((BBddvvWW)),,
bbiiwwRRqqvvbb GG‡‡RRwwÝÝ ddii ††WW‡‡ffjjcc‡‡gg››UU KK‡‡ccvv ©©‡‡iikk ((GGbb II AAvvii GGwwWW)),,
mmyyBBwwWWkk BB››UUvvii‡‡bbkkbbvvjj ††WW‡‡ffjjcc‡‡gg››UU GG‡‡RRwwÝÝRR ((GGmmAAvvBBwwWWGG))
BBZZ¨̈vvww`̀|| AAMMÖÖYYxx ee¨̈vvssKK `̀vvwwii`̀ªª ¨̈ wwee‡‡ggvvPP‡‡bbii DD‡‡Ïχ‡kk¨̈ mmiiKKvv‡‡iiii
ccvvkkvvccvvwwkk ¶¶zz`̀ªª II ggvvSSvvwwii DD‡‡`̀¨̈vv³³vv‡‡`̀ii mmvvnnvvhh¨̈ ccÖÖ`̀vvbb,, DDrrccvv`̀bb ee„„ww××,,
††eeKKvviiZZ¡¡ ††ggvvPPbbmmnn wweewwffbbœœ DD‡‡`̀¨̈vvMM MMÖÖnnYY KK‡‡ii‡‡QQ||
Page 66 of 110 66
of the Government to meet strategic objectives of
alleviating poverty of the rural poor, supporting
small and micro enterprises/ entrepreneurs,
increasing output, easing unemployment problem
and strengthening the rural financial market.
So far, the beneficiary coverage of SME and Micro
Credit operation came out under 14 programmes is
88,405 and 5,39,458 respectively.
Setting a goal to promote country's business
expansion, employment generation and
development of private sector EGPRP (Employment
Generation Project for the Poor) Project under
International Fund for Agricultural Development
(IFAD) have been successfully operated in the Bank
since 1995-96.
With the financial assistance from Agrani Bank
Limited and Norwegian Agency for Development
Co-operation (NORAD) SEDP Project (Small
Enterprises Development Project) have been in
operation in greater Mymensing and Faridpur
districts since 1995-96. The aim of the project is to
develop the standard of living through income and
employment generation by giving financial and
advisory assistance to the small labour intensive
firms. Action is underway to turn the project into a
wholly owned subsidiary company of the bank in
the year 2010.
l. Agriculture and Rural Credit
The Bank kept financing one of the country’s
priority sectors – agriculture. It started
accommodating millions of the rural poor with the
mainstream development activities in areas of
livestock, fishery, poultry, and nursery as well as
GG cchh©©šš—— GGmmGGggBB II ggvvBB‡‡µµvv‡‡µµwwWWUU ††ccÖÖvvMMÖÖvv‡‡ggii AAaaxx‡‡bb ccwwiiPPvvwwjjZZ
1144wwUU KKgg©©mm~~wwPPii AAaaxx‡‡bb wweewwffbbœœ LLvv‡‡ZZii hh__vvµµ‡‡gg 8888,,440055 GGeess
55,,3399,,445588 RRbb ¶¶yy`̀ªª DD‡‡`̀¨̈vv³³vv‡‡KK mmvvnnvvhh¨̈ KKiivv nn‡‡qq‡‡QQ||
11999955--9966 mmvvjj ††__‡‡KK GG mmee KKvvRR mmddjjZZvvii mm‡‡½½ KKiivv nn‡‡””QQ||
††`̀‡‡kkii ee¨̈eemmvv--eevvwwYYRR¨̈ mm¤¤ccÖÖmmvviibb,, ††eeKKvviiZZ¡¡ ††ggvvPPbb GGeess
††eemmiiKKvvwwiiLLvv‡‡ZZii DDbbœœqq‡‡bb BB››UUvvii‡‡bbkkbbvvjj ddvvÛÛ ddii GGwwMMÖÖKKvvjjPPvviivvjj
††WW‡‡ffjjcc‡‡gg‡‡››UUii ccÖÖ‡‡RR±±--GGggcc −−qq‡‡gg››UU ††RRbbvv‡‡iikkbb ccÖÖ‡‡RR±± ddii `̀¨̈vv ccyyIIii
mmddjjZZvvii mm‡‡½½ ccwwiiPPvvjjbbvv KKiivv nn‡‡””QQ||
11999955--9966 mmvvjj ††__‡‡KK ee„„nnËËii ggqqggbbwwmmssnn II ddwwii`̀ccyyii AA‡‡jj AAMMÖÖYYxx
ee¨̈vvss‡‡KKii mmnnvvZZvvqq GGeess bbiiII‡‡qqwwRRqqvvbb GG‡‡RRwwÝÝ ddii ††WW‡‡ffjjcc‡‡gg››UU
KK‡‡ccvv ©©‡‡iikkbb--GGii mmnnvvqqZZvvqq ¯̄§§jj GG››UUvviiccÖÖvvBBRR ††WW‡‡ffjjcc‡‡gg››UU
ccÖÖ‡‡RR±±//PPvvjjyy AAvv‡‡QQ|| ccÖÖ‡‡RR‡‡±±ii DD‡‡ÏÏkk¨̈ AAvvqq eevvoovv‡‡bbvvii ggvvaa¨̈‡‡gg ggvvbbyy‡‡llii
RRxxeebbaavvii‡‡bbii ggvv‡‡bbvvbbœœqqbb KKiivv || 22001100 mmvv‡‡jjii gg‡‡aa¨̈ GGBB wweeffvvMM‡‡KK
ee¨̈vvss‡‡KKii mm¤¤úú~~YY©© ggvvwwjjKKvvbbvvaaxxbb mmvveewwmmwwWWqqvvwwii ††KKvv¤¤úúvvbbxx wwnn‡‡mm‡‡ee MMVV‡‡bbii
KKvvRR PPjj‡‡QQ||
VV..KK……wwll GGeess ccjj −−xx FFYY
ee¨̈vvssKK ††`̀‡‡kkii AAMMÖÖvvwwaaKKvviiccÖÖvvßß LLvvZZ KK……wwll‡‡ZZ AA__©©vvqqbb AAee¨̈vvnnZZ
††ii‡‡LL‡‡QQ|| mmiiKKvv‡‡iiii bbxxwwZZggvvjjvvii mm‡‡½½ wwggjj ††ii‡‡LL ee¨̈vvssKK nnvvuummggyyiiMMxx
ccvvjjbb,, ggrrmm¨̈ PPvvll GGeess bbvvmmvv©© wwii ee¨̈eemmvvqq FFYY ww`̀‡‡””QQ|| KK……wwlleewwnn©©ff~~ZZ
KKvv‡‡RRII ee¨̈vvssKK FFYY ††`̀qq|| GGmmee ccÖÖKK‡‡ííii DD‡‡ÏÏkk¨̈ nn‡‡””QQ `̀vvwwii`̀ªª ¨̈
Page 67 of 110 67
many off-farm projects and the like in line with the
government policies. Poverty alleviation through
income generating activities is one of the strategic
priorities that the Bank has kept pursuing to make
the institutional support available to marginal
farmers, small entrepreneurs, distressed and
destitute women as well as unemployed youths.
Upto 2009, the bank disbursed Tk. 3162.64 crore
among 3,844,342 borrowers through 54 programs.
Photos fisheries &
poultry
m. Loan Classification and Provisioning
Reduction in the number and value of classified
loans and advances has been a major priority of the
Bank, along with maintaining a commensurate
provision. Various initiatives were taken and
adequate measures adopted to achieve the
optimum result. The main focus was on the
intensive and strict follow-up in respect of recovery
of previous classified and overdue loans along with
arresting new classification there of. As such the
classified loans reduced to Tk 2,373.92
crore(19.42% of total loans and advances) by the
end of 2009 against Tk 2,548.92 crore(22.48% of
total loans and advances) at the end of 2008 which
has been calculated as per Bangladesh Bank’s rules
and norms regarding loan classification.
n. Recovery of Non-performing Loans
The Bank has intensified its efforts to reduce
classified and overdue loans and take appropriate
measures for converting non-performing loans into
wwee††ggvvPPbb || hhvv‡‡ZZ ggvvbbyy‡‡llii AAvvqq eevv‡‡oo ZZvvii ww`̀‡‡KK ††eekkxx ††RRvvii ††`̀qqvv
nnqq|| ¶¶yy`̀ªª II ggvvSSvvwwii KK……llKK,, AAmmnnvvqq ggwwnnjjvv GGeess ††eeKKvvii hhyyeeKKiivv hhvv‡‡ZZ
mmnnvvqqZZvv ccvvqq ZZvv ††`̀LLvv GGmmee ccÖÖKK‡‡ííii AAbb¨̈ZZgg DD‡‡ÏÏkk¨̈|| 22000099 mmvvjj
cchh©©šš—— 5544 KKgg©©mm~~wwPPii AAaaxx‡‡bb ee¨̈vvssKK 33,,884444,,334422 RRbb `̀wwii`̀ªª ggvvbbyyll‡‡KK
33116622 .. 6644 ††KKvvwwUU UUvvKKvv ccÖÖ`̀vvbb KK‡‡ii‡‡QQ||
WW..FFYY ††kkªªYYxxwweebb¨̈vvmmKKiiYY GGeess ccÖÖwwffkkbb
‡‡kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii wwnnmmvvee mmssLL¨̈vv GGeess FF‡‡YYii ccwwiiggvvYY nn««vvmm KKiivv II
cchhvv ©©ßß ÕÕccÖÖwwffkkbbÕÕ iivvLLvv ee¨̈vvss‡‡KKii GGKKwwUU AAMMÖÖvvwwaaKKvvii ccÖÖvvßß KKvvRR|| GG
††¶¶‡‡ÎÎ mm‡‡eeŸŸ©©vv””PP ddjj ccvvIIqqvvii RRbb¨̈ wweewwffbbœœ DD‡‡`̀¨̈vvMM MMÖÖnnYY KKiivv nn‡‡qq‡‡QQ||
cc~~ee©©ZZbb ††kkªªYYxxwweebb¨̈vvwwmmZZ FFYY AAvv`̀vv‡‡qqii ††¶¶‡‡ÎÎ wwbbwweeoo ZZ`̀vviiKKxx GGeess
AAbbyyeeZZxx ©© KKvvhh©©µµgg ††RRvvii`̀vvii KKiivv nn‡‡qq‡‡QQ|| bbZZzzbb ††kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii
mm„„wwóó hhvv‡‡ZZ bbvv nnqq ††mmUUvvII ††`̀LLvv nnqq|| dd‡‡jj ††kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii
ccwwiiggvvYY nn««vvmm ccvvqq|| 22000088 mmvv‡‡jj GG aaii‡‡bbii FF‡‡YYii ccwwiiggvvYY wwQQjj
22,,554488..9922 ††KKvvwwUU UUvvKKvv ((††ggvvUU FFYY II AAwwMMÖÖ††ggii 2222..4488%%))|| ††mmBB
¯̄’’‡‡jj ZZvv 22000099 mmvv‡‡jj `̀vv uuoovvqq 22,,337733.. 9922 ††KKvvwwUU UUvvKKvv((††ggvvUU FFYY II
AAwwMMÖÖ††ggii 1199..4422%%))hhvv eevvssjjvv††`̀kk ee¨̈vvss††KKii GGZZ`̀mmssµµvvZZ wwbbqqgg bbxxwwZZii
AAvvIIZZvvqq wwnnmmvveevvqqbb wwbbaavv©© ©© wwiiZZ nn††qq††QQ||
XX..bbbb--ccvviiddiiwwggss FFYY AAvv`̀vvqq
‡‡kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii ccwwiiggvvYY GGeess IIffvviiwwWWDD FF‡‡YYii ccwwiiggvvYY nn««vv‡‡mmii
RRbb¨̈ ee¨̈vvssKK DD‡‡`̀¨̈vvMM MMÖÖnnYY KK‡‡ii hhvv‡‡ZZ bbbb--ccvviiddiiwwggss FF‡‡YYii ccwwiiggvvYY
nn««vvmm ccvvqq|| GGBB DD‡‡Ïχ‡kk¨̈ ggvvVV II mm`̀ii `̀ßßii cchhvv ©©‡‡qq ggwwbbUUwwiiss--GGii KKvvRR
Page 68 of 110 68
performing ones. As part of these efforts intensive
monitoring both at the field and Head Office levels
was carried out. A Debt Collection Unit was also set
up inside the Bank for effective follow-up and
recovery of loans. 6 private Debt Collection Agents
were appointed to recover non-performing and
written-off loans.
Recovery position of classified and overdue loans during 2009 is shown below:
o.Merchant Banking Unit
As part of its commitments and also its plan to
diversify business, Agrani Bank Limited has
embarked upon a new initiative by introducing
Merchant Banking. The Bank formally started its
Merchant Banking operation from 3rd September
2009. Earlier it obtained Merchant Banking license
from Securities andExchange Commission on 23
March 2009.
Objectives of Merchant Banking Unit include:
• To become the largest Merchant Bank in
Bangladesh by operating in an efficient
and effective manner.
• To expedite the development of capital
market by maintaining its depth, stability,
reliability and liquidity .
• To raise the small and medium investor’s
††RRvvii`̀vvii KKiivv nnqq|| FFYY AAvv`̀vvqq GGeess AAvv`̀vv‡‡qqii KKvvRR dd‡‡jjvv--AAvvcc
KKiivvii RRbb¨̈ ee¨̈vvss‡‡KKii ††ffZZ‡‡iiII ††WWUU KKvv‡‡jjKKkkbb BBDDwwbbUUÕÕ ¯̄’’ vvccbb KKiivv
nnqq|| ÕÕbbbb--ccvviiddiiwwggss FFYY GGeess AAee‡‡jjvvccbbKK……ZZ FFYY AAvv`̀vv‡‡qqii RRbb¨̈
QQqqwwUU ††eemmiiKKvvwwii††WWUU KKvv‡‡jjKKkkbb GG‡‡RR››UU wwbb‡‡qqvvMM ††`̀qqvv nnqq||
22000099 mmvv‡‡jj IIffvviiwwWWDD FFbb AAvv`̀vvqq ccwwiiww¯̄’’ wwZZ wwQQjj wwbbææiiƒƒcc;;
YY.. ggvv‡‡PP©©››UU ee¨̈vvsswwKKss BBDDwwbbUU
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW ee¨̈vvsswwKKss ee¨̈eemmvvqq ˆ̂eewwPPÎΨ̈vvqq‡‡bbii bbxxwwZZ AAbbyyhhvvqqxx
bbZZzzbb ††mmeevv wwnnmmvv‡‡ee ggvv‡‡PP©©››UU ee¨̈vvsswwKKss BBDDwwbbUU PPvvjjyy KK‡‡ii‡‡QQ|| 22000099
mmvv‡‡jj 33iivv ‡‡mm‡‡ÞÞ¤¤^^ii ggvv‡‡PP©©››UU ee¨̈vvsswwKKss BBDDwwbbUU AAvvbbyyôôvvwwbbKK hhvvÎÎvv ïïii““
KK‡‡ii|| KKvvhh©©µµgg ïïii““ii AAvv‡‡MM ee¨̈vvssKK 22000099 mmvv‡‡jj 2233††kk ggvvPP©© ggvv‡‡PP©©››UU
ee¨̈vvsswwKKss wwnnmmvv‡‡ee KKvvRR KKiivvii jjvvBB‡‡mmÝÝ AARR©©bb KK‡‡ii||
ggvv‡‡PP©©››UU ee¨̈vvsswwKKss BBDDwwbb‡‡UUii DD‡‡ÏÏkk¨̈::
•• `̀¶¶ II KKvvhh©©KKiixx ee¨̈ee¯̄’’vvccbbvvii ggvvaa¨̈‡‡gg mmee‡‡PP‡‡qq eeoo ggvv‡‡PP©©››UU
ee¨̈vvssKK wwnnmmvv‡‡ee AAvvZZ¥¥ccÖÖKKvvkk KKiivv||
•• gg~~jjaabb eevvRRvv‡‡iiii DDbbœœqq‡‡bb ffyywwggKKvv ccvvjjbb||
•• ¶¶zz`̀ªª II ggvvSSvvwwii DD‡‡`̀¨̈vv³³vv‡‡`̀ii gg‡‡aa¨̈ mm‡‡PPZZbbZZvv ee„„ww×× II
wwmmwwKKDDwwiiwwUU PPvvwwnn`̀vv ee„„ww×× KKiivv||
•• DD””PPZZii ††cckkvv`̀vvwwiiZZ¡¡ ee„„ww×× QQvvoovvII KKvvhh©©KKiixx ††ccvvUU©©ddwwjjII
TTyyppee ooff LLooaannss
OOuuttssttaannddiinngg AAmmoouunntt aass oonn 3311..1122..22000088
AAnnnnuuaall TTaarrggeett ooff RReeccoovveerryy
((22000099
AAmmoouunntt RReeccoovveerreedd iinn 22000099 ((iinn ccrroorree ttaakkaa))
Percentage
of
rreeccoovveerryy aaggaaiinnsstt ttaarrggeett
Cash Others* Write-off Total
Classified
Loan 2,549 1,500 197 415 137 749 50%
Overdue
Loan 536 536 232 321 - 553 100%
Total 3,085 2,036 429 736 137 1,302 64%
• Other recovery consists of rescheduling renewal and weaver of partial applied and unpaid interest.
Page 69 of 110 69
awareness and eagerness as well as
enhance the demand of securities.
• To attain efficiency in portfolio
management in addition to achieving
excellence in professionalism.
• To reduce the volatility of the market by
encouraging the companies to introduce
new issues and contribute towards
deepening of the market.
Activities include:
• Issue Management
• Underwriting
• Portfolio Management
p. Help Desk
Agrani Bank Limited provides help desk service for
their customers. Help desk department has been
designed to remain open for 24 hours. Any problem
can be primarily resolved by help desk.
q. Branch Expansion
The total number of Bank branches presently
stands at 867. It has been planned to open more
branches in commercially important places of the
country in the upcoming years so that the Bank can
reach its service to the wider group of clients all
over the country.
Financial Performance
a. Total Operating Income
The Bank's total operating income stood at Tk.
1,028.35 crore in 2009 as against Tk. 973.93 crore
in 2008 which indicates an increase of Tk. 54.42
ee¨̈ee¯̄’’vvccbbvvqq `̀¶¶ZZvv AARR©©bb KKiivv||
•• bbZZzzbb BBmmyy ¨̈ ee¨̈ee¯̄’’vvccbbvv II ggvv‡‡KK©©‡‡UUii MMffxxiiZZvv AAvvbbqq‡‡bbii
ggvvaa¨̈‡‡gg AAww¯̄’’ wwZZkkxxjjZZvv `̀~~iixxKKiiYY||
KKvvhh©©µµgg::
•• BBmmyy ¨̈ ee¨̈ee¯̄’’vvccbbvv
•• AAee‡‡jjLLbb
•• ‡‡ccvvUU©©ddwwjjII ee¨̈ee¯̄’’vvccbbvv
ZZ.. ‡‡nníí ††WW¯̄‹‹
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW ††nníí ††WW‡‡¯̄‹‹ii ggvvaa¨̈‡‡gg MMÖÖvvnnKK‡‡`̀ii ††mmeevv ccÖÖ`̀vvbb
KK‡‡ii|| ††nníí ††WW¯̄‹‹ 2244 NN››UUvv ††LLvvjjvv __vv‡‡KK|| ††hh ††KKvvbb aaii‡‡bbii mmggmm¨̈vvii
ccÖÖvv__wwggKK mmggvvaavvbb ††nníí ††WW‡‡¯̄‹‹ii ggvvaa¨̈‡‡gg ccÖÖ`̀vvbb KKiivv nnqq||
__.. kkvvLLvv mm¤¤ccÖÖmmvviiYY
eeZZ©©ggvv‡‡bb ee¨̈vvss‡‡KKii kkvvLLvv mmssLL¨̈vv 886677 wwUU|| AAvvMMvvggxx ww`̀‡‡bb ††`̀‡‡kkii
¸̧ii““ZZ¡¡cc~~YY©© mmee eevvwwYYwwRR¨̈KK GGjjvvKKvvqq kkvvLLvv ††LLvvjjvvii ccwwiiKKííbbvv ii‡‡qq‡‡QQ
hhvv‡‡ZZ mmvvaavviiYY ggvvbbyyll‡‡KK mmyywweeaavv ††`̀qqvv hhvvqq GGeess MMÖÖvvnnKK‡‡`̀ii NN‡‡ii NN‡‡ii
ee¨̈vvsswwKKss ††mmeevv ††ccŠŠ††uuQQ ††`̀qqvv hhvvqq||
AAvvww__©©KK ddjjvvddjj
KK.. ‡‡ggvvUU AAccvv‡‡iiwwUUss AAvvqq
22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii AAccvv‡‡iiwwUUss AAvvqq wwQQjj 11,,002288..3355 ††KKvvwwUU UUvvKKvv||
cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj 997733..9933 ††KKvvwwUU UUvvKKvv|| ee„„ww××ii
ccwwiiggvvYY 5544..4422 ††KKvvwwUU UUvvKKvv AA__vv©©rr GG‡‡¶¶‡‡ÎÎ ccÖÖee„„ww×× 55..5599 kkZZvvsskk||
Page 70 of 110 70
crore (i.e. 5.59 per cent higher) over the last year.
b. Total Operating Expenditure
The Bank's total operating expenditure stood at Tk.
383.90 crore in 2009 as against Tk. 340.95 crore in
2008 which indicates an increase of Tk. 42.95 crore
(i.e.12.60 per cent higher) over the last year. This
is mainly due to the enhancement of staff salary in
line with the govt. policy.
c. Net Interest Income
The Bank’s net interest income is Tk.403.88 crore in
2009. Interest earned from loan and profit earned
from investment remained the principal component
of interest income. However interest cost of
deposits was the main component of interest
expenses.
d. Operating Profit
During 2009, the Bank's total operating profit
before amortization, provision and tax stood at Tk.
644.44 as against net profit of Tk. 632.97 crore in
2008.
e. Profitability
TThhee BBaannkk eeaarrnneedd aann ooppeerraattiinngg pprrooffiitt ooff TTkk.. 551111..4499
ccrroorree bbeeffoorree cchhaarrggiinngg aannyy pprroovviissiioonn aanndd ttaaxxeess
dduurriinngg tthhee yyeeaarr 22000099 aass aaggaaiinnsstt aann ooppeerraattiinngg pprrooffiitt
ooff TTkk.. 550000..0022 ccrroorree iinn tthhee pprreevviioouuss yyeeaarr wwhhiicchh
iinnddiiccaatteess tthhaatt tthhee BBaannkk hhaass iinnccrreeaasseedd iittss
pprrooffiittaabbiilliittyy ssiiggnniiffiiccaannttllyy dduurriinngg tthhee yyeeaarr uunnddeerr
rreevviieeww ccoommppaarreedd ttoo tthhee pprriioorr yyeeaarr.. IInnccoommee ttaaxx
aammoouunnttiinngg ttoo TTKK.. 221144..9922 ccrroorree wwaass cchhaarrggeedd aaggaaiinnsstt
pprrooffiitt dduurriinngg tthhee yyeeaarr 22000099.. TThhuuss aa nneett pprrooffiitt ((aafftteerr
pprroovviissiioonnss aanndd ttaaxxeess)) dduurriinngg tthhee yyeeaarr 22000099 ssttoooodd aatt
TTkk.. 111100..8844 ccrroorree aass aaggaaiinnsstt aa nneett pprrooffiitt ooff TTkk..
226644..6622 ccrroorree iinn tthhee pprreevviioouuss yyeeaarr..
LL.. ‡‡ggvvUU AAccvv‡‡iiwwUUss ee¨̈qq
22000088 mmvv‡‡jjii 334400.. 9955 ††KKvvwwUU UUvvKKvv ††ggvvUU AAccvv‡‡iiwwUUss ee¨̈‡‡qqii ¯̄’’‡‡jj
22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii AAccvv‡‡iiwwUUss ee¨̈‡‡qqii ccwwiiggvvYY wwQQjj 338833..9900
††KKvvwwUU UUvvKKvv|| ee¨̈qq ee„„ww××ii ccwwiiggvvYY 4422..9955 ††KKvvwwUU UUvvKKvv || GG‡‡¶¶‡‡ÎÎ
ccÖÖee„„ww×× 1122..6600 kkZZvvsskk||
MM.. bbxxUU mmyy`̀ AAvvqq
22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii bbxxUU mmyy`̀ AAvv‡‡qqii ccwwiiggvvYY wwQQjj 440033..8888 ††KKvvwwUU
UUvvKKvv|| AAvvggvvbb‡‡ZZii ee¨̈qq nn««vvmm ††cc‡‡qq‡‡QQ,, GGKKBBffvv‡‡ee FF‡‡YYii IIccii ccÖÖvvßß
mmyy`̀ II ggvv‡‡mm ggvv‡‡mm nn««vvmm ††cc‡‡qq‡‡QQ|| mmyy`̀ AAvv‡‡qqii ††¶¶ÎÎ `̀yy‡‡UUvv wwQQjj FF‡‡YYii
IIccii ccÖÖvvßß mmyy`̀ GGeess wweewwbb‡‡qqvv‡‡MMii IIccii ccÖÖvvßß mmyy`̀|| ee¨̈‡‡qqii ccÖÖaavvbb LLvvZZ
wwQQjj AAeekk¨̈ AAvvggvvbb‡‡ZZii IIccii ccÖÖ`̀ËË mmyy`̀||
NN.. ccwwiiPPvvjjbb ggyybbvvddvv
22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii ccwwiiPPvvjjbb ggyybbvvddvvii ((GG¨̈vvggiiUUvvBB‡‡RRkkbb,, mmwwÂÂwwZZ
GGeess KK‡‡iiii cc~~‡‡ee©©)) ccwwiiggvvYY wwQQjj 664444..4444 ††KKvvwwUU UUvvKKvv ††hhLLvv‡‡bb cc~~ee©©eeZZxx ©©
eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj 663322..9977 ††KKvvwwUU UUvvKKvv||
OO.. jjvvffccÖÖ`̀ZZvv
22000099 mmvv‡‡jj ccÖÖwwffkkbb cc~~ee©© GGeess KKiicc~~ee©© AAccvv‡‡iiwwUUss ggyybbvvddvvii ccwwiiggvvYY
wwQQjj 551111..4499 ††KKvvwwUU UUvvKKvv|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj
550000..0022 ††KKvvwwUU UUvvKKvv|| GGii AA__©© ee¨̈vvss‡‡KKii AAccvv‡‡iiwwUUss ggyybbvvddvv µµ‡‡ggBB
ee„„ww×× ccvv‡‡””QQ|| 22000099 mmvv‡‡jj AAvvqqKK‡‡iiii RRbb¨̈ 221144..9911 ††KKvvwwUU UUvvKKvv
ccÖÖwwffkkbb KKiivv nn‡‡qq‡‡QQ|| GGii dd‡‡jj mmwwÂÂwwZZ GGeess KKii cciieeZZxx ©© ggyybbvvddvvii
ccwwiiggvvYY `̀uu vvww uuoo‡‡qq‡‡QQ 111100..8844 ††KKvvwwUU UUvvKKvv|| cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY
wwQQjj ggvvÎÎ 226644..6622 ††KKvvwwUU UUvvKKvv||
Page 71 of 110 71
f. Appropriation of Profit
During the year 2009 the Bank earned Tk. 511.49
crore before provision and tax which has been
appropriated in the following manner.
(Amount in Crore Taka) Particulars 2009 2008
Profit/(Loss) before provision & tax 511.49 500
Provision for loans and advances 90.95 185.12
Other provision
(Including Incentive Bonus) 94.78 25.85
Total provision 185.73 210.97
Net profit/(loss) before Tax 325.76 289.04
Provision for tax:
Current tax 170.00 -
Deferred tax 44.92 24.43
Total provision for tax 214.92 24.43
Net profit/(loss) after tax 110.84 264.62
Add: Retained surplus from the
previous year 276.69 69.88
387.53 334.5
Appropriation:
Statutory Reserve 65.15 57.81
General Reserve -
Bonus Share Issue 248.42 -
Retained surplus 73.96 276.69
g. Capital Adequacy Ratio
As per the provisions of Section 13(2) of the Bank Companies Act 1991 and BRPD circulars 01, 10, 05 and 11 dated 08 January 1996, 24 November 2002, 14 May 2007 and 14 August 2008 respectively issued by Bangladesh Bank, adequate capital needs to be maintained by all commercial banks to operate the Banking activities smoothly. The Bank maintained core capital of Tk. 710.24 crore as against required Tk. 459.05 crore (7.74% of RWA of Tk. 9,181.09 crore as against required 5% of RWA) and total actual capital of Tk. 991.45 crore as against required Tk. 918.11 crore (10.80% of RWA of Tk. 9,181.09 crore as against required 10% of RWA or Tk. 200 crore, whichever is higher). Thus there was a total capital surplus of Tk. 73.34 crore with a core capital surplus of Tk. 251.19 crore.
PP.. ggyybbvvddvvii ee››UUbb
22000099 mmvv‡‡jj ee¨̈vvssKK KKii II mmwwÂÂwwZZ aavvhh©© cc~~ee©© ggyybbvvddvv AARR©©bb KK‡‡ii 551111 ..
4499 ††KKvvwwUU UUvvKKvv|| GGii ee››UU‡‡bbii bbxx‡‡PP ††`̀LLvv‡‡bbvv nnjj::
((††KKvvwwUU UUvvKKvvqq))
wweeeeiiYY 22000099 22000088
KKii II mmwwÂÂwwZZ aavvhh©© cc~~ee©© ggyybbvvddvv 511.49 500
FF‡‡YYii RRbb¨̈ mmwwÂÂwwZZ 90.95 185.12
AAbb¨̈vvbb¨̈ mmwwÂÂwwZZ ((††eevvbbvvmm mmnn)) 94.78 25.85
††ggvvUU mmwwÂÂwwZZ 185.73 210.97
KKii cc~~ee©©eeZZxx©© bbxxUU ggyybbvvddvv 325.76 289.04
KK‡‡iiii RRbb¨̈ mmwwÂÂwwZZ
PPjjwwZZ KKii 170.00 -
cciieeZZxx©© eeQQ‡‡iiii KKii 44.92 24.43
KK‡‡iiii RRbb¨̈ ††ggvvUU mmwwÂÂwwZZ:: 214.92 24.43
KKii cciieeZZxx©© bbxxUU ggyybbvvddvv 110.84 264.62
‡‡hhvvMM:: cc~~ee©©eeZZxx©© eeQQ‡‡iiii iiww¶¶ZZ ggyybbvvddvv
276.69 69.88
387.53 334.5
wweeffvvRRbb::
mmssiiww¶¶ZZ ZZnnwweejj 65.15 57.81
mmvvaavviiYY mmssiiww¶¶ZZ ZZnnwweejj -
‡‡eevvbbvvmm ††kkqqvvii BBmmyy ¨̈ 248.42 -
iiww¶¶ZZ DDØØ„„ËË ggyybbvvddvv 73.96 276.69
QQ.. ggyyjjaabb cchhvv©©ßßZZvv AAbbyyccvvZZ
ee¨̈vvssKK ††KKvv¤¤úúvvbbxx AAvvBBbb--11999911 mmvv‡‡jjii aavviivv 1133((22)) GGeess eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii wweeAAvviiwwccwwWW mmvvKKzz ©©jjvvii ((bbss 0011,, 1100,, 0055 II 1111 ZZvvwwiiLL hh__vvµµ‡‡gg 88 RRvvbbyyqqvviixx,, 11999966,, 2244 bb‡‡ff¤¤^^ii 22000022,, 1144 ††gg 22000077 GGeess 1144 AAvvMMóó 22000088)) AAbbyyhhvvqqxx mmKKjj eevvwwYYwwRR¨̈KK ee¨̈vvssKK‡‡KK cchhvv ©©ßß gg~~jjaabb AAbbyyccvvZZ ii¶¶vv KKii‡‡ZZ nnqq|| ee¨̈vvss‡‡KKii ††KKvvii gg~~jjaabb iivvLLvvii KK__vv 445599..0055 ††KKvvwwUU UUvvKKvv|| wwKKšš‘‘ ee¨̈vvssKK iivvLL‡‡ZZ ††cc‡‡ii‡‡QQ 771100..2244 ††KKvvwwUU UUvvKKvv|| wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vv‡‡mm‡‡UUii 55 kkZZvvss‡‡kkii ¯̄’’‡‡jj 99,,118811..0099 ††KKvvwwUU UUvvKKvv wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vv‡‡mm‡‡UUii 77..7744 kkZZvvsskk iiww¶¶ZZ nn‡‡qq‡‡QQ|| ††ggvvUU mmssiiww¶¶ZZ gg~~jjaabb nn‡‡””QQ 999911..4455 ††KKvvwwUU UUvvKKvv|| AA__PP iivvLLvvii KK__vv wwQQjj ggvvÎÎ 991188..1111 ††KKvvwwUU UUvvKKvv|| wwbbqqggvvbbyymmvv‡‡ii 220000 ††KKvvwwUU AA__eevv wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vv‡‡mm‡‡UUii hhvvnnvv ††eekkxx ZZvvnnvvii 1100 kkZZvvsskk gg~~jjaabb iivvLLvvii KK__vv|| ††mmBB¯̄’’‡‡jj ee¨̈vvssKK ††ii‡‡LL‡‡QQ wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vv‡‡mmUU 99,,118811..0099 ††KKvvwwUU UUvvKKvvii 1100 kkZZvvsskk|| GG wwnnmmvv‡‡ee DDØØ„„ËË gg~~jjaabb nn‡‡””QQ 7733..3344 ††KKvvwwUU UUvvKKvv|| ÕÕ††KKvvii KK¨̈vvwwcc‡‡UUjjÕÕ DDØØ„„ËË nn‡‡””QQ 225511..1188 ††KKvvwwUU UUvvKKvv||
Page 72 of 110 72
Details of capital adequacy are given below:
(Amount in Crore Taka) Particulars 2009 2008
Total Assets (net) including Off-Balance
Sheet Items (net). 18,314.36 17,755.99
Total Risk Weighted Assets 9,181.09 8,051.07
Minimum Required Capital (10% of
Risk Weighted Assets ) 918.11 805.11
Minimum required core capital ( 5% of
RWA) 459.05 402.55
Actual Capital Held: 991.45 737.75
Core Capital (Tier – I) 710.24 599.39
Supplementary Capital (Tier – II) 281.21 138.36
Total Capital surplus/(shortfall) 73.34 (67.36)
Capital Adequacy Ratio (%): 10.80% 9.16%
Core Capital (against standard of
minimum 5%) 7.74% 7.44%
Supplementary Capital 3.06% 1.72%
Total Core Capital (Tier - I)
Paid up capital 496.84 248.42
Statutory Reserve 138.94 73.78
General Reserve 0.50 0.50
Retained Earnings 73.96 276.69
Total Core Capital ( Tier-I) 710.24 599.39
Supplementary Capital (Tier - II )
General Provision maintained against
UC loans 114.09 115.66
Provision for Off Balance Sheet
Exposure 52.97 6.43
Revaluation Surplus on HTM Securities
@ 50% 103.24 5.36
Exchange Equalization accounts 10.91 10.91
Total Supplementary capital ( Tier-II) 281.21 138.36
h. Guarantee Business
The Bank issued guarantees amounting to Tk.
160.81 crore during the year 2009 compared to
Tk.111.71 crore in the previous year registering a
growth of 43.95%. The guarantees were issued in
favor of different government authorities,
autonomous bodies, corporations, multi- national
companies etc. against proper securities on behalf
of clients of the Bank.
gg~~jjaabb cchh©©vvßßZZvvii wwee¯̄——vvwwiiZZ wweeeeiiYY bbxx‡‡PP ††`̀qqvv nnjj:: ((††KKvvwwUU UUvvKKvvqq))
wweeeeiiYY 22000099 22000088
‡‡ggvvUU mm¤¤cc`̀ ((bbxxUU)) AAdd ee¨̈vv‡‡jjÝÝ kkxxUUmmnn ((bbxxUU))
1188,,331144..3366 1177,,775555..9999
††ggvvUU wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vv‡‡mmUUmm 99,,118811..0099 88005511..0077
wwbbææZZgg gg~~jjaabb ((wwii¯̄‹‹ II‡‡qq‡‡UUWW GG¨̈vvmm‡‡UUii 1100%%))
991188..1111 880055..1111
iiww¶¶ZZee¨̈ wwbbææZZgg ††KKvvii KK¨̈vvwwccUUvvjj ((AAvviiWWwwee −−DD GGii 55%%))
445599..0055 440022..5555
gg~~jjaabb iiww¶¶ZZ 999911..4455 773377..7755
‡‡KKvvii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--11::)) 771100..2244 559999..3399
mmvvwwcc −−‡‡gg››UUvvwwii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--22)) 228811..2211 113388..3366
††ggvvUU DDØØ„„ËË gg~~jjaabb//NNvvUUwwZZ 7733..3344 ((6677..3366))
gg~~jjaabb cchh©©vvßßZZvv AAbbyyccvvZZ ((%%)) 1100..8800 99..1166
††KKvvii KK¨̈vvwwccUUvvjj ((55%% ccÖÖ‡‡qqvvRRbbxxqq)) 77..7744 77..4444
mmvvwwcc −− −−‡‡gg››UUvvwwii KK¨̈vvwwccUUvvjj 33..0066 11..7722
††KKvvii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--11))::
ccwwii‡‡kkvvwwaaZZ gg~~jjaabb 449966..8844 224488..4422
wweewwaaee×× mmssiiww¶¶ZZ ZZnnwweejj 113388..9944 7733..7788
mmvvaavviiYY mmssiiww¶¶ZZ ZZnnwweejj 00..5500 00..5500
iiww¶¶ZZ ggyybbvvddvv 7733..9966 227766..6699
‡‡ggvvUU ††KKvvii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--11)) 771100..2244 559999..3399
mmvvwwcc −− −−‡‡gg››UUvvwwii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--22)) -- 00
AA‡‡kkªªYYxxwweebb¨̈vvwwmmZZ FF‡‡YYii IIccii ccÖÖwwffkkbb
111144..0099 111155..6666
AAdd ee¨̈vv‡‡jjÝÝ bbxxUU GG··‡‡ccvvRRvv‡‡iiii RRbb¨̈ ccÖÖwwffkkbb
5522..9977 66..4433
wwii‡‡ffjjyy‡‡qqkkbb mmvviicc −−vvmm AAee GGBBPPwwUUGGgg wwmmwwKKDDwwiiwwUURR--((5500%%))
110033..2244 55..3366
GG··‡‡PPÄÄ BBKKzzqqvvjjvvBB‡‡RRkkbb GGKKvvDD››UUmm&&
1100..9911 1100..9911
‡‡ggvvUU mmvvwwcc −− −−‡‡gg››UUvvwwii KK¨̈vvwwccUUvvjj ((UUvvqqvvii--22))
228811..2211 113388..3366
RR.. MM¨̈vviivvww››UU ee¨̈eemmvv
22000099 mmvv‡‡jj ee¨̈vvssKK 116600..8811 ††KKvvwwUU UUvvKKvvii MM¨̈vviivvww››UU BBmmyy ¨̈ KK‡‡ii||
cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj 111111..7711 ††KKvvwwUU UUvvKKvv|| ccÖÖee„„ww××ii nnvvii
4433..9955 kkZZvvsskk|| hh__vvhh__ RRvvggvvbb‡‡ZZii wweecciixx‡‡ZZ ee¨̈vvssKK GGmmee MM¨̈vviivvww››UU
BBmmyy ¨̈ KK‡‡ii MMÖÖvvnnKK‡‡`̀ii‡‡KK|| GGmmee MMÖÖvvnnKK nn‡‡””QQ:: wweewwffbbœœ mmiiKKvvwwii ccÖÖwwZZôôvvbb,,
¯̄^^ vvqqËËkkvvwwmmZZ mmss¯̄’’vv,, KK‡‡ccvv ©©‡‡iikkbb GGeess eeûûRRvvwwZZKK ††KKvv¤¤úúvvbbxx||
Page 73 of 110 73
i. Investment
The investment portfolio of the Bank at the end of
year 2009 was Tk. 4,089.72 crore as against Tk.
2,932.98 crore in the previous year, registering a
growth of 39.44%. The Bank has always given
emphasis on high yielding investments and
maintains Statutory Liquidity Requirement (SLR) as
fixed by Bangladesh Bank vide BRPD circular # 11
dated 25 August 2005 and circular # 12 dated 25
August 2005. The portfolio of investment of the
Bank as on 31 December 2009 are shown below :
(Amount in Crore Taka) Types of Securities 2009 2008
Government
Securities
Treasury bills 886.23 1,024.57
Treasury &
other bonds 2,383.33 1,685.13
Inter Bank
REPO 525.00 -
Prize bonds 1.31 1.31
Sub total (A) 3,795.87 2,711.01
Non-
government
Securities
Debentures 165.50 194.00
Shares 128.35 27.97
Sub total (B) 293.85 221.97
Total (A+B) 4,089.72 2,932.98
GRAPH: INVESTMENT- 2009
SS.. wweewwbb‡‡qqvvMM
ee¨̈vvss‡‡KKii ††ggvvUU wweewwwwbb‡‡qqvv‡‡MMii ccwwiiggvvYY wwQQjj 44,,008899..7722 ††KKvvwwUU UUvvKKvv||
cc~~ee©©eeZZxx ©© eeQQ‡‡ii GGii ccwwiiggvvYY wwQQjj 22,,993322..9988 ††KKvvwwUU UUvvKKvv|| mmyyZZiivvss
GG‡‡¶¶‡‡ÎÎ ccÖÖee„„ww××ii nnvvii 3399..4444 kkZZvvsskk|| DD””PPmmyy`̀ ccÖÖ`̀vvbbKKvviixx
wweewwbb‡‡qqvv‡‡MMii ccÖÖwwZZ eeiivveeiiBB ee¨̈vvssKK bbRRii ww`̀‡‡qq‡‡QQ|| eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii
wweeAAvviiwwccwwWW mmvvKKzz ©©jjvvii bbss 1111 ZZvvwwiiLL 2255 AAvvMMóó 22000055 II bbss 1122
ZZvvwwiiLL 2255 AAvvMMóó 22000055 AAbbyyhhvvqqxx ee¨̈vvssKK wweewwaaee×× ZZvviijj¨̈ ((††÷÷UUzzUUwwii
wwjjKK BBwwWWwwUU ††iiwwkkII)) ii¶¶vv KK‡‡ii hhvv‡‡””QQ|| 22000099 mmvv‡‡jjii 3311 wwWW‡‡mm¤¤^^‡‡ii
ee¨̈vvss‡‡KKii wweewwbb‡‡qqvvMM ccwwiiww¯̄’’ wwZZ wwQQjj wwbbææiiƒƒcc::
((††KKvvwwUU UUvvKKvvqq))
wwmmwwKKDDwwiiwwUU aaiibb
22000099 22000088
mmiiKKvvwwii
††UUªªRRvvwwii wweejj 888866..2233 11002244..5577
††UUªªRRvvwwii II AAbb¨̈vvbb¨̈ eeÛÛ
22,,338833..3333 11668855..1133
AAvvšš——::ee¨̈vvssKK II wwii‡‡ccvvÕÕ
552255..0000 --
ccÖÖvvBBRR eeÛÛ 11..3311 11..3311
DDcc ††ggvvUU:: ((KK))
33,,779955..8877 22771111..0011
††eemmiiKKvvwwii wwWW‡‡eeÂÂvvii 116655..5500 119944
‡‡kkqqvvii 112288..3355 2277..9977
DDcc ††ggvvUU :: ((LL))
229933..8855 222211..9977
††ggvvUUtt ((KK++LL)) 44,,008899..7722 22,,993322..9988
Page 74 of 110 74
Automation and Modernization
a. Focus
The day to day activities and all transactions of our
Bank are being automated. The Bank is using some
renowned banking software for daily operation.
Note counting machines, internet etc are being
used in all business and operational activities. We
are considering moving on to online banking system
very soon.
b.Planned and Increased Use of ICT
Agrani Bank Limited always keeps itself abreast
with the latest ideas and approaches developed in
areas of Information and Communication
Technology (ICT). The bank feels proud to be a
pioneer in introducing computer technology in the
banking sector of the country. In the face of
increasingly fierce competition, the efficiency gains
and speed of IT have paved the way for exploring
new sources of advanced and innovative products.
It helps standardise the quality of work, internal
productivity and improved customer services.
However, the Bank is moving ahead to realise its
plan for increased use of IT and Management
Information Systems (MIS).
c.Branch Computerization
The Bank has made remarkable strides in terms of
branch automation. So far, 266 branches out of
total 867 branches using computer technology
having LAN-based branch-banking software. Rest of
the branches are having at least 1(0ne) desktop
computer with internet connectivity along with
Online Foreign Remittance Payment Software and
GL Software capable of making instant payment of
foreign remittance to the beneficiaries and
AA‡‡UUvv‡‡ggkkbb GGeess AAvvaayywwbbKKvvqqbb
KK.. ††ddvvKKvvmm
ee¨̈vvss‡‡KKii ˆ̂`̀bbww››`̀bb KKvvRR GGeess mmKKjj ††jjbb‡‡`̀bb ¯̂̂̄qqsswwµµqq KKiivv nn‡‡””QQ||
‰‰`̀bbww››`̀bb KKvv‡‡RRii RRbb¨̈ ee¨̈vvssKK wwKKQQyy ccÖÖPPwwjjZZ mmdd&&UUIIqqvvii ee¨̈eennvvii KK‡‡ii||
ˆ̂`̀bbww››`̀bb ee¨̈vvsswwKKss GGeess AAbb¨̈vvbb¨̈ KKvv‡‡RR ††bbvvUU MMYYbbvv ††ggwwkkbb GGeess BB--‡‡ggjj
ee¨̈eennvvii KKiivv nn‡‡””QQ|| LLyyee kkxxNNÖÖBB AAbb--jjvvBBbb ee¨̈vvsswwKKss GG hhvvIIqqvvii
ccwwiiKKííbbvv KKiivv nn‡‡””QQ||
LL.. ZZ__¨̈ II ††hhvvMMvv‡‡hhvvMM ccÖÖhhyyww³³ii ccwwiiKKwwííZZ GGeess eewwaa©©òòzz ee¨̈eennvvii
BBbbddii‡‡ggkkbb GGeess KKwwggDDwwbb‡‡KKkkbb ††UUKK‡‡bbvvjjwwRR ((AAvvBBwwmmwwUU)) ††¶¶‡‡ÎÎ
mmee©©‡‡kkll ZZ__¨̈ II ÁÁvvbb mm¤¤^^‡‡ÜÜ AAMMÖÖYYxx ee¨̈vvssKK mmee©©`̀vvBB mmRRvvMM|| ††`̀‡‡kkii
ee¨̈vvsswwKKss ††¶¶‡‡ÎÎ AAvvBBwwmmwwUU ee¨̈eennvv‡‡ii ee¨̈vvssKK AAMMªªYYxx ff~~wwggKKvv iivvLL‡‡ZZ ‡‡cc‡‡ii
MMwwee©©ZZ|| ee¨̈vvsswwKKss LLvv‡‡ZZ ‡‡hh ZZxxeeªª ccÖÖwwZZ‡‡hhvvwwMMZZvv wwee`̀¨̈ggvvbb ZZvv‡‡ZZ ZZ__¨̈
ccÖÖhhyyww³³ wweell‡‡qq `̀¶¶ZZvv II ZZvvii ee¨̈eennvvii AAvvggvv‡‡`̀ii‡‡KK bbZZzzbb bbZZzzbb ccYY¨̈
DD™™¢¢vvee‡‡bb mmvvnnvvhh¨̈ KKii‡‡QQ|| DDbbœœZZ MMÖÖvvnnKK ††mmeevv,, AAff¨̈šš——iixxYY
DDrrccvv`̀bbkkxxjjZZvv GGeess ¸̧YYMMZZ ggvvbb BBZZ¨̈vvww`̀‡‡KK ggvvbbmm¤¤§§ZZ iivvLL‡‡ZZ ZZ__¨̈
ccÖÖhhyyww³³ mmvvnnvvhh¨̈ KKii‡‡QQ|| GG KKvvii‡‡YY ee¨̈vvssKK AAwwaaKKZZii ZZ__¨̈ ccÖÖhhyyww³³
ee¨̈eennvvii GGeess gg¨̈vv‡‡bbRR‡‡gg››UU BBbbddii‡‡ggkkbb wwmmmm‡‡UUggmm ((GGggAAvvBBGGmm))
ee¨̈eennvv‡‡iiii ww`̀‡‡KK GGwwMM‡‡qq hhvv‡‡””QQ||
MM.. kkvvLLvv KKww¤¤úúDDUUvviivvBB‡‡RRkkbb
kkvvLLvv cchh©©vv‡‡qqii KKvv‡‡RR KKww¤¤úúDDUUvvii ee¨̈eennvv‡‡ii AAMMÖÖYYxx ee¨̈vvssKK ††eekk GGwwMM‡‡qq
††MM‡‡QQ|| 886677wwUU kkvvLLvvii gg‡‡aa¨̈ BBwwZZgg‡‡aa¨̈BB 226666wwUU kkvvLLvv‡‡ZZ KKww¤¤úúDDUUvvii
¯̄’’vvccbb KKiivv nn‡‡qq‡‡QQ hhvvii ggvvaa¨̈‡‡gg eeªªvv ee¨̈vvsswwKKss mmddUUIIqqvvii--jj¨̈vvbb
((GGjjGGGGbb)) ee¨̈eeüüZZ nn‡‡””QQ|| eevvKKxx kkvvLLvv¸̧‡‡jjvvii ccÖÖ‡‡ZZ¨̈KKwwUU‡‡ZZ KKggcc‡‡¶¶
GGKKwwUU ††WW¯̄‹‹UUcc KKww¤¤úúDDUUvvii mmyywweeaavv iivvLLvv nn‡‡qq‡‡QQ|| GG‡‡ZZ AAvv‡‡QQ
BB››UUvvii‡‡bbUU mmyywweeaavv|| ¯̄’’vvccbb KKiivv nn‡‡qq‡‡QQ AAbb--jjvvBBbb dd‡‡iibb ††iiwwgg‡‡UUÝÝ
‡‡cc‡‡gg››UU mmddUUIIqqvvii GGeess wwRRGGjj mmddUUIIqqvvii|| GGii dd‡‡jj
ZZvvrr¶¶wwYYKKffvv‡‡ee wwee‡‡`̀kk ††__‡‡KK ccvvVVvv‡‡bbvv UUvvKKvv mmyywweeaavv MMÖÖnnYYKKvvwwii wwnnmmvv‡‡ee
RRggvv nnqq|| AAwwaaKKšš‘‘ ˆ̂`̀wwbbKK wwnnmmvvee wweeeeiiYYxx GGeess jjvvff--¶¶wwZZ wwnnmmvveeII
Page 75 of 110 75
preparing daily Statement of Affairs and Profit and
Loss statement besides making other day-to-day
correspondences. The computerization scenario at
the branch level is given below:
1. LAN based Computerized Branch 266
2. Branches using stand alone PC (with Ms-Office, On-line Remittance Software and General Ledger).
601
Total 867
Following are the statistics of branches/circles/zonal
offices and Head office Divisions who have the additional
IT facilities among 867 branches :
1. Branches having SWIFT facility. 14
2. ATM booths in bank's shared network with
7 (Seven) other banks 40
3. ABL branches having ATM booths. 5
4. Offices where computers are used
I. Circle Offices 7
II. Zonal Offices 52
III. Head Office Divisions 30
5. Offices having Internet Facility
I. Circle Offices 7
II. Zonal Offices 52
III. Head Office Divisions 30
IV. Branches 867
d. On-line Banking
To-day’s competitive banking means electronic
banking. In order to establish a large-scale data-
communication network across 100 locations in the
country which includes Head Office, 7 Circle Offices,
40 AD branches including 10 Corporate branches
and 52 Zonal Offices, implementation of a fully
integrated core banking solution is continuing and
expected to be completed by 2010. All of our 40
Authorised Dealer branches including 10 corporate
branches will come under on line banking. The
customers of the branches in on line system will get
the facility of phone banking, internet banking etc
ccÖÖ¯̄‘‘ZZ KKiivv nnqq GG mmddUUIIqqvvii ØØvviivv|| kkvvLLvv KKww¤¤úúDDUUvviivvBB‡‡RRkk‡‡bbii wwPPÎÎ
wwbb‡‡ggœœ ††`̀qqvv nn‡‡jjvv::
11 jj¨̈vvbb wwffwwËËKK KKww¤¤úúDDUUvviivvBBRRWW kkvvLLvv 226666
22 ÷÷¨̈vvÛÛ GG‡‡jjvvbb wwccwwmm mmyywweeaavv ee¨̈eennvviiKKiixx kkvvLLvv ((GGgg--AAwwddmm,, AAbbjjvvBBbb,, ††iiwwgg‡‡UUÝÝ mmddUUIIqqvvii GGeess ††RRbbvv‡‡iijj ††jjRRvvii))
660011
††ggvvUU 886677
886677wwUU kkvvLLvvii gg‡‡aa¨̈ kkvvLLvv//mmvv‡‡KK©©jj//††RRvvbb GGeess ccªªaavvbb KKvvhh©©vvjj‡‡qqii wweeffvvMMmmgg~~‡‡nn wwbbææwwjjwwLLZZ eevvoowwZZ mmyywweeaavv ii‡‡qq‡‡QQtt
11 mmyyBBddUU mmyywweeaavvmmnn kkvvLLvv 1144
22 AAbb¨̈vvbb¨̈ 77wwUU ee¨̈vvss‡‡KKii mm‡‡½½ ††hhŠŠ__ ww v v wwUU _
4400
33 GGwwUUGGgg eeyy__mmnn ee¨̈vvss‡‡KKii kkvvLLvv L v
44
44 KKww¤¤úúDDUUvvii ee¨̈eennvvii nn‡‡””QQ GG aaii‡‡bbii kvLv
KK.. mmvv‡‡KK©©jj AAwwddmm 77
LL.. ††RRvvbbvvjj AAwwddmm 5522
MM.. ccÖÖaavvbb AAwwdd‡‡mmii wweeffvvMM 3300
55 BB››UUvvii‡‡bbUU mmyywweeaavvmmnn kkvvLLvv mmssLL¨̈vv
KK.. mmvv‡‡KK©©jj AAwwddmm 77
LL.. ††RRvvbbvvjj AAwwddmm 5522
MM.. ccÖÖaavvbb AAwwdd‡‡mmii wweeffvvMM 3300
NN.. kkvvLLvv 886677
NN.. AAbb--jjvvBBbb ee¨̈vvsswwKKss
AAvvRR‡‡KKii ww`̀‡‡bbii ccÖÖwwZZ‡‡hhvvwwMMZZvvgg~~jjKK ee¨̈vvsswwKKss GGii AA__©©BB nnjj BB‡‡jj±±ªªwwbbKK
ee¨̈vvsswwKKss|| 110000wwUU ¯̄’’vv‡‡bb ZZ__¨̈ mmiieeiivv‡‡nnii jj¶¶¨̈ggvvÎÎvv wwbb‡‡qq KKvvRR nn‡‡””QQ
hhvv‡‡ZZ ††hh‡‡KKvvbb ZZ__¨̈ mmnn‡‡RR AAvv`̀vvbb ccÖÖ`̀vvbb KKiivv hhvvqq|| 110000wwUU ¯̄’’vv‡‡bbii
gg‡‡aa¨̈ AAvv‡‡QQ ccÖÖaavvbb KKvvhh©©vvjjqq,, 77wwUU mmvv‡‡KK©©jj AAwwddmm,, 4400wwUU ˆ̂ee‡‡`̀wwkkKK
eevvwwYYRR¨̈ kkvvLLvv AAwwddmm hhvvii gg‡‡aa¨̈ AAvv‡‡QQ AAvveevvii 1100wwUU KK‡‡cc©©vv‡‡iiUU kkvvLLvv
GGeess 5522wwUU ††RRvvbbvvjj AAwwddmm|| ccyy‡‡iivvccyywwii mmggwwšš^^ZZ ÔÔ‡‡KKvvii ee¨̈vvsswwKKss
mmwwjjDDkkbbÕÕ wwbb‡‡qq KKvvRR nn‡‡””QQ|| 22001100 mmvv‡‡jjii gg‡‡aa¨̈ GG KKvvRR ††kkll nn‡‡ee
ee‡‡jj AAvvkkvv KKiivv nn‡‡””QQ|| 1100wwUU KK‡‡cc©©vv‡‡iiUU kkvvLLvv mmnn 4400wwUU ˆ̂ee‡‡`̀wwkkKK
eevvwwYYRR¨̈ kkvvLLvvqq __vvKK‡‡ee AAbb--jjvvBBbb ee¨̈vvsswwKKss mmyywweeaavv|| GGmmee kkvvLLvvii
MMÖÖvvnnKKiivv AAbbjjvvBB‡‡bb ††ddvvbb ee¨̈vvsswwKKss,, BB››UUvvii‡‡bbUU ee¨̈vvsswwKKss BBZZ¨̈vvww`̀ii mmyywweeaavv
ccvv‡‡ee|| GG QQvvoovvII ZZvviivv ††hh‡‡KKvvbb kkvvLLvvii mm‡‡½½ ee¨̈vvsswwKKss AAvv`̀vvbbccÖÖ`̀vvbb
Page 76 of 110 76
besides opportunity for making their banking
transactions with any of the branches.
e. Website
www.agranibank.org is the Bank’s website address.
All updated information relating to Bank, its
products, services including recent financial and
other non-financial information are available in it.
f. ATM
Agrani Bank Limited offers ATM Card facility in the
name of E-cash Card. Any cardholder has 24 hours
access to cash withdrawal and utility bills payment
facilities. There are now 7 member banks sharing
40 ATM booths located at different cities of the
country. However, the Bank has a plan to expand
the number of ATM booths and other related
products.
g. SWIFT
Modern communication system is essential for
carrying out foreign exchange transactions. With a
view to ensuring better services to the customers,
especially to the importers, exporters and remitters,
Agrani Bank Limited has, in the meantime, set up
14 SWIFT stations in different authorized dealer
branches. Bank has planned to expand the facilities
to other Authorized Dealer branches in near future.
Business Risk Management
a. Focus
By nature, risks are extremely unpredictable. This
makes it urgent for the Bank to evolve its risk
management strategy in a way that best protects
our interests against any insidious transactions. As
such the bank has introduced Risk Management
Manuals in five areas, according to the instruction
of central bank. These are: Credit Risk, Asset
Liability Management (ALM) Risk, Forex
KKiivvii mmyywweeaavv ccvv‡‡eebb||
OO.. II‡‡qqeemmvvBBUU
ee¨̈vvss‡‡KKii ÔÔII‡‡qqeemmvvBBUUÕÕ wwVVKKvvbbvv nn‡‡””QQtt wwwwww..aaggrraanniibbaannkk..oorrgg..
mmvv¤¤ccÖÖwwZZKK KKvv‡‡jjii AAvvww__©©KK wwnnmmvvee,, AAbb¨̈vvbb¨̈ ZZ__¨̈,, ee¨̈vvssKK II ZZvvii ccYY¨̈ II
††mmeevvii mmKKjj ZZ__¨̈ GGBB II‡‡qqeemmvvBB‡‡UU ccvvIIqqvv hhvvqq||
PP.. GGwwUUGGgg
BB--KK¨̈vvkk KKvvWW©© bbvv‡‡gg AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW GGwwUUGGgg KKvvWW©© mmyywweeaavv ww`̀‡‡qq
hhvv‡‡””QQ|| dd‡‡jj ††hh ‡‡KKvvbb KKvvWW©©‡‡nnvvììvvii 2244 NN››UUvv bbMM`̀ UUvvKKvv ZZzzjj‡‡ZZ
ccvv‡‡iibb|| GGQQvvoovv ii‡‡qq‡‡QQ BBDDwwUUwwjjwwUU wweejj ccwwii‡‡kkvv‡‡aaii mmyywweeaavv|| ††`̀‡‡kkii
wweewwffbbœœ kknn‡‡ii ¯̄’’vvwwccZZ 4400wwUU GGwwUUGGgg eeyy__ KKvvRR KKii‡‡QQ 77wwUU ee¨̈vvss‡‡KKii
‡‡hhŠŠ__ ccwwiiPPvvjjbbvvqq|| ZZ‡‡ee GGwwUUGGgg eeyy‡‡__ii mmyywweeaavv GGeess AAbb¨̈vvbb¨̈ cc‡‡YY¨̈ii
mmyywweeaavv mm¤¤ccÖÖmmvviiYY KKiivvii ccwwiiKKííbbvv ii‡‡qq‡‡QQ||
QQ.. mmyyBBddUU
‰‰ee‡‡`̀wwkkKK ggyy`̀ªª vv ††jjbb‡‡`̀bb KKii‡‡ZZ nn‡‡jj AAvvaayywwbbKK ††hhvvMMvv‡‡hhvvMM ee¨̈ee¯̄’’vvii
ccÖÖ‡‡qqvvRRbb|| MMÖÖvvnnKK‡‡`̀ii‡‡KK DDbbœœZZ ††mmeevv ††`̀qqvvii DD‡‡Ïχ‡kk¨̈ wwee‡‡kkll KK‡‡ii
AAvvgg`̀vvwwbbKKvviiKK,, iißßvvwwbbKKvviiKK II ††iiwwgg‡‡UUÝÝ ††ccÖÖiiKK‡‡`̀ii‡‡KK `̀¶¶ ††mmeevv
‡‡`̀qqvvii DD‡‡Ïχ‡kk¨̈ ee¨̈vvssKK ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv ee¨̈eemmvvii RRbb¨̈ AAbbyy‡‡ggvvww`̀ZZ 1144wwUU
kkvvLLvvqq ÔÔmmyyBBddUUÕÕ ee¨̈ee¯̄’’vv PPvvjjyy KK‡‡ii‡‡QQ|| AAvvMMvvggxx ww`̀‡‡bb AAbb¨̈vvbb¨̈ ˆ̂ee‡‡`̀wwkkKK
ggyy`̀ªª vv kkvvLLvv‡‡ZZII mmyyBBddUU ee¨̈ee¯̄’’vv PPvvjjyy KKiivvii ccwwiiKKííbbvv ii‡‡qq‡‡QQ||
SSzz uu wwKK ee¨̈ee¯̄’’vvccbbvv
KK.. ††ddvvKKvvmm
ccÖÖKK……wwZZMMZZffvv‡‡eeBB SSzz uu wwKK mm¤¤^^‡‡ÜÜ ††KKvvbb ffwweell¨̈ØØvvYYxx KKiivv hhvvqq bbvv||
GGKKvvii‡‡YYBB ee¨̈vvss‡‡KKii RRbb¨̈ SSzz uu wwKK nn««vv‡‡mmii ee¨̈ee¯̄’’vvccbbvv KKvvVVvv‡‡ggvv __vvKK‡‡ZZ nnqq
hhvv‡‡ZZ ††hh ††KKvvbb ††jjbb‡‡`̀bb ††__‡‡KK DD™™¢¢ ~~ZZ SSzz uu wwKK ††__‡‡KK ee¨̈vvssKK‡‡KK ii¶¶vv KKiivv
hhvvqq|| GG KKvvii‡‡YY AAvvggiivv ††KK››`̀ªª xxqq ee¨̈vvss‡‡KKii wwbb‡‡`̀©©kk ††ggvvZZvv‡‡eeKK ccvv uuPPwwUU
††¶¶‡‡ÎÎ SSzz uu wwKK ee¨̈ee¯̄’’ccbbvv gg¨̈vvbbyy‡‡qqjj ccÖÖeeZZ©©bb KK‡‡iiwwQQ|| GG¸̧‡‡jjvv nn‡‡””QQ:: FFYY
SSzz uu wwKK ee¨̈ee¯̄’’vvccbbvv,, mm¤¤úú`̀--`̀vvqq ee¨̈ee¯̄’’vvccbbvv SSzz uu wwKK,, ˆ̂ee‡‡`̀wwkkKK eevvwwYYRR¨̈
ee¨̈ee¯̄’’vvccbbvv SSzz uu wwKK,, AAff¨̈šš——iixxYY wwbbqqšš¿¿YY II ccwwiiccvvjjbb SSzz uu wwKK GGeess ggvvwwbb
Page 77 of 110 77
Management Risk, Internal Control and Compliance
(ICC) Risk and Money Laundering (ML) Risk. The
bank recognises the risks and takes action to
manage various risks posed by the ever-changing
business environment.
jjÛÛvvwwiiss SSzz uu wwKK|| ccwwiieeZZ©©bbkkxxjj ee¨̈eemmvvwwqqKK ccwwii‡‡ee‡‡kk ee¨̈eemmvv KKii‡‡ZZ ††MM‡‡jj
††hh wweewwffbbœœ aaii‡‡bbii SSzz uu wwKKii mm¤¤§§ yyLLxxbb nn‡‡ZZ nnqq AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW GG
ee¨̈vvccvv‡‡ii mmRRvvMM GGeess GG ††¶¶‡‡ÎÎ ccÖÖ‡‡qqvvRRbbxxqq KKvvhh©©ee¨̈ee¯̄’’vv KK‡‡ii||
The Bank has established risk management policy
which is intended to balance risk against returns
and will comprise of four broad processes as
follows:-
SSzz uu wwKK ccÖÖkkgg‡‡bbii jj‡‡¶¶¨̈ ee¨̈vvss‡‡KKii SSuu yy wwKK ee¨̈ee¯̄’’vvccbbvv bbxxwwZZggvvjjvv ccYYbbqqbb
KKiivv nn‡‡qq‡‡QQ hhvvii gg‡‡aa¨̈ PPvviiwwUU ccÖÖaavvbb SSzzwwKK wwbb‡‡ææ DD‡‡jj −−LL KKiivv nnÕÕjjtt
RRiisskkss
CCrreeddiitt rriisskk AALLMM rriisskk FFoorreexx.. mmggtt.. rriisskk
IICCCC rriisskk MMLL rriisskk
RRiisskk mmaannaaggeemmeenntt pprroocceessss
11.. RRiisskk iiddeennttiiffiiccaattiioonn
22.. RRiisskk aasssseessssmmeenntt aanndd mmaannaaggeemmeenntt
33.. RRiisskk ccoonnttrrooll
44.. RRiisskk mmoonniittoorriinngg
Page 78 of 110 78
b. Credit Risk
The Credit Risk Management Manual has been
revised. It serves as a guide to effectively avert
risks involved in lending activities of the Bank. We
have put into practice the concepts of front, middle
and back offices to ensure segregation of duties
that calls for each individual’s precise
responsibilities within the area he performs. The
Credit Risk Grading System (CRG) is introduced for
making proper lending decision. All credit officers
have been trained and groomed on CRG system,
including their superiors at controlling offices. A
Credit Committee (CRECOM) has been formed at
Head Office to oversee and scrutinise risks involved
in the process and give final recommendation in
each credit proposal. Special attention was given
for recovery and other action in the case of
downgraded large loan borrowers.
c.Asset Liability Management Risk
The Bank’s Asset Liability Committee (ALCOM)
continued to sit at its meeting regularly to review
both the opportunities and threats to its liquidity
and balance sheet positions as well as positions of
maturing assets and liquidity contingency plan. The
Bank kept its liquidity at satisfactory level to cater
to the needs of all types of customers.
d.Foreign Exchange Management Risk
Foreign exchange risks arise from the variation in
rates of exchange that prevail at domestic and
international markets. Fund Management Division
handles the forex and money market operations,
including treasury function with maximum
efficiency.
LL.. FFYY SSzzww uuKK
FFYY SSzz uu wwKK ee¨̈ee¯̄’’vvccbbvv gg¨̈vvbbyy‡‡qqjjwwUU mmss‡‡kkvvaabb KKiivv nn‡‡qq‡‡QQ|| FF‡‡YYii mm‡‡½½
RRwwooZZ SSzz uu wwKK¸̧‡‡jjvv wwKKffvv‡‡ee ††ggvvKKvvwweejjvv KKiivv hhvvqq GGUUvvBB ZZvvii DD‡‡ÏÏkk¨̈||
ee¨̈vvss‡‡KKii dd««››UU,, wwggWWjj GGeess ee¨̈vvKK AAwwddmm PPvvjjyy KKiivv nn‡‡qq‡‡QQ hhvv‡‡ZZ
GGKKRRbb KKggxx©©ii KKgg©©‡‡¶¶‡‡ÎÎ ZZvvii `̀vvwwqqZZ¡¡ mmyywwbbww`̀©©óó __vv‡‡KK|| FF‡‡YYii ††¶¶‡‡ÎÎ
hh‡‡__vvcchhyy³³ wwmm××vv‡‡šš—— ††ccŠŠQQvv‡‡bbvvii RRbb¨̈ ††µµwwWWUU wwii¯̄‹‹ ††MMÖÖwwWWss wwmmmm‡‡UUgg
((wwmmAAvviiwwRR)) PPvvjjyy KKiivv nn‡‡qq‡‡QQ|| mmgg¯̄—— ††µµwwWWUU AAwwddmmvvii‡‡`̀ii‡‡KK
ÕÕwwmmAAvviiwwRRÕÕ GGii IIccii ccÖÖwwkk¶¶YY ††`̀IIqqvv nn‡‡qq‡‡QQ|| GG ccÖÖwwkk¶¶‡‡YY ccÖÖaavvbb
AAwwdd‡‡mmii wwmmwwbbqqii KKgg©©KKZZ©©vviivvII AAsskk MMÖÖnnYY KK‡‡ii‡‡QQbb|| ccÖÖ‡‡ZZ¨̈KKwwUU FFYY
ccÖÖ¯̄—— vvee ffvv‡‡jjvv KK‡‡ii cciixx¶¶vv--wwbbiixx¶¶vv KK‡‡ii SSzz uu wwKK¸̧‡‡jjvv wwPPwwýýZZ KKiivvii RRbb¨̈
ccÖÖaavvbb KKvvhh©©vvjj‡‡qq GGKKwwUU ††µµwwWWUU KKwwggwwUU KKvvhh©©iiZZ|| GGBB KKwwggwwUU SSzz uu wwKK
wwbbiiƒƒccYY KK‡‡ii FFYY ccÖÖ¯̄—— vvee mmyyccvvwwiikk KK‡‡ii|| eeoo eeoo FFYY hhvv wwbbææggvv‡‡bbii
FF‡‡YY ccwwiibbZZ nn‡‡qq‡‡QQ ZZvv AAvv`̀vv††qq wwee‡‡kkll ee¨̈ee¯̄’’vv ††bbqqvv nn‡‡””QQ||
MM.. mm¤¤úúwwËË II `̀vvqq ee¨̈ee¯̄’’vvccbbvv SSzz uu wwKK
ee¨̈vvss‡‡KKii GG¨̈vv‡‡mmUU--jjvvqqwweewwjjwwUU KKwwggwwUUii ((GG¨̈vvjjKKgg))mmffvv wwbbqqwwggZZ
AAbbyywwôôZZ nnqq|| GGmmee mmffvvqq ee¨̈vv‡‡jjÝÝ kkxx‡‡UUii AAee¯̄’’vv II ZZvvii‡‡jj¨̈ii AAee¯̄’’vv
GGeess GGZZ`̀mmssµµvvšš—— SSzz uu wwKK II mm¤¤¢¢vveebbvv,, mm¤¤úúwwËËii gg¨̈vvPPzzwwiiwwUU AAee¯̄’’vv GGeess
ZZvviijj¨̈ ccwwiiww¯̄’’ wwZZ cchhvv ©©‡‡jjvvPPbbvv KKiivv nnqq|| mmKKjj aaii‡‡bbii MMÖÖvvnnKK‡‡`̀ii RRbb¨̈
ee¨̈vvssKK cchhvv ©©ßß ZZvviijj¨̈ ii¶¶vv KK‡‡ii PP‡‡jj‡‡QQ||
NN.. ‰‰ee‡‡`̀wwkkKK eevvwwYYRR¨̈ ee¨̈ee¯̄’’vvccbbvv SSzz uu wwKK
‡‡`̀‡‡kk GGeess wwee‡‡`̀‡‡kk wwee`̀¨̈ggvvbb wweewwbbggqq nnvv‡‡iiii KKvvii‡‡YY ˆ̂ee‡‡`̀wwkkKK eevvwwYYRR¨̈
SSzzww uuKK DD™™¢¢ ~~ZZ nnqq|| ZZnnwweejj ee¨̈ee¯̄’’vvccbbvv wweeffvvMM ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv
ee¨̈ee¯̄’’vvccbbvvii KKvvRR KK‡‡ii|| mm‡‡eevv ©©””PP `̀¶¶ZZvvii mmvv‡‡__ ZZvviivv ggyy`̀ªª vv eevvRRvv‡‡ii
AAsskkMMÖÖnnYY mmnn ††UUªªRRvvwwiiii KKvvRR KK‡‡ii||
Page 79 of 110 79
e.Internal Control and Compliance Risk
In line with the guidelines of Government and
Bangladesh Bank, the Bank has introduced Audit
Manual and Audit Implementation Manual for its
branches to adhere to the procedures laid down
therein. An Internal Control Unit has also been
established to ensure control at every level of
branch operation. Under the Internal Control Team
(ICT), a squad of experienced personnel visits
branches time and again to identify and correct
operational lapses, if any. The Board’s Audit
Committee reviews reports of audit and inspections
submitted by Audit and Inspection Division and
suggest actions to remedy the lapses identified in
the reports.
f.Money Laundering Risk
The Bank has continued its anti-money laundering
stance with an emphasis to bring all the branches
under exhaustive training programs inside and
outside the Bank. In 2009, 3908 Officers and Staff
were trained on prevention of Money Laundering
through Agrani Bank Training Institute (ABTI). The
Bank maintains meticulously the records of Know
Your Customer (KYC) and Transaction Profile (TP)
and sends Cash Transaction Report (CTR) and
Suspicious Transaction Report (STR), if any, Know
Your Customer (KYC) statements and Branch wise
Anti Money Laundering Compliance Officers
(BAMCO) list to Bangladesh Bank.
In addition, the Bank also manages the risk, taking
into consideration the credit risk, market risk,
operational risk, liquidity risk and reputation risk
which is shown in the diagram below :
OO.. AAff¨̈šš——iixxYY wwbbqqšš¿¿YY II ccwwiiccvvjjbb SSzz uu wwKK
mmiiKKvvii GGeess eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii wwbb‡‡`̀©©kkbbvv ††ggvvZZvv‡‡eeKK ee¨̈vvssKK ÕÕAAwwWWUU
gg¨̈vvbbyy‡‡qqjjÕÕ GGeess ÕÕAAwwWWUU BBggwwcc −−‡‡gg‡‡&&››UUkkbb gg¨̈vvbbyyqq¨̈vvjjÕÕ ˆ̂ZZiixx KK‡‡ii‡‡QQ hhvv‡‡ZZ
kkvvLLvv¸̧‡‡jjvv wweewwaa II wwbbqqgg ††ggvvZZvv‡‡eeKK KKvvRR KK‡‡ii|| ee¨̈vvss‡‡KKii KKvvhh©©eejjxxii
IIccii bbRRii`̀vvwwii KKiivvii RRbb¨̈ AAff¨̈šš——iixxYY wwbbqqšš¿¿YY kkvvLLvv ¯̄’’ vvccbb KKiivv
nn‡‡qq‡‡QQ|| AAff¨̈šš——iixxYY wwbbqqšš¿¿YY `̀‡‡jjii AAaaxx‡‡bb AAwwffÁÁ AAwwddmmvviiiivv eeªªvvÂÂ
ccwwii`̀kk©©bb KK‡‡ii hhvv‡‡ZZ eeªªvv¸̧‡‡jjvv‡‡KK cciivvggkk©© ††`̀qqvv hhvvqq GGeess ffzzjjµµwwUU
‡‡kkvvaaiivv‡‡bbvv hhvvqq|| ††eevv‡‡WW©©ii AAwwWWUU KKwwggwwUU mmgg¯̄—— AAwwWWUU wwii‡‡ccvvUU©©
cchh©©vv‡‡jjvvPPbbvv KK‡‡ii GGeess ffzzjjµµwwUU ‡‡kkvvaaiivv‡‡bbvvii RRbb¨̈ mmyyccvvwwiikk ccÖÖ`̀vvbb
KK‡‡ii||
PP.. ggvvwwbb jjÛÛvvwwiiss SSzzww uuKK
ggvvwwbb jjÛÛvvwwiiss wweell‡‡qq ee¨̈vvssKK mm`̀vvRRvvMMÖÖZZ|| ee¨̈vvss‡‡KKii ††ffZZ‡‡ii II eevvBB‡‡ii
GGBB DD‡‡Ïχ‡kk¨̈ KKgg©©KKZZ©©vv II KKgg©©PPvviixx‡‡`̀ii‡‡KK ccÖÖwwkk¶¶YY ††`̀qqvv nn‡‡””QQ|| 22000099
mmvv‡‡jj 33990088 RRbb KKgg©©KKZZvv©© II KKgg©©PPvviixx‡‡KK AAMMÖÖYYxx ee¨̈vvssKK ††UUªªwwbbss
BBbbww÷÷wwUUDDUU ggvvwwbb jjÛÛvvwwiiss wweell‡‡qq ccÖÖwwkk¶¶YY ††`̀qq|| ee¨̈vvssKK ZZvvii
MMÖÖvvnnKK‡‡`̀ii ZZ__¨̈,, ††jjbb‡‡`̀bb wweeeeiiYYxx,, bbMM`̀ ††jjbb‡‡`̀bb wweeeeiiYYxx,,
mm‡‡››`̀nnRRbbKK ††jjbb‡‡`̀bb wweeeeiiYYxx,, hhww`̀ __vv‡‡KK,, ggvvwwbb jjÛÛvvwwiiss KKgg©©KKZZ©©vv‡‡`̀ii
bbvv‡‡ggii ZZvvwwjjKKvv mmssii¶¶YY KK‡‡ii GGeess ZZvv kkvvLLvv wwffwwËËKK eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KK
††ccÖÖiiYY KK‡‡ii||
GGQQvvoovvII ee¨̈vvssKK AAvv‡‡iivv KKZZ¸̧‡‡jjvv SSzz uu wwKK ee¨̈ee¯̄’’vvccbbvv KK‡‡ii|| GG¸̧‡‡jjvv nn‡‡””QQ
FFYY SSzzww uuKK,, eevvRRvvii SSzzww uuKK ccwwiiPPvvjjbbvv SSzzww uuKK,, ZZvviijj¨̈ SSzzww uuKK II LL¨̈vvwwZZ SSyy uu wwKK||
GGii wwPPÎÎ bbxx‡‡PP ††`̀LLvv‡‡bbvv nn‡‡jjvvtt
Page 80 of 110 80
g.Reputation risk
The objective of reputation risk management is to
ensure that all risks arising from the negative
publicity of the bank are duly taken care of. We
ensure the security and privacy of information our
customers.
h.Liquidity risk
The objective of liquidity risk management is to
ensure that all foreseeable funding commitments
and deposits withdrawals can be met when due.
i.Operational risk
The objective of operational risk management is to
ensure that all risks of loss arising from fraud,
QQ.. LL¨̈vvwwZZ SSyy uu wwKK
LL¨̈vvwwZZ SSyy uu wwKK DD‡‡ÏÏkk¨̈ nn‡‡””QQ ††bbwwZZeevvPPKK ccÖÖPPvviiYYvv ††__‡‡KK DD™™¢¢ ~~ZZ SSzzww uuKK
ee¨̈ee¯̄’’vvccbbvv KKiivv|| AAvvggiivv AAvvggvv‡‡`̀ii mmKKjj MMÖÖvvnn‡‡KKii ZZ__¨̈ wwbbiivvcc††`̀ iivvwwLL
GGeess ZZvvii ††MMvvccbbxxqqZZvv ii¶¶vv KKwwii||
RR.. ZZvviijj¨̈ SSzzww uuKK
AAvvggvvbbZZKKvviixxii `̀vveexx GGeess ee¨̈vvss‡‡KKii DDccii hhZZ `̀vveexx`̀vvii AAvv‡‡QQ ZZvv‡‡`̀ii
mmKKjj `̀vveexx mmggqqggZZ ee¨̈ee¯̄’’vvccbbvv KKiivvBB ZZvviijj¨̈ SSzzww uuKKii `̀vvwwqqZZ¡¡||
SS.. ccwwiiPPvvjjbbvv SSzzww uuKK
RRvvwwjjqqvvwwZZ,, ffyyjj,, wweePPzz ¨̈wwZZ,, AA‰‰eeaa KKvvRR,, AA`̀¶¶ZZvv AA__eevv wweewwaa wweeaavv‡‡bb
ee¨̈__©©ZZvvii KKvvii‡‡YY ††hh SSzz uu wwKK DD™™¢¢ ~~ZZ nnqq ZZvv ††`̀LLvvïïbbvvii `̀vvwwqqZZ¡¡ nn‡‡””QQ
CCrreeddiitt RRiisskk
MMaarrkkeett RRiisskk RReeppuuttaattiioonn RRiisskk
LLiiqquuiiddiittyy RRiisskk OOppeerraattiioonnaall RRiisskk
RRiisskkss
Page 81 of 110 81
error, omission, unauthorized activities, inefficiency,
system failure from external events can be
addressed appropriately.
j.Market risk
The objective of market risk management is to
ensure that all risks of loss of earnings due to
change in the interest rate, foreign exchange rate
can be addressed properly.
Credit Rating
In 2007, the Bank appointed Credit Rating
Information and Services Limited (CRISL), for credit
rating of the Bank as per directives of Bangladesh
Bank. The rating company assigned AAA to the
Bank in the long run and ST-1 in the short term.
This rating has been done in consideration of the
guarantee of the Government of the People’s
Republic of Bangladesh being the highest risk free
entity. Financial Institutions rated in this category
have the best quality, offer highest safety and have
the highest credit quality. However the banks entity
rating (as stand alone commercial bank) has been
improving over the years, as will be evident from
below:
Particulars
2008 2007
Long
term
Short
term
Long
term
Short
term
Entity rating
(As government
supported entity)
AAA ST-1 AAA ST-1
Entity rating (as
stand alone
commercial bank)
A- ST-2 BBB + ST-3
Outlook Positive Positive
Date of rating
declaration
08.11.2009 22.10.2008
Implementation of Basel II
The banking sector in Bangladesh is undergoing
ccwwiiPPvvjjbbvv SSzzww uuKK ee¨̈ee¯̄’’vvccbbvv||
TT.. eevvRRvvii SSzzww uuKK
mmyy‡‡`̀ii nnvvii ccwwiieeZZ©©bb,, ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv wweewwbbggqq nnvv‡‡iiii ccwwiieeZZ©©bb BBZZ¨̈vvww`̀
KKvvii‡‡YY ee¨̈vvss‡‡KKii ¶¶wwZZ nnqq AA__eevv ggyybbvvddvv KKgg nnqq|| eevvRRvvii SSzzww uuKK
ee¨̈ee¯̄’’vvccbbvvii `̀vvwwqqZZ¡¡ nn‡‡””QQ GGmmee ZZ`̀vviiKKxx KK‡‡ii ††jjvvKKmmvvbb nn««vvmm KKiivv||
‡‡µµwwWWUU ††iiwwUUss
eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii wwbb‡‡`̀©©kkvvbbyyhhvvqqxx ee¨̈vvssKK 22000077 mmvv‡‡jj ††µµwwWWUU ††iiwwUUss
BBbbddii‡‡ggkkbb GG¨̈vvÛÛ mmvvwwff©©‡‡mmmm wwjjwwgg‡‡UUWW‡‡KK ((wwmmAAvviiAAvvBBGGmmGGjj)) ††iiwwUUss
KKvv‡‡RR wwbbhhyy³³ KK‡‡ii|| ZZvviivv ee¨̈vvssKK‡‡KK `̀xxNN©©‡‡ggqqvv‡‡`̀ ÕÕwwUUªªccjj--GGÕÕ GGeess ¯̄^^íí
††ggqqvv‡‡`̀ GGmmwwUU--11 ee¨̈vvssKK wwnnmmvv‡‡ee gg~~jj¨̈vvwwqqZZ KK‡‡ii|| MMYYccÖÖRRvvZZšš¿¿xx
eevvssjjvv‡‡`̀kk mmiiKKvv‡‡iiii ccÖÖ`̀ËË MM¨̈vviivvww››UU gg~~‡‡jj GG ††iiwwUUss KKiivv nnqq KKvviiYY
mmiiKKvvii nn‡‡””QQ SSzz uu wwKKggyy³³ GGKKwwUU mmËË¡¡vv|| GG aaii‡‡bbii gg~~jj¨̈vvwwqqZZ AAvvww__©©KK
ccÖÖwwZZôôvvbb nn‡‡””QQ ¸̧‡‡YY mm‡‡eevv ©©ËË¡¡gg,, mmee‡‡PP‡‡qq wwbbiivvcc`̀ GGeess ZZvv‡‡`̀ii ii‡‡qq‡‡QQ
mm‡‡eevv ©©””PP ggvvbbmm¤¤úúbbœœ FFYY|| GGQQvvoovv eevvwwYYwwRR¨̈KK ee¨̈vvssKK wwnnmmvv‡‡eeII ccÖÖwwZZwwbbqqZZ
ee¨̈vvss‡‡KKii ††iiwwUUss--GGii ggvvbb DDbbœœZZ nn‡‡””QQ hhvv wwbb‡‡ææ ccwwiijjww¶¶ZZ nn‡‡””QQ::
wweeeeiiYY
22000088 22000077
`̀xxNN©©‡‡ggqqvv`̀xx ¯̂̂̄í퇇ggqqvv`̀xx `̀xxNN©©‡‡ggqqvv`̀xx ¯̂̂̄í퇇ggqqvv`̀xx
GG¨̈vvww››UUwwUU ††iiwwUUss ((mmiiKKvvii mmggww__©©ZZ mmss¯̄’’vv wwnnmmvv‡‡ee))
GGGGGG GGmmwwUU--11 GGGGGG GGmmwwUU--11
GG¨̈vvww››UUwwUU ††iiwwUUss ((eevvwwYYwwRR¨̈KK ee¨̈vvssKK wwnnmmvv‡‡ee))
GG-- GGmmwwUU--22 wweewweewwee++ GGmmwwUU--33
`̀„„ wwóó‡‡KKvvYY BBwwZZeevvPPKK BBwwZZeevvPPKK
‡‡iiwwUUss ††NNvvllYYvvii ZZvvwwiiLL 0088..1111..22000099 2222..1100..22000088
ee¨̈vv‡‡mmjj--22 eevv¯̄——eevvqqbb
eevvssjjvv‡‡`̀‡‡kkii ee¨̈vvsswwKKss LLvv‡‡ZZ eeoo eeoo ccwwiieeZZ©©bb mmvvwwaaZZ nn‡‡””QQ|| ee¨̈vv‡‡mmjj--
Page 82 of 110 82
significant changes. BASEL-II Accord, which may be
under review, is going to be implemented from
2010 ( parallel 2009), placing heavy reliance on
internal risk assessment and management
techniques for the purpose of quantifying and
allocating capital for credit, market and operational
risks. Continued success of a bank depends on its
ability to prepare for unexpected and potentially
much less favorable events and outcomes.
The Basel Committee on Banking Supervision has
published a new framework for calculating
minimum capital requirement, consisting of 3
pillars, known as Basel II.
Following the suggestions from the National
Steering Committee, continuous training was
provided to the staff members of various
departments. The Implementation Unit will remain
responsible for overall supervision of Basel II
implementation of the Bank. Accordingly the Bank
formed a 9 member Basel II Implementation Unit in
the Bank headed by the Managing Director & CEO.
The bank also formed a Basel II Working Group
comprising 20 members with Executives/Officers
from different related divisions of the Bank headed
by the General Manager (Operation) to work at the
ground level for implementation of Basel II in the
Bank. The Bank so far provided training to 327
Executives/Officers of the Bank on Basel- II with
the assistance of Bangladesh Bank, CRISL and
Bank's own experts.
Corporate Governance
The bank is always committed to adopt highest
corporate governance standards for attaining better
operational goals. The collective role of the Board
of Directors, Managing Director and CEO and the
Committees is to ensure excellence in corporate
22 PPzzww³³ -- hhvv cchh©©vv‡‡jjvvPPbbvvaaxxbb AAvv‡‡QQ,, ZZvv 22001100 mmvv‡‡jjii gg‡‡aa¨̈ eevv¯̄——eevvwwqqZZ
nn‡‡ZZ hhvv‡‡””QQ|| GG PPzzww³³‡‡ZZ AAff¨̈šš——iixxYY SSzzww uuKK wwbbiiƒƒccYY GGeess ee¨̈ee¯̄’’vvccbbvv
††KKŠŠkkjj GGii DDccii ††RRvvii ††`̀qqvv nn‡‡qq‡‡QQ|| GGUUvv ††`̀qqvv nn‡‡qq‡‡QQ FFYY SSzzww uuKK,,
eevvRRvvii SSzz uu wwKK,, ccwwiiPPvvjjbbvv SSzzww uuKK wwnnmmvvee KK‡‡ii gg~~jjaa‡‡bbii ccwwiiggvvYY wwbbaa©©vviiYY II
ee››UUbb KKiivvii RRbb¨̈|| AAccÖÖZZ¨̈vvwwkkZZ SSzz uu wwKK GGeess ccÖÖwwZZKK‚‚jj AA‡‡bbKK NNUUbbvvRRwwbbZZ
SSzz uu wwKK ††__‡‡KK eevvuuPPvvii ee¨̈ee¯̄’’vv __vvKK‡‡jjBB ee¨̈vvss‡‡KKii mmvvddjj¨̈ AAvv‡‡mm||
ee¨̈vvsswwKKss cchh©©‡‡ee¶¶‡‡YYii IIccii ee¨̈vv‡‡mmjj KKwwggwwUU bbZZzzbb GGKKwwUU KKvvVVvv‡‡ggvv
ww`̀‡‡qq‡‡QQ hhvvii ggvvaa¨̈‡‡gg bb~~ ¨̈bbZZgg gg~~jjaabb wwnnmmvvee KKiivv hhvvqq|| GGii wwZZbbwwUU ¯̄——¤¤¢¢
AAvv‡‡QQ GGeess ZZvv ee¨̈vv‡‡mmjj--22 bbvvgg ccwwiiwwPPZZ||
bb¨̈vvkkbbvvjj ww÷÷qqvvwwiiss KKwwggwwUUii mmyyccvvwwiikk ††ggvvZZvv‡‡eeKK wweewwffbbœœ wweeffvv‡‡MMii
KKgg©©KKZZ©©vv II KKgg©©PPvviixx‡‡`̀ii AAee¨̈vvnnZZffvv‡‡ee ccÖÖwwkk¶¶YY ††`̀qqvv nn‡‡””QQ|| ee¨̈vvss‡‡KKii
ÔÔeevv¯̄——eevvqqbb BBDDwwbbUUÕÕ ee¨̈vv‡‡mmjj--22 eevv¯̄——eevvqq‡‡bbii `̀vvwwqq‡‡ZZ¡¡ wwbb‡‡qqvvwwRRZZ ||
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW 99 mm`̀mm¨̈ wweewwkkóó ee¨̈vv‡‡mmjj--22 eevv¯̄——eevvqqbb KKwwggwwUU
MMVVbb KK‡‡ii‡‡QQ|| GGii ccÖÖaavvbb nn‡‡””QQbb ccÖÖaavvbb wwbbee©©vvnnxx GGeess ee¨̈ee¯̄’’vvccbbvv
ccwwiiPPvvjjKK|| ee¨̈vvssKK 2200 mm`̀mm¨̈ wweewwkkóó GGKKwwUU IIqqvvwwKK©©ss MMÖÖ““ccII MMVVbb
KK‡‡ii‡‡QQ|| GG‡‡ZZ ii‡‡qq‡‡QQ wweewwffbbœœ wweeffvv‡‡MMii wwbbeevv©©nnxx//AAwwddmmvvii|| GGii ccÖÖaavvbb
nn‡‡””QQ ggnnvvee¨̈ee¯̄’’vvccKK ((AAccvv‡‡iikkbb));; ZZvviivvBB ggvvVV cchh©©vvqq ee¨̈vv‡‡mmjj--22 eevv¯̄——
eevvqq‡‡bbii `̀vvwwqq‡‡ZZ¡¡ __vvKK‡‡eebb|| eevvssjjvv‡‡`̀kk ee¨̈vvssKK,, ÔÔwwmmAAvviiAAvvBBGGmmGGjjÕÕ
GGeess wwbbRR¯̂̂̄ AAwwddmmvvii‡‡`̀ii ww`̀‡‡qq ee¨̈vvssKK GG cchh©©šš—— 332277 RRbb
wwbbeevv©©nnxx//AAwwddmmvvii‡‡KK GG wweell‡‡qq ccÖÖwwkk¶¶YY ww`̀‡‡qq‡‡QQ||
KK‡‡ccvv ©©‡‡iiUU MMff©©bb¨̈vvÝÝ
jj¶¶¨̈ II DD‡‡ÏÏkk¨̈ AARR©©‡‡bbii RRbb¨̈ AAMMÖÖYYxx ee¨̈vvssKK mmee mmggqqBB mmyykkvvmm‡‡bbii
IIccii ¸̧ii““ZZ¡¡vv‡‡iivvcc KK‡‡ii|| mmyykkvvmm‡‡bbii bbxxwwZZ¸̧‡‡jjvv ccwwiiPPvvjjbbvv ccwwiill`̀,,
ee¨̈ee¯̄’’vvccbbvv ccwwiiPPvvjjKK II ccÖÖaavvbb wwbbee©©vvnnxx GGeess wwbbeevv©©nnxx KKwwggwwUU ††hhŠŠ__ffvv‡‡ee
eevv¯̄——eevvqqbb KK‡‡ii|| ¯̄^^vv__©© mmsswwkk −−óó mmKKjj cc‡‡¶¶ii ¯̄^^vv__©© ††`̀LLvvii RRbb¨̈ AAMMÖÖYYxx
Page 83 of 110 83
governance practices. The activities of the Bank are
always conducted in adherence to highest possible
ethical standards for the best interest of the
stakeholders.
Corporate Social Responsibility
a. Focus
We are very sensitive to the social needs in which
we operate. We have a deep commitment, loyalty
and a high sense of responsibility to our nation and
the people. Our ethics are clear: not to earn
excessive profits, but to operate in a rational and
sensible way. Our corporate social responsibility is
about addressing the need of our valued
customers, shareholders, employees, business
partners and the community, as described below.
b. Valued customer
The way we discharge our responsibility to our
valued customers is offering different financial
products and services to meet their needs with the
highest degree of ethics. We feel proud to provide
our services to our valued customers without any
hidden cost. We believe that our customers are our
business partners and we sincerely strive to
improve our business relationship with our
customers for our mutual benefits.
c. Shareholders
We are fully committed to the interest of our
shareholders. We increase our shareholders value
by optimizing financial performance at least cost.
d. Employees
We treat our human resource as an instrument for
development. Our workforce is the prime factor of
ee¨̈vvss‡‡KK mmee©©`̀vv mm‡‡ee©©vv””PP bbxxwwZZ II AAvv`̀kk©© ii¶¶vv KKiivv nnqq||
ee¨̈eemmvv‡‡qq mmvvggvvwwRRKK `̀vvqqee××ZZvv
KK.. ††ddvvKKvvmm
AAvvggiivv ††hh mmvvggvv‡‡RR eemmeevvmm KKwwii ZZvvii PPvvwwnn`̀vvii ccÖÖwwZZ AAvvggiivv ††eekk
mmss‡‡ee`̀bbkkxxjj|| ††`̀kk II RRvvwwZZii ccÖÖwwZZ AAvvggvv‡‡`̀ii MMffxxii AAvvbbyyMMZZ¨̈ II
`̀vvqqee××ZZvv AAvv‡‡QQ|| GG‡‡¶¶‡‡ÎÎ AAvvggvv‡‡`̀ii bbxxwwZZ ¯̂̂̄””QQ tt AAwwZZwwii³³ ggyybbvvddvv
bbqq,, eeiiss hhyyww³³hhyy³³ffvv‡‡ee ee¨̈vvsswwKKss KKvvhh©©µµgg ccwwiiPPvvjjbbvv|| mm¤¤§§vvwwbbZZ MMÖÖvvnnKK,,
††kkqqvvii‡‡nnvvììvvii,, KKgg©©KKZZ©©vv II KKgg©©PPvviixx,, ee¨̈eemmvvwwqqKK eeÜÜzz GGeess mm‡‡eevv ©©ccwwii
mmggvv‡‡RRii PPvvwwnn`̀vvbbyyhhvvqqxx KKvvRR KKiivvBB nn‡‡””QQ AAvvggvv‡‡`̀ii ÔÔee¨̈eemmvv‡‡qqii
mmvvggvvwwRRKK `̀vvqqee××ZZvvÕÕ hhvvii eebbYY©©vv wwbb‡‡ææ ccÖÖ`̀vvbb KKiivv nn‡‡jjvv||
LL..mm¤¤§§vvwwbbZZ MMÖÖvvnnKK
wweewwffbbœœ aaii‡‡bbii AAvvww__©©KK ccYY¨̈ II ††mmeevvii ggvvaa¨̈‡‡gg MMÖÖvvnnKK‡‡`̀ii‡‡KK AAvvggiivv
mm‡‡ee©©vv””PP ††mmeevv ccÖÖ`̀vvbb KK‡‡ii __vvwwKK|| GG `̀vvwwqqZZ¡¡ ccvvjj‡‡bb AAvvggiivv GGKKUUvv
gg~~jj¨̈‡‡eevvaa AAbbyymmiiYY KKwwii|| ‡‡KKvvbb ccÖÖKKvvii ccÖÖ””QQbbœœ ee¨̈qq QQvvoovvBB AAvvggiivv
mm¤¤§§vvwwbbZZ MMÖÖvvnnKK‡‡`̀ii‡‡KK ††mmeevv ccÖÖ`̀vvbb KKwwii|| AAvvggiivv gg‡‡bb KKwwii MMÖÖvvnnKKiivv
AAvvggvv‡‡`̀ii ee¨̈eemmvvii AAsskkxx`̀vvii|| ccvvii¯̄úúwwiiKK mmyywweeaavvii wwffwwˡ‡ZZ AAvvggiivv
MMÖÖvvnnKK‡‡`̀ii mm‡‡½½ mm¤¤úúKK©© ¯̄’’ vvccbb KKwwii||
MM.. ‡‡kkqqvvii‡‡nnvvììvvii
AAvvggvv‡‡`̀ii mm¤¤§§vvwwbbZZ ††kkqqvvii‡‡nnvvììvvii‡‡`̀ii ¯̂̂̄vv__©© ii¶¶vvqq AAvvggiivv ee××ccwwiiKKii||
mmee‡‡PP‡‡qq KKgg LLii‡‡PP AAvvww__©©KK jjvvffccÖÖ`̀ZZvv ee„„ww×× KK‡‡ii AAvvggiivv
††kkqqvvii‡‡nnvvììvvii‡‡`̀ii ¯̄^^vv__©© ii¶¶vv KKwwii||
NN..KKgg©©KKZZ©©vv II KKgg©©PPvviixxee„„››`̀
AAvvggiivv AAvvggvv‡‡`̀ii ggvvbbeemm¤¤úú`̀‡‡KK DDbbœœqq‡‡bbii nnvvwwZZqqvvii gg‡‡bb KKwwii||
AAvvggvv‡‡`̀ii mmddjjZZvvii PPvvwweeKKvvwwVV nn‡‡””QQ KKggxx ©©eevvwwnnbbxx|| ccÖÖwwZZwwôôZZ
Page 84 of 110 84
our success. Following an established criteria for
promotion 989 employees from different grades
were promoted in 2009. Of them, 31 became
DGMs, 60 AGMs, 115 SPOs and the remaining 783
in other grades.
As usual, the Staff Welfare Fund, which is run by
the Bank’s employees out of their regular
contribution, continued to stand by its members for
their well-being. During 2009 a total of Tk. 1.51
crore was allocated from this fund of which a sum
of Tk. 28.50 lac was donated out to 134 in-service
employees and their spouses for health care and
Tk. 1.22 crore to 467 retired employees as
retirement donation. As a part of its welfare
activities, an amount of Tk. 11.10 lac was given to
the families of 55 deceased employees for meeting
funeral expenses. In addition, an amount of Tk.
22.80 lac has been kept aside for awarding merit
scholarship to the children of 490 employees for
outstanding performance in S.S.C. and H.S.C.
examinations. There is a Board of Trustees to
provide financial support to the staff members as
admissible under the rules on their termination or
retirement from the Bank services or to their
nominees or legal heirs in case of death. To this
end, two trusts, Agrani Bank Limited Employees
Provident Fund Trust and Agrani Bank Limited
Superannuation Fund Trust, are in operation.
As part of its recreational programme, the Bank
organises sports and cultural activities for its
employees to shake off their monotony and
reenergize them to embark upon fresh initiatives.
Its soccer and cricket teams, qualified in the First
Division have regularly been participating in various
tournaments. The Bank also patronizes sports and
cultural events throughout the country, besides
organising annual sports and cultural activities
centrally.
µµvvBB‡‡UUwwiiqqvvii wwffwwˡ‡ZZ 22000099 mmvv‡‡jj 998899 RRbb‡‡KK cc‡‡`̀vvbbœœwwZZ ††`̀qqvv
nn‡‡qq‡‡QQ|| GGii gg‡‡aa¨̈ 3311 RRbb wwWWwwRRGGgg wwnn‡‡mm‡‡ee,, 6600 RRbb GGwwRRGGgg
wwnnmmvv‡‡ee,, 111155 RRbb GGmmwwccII wwnnmmvv‡‡ee GGeess eevvKKxx 778833 RRbb AAbb¨̈vvbb¨̈
††MMÖÖ‡‡WW cc‡‡`̀vvbbœœwwZZ ‡‡cc‡‡qq‡‡QQbb||
eeiivvee‡‡iiii ggZZBB KKgg©©PPvviixx KKjj¨̈vvYY ZZnnwweejj -- hhvv ee¨̈vvssKK KKgg©©PPvviixx‡‡`̀ii AA‡‡__©©
ccwwiiPPvvwwjjZZ -- KKgg©©PPvviixx‡‡`̀ii KKjj¨̈vvYY mmvvaa‡‡bbii `̀vvwwqqZZ¡¡ ccvvjjbb AAee¨̈vvnnZZ
††ii‡‡LL‡‡QQ|| 22000099 mmvv‡‡jj 11..5511 ††KKvvwwUU UUvvKKvv GGBB ZZnnwweejj ††__‡‡KK ccÖÖ`̀vvbb
KKiivv nnqq|| GGii gg‡‡aa¨̈ 2288..8855 jj¶¶ UUvvKKvv 113344 RRbb KKgg©©iiZZ KKgg©©PPvviixx
GGeess ZZvv‡‡`̀ii ccwwiieevviiee‡‡MM©©ii ¯̄^^ vv¯̄’’ ¨̈ ††mmeevvii RRbb¨̈ ††`̀qqvv nn‡‡qq‡‡QQ|| 446677 RRbb
AAeemmiiccÖÖvvßß KKgg©©PPvviixx‡‡KK AAeemmiiKKvvjjxxbb mmyywweeaavv wwnnmmvv‡‡ee ††`̀qqvv nn‡‡qq‡‡QQ 11 ..
2222 ††KKvvwwUU UUvvKKvv|| ggvvbbwweeKK KKvvhh©©µµ‡‡ggii AAvvIIZZvvqq 1111..1100 jj¶¶ UUvvKKvv
ccÖÖ`̀vvbb KKiivv nn‡‡qq‡‡QQ 5555 RRbb gg„„ZZ KKgg©©PPvviixxii ††kkllKK……ZZ¨̈ mm¤¤úúvv`̀‡‡bbii RRbb¨̈||
GGmmGGmmwwmm GGeess GGBBPPGGmmwwmm cciixx¶¶vvqq KKgg©©PPvviixx‡‡`̀ii ccyyÎÎ--KKbb¨̈vv‡‡`̀ii ffvv‡‡jjvv
ddjj KKiivvii RRbb¨̈ 2222..8800 jj¶¶ UUvvKKvv AAvvjjvv`̀vv KK‡‡ii iivvLLvv nn‡‡qq‡‡QQ|| GGii
††__‡‡KK 449900 KKgg©©PPvviixxii ccyyÎÎ--KKbb¨̈vv‡‡KK ee„„wwËË ccÖÖ`̀vvbb KKiivv nn‡‡ee|| AAvvww__©©KK
mmvvnnvvhh¨̈ ††`̀qqvvii RRbb¨̈ ee¨̈vvss‡‡KK GGKKwwUU ÔÔ‡‡eevvWW©© AAee UUªªvvww÷÷ÕÕ AAvv‡‡QQ|| GG QQvvoovv
PPvvKKzzwwiiPPzz ¨̈wwZZ,, AAeemmii MMÖÖnn‡‡YYii mmggqq GGKKwwUU ddvvÛÛ ††__‡‡KK mmvvnnvvhh¨̈ ††`̀qqvv
nnqq|| GG mmvvnnvvhh¨̈ ccvvqq KKgg©©PPvviixx,, AA__eevv ZZvvii gg‡‡bbvvbbxxZZ ee¨̈ww³³ AA__eevv
AAvvBBbbmm¤¤§§ZZ ccÖÖwwZZwwbbwwaa|| GGBB DD‡‡Ïχ‡kk¨̈ `̀yy‡‡UUvv UUªªvv÷÷ wwee`̀¨̈ggvvbb|| GGKKwwUU
nn‡‡””QQ ÔÔAAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW GG¤¤úú −−qqxxRR ccÖÖwwff‡‡WW››UU ddvvÛÛ UUªªvv÷÷ÕÕ GGeess
AAbb¨̈wwUU nn‡‡””QQ ÔÔAAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW mmyyccvviiGGbbyy‡‡qqkkbb ddvvÛÛ UUªªvv÷÷ÕÕ||
KKgg©©KKZZ©©vv II KKgg©©PPvviixx‡‡`̀ii GGKK‡‡NN‡‡qqwwgg KKvvUUvv‡‡bbvv GGeess ZZvv‡‡`̀ii‡‡KK
bbZZzzbbffvv‡‡ee KKvv‡‡RR DD¾¾xxwweeZZ KKiivvii DD‡‡Ïχ‡kk¨̈ ee¨̈vvssKK ccÖÖwwZZeeQQii
wwee‡‡bbvv`̀bbgg~~jjKK wwKKQQyy KKvvRR KK‡‡ii|| ee¨̈vvss‡‡KK ddzzUUeejj II wwµµ‡‡KKUU `̀jj ccÖÖ__gg
wweeffvv‡‡MM wwbbqqwwggZZ ††LLjj‡‡QQ GGeess UUzzbb©©vv‡‡gg‡‡››UU AAsskkMMªªnnYY KKii‡‡QQ|| eevvwwll©©KK
µµxxoovv ccÖÖwwZZ‡‡hhvvwwMMZZvv GGeess ††KK››`̀ªª xxqqffvv‡‡ee mmvvss¯̄‹‹ …… wwZZKK AAbbyyôôvv‡‡bb AAvv‡‡qqvvRRbb
QQvvoovvII ee¨̈vvssKK ††LLjjvvaayyjjvv II mmvvss¯̄‹‹ …… wwZZKK KKgg©©KKvvÛÛ‡‡KK DDrrmmvvwwnnZZ KK‡‡ii||
Page 85 of 110 85
e. Business Partners
We always try to maintain a good business
relationship with our business friends for our
mutual growth. Our relationship is based on mutual
trust and respect. We transact with them in a fair
and transparent way.
f. Environment
Our environmental management policy stipulates
adherence to environmental health and safety
regulations and guidelines, refraining from business
that impairs the ability of our future generations to
meet their own needs. The policies with regard to
safety, health and environment management are
also being observed in our lending practices.
g. Regulators
As a responsible corporate body, we conform to all
of the stringent regulations issued by the
Government of the People’s Republic of Bangladesh
and the Bangladesh Bank.
h. Community
Our Corporate Social Responsibility to the
community is designed to respond to the huge
unmet demand of the society. As part of our
corporate social responsibility, we contribute
generously to the nourishment of the country’s
education, arts, crafts, culture and sports. We share
all sorts of values and sentiments, irrespective of
caste, creed or colour. Moreover, we uphold the
concept of avoiding gender discriminations. We
keep the door open for empowerment of women
workforce to ensure a level playing field in terms of
promotion, placement and delegation of power.
The Bank contributed Tk.25 (twenty five) lac to
Prime Minister’s relief fund for the rehabilitation of
the Aila affected people.
OO..ee¨̈eemmvvwwqqKK eeÜÜyy
ccvvii¯̄úúwwiiKK DDbbœœwwZZii RRbb¨̈ AAvvggiivv AAvvggvv‡‡`̀ii ee¨̈eemmvvwwqqKK eeÜÜzz‡‡`̀ii mm‡‡½½
ffvvjj mm¤¤úúKK©© ii¶¶vv KKwwii|| ccvvii¯̄úúwwiiKK kkªª××vv GGeess wweekk¦¦vv‡‡mmii IIccii wwffwwËË
KK‡‡ii GG mm¤¤úúKK©© ¯̄’’ vvwwccZZ|| ZZvv‡‡`̀ii mm‡‡½½ AAvvggiivv ¯̂̂̄””QQZZvv ii¶¶vv KK‡‡ii PPwwjj
GGeess hh__vvhh__ mm¤¤úúKK©© iivvwwLL||
PP..ccwwii‡‡eekk
ccwwii‡‡eekk,, ¯̂̂̄vv¯̄’’ ¨̈,, wwbbiivvccËËvv wweewwaaggvvjjvv II wwbbqqggvveejjxx ii¶¶vvii bbxxwwZZ ee¨̈vvssKK
AAbbyymmiiYY KK‡‡ii|| ffwweell¨̈rr ccÖÖRR‡‡bb¥¥ii ¶¶wwZZKKvviiKK ††KKvvbb KKvv‡‡RR AAvvggiivv
AAsskkMMÖÖnnYY KKwwii bbvv|| FFYY ††`̀qqvvii mmggqqII AAvvggiivv ¯̄^^ vv¯̄’’ ¨̈,, ccwwii‡‡eekk,,
wwbbiivvccËËvv BBZZ¨̈vvww`̀ ††¶¶‡‡ÎÎ wwee`̀¨̈ggvvbb eevvaavv--wwbb‡‡llaa ††gg‡‡bb PPwwjj||
QQ.. ‡‡ii¸̧‡‡jjUUiiMMYY
eevvssjjvv‡‡`̀kk mmiiKKvvii GGeess eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii mmKKjj AAvvBBbb II wweewwaa
††gg‡‡bb AAvvggiivv PPwwjj|| GG‡‡¶¶‡‡ÎÎ AAvvggiivv `̀vvwwqqZZ¡¡kkxxjj ÔÔKK‡‡cc©©vv‡‡iiUU eewwWWÕÕ||
RR..mmggvvRR
mmggvv‡‡RRii eeûû PPvvwwnn`̀vv GGLL‡‡bbvv AAcc~~iiYYxxqq|| AAvvggvv‡‡`̀ii ee¨̈eemmvv‡‡qqii mmvvggvvwwRRKK
`̀vvqqee××ZZvv ((KK‡‡cc©©vv‡‡iiUU ††mmvvkk¨̈vvjj ††iimmccbbwwmmwweewwjjwwUU,, wwmmGGmmAAvvii)) ††mmBB
AAcc~~wwiiZZ PPvvwwnn`̀vv ccyyii‡‡YYBB wwbb‡‡eeww`̀ZZ|| ††`̀‡‡kkii wwkk¶¶vv,, wwkkíí,, mmss¯̄‹‹ …… wwZZ GGeess
††LLjjvvaa~~jjvvii ††¶¶Îθ̧‡‡jjvv‡‡ZZ AAvvggiivv wwmmGGmmAAvvii GGii AAaaxx‡‡bb AAbbyy`̀vvbb ww`̀‡‡qq
__vvwwKK|| RRvvwwZZ--aagg©©--eeYY©© wwbbwwee©©‡‡kk‡‡ll AAvvggiivv mmKK‡‡jjii gg~~jj¨̈‡‡eevvaa II wweekk¦¦vv‡‡mmii
ccÖÖwwZZ kkªª××vvkkxxjj|| AAvvggiivv wwjj½½wwffwwËËKK ‰‰eell‡‡gg¨̈ wweekk¦¦vvmm KKwwii bbvv||
cc‡‡`̀vvbbœœwwZZ,, cc`̀vvqqbb GGeess ¶¶ggZZvv ccÖÖZZ¨̈cc©©bb ††¶¶‡‡ÎÎ AAvvggiivv bbvviixxii
¶¶ggZZvvqq‡‡bb wweekk¦¦vvmmxx|| bbvviixx GGeess ccyyii““‡‡llii RRbb¨̈ mmggvvbb mmyy‡‡hhvv‡‡MM wweekk¦¦vvmmxx
AAvvggiivv||
ÔÔAAvvBBjjvvqqÕÕ ¶¶wwZZMMÖÖ¯̄——‡‡`̀ii ccyybbee©©vvmm‡‡bbii RRbb¨̈ AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW
ccÖÖaavvbbggšš¿¿xxii ÎÎvvYY ZZnnwwee‡‡jj 2255 jj¶¶ UUvvKKvv ccÖÖ`̀vvbb KK‡‡ii‡‡QQ||
Page 86 of 110 86
We arrange competition for the children regularly to
explore their literary talents in a colourful program
named Agrani Bank Shishu Sahittaya Award at
Shishu Academy. In 2009, we donated Tk. 2.00
(two) lac taka to Shishu Academy for arranging the
program.
We jointly sponsored the 45th Convocation of
University of Dhaka. For that program we
contributed Tk.10 (ten) lakh to the authority of
University of Dhaka.
We donated Tk.1 (one) lakh to High Care Society
for the treatment of dumb children. We also
donated Tk.1 (one) Lakh for the treatment of Mr.
M.A. Halim, Senior Professor of Department of
International Relations, University of Dhaka.
Human Resource Management and Development
a. Focus
Human resources are the real capital of our Bank.
We always give due recognition to the contribution
made by the officers and staff members. We
consider the human recources as a tool for
development. Human resources are the key to our
success. Following corporatisation, the Bank's key
strategy is to set a new standard towards the full
range of exploration and development of our
human resources. We are giving more importance
to quality, skill, creativity and professionalism from
2009. Now due consideration is given to merit,
seniority, management skill, sense of responsibility
and participation in the liberation war as a freedom
fighter, etc. at the time of promotion.
b. Organogram
Corporatisation has necessitated the Bank to
restructure its existing organogram. As such
AAvvggiivv wwkkï`̀ii mmvvwwnnZZ¨̈ KK‡‡gg©© DDrrmmvvwwnnZZ KKiivvii RRbb¨̈ ccÖÖwwZZ‡‡qqvvwwMMZZvvii
AAvv‡‡qqvvRRbb KKwwii GGeess ccyyii¯̄‹‹vvii ccÖÖ`̀vvbb KKwwii|| ccyyii¯̄‹‹vv‡‡iiii bbvvgg ÔÔAAMMÖÖYYxx
ee¨̈vvssKK wwkkïï mmvvwwnnZZ¨̈ ccyyii¯̄‹‹vviiÕÕ|| AAbbyyôôvv‡‡bbii AAvv‡‡qqvvRRbb KKiivv nnqq ÔÔwwkkïï
GGKKvv‡‡ggxx‡‡ZZÕÕ|| 22000099 mmvv‡‡jj wwkkïï GGKKvv‡‡WWggxx‡‡KK AAMMÖÖYYxx ee¨̈vvssKK `̀yyBB jj¶¶
UUvvKKvvii AAbbyy`̀vvbb ††`̀qq GGBB AAbbyyôôvv‡‡bbii AAvv‡‡qqvvRRbb KKii‡‡ZZ||
XXvvKKvv wweekk¦¦wwee`̀¨̈vvjj‡‡qqii 4455 ZZgg mmggvveeZZ©©bb AAvvggiivv ††hhŠŠ__ffvv‡‡ee ¯̄úúÝÝii
KKwwii|| GGBB DD‡‡Ïχ‡kk¨̈ XXvvKKvv wweekk¦¦wwee`̀¨̈vvjjqq‡‡KK AAvvggiivv 1100 jj¶¶ UUvvKKvv
AAbbyy`̀vvbb ccÖÖ`̀vvbb KKwwii||
gg~~KK II eewwaaii wwkkï`̀ii wwPPwwKKrrmmvvii RRbb¨̈ AAvvggiivv 22000099 mmvv‡‡jj 11 jj¶¶
UUvvKKvv AAbbyy`̀vvbb ww`̀BB|| XXvvKKvv wweekk¦¦wwee`̀¨̈vvjj‡‡qqii AAvvšš——RR©©vvwwZZKK wweeffvv‡‡MMii
wwmmwwbbqqii ccÖÖ‡‡ddmmii GGgg,, GG,, nnvvwwjj‡‡ggii wwPPwwKKrrmmvvii RRbb¨̈ AAMMÖÖYYxx ee¨̈vvssKK GGKK
jj¶¶ UUvvKKvvii AAbbyy`̀vvbb ††`̀qq||
ggvvbbee mm¤¤úú`̀ ee¨̈ee¯̄’’vvccbbvv GGeess DDbbœœqqbb
KK.. ††ddvvKKvvmm
ggvvbbee mm¤¤úú`̀BB ee¨̈vvss‡‡KKii ccÖÖKK……ZZ mm¤¤úú`̀|| KKgg©©KKZZ©©vv II KKgg©©PPvviixx‡‡`̀ii
AAee`̀vv‡‡bbii RRbb¨̈ AAvvggiivv mmee mmggqqBB ¯̄^^xxKK……wwZZ ccÖÖ`̀vvbb KK‡‡ii __vvwwKK||
DDbbœœqq‡‡bbii RRbb¨̈ ggvvbbee mm¤¤úú`̀‡‡KK AAvvggiivv nnvvwwZZqqvvii wwnnmmvv‡‡ee MMYY¨̈ KKwwii||
AAvvggvv‡‡`̀ii mmddjjZZvvii PPvvwweeKKvvwwVV ggvvbbeemm¤¤úú`̀|| AAMMÖÖYYxx ee¨̈vvssKK GGKKwwUU
††KKvv¤¤úúvvbbxx wwnn‡‡mm‡‡ee iiƒƒccvvšš——wwiiZZ nnIIqqvvii ccii ee¨̈vvss‡‡KKii ††KKŠŠkkjj nn‡‡””QQ ggvvbbee
mm¤¤úú`̀ DDbbœœqq‡‡bbii mmKKjj mm¤¤¢¢vveebbvv KKvv‡‡RR jjvvMMvv‡‡bbvv|| 22000099 mmvvjj ††__‡‡KK
AAvvggiivv ¸̧YY,, `̀¶¶ZZvv,, mm„„RRbbkkxxjjZZvv GGeess ††cckkvv`̀vvwwii‡‡ZZ¡¡ii IIccii AAwwaaKKZZii
¸̧ii““ZZ¡¡ ww`̀ww””QQ|| ††ggaavv,, ††RR¨̈ôôZZvv,, ee¨̈ee¯̄’’vvccbbvv `̀¶¶ZZvv,, `̀vvwwqqZZ¡¡ ccvvjjbb GGeess
ggyyww &&³³‡‡hhvv××vv wwnnmmvv‡‡ee ggyyww³³hhyy‡‡×× AAsskkMMÖÖnnYY BBZZ¨̈vvww`̀ GGLLbb cc‡‡`̀vvbbœœwwZZii
wwee‡‡eePP¨̈ wweellqq||
LL.. mmvvssMMVVwwbbKK KKvvVVvv‡‡ggvv
‡‡KKvv¤¤úúvvbbxx††ZZ iiƒƒccvvšš——wwiiZZ nnIIqqvvii ccii ee¨̈vvss‡‡KKii mmvvssMMVVwwbbKK KKvvVVvv‡‡ggvvii
ccwwiieeZZ©©bb KKiivv RRii““iixx nn‡‡qq cc‡‡oo|| GG KKvvii‡‡YY wwee`̀¨̈ggvvbb cc`̀,,
Page 87 of 110 87
necessary steps have been taken to rename the
existing positions and redefine the portfolios and
functional jurisdictions of GMs, DGMs and Heads of
Zones.
c. Human resource Planning- Recruitment,
Promotion & Departure
At the end of 2009 the manpower strength stood at
11,443, comprising 6,992 officers and 4,451 staff
members. Rationalization of manpower continues
as part of the employee productivity enhancement
programme. During the period under review, 194
Senior Officers, 400 Officers and 243 Officers (cash)
joined under bank’s direct recruitment program and
7 Senior Officers, 145 Officers and 224 Officers
(Cash) joined through BRC respectively. Immediate
appointment of consultant for Shariah banking and
1(one) Lady Doctor is under process. 01 full time
Law Consultant for the bank has already been
appointed. Furthermore, recruitment of about 1,000
Senior Officer, Officer and Officer (Cash) is under
process.
989 employees from different grades were
promoted in 2009. Of them, 31 became DGMs, 60
AGMs, 115 SPOs and the remaining 783 in other
grades.
During the period, 01 Principal Officer, 16 Senior
Officers, 58 Officers and 76 Officers (cash)
departed from the Bank.
d. Development and Training
Training is a proven instrument for human resource
development. In plays a key role in developing
knowledge and skills and also works as a catalyst
for attitudinal change.
††ccvvUU©©ddwwjjII,, ††RRbbvv‡‡iijj gg¨̈vv‡‡bbRRvvii,, ‡‡WWccyywwUU ††RRbbvv‡‡iijj gg¨̈vv‡‡bbRRvvii GGeess
AAvvÂÂwwjjKK ccÖÖaavvbb‡‡`̀ii KKvvhh©©vveejjxx ccyybbwwee©©bb¨̈vvmm KKiivvii ††¶¶‡‡ÎÎ ††eekk wwKKQQyy
cc`̀‡‡¶¶cc MM„„nnxxZZ nnqq||
MM.. ggvvbbeemm¤¤úú`̀ ccwwiiKKííbbvv -- wwbb‡‡qqvvMM,, cc‡‡`̀vvbbœœwwZZ GGeess ccÖÖ¯̄’’ vvbb
22000099 GGii ††kk‡‡ll ee¨̈vvss‡‡KK 1111,,444433 RRbb KKgg©©KKZZvv ©© II KKgg©©PPvviixx KKgg©©iiZZ
wwQQjj|| GGii gg‡‡aa¨̈ 66,,999922 RRbb KKgg©©KKZZvv ©© GGeess 44,,445511 RRbb KKgg©©PPvviixx||
KKgg©©KKZZvv II KKgg©©PPvviixx‡‡`̀ii ‡‡ggaavv II KKgg©©`̀¶¶ZZvv ee„„ww××ii jj‡‡¶¶¨̈ ee¨̈vvss‡‡KK
wweewwffbbœœ KKgg©©mm~~PPxx MMÖÖnnYY KKiivv nnqq|| 22000099 mmvv‡‡jj ee¨̈vvss‡‡KKii wwbbRR¯̄^^ DD‡‡`̀¨̈vv‡‡MM
wwbbeevv©© wwPPZZ ccÖÖvv__xx©©‡‡`̀ii gg‡‡aa¨̈ 119944 RRbb wwmmwwbbqqii AAwwddmmvvii,, 440000 RRbb
AAwwddmmvvii GGeess 224433 RRbb AAwwddmmvvii((KK¨̈vvkk)) ee¨̈vvss‡‡KK ††hhvvMM`̀vvbb KK‡‡iibb||
ee¨̈vvssKKvvmm©© wwiiµµzzUU‡‡gg››UU KKwwggwwUU KKZZ…… ©©KK wwmmwwbbqqii AAwwddmmvvii cc‡‡`̀ 77 RRbb,,
AAwwddmmvvii cc‡‡`̀ 114455 RRbb GGeess AAwwddmmvvii ((KK¨̈vvkk)) cc‡‡`̀ 222244 RRbb
ee¨̈vvss‡‡KK ††hhvvMM`̀vvbb KK‡‡iibb|| kkiixxqqvvnn ee¨̈vvsswwKKss GGii AAvvIIZZvvqq GGKKRRbb
ggwwnnjjvv WWvv³³vvii wwbb‡‡qqvvMM KKvvhh©©µµgg ccÖÖwwµµqqvvaaxxbb AAvv‡‡QQ|| BB‡‡ZZvvgg‡‡aa¨̈ GGKKRRbb
AAvvBBbb cciivvggkk©©KK‡‡KK mmvvee©©¶¶wwYYKK `̀vvwwqqZZ¡¡ ccvvjj‡‡bbii RRbb¨̈ wwbb‡‡qqvvMM ††`̀qqvv
nn‡‡qq‡‡QQ|| DD‡‡jj −−LL¨̈,, ee¨̈vvss‡‡KK AAvviiII 11,,000000 RRbb wwmmwwbbqqii AAwwddmmvvii,,
AAwwddmmvvii GGeess AAwwddmmvvii ((KK¨̈vvkk)) wwbb‡‡qqvvMM KKvvhh©©µµgg ccÖÖwwµµqqvvaaxxbb AAvv‡‡QQ||
22000099 mmvv‡‡jj wweewwffbbœœ ¯̄——ii ††__‡‡KK 998899 RRbb KKgg©©KKZZvv ©© KKgg©©PPvviixx‡‡KK
cc‡‡`̀vvbbœœwwZZ ††`̀qqvv nn‡‡qq‡‡QQ|| ZZvv‡‡`̀ii gg‡‡aa¨̈ 3311RRbb wwWWwwRRGGgg,, 6600 RRbb
GGwwRRGGgg,, 111155 RRbb GGmmwwccII GGeess eevvwwKK 778833RRbb‡‡KK wweewwffbbœœ ¯̄——‡‡ii
cc‡‡`̀vvbbœœwwZZ ††`̀qqvv nn‡‡qq‡‡QQ||
GG mmgg‡‡qq,, 0011RRbb wwccÖÖwwÝÝccvvjj AAwwddmmvvii,, 1166RRbb wwmmwwbbqqii AAwwddmmvvii,,
5588RRbb AAwwddmmvvii GGeess 7766RRbb AAwwddmmvvii ((KK¨̈vvkk)) ee¨̈vvssKK ††QQ‡‡oo PP‡‡jj
hhvvqq||
NN.. DDbbœœqqbb II ccÖÖwwkk¶¶YY
ccÖÖwwkk¶¶YY nn‡‡””QQ ggvvbbee mm¤¤úú`̀ DDbbœœqq‡‡bbii cciixxww¶¶ZZ nnvvwwZZqqvvii|| KKvvwwiiMMiixx II
ccÖÖ‡‡KKŠŠjjkkjjMMZZ DDbbœœwwZZii ††ccÖÖ¶¶vvcc‡‡UU ÁÁvvbb,, `̀¶¶ZZvv GGeess ggvvbbwwmmKK
ccwwiieeZZ©©‡‡bbii RRbb¨̈ ccÖÖwwkk¶¶YY `̀iiKKvvii||
Page 88 of 110 88
Agrani Bank Training Institute (ABTI) was
established on 24th December 1976. ABTI is
entrusted with the responsibility of designing
course curricula, reading materials, course contents
for imparting training (both theoretical and
practical) to the officers/staff members. ABTI
imparts training on different banking issues for the
purpose of enhancing professional and
administrative efficiency of all officers and
managers.ABTI also conducts workshops, seminars,
conferences, symposia, etc. on important issues for
top executives. To cope with the changes and
introduction of new tools and techniques for
implementation of guidelines of Government and
regulatory bodies and also for the purpose of
implementation of various reform programs, ABTI
lays emtphasis on actual need-based training.
Agrani Bank Training Institute (ABTI) has already
covered a total number of 53,108 officers and staff
members under different banner of training through
1,678 courses/workshops since its inception in
1976. In 2009 ABTI organized training for a total of
3,523 officers and staff members through 128
courses/workshops.
In 2009, ABTI undertook comprehensive
programme on different areas of banking and
related disciplines. Of late, our present
management has stressed on massive
computerization network development. So, a good
number of workshops on computer have been
conducted.
Important areas of training include Handling
Procedure of Documentary Credit, Branch
Management, Banking Foundation Course, Project
11997766 mmvv‡‡jjii 2244 wwWW‡‡mm¤¤^^ii AAMMÖÖYYxx ee¨̈vvssKK ††UUªªwwbbss BBbbww÷÷wwUUDDUU
((GGwweewwUUAAvvBB)) ccÖÖwwZZwwôôZZ nnqq|| KKgg©©xx ©© II KKgg©©KKZZ©©vv‡‡`̀ii ZZvvwwËË¡¡KK II eevv¯̄——ee
ccÖÖwwkk¶¶‡‡YYii RRbb¨̈ ccÖÖ‡‡qqvvRRbbxxqq ††KKvvmm©© ccÖÖYYqqbb,, ccvvVV¨̈ ZZvvwwjjKKvv ˆ̂ZZiixx,, ccoovvii
mmvvggMMÖÖxx ˆ̂ZZiixx BBZZ¨̈vvww`̀ii RRbb¨̈ `̀vvwwqqZZ¡¡ ccÖÖvvßß nn‡‡””QQ ÔÔGGwweewwUUAAvvBBÕÕ|| KKgg©©KKZZ©©vv
II ee¨̈ee¯̄’’vvccKK‡‡`̀ii ††cckkvvMMZZ ggvvbb ee„„ww×× II ccÖÖkkvvmmwwbbKK `̀¶¶ZZvv ee„„ww××KK‡‡íí
ÔÔGGwweewwUUAAvvBBÕÕ wweewwffbbœœ ee¨̈vvsswwKKss ††¶¶‡‡ÎÎ ccÖÖwwkk¶¶‡‡YYii ee¨̈ee¯̄’’vv KK‡‡ii|| kkxxll©©
KKgg©©KKZZ©©vv‡‡`̀ii RRbb¨̈ ‡‡mmwwggbbvvii,, KKgg©©kkvvjjvv,, ggZZwweewwbbggqq mmffvv GGeess
AAvv‡‡jjvvPPbbvv mmffvv BBZZ¨̈vvww`̀ii AAvv‡‡qqvvRRbb KK‡‡ii ÔÔGGwweewwUUAAvvBBÕÕ|| mmiiKKvvii,,
††KKww››`̀ªªqq ee¨̈vvssKK II wwbbqqšš¿¿YYKKvviixx ccÖÖwwZZôôvv‡‡bbii wwbbqqgg--KKvvbbyybb,, wweewwaa,,
ccwwiieeZZ©©bb II ccwwiieeZZ©©‡‡bbii mm‡‡½½ LLvvcc KKvvBB‡‡qq ††ZZvvjjvvii RRbb¨̈ ÔÔGGwweewwUUAAvvBBÕÕ
ccÖÖ‡‡qqvvRR‡‡bbii wwffwwˡ‡ZZ ccÖÖwwkk¶¶‡‡YYii ee¨̈ee¯̄’’vv KK‡‡ii||
11997766 mmvv‡‡jj ÔÔGGwweewwUUAAvvBBÕÕ ccÖÖwwZZwwôôZZ nnIIqqvvii ccii ††__‡‡KK GG cchh©©šš——
5533,,110088 RRbb AAwwddmmvvii II ÷÷vvdd‡‡KK 11,,667788wwUU ††KKvvmm©© II IIqqvvKK©©kk‡‡ccii
ggvvaa¨̈‡‡gg ccÖÖwwkk¶¶YY ††`̀qqvv nn‡‡qq‡‡QQ|| 22000099 mmvv‡‡jj ÕÕGGwweewwUUAAvvBBÕÕ 33,,552233 RRbb
KKgg©©KKZZ©©vv II ÷÷vvdd‡‡KK 112288wwUU ††KKvvmm©©//IIqqvvKK©©kk‡‡ccii ggvvaa¨̈‡‡gg ccÖÖwwkk¶¶YY ww`̀‡‡ZZ
mm¶¶gg nn‡‡qq‡‡QQ||
22000099 mmvv‡‡jj ÔÔGGwweewwUUAAvvBBÕÕ wweewwffbbœœ wweell‡‡hh ccÖÖwwkk¶¶‡‡YYii GGKKwwUU mmggwwšš^^ZZ
KKgg©©mm~~PPxx MMÖÖnnYY KK‡‡ii|| AAvvggvv‡‡`̀ii eeZZ©©ggvvbb ee¨̈ee¯̄’’vvccbbvv KKZZ©© „„cc¶¶ KKww¤¤úúDDUUvvii
ccÖÖwwkk¶¶‡‡YYii IIccii ††RRvvii ww`̀‡‡””QQbb|| GG KKvvii‡‡YY KKww¤¤úúDDUUvv‡‡iiii IIccii ††eekk
KKZZ¸̧‡‡jjvv IIqqvvKK©©kk‡‡ccii AAvv‡‡qqvvRRbb KKiivv nn‡‡qq‡‡QQ|| ccÖÖwwkk¶¶YY ††¶¶‡‡ÎÎ
AAvvggvv‡‡`̀ii ††hh mmvvddjj¨̈ ZZvv GG‡‡mm‡‡QQ ‡‡eekk wwKKQQyy mmssLL¨̈KK ccÖÖwwkk¶¶YY KKgg©©mm~~PPxxii
ggvvaa¨̈‡‡gg|| GG¸̧‡‡jjvvii gg‡‡aa¨̈ AAvv‡‡QQtt
WWKKzz ¨̈‡‡gg››UUvviixx ††µµwwWWUU nn¨̈vvÛÛwwjjss GGii cc××wwZZmmgg~~nn,, kkvvLLvv ee¨̈ee¯̄’’vvccbbvv,,
ee¨̈vvsswwKKss ddvvDD‡‡ÛÛkkbb ††KKvvmm©©,, ccÖÖKKíí ccÖÖYYqqbb II ee¨̈ee¯̄’’vvccbbvv GGmmGGggBB GGeess
ggvvBB‡‡µµvv‡‡µµwwWWUU,, MMÖÖvvggxxbb II KK……wwll FFYY,, ee¨̈vv‡‡mmjj--22 bbxxwwZZggvvjjvv,, ggvvwwbb
Page 89 of 110 89
Appraisal and Management, SME & Micro Credit,
Rural and Agri-credit, Basel-II Accord, Money
Laundering Prevention, Asset Liability Management,
Internal Control & Compliance, Marketing of
Banking Products, Recovery of Classified Advances
and Suit Settlement Techniques, Data Reporting on
SBS-1,2,3 Returns, Trainers Training, Computer:
PC-MS Office, Computer: Application and Operation
of Branch Banking Software, Remittance operation
and Management. Besides, a special outreach
course entitled Capacity Development on Banking
Operation has been undertaken in divisional towns
outside Dhaka.
e. Training Activities in 2009
The details of the training activities in 2009 are
shown below:
jj¨̈vvÛÛvvwwiiss ccÖÖwwZZ‡‡iivvaa,, mm¤¤úú`̀--`̀vvqq ee¨̈ee¯̄’’vvccbbvv,, AAff¨̈šš——iixxYY wwbbqqšš¿¿YY GGeess
ccwwiiPPvvjjbb,, ee¨̈vvsswwKKss ccbb¨̈ wweeccbbYY,, ††kkªªYYxx wweebb¨̈vvwwmmZZ FFYY AAvv`̀vvqq GGeess
ggvvggjjvv wwbb®®úúwwËËii cc××wwZZ,, ZZ__¨̈ ccÖÖwwZZ‡‡ee`̀bb GGmmwweeGGmm--11,, 22,, 33 wwiiUUvvYY©©mm,,
ccÖÖwwkk¶¶KK‡‡`̀ii ccÖÖwwkk¶¶YY,, KKww¤¤úúDDUUvviittwwccwwmm--GGggGGmm AAwwddmm,, KKww¤¤úúDDUUvviitt
GG¨̈vvwwcc −−‡‡KKkkbb GG¨̈vvÛÛ AAccvv‡‡iikkbb AAee eeªªvv ee¨̈vvsswwKKss mmddUUIIqqvvii,, AA__©©
††ccÖÖiiYY ccwwiiPPvvjjbbvv GGeess ee¨̈ee¯̄’’vvccbbvv|| XXvvKKvvii eevvBB‡‡iiII ††KKvvmm©© AAbbyywwôôZZ
nn‡‡””QQ|| GGBB ††KKvv‡‡mm©©ii bbvvgg ee¨̈vvsswwKKss ccwwiiPPvvjjbbvvii ††¶¶‡‡ÎÎ `̀¶¶ZZvv DDbbœœqqbb||
GG¸̧‡‡jjvv AAbbyywwôôZZ nnqq wweeffvvMMxxqq kknnii¸̧‡‡jjvv‡‡ZZ||
OO.. 22000099 mmvv‡‡jjii ccÖÖwwkk¶¶YY KKgg©©KKvvÛÛ wwbb‡‡ææ 22000099 mmvv‡‡jjii ccÖÖwwkk¶¶YY KKgg©©KKvv‡‡ÛÛii eeYY©©bbvv ††`̀qqvv nn‡‡jjvv::
Special Course
Sl No. Name of Course / Workshop Duration Level of Participants Participants Attended Arranged by
1 Management Development Program 2 days DGM/AGM 176 ABTI
Sub-Total: 176
General Courses
Sl No. Name of Course/ Workshop Duration Level of Participants Participants Attended Arranged by
1 Banking Foundation Course (Probationary Officer) 6 weeks Sr. Officer 192 ABTI
2 Banking Foundation Course (Probationary Officer) 6 weeks Officer 204 ABTI
3 Branch Management 1 week Sr. Officer to SPO/Br. Manager 37 ABTI
4 Foundation Course (Promotee Officer) 2 weeks Promotee Officer 53 ABTI
5 Handling Procedure of Documentary Credit 1 week DGM/AGM 18 ABTI
Sub-Total: 504
Outreach Program
Sl No. Name of Course/ Workshop Duration Level of Participants Participants Attended Arranged by
1 Handling Procedure of Documentary Credit 2 days Officer to PO 24 ABTI
2 Techniques of Recovery of Classified Advances and suit Settlement 2 days Branch Managers / Credit Officer 105 ABTI
3 Internal Control & Compliance 2 days Branch Managers / Concerned Officer 101 ABTI
4 Orientation Course on Branch Banking Operation 1 week Officer (Cash) 155 ABTI
Sub-total: 385
Page 90 of 110 90
Workshops
Sl No. Name of Course/ Workshop Duration Level of Participants Participants Attended Arranged by
1 New Capital Accord
(BASEL - II) 1 day Executive / Branch Managers 327 ABTI
2 Credit Risk Grading 2 days Credit Officer / Managers 66 ABTI
3 Money Laundering Prevention 1 day Branch Managers / Concerned Officer 373 ABTI
4 Strategic Management of Asset-Liability and Profit Maximization 1 day Branch Manager 38 ABTI
5 SBS 1,2,3 Data Reporting 1 day Concerned Officer 125 ABTI
6 Preparation of Computerized CL Statements 1 day Concerned Officer 61 ABTI&LCD
7 SME Strategy :ICIC Bank 1 day 54 ABTI
8 BACH Awareness Program 1 day 88 ABTI
9 Foreign Remittance Operation Remit One, IME & Trans Fast System 1 day 90 ABTI & FRMD
10 Bangladesh Labour Law and Trade Union 1 day 38 ABTI
11 Refreshes Training Workshops on “Handling Procedure of
Documentary Credit” 2 days 20 ABTI
Sub-total: 1,280
Computer Courses
Sl No. Name of Course/ Workshop Duration Level of Participants Participants Attended Arranged by
1 Computer : PC - MS Office 2 weeks SO / Officer725 ABTI & ITD
2 Remittance Operation & GL Automation 1 dayConcerned Officer 745 ABTI & ITD
3 Computer : Its application in Agrani Bank Limited (SPO/Officer: Evening)
15 days SO / Officer(Dhaka) 84 ABTI & ITD
4 Computer: Its application in Agrani Bank Limited (SPO/PO: Day)
2 weeks SO / Officer(Dhaka) 48 ABTI & ITD
5 Computer: Its application in Agrani Bank Limited (SPO/PO: Evening)
15 days SPO/PO(Dhaka) 33 ABTI &ITD
6 Computer: Application & Operation of branch Banking Software (Officer: Day)
4 daysConcerned Officer (Outside Dhaka) 66 ABTI & ITD
7 Computer: Application & Operation of Branch Banking Software (Officer: Evening)
10 daysConcerned Officer (Outside Dhaka) 15 ABTI & ITD
8 MS Office : Excel-Its use in Agrani Bank Limited (Day)
5 days Credit Officer (Outside Dhaka) 35 ABTI & ITD
9 Online Reconciliation Software 1 day SO / Officer 80 ABTI & ITD
Sub-total 1,178
Grand-Total 3,523
Page 91 of 110 91
Apart from the training courses being offered by
the ABTI, 453 executives/officers were nominated
for undergoing various training courses at BIBM,
BPATC, BBTA, ICCB, ICICI, BAFEDA, Academy for
Planning and Development, etc.
In 2009, on invitation from foreign organizations, 4
executives/officers were sent abroad to attend
various training courses, workshops, seminars,
conferences and symposium to acquire updated
knowledge of modern banking.
f. Budget for training
Agrani Bank Limited is very cautious about the skills
development of its employees. In the year 2009 the
Bank budgeted Tk. 1 crore for the training of the
employees.
Contribution to National Exchequer
The bank has contributed a lot to the government
collection process in the form of revenue. Bank
pays income taxes regularly on its income. The
bank also deducts income tax, value added tax and
excise duty at source as per law from various
payments and services and deposits the same to
the national exchequer. Agrani Bank Limited pays
tax on behalf of its employees .Total payment to
the national exchequer during 2009 and 2008 are
given below:
GGwweewwUUAAvvBB--GGii ccÖÖwwkk¶¶‡‡YYii eevvBB‡‡ii 445533 RRbb wwbbee©©vvnnxx//AAwwddmmvvii‡‡KK
ccÖÖwwkk¶¶YY ††`̀qqvv nnqq|| ††hh mmgg¯̄—— ccÖÖwwZZôôvv‡‡bb ZZvv uuiivv ccÖÖwwkkww¶¶ZZ nnbb ††mm¸̧‡‡jjvv
nn‡‡””QQtt wweeAAvvBBwweeGGgg,, wweewwccGGwwUUwwmm,, wweewweewwUUGG,, AAvvBBwwmmwwmmwwee,,
AAvvBBwwmmAAvvBBwwmmAAvvBB,, wweeGGGGddBBwwWWGG ((eevv‡‡ddWWvv)) GGeess GGKKvv‡‡WWggxx ddii
cc −− ¨̈vvwwbbss GG¨̈vvÛÛ ††WW‡‡ffjjcc‡‡gg››UU BBZZ¨̈vvww`̀||
AAvvaayywwbbKK ee¨̈vvsswwKKss GG ÁÁvvbb AAvvnnii‡‡YYii RRbb¨̈ wwee‡‡`̀kkxx mmss¯̄’’vvii AAvvggšš¿¿‡‡YY
22000099 mmvv‡‡jj 44 RRbb wwbbee©©vvnnxx// KKgg©©KKZZ©©vv††KK wweewwffbbœœ ccÖÖwwkk¶¶bb ††KKvvmm©©,,
IIqqvv ©©KKkkcc,, ††mmwwggbbvvii GGeess wwmm‡‡¤¤úúvvwwRRqqvv‡‡gg AAsskk MMÖÖnn‡‡bbii RRbb¨̈ wwee‡‡`̀‡‡kk
‡‡ccÖÖiibb KKiivv nnqq||
PP.. ccÖÖwwkk¶¶‡‡YYii RRbb¨̈ eevv‡‡RRUU
AAMMÖÖYYxx ee¨̈vvssKK wwjjwwgg‡‡UUWW KKgg©©xx‡‡`̀ii `̀¶¶ZZvv DDbbœœqq‡‡bbii wweell‡‡qq LLyyeeBB
mm‡‡PPZZbb|| 22000099 mmvv‡‡jj ee¨̈vvssKK KKgg©©xx‡‡`̀ii ccÖÖwwkk¶¶‡‡YYii RRbb¨̈ GGKK ††KKvvwwUU
UUvvKKvv eevv‡‡RRUU KK‡‡ii‡‡QQ||
RRvvZZxxqq iivvRR¯̄^^ LLvv‡‡ZZ AAee`̀vvbb
mmiiKKvv‡‡iiii iivvRR¯̄^^ AAvv`̀vvqq ccÖÖwwµµqqvvqq ee¨̈vvssKK AA‡‡bbKK AAee`̀vvbb
††ii‡‡LL‡‡QQ|| ee¨̈vvssKK AAvv‡‡qqii IIccii wwbbqqwwggZZ AAvvqqKKii ccwwii‡‡kkvvaa KK‡‡ii
__vv‡‡KK|| ee¨̈vvssKK AAvvBBbb AAbbyyhhvvqqxx wweewwffbbœœ aaii‡‡bbii ††mmeevv ††__‡‡KK
AAvvqqKKii,, gg~~jj¨̈mmss‡‡hhvvRRbb KKii GGeess AAšš——::kk~~éé eevv`̀ ww`̀‡‡qq __vv‡‡KK GGeess
ZZvv RRvvZZxxqq iivvRR¯̂̂̄ LLvv‡‡ZZ RRggvv ††`̀qqvv nnqq|| AAMMÖÖYYxx ee¨̈vvssKK ZZvvii
KKgg©©xx‡‡`̀ii cc‡‡¶¶ KKii ccwwii‡‡kkvvaa KK‡‡ii __vv‡‡KK|| 22000099 GGeess 22000088
mmvv‡‡jj RRvvZZxxqq iivvRR¯̂̂̄ LLvv‡‡ZZ RRggvvii ccwwiiggvvYY wwbb‡‡ææ ††`̀qqvv nn‡‡jjvv::
(Amount in crore Taka)
Particulars 2009 2008
Payment of advance tax on bank’s income 8.42 12.57
Staff income tax paid by the Bank 1.04 0.79
Tax deducted at source and deposited 50.14 32.80
VAT deducted source and deposited 12.29 12.77
Excise duty deducted and deposited 29.93 19.11
Total 101.82 78.04
Page 92 of 110 92
Contribution to National Economy
The bank plays an important role in the
development of rural economy. The bank has 867
branches across the country. The bank operates
some branches in the remote areas to provide the
banking services to the rural people, though
operations of those branches are not financially
viable to the bank. The bank also plays an
important role in reducing unemployment problem
by way of participating in different employement
generation activities. At the end of 2009, the Bank
itself employed 11,444 people, out of which 6,993
were officers and 4,451 were staff members. Since
beginning, the bank has been highly active in
remittance operations to facilitate disbursement of
remittances received from Bangladeshi wage
earners working abroad. The remitted money can
be deposited to the beneficiaries’ account within
maximum 24 hours. The introduction of on-line
distribution of remittances has generated much
enthusiasm among the expatriate Bangladeshi
workers.
Outlook for 2010
In spite of tremendous competitions and
challenges, the bank has achieved its progress in
almost all spheres of business. Challenges from the
banking industry, global and local economic realities
are being managed prudently. Required level of
skills and upgradation of automation required to
face these challenges are being assessed. Bank's
mission will continue to focus on growing
aggressively along with its brand while upgrading
the quality of assets, augmenting interest income,
growing non-funded business and improving
customer service.
RRvvZZxxqq AA__©©bbxxwwZZ‡‡ZZ AAee`̀vvbb
MMÖÖvvggxxYY AA__©©bbxxwwZZii DDbbœœqq‡‡bb ee¨̈vvssKK ¸̧ii““ZZ¡¡cc~~YY©© ffyywwggKKvv ccvvjjbb KKii‡‡QQ ||
ccÖÖZZ¨̈šš—— AAÂÂjjmmnn mmvviivv‡‡`̀‡‡kk ee¨̈vvss‡‡KKii 886677 wwUU kkvvLLvv AAvv‡‡QQ|| hhww`̀II
kkvvLLvv¸̧‡‡jjvvii KKvvRR ee¨̈vvss‡‡KKii RRbb¨̈ AA__©©‰‰bbwwZZKK ffvv‡‡ee AAbbyyKK~~jj bbqq
ZZvviicciiII ccÖÖZZ¨̈šš—— AA‡‡jjii MMÖÖvvggxxbb ggvvbbyyll‡‡`̀ii ††mmeevv ccÖÖ`̀vv‡‡bbii jj‡‡¶¶¨̈ kkvvLLvv
ccwwiiPPvvjjbbvv KKii‡‡QQ|| ††eeKKvvii mmggmm¨̈vv wwbbiimm‡‡bb ee¨̈vvssKK ¸̧ii““ZZ¡¡cc~~YY„„ ffyywwggKKvv
iivvLL‡‡QQ|| 22000099 mmvv‡‡jjii ††kk‡‡ll ee¨̈vvss‡‡KKii ggvvbbee mm¤¤úú`̀ wwQQjj 1111,,444444
RRbb,, hhvvii gg‡‡aa¨̈ 66,,999933 RRbb AAwwddmmvvii GGeess 44,,445511 RRbb ÷÷vvdd||
ïïii““‡‡__‡‡KK ee¨̈vvssKK ˆ̂ee‡‡`̀wwkkKK ggyy`̀ªª vv KKvvhh©©µµgg PPvvwwjj‡‡qq AAvvmm‡‡QQ|| hhvv ccÖÖeevvwwmm
eevvssjjvv‡‡`̀kkxx‡‡`̀ii DDccvvRR©©bbKK……ZZ ggyy`̀ªª vv MMÖÖnnYY KKiivvii KKvv‡‡RR mmvvnnvvhh¨̈ KK‡‡ii|| 2244
NN››UUvvii gg‡‡aa¨̈ ‰‰ee‡‡`̀wwkkKK ggyy`̀ªª vv mmyywweeaavvMMÖÖnnYYKKvviixx wwnnmmvv‡‡ee RRggvv nnqq|| AAbb--
jjvvBBbb wweeZZiiYY cc××wwZZ mm~~PPbbvv ccÖÖeevvmmxx eevvssjjvv‡‡`̀kkxx‡‡`̀ii KKggxx ©©‡‡`̀ii gg‡‡aa¨̈
ccÖÖeejj DDrrmmvvnn GG‡‡bb‡‡QQ||
mm¤¤¢¢vveebbvvii 22001100
ZZxxeeªª ccÖÖwwZZ‡‡hhvvwwMMZZvv mm‡‡ËË¡¡II ee¨̈vvssKK ccÖÖvvqq mmee ¸̧ii““ZZ¡¡cc~~YY©© ††¶¶‡‡ÎÎBB DDbbœœwwZZ
KKii‡‡ZZ mm¶¶gg nn‡‡qq‡‡QQ|| ee¨̈vvsswwKKss ††¶¶ÎÎ ††__‡‡KK ïïii““ KK‡‡ii ††`̀kkxx-- AAvvšš——
RR©©vvwwZZKK mmKKjj ccÖÖwwZZ‡‡hhvvwwMMZZvv LLyyee mmyyPPvvii““ ffvv‡‡ee ††ggvvKKvvwweejjvv KKiivv nn‡‡qq‡‡QQ||
ee¨̈vvssKK GG mmKKjj ccÖÖwwZZ‡‡hhvvwwMMZZvvii DDrrmm ††ggvvKKvvwweejjvvii DDccvvqq eevv¯̄——eevvqq‡‡bb
ccwwiiKKííbbvv,, wweewwffbbœœ wwmm‡‡óógg II `̀¶¶ZZvv DDbbœœqq‡‡bbii KKgg©©mm~~PPxx MMÖÖnnYY KK‡‡ii‡‡QQ||
ee¨̈vvss‡‡KKii DD‡‡ÏÏkk¨̈ nn‡‡””QQ mm¤¤úúwwËËii ¸̧YYMMZZggvvbb DDbbœœqqbb,, DD””PPZZii mmyy`̀ AAvvqq
II DDbbœœZZii ††mmeevvii ggvvaa¨̈‡‡gg KKgg©© ccwwiiPPvvjjbbvv KKiivv||
Page 93 of 110 93
Merchant Banking operation which started in 2009
is a new inclusion in the service package of the
Bank. Before the end of first half of 2010, the Bank
plans to transfer its merchant banking operation
under a subsidiary company called “Agrani Equity
and Investment Limited” wholly focused on
merchant banking business. License has been
obtained for Islamic Banking operation and initially
it will be opened in five branches as separate units
in 2010. The bank is already in the process of
choosing robust and integrated software which
includes ATM Network, online banking to provide
more value added services to customers. Moreover
the policies of recruitment of skilled manpower,
good corporate governance practices, and sound
risk management will be pursued.
We will make every effort to earn an operating
profit of Tk. 900 crore, maintain minimum capital
adequacy, reduce classified loan at a minimum level
and to do best in all sectors including deposit,
credit, import, export, remittance, cost of fund etc.
Moreover, we want to make visible contribution for
the society in which we operate.
Preparation of Financial Statements
The financial Statements, prepared by the Bank in
accordance with the Bangladesh Accounting
Standards (BASs) and Bangladesh Financial
Reporting Standards (BFRSs) and in the format
prescribed by Bangladesh Bank vide BRPD Circular
No. 14 dated 25 June 2003, give a true and fair
view of the state of the Banks affairs as at
December 31, 2009 and of the results of its
operations and of its cash flows for the year ended
December 31, 2009 and comply with the applicable
sections of the Bank Companies Act 1991 and other
applicable laws and regulations. The financial
statements have been duly certified by the
statutory auditors with an unqualified report.
22000099 mmvv‡‡jj ee¨̈vvssKK ggvv‡‡PP©©››UU ee¨̈vvsswwKKss BBDDwwbbUU bbvv‡‡gg mm¤¤úú~~bb©© bbZZzzbb GGKKwwUU
wweeffvvMM PPvvjjyy KK‡‡ii‡‡QQ|| 22001100 mmvv‡‡jjii ccÖÖ__gg ffvv‡‡MMii ††ffZZ‡‡ii ee¨̈vvssKK GGBB
wweeffvvMM‡‡KK ÕÕAAMMÖÖYYxx BBKKzz ¨̈BBwwUU GGÛÛ BBbb‡‡ff÷÷‡‡gg››UU wwjjwwgg‡‡UUWWÕÕ bbvv‡‡gg mm¤¤úú~~YY©©
ggvvwwjjKKvvbbvvaaxxbb mmnn‡‡hhvvMMxx ††KKvv¤¤úúvvbbxx ˆ̂ZZiixxii ccwwiiKKííbbvv MMÖÖnnYY KK‡‡ii‡‡QQ||
BBmmjjvvggxx ee¨̈vvsswwKKss ee¨̈eemmvv‡‡qqii RRbb¨̈ jjvvBB‡‡mmÝÝ MMÖÖnnYY KKiivv nn‡‡qq‡‡QQ GGeess
22001100 mmvv‡‡jj 55wwUU kkvvLLvv PPvvjjyy KKiivvii wwmm××vvšš—— MMÖÖnnYY KKiivv nn‡‡qq‡‡QQ||
MMÖÖvvnnKK‡‡`̀ii mm‡‡eevv©©””PP ††mmeevv ccÖÖ`̀vv‡‡bbii RRbb¨̈ ee¨̈vvssKK GGKKwwUU ¯̄^^qqssmm¤¤úú~~YY©©
mmddUU&&IIqqvvii ((GGwwUUGGgg II AAbb -- jjvvBBbb mmyywweeaavvmmnn)) ee¨̈eennvv‡‡iiii ccwwiiKKííbbvv
MMÖÖnnYY KK‡‡ii‡‡QQ|| GGQQvvoovvII ccÖÖwwZZwwbbqqZZ `̀¶¶ RRbbeejj,, ee¨̈eemmvvwwqqKK mmyykkvvmmbb II
SSzzww uuKK ee¨̈ee¯̄’’vvccbbvvii ccwwiiKKííbbvv MMÖÖnnYY KKiivv nn‡‡ee||
AAccvv‡‡wwUUss ggyybbvvddvv 990000 ††KKvvwwUU UUvvKKvv AARR©©bb,, bb~~ ¨̈bbZZgg gg~~jjaabb mmssii¶¶YY,,
††kkÖÖbbxxwweebb¨̈vvwwmmZZ FFYY mmee©©wwbbææ cchhvv©©‡‡qq bbvvwwgg‡‡qq AAvvbbvv GGeess mmKKjj LLvvZZ
††hhggbb AAvvgg`̀vvwwbb iißßvvwwbb ee¨̈eemmvv,, ††iiwwgg‡‡UUÝÝ AAvvnniiYY,, ZZnnwweejj ee¨̈qq
mmssii¶¶bb BBZZ¨̈vvww`̀ wweell‡‡qq mmddjjZZvv AARR©©‡‡bb mmeevv ©©ÍÍKK ccÖÖ‡‡PPóóvv AAee¨̈nnZZ
iivvLLee|| GGQQvvoovvII mmggvv‡‡RRii `̀„„kk¨̈ggvvbb ff‚‚wwggKKvv iivvLLvvii ††PPóóvv KKiiee||
wwnnmmvvee ccÖÖ¯̄‘‘ZZKKiiYY
eevvssjjvv‡‡`̀kk GGKKvvDDww››UUss ÷÷vvÛÛvvWW©© ((wweeGGGGmm)),, eevvssjjvv‡‡`̀kk
wwddbbvvbbwwmmqqvvjj wwii‡‡ccvvwwUU©©ss ÷÷vvÛÛvvWW©© ((wweeGGddAAvviiGGmm)) GGeess
eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii wweeAAvviiwwccwwWW mmvvKKzz ©©jjvvii bbss 1144 ZZvvwwiiLL 2255
RRyybb,, 22000033 GG ccÖÖ`̀ËË dd††gg©©UU ††ggvvZZvv‡‡eeKK ee¨̈vvss‡‡KKii wwnnmmvvee ˆ̂ZZiixx
KKiivv nn‡‡qq‡‡QQ|| 22000099 mmvv‡‡jjii ††kk‡‡ll ccÖÖYYxxZZ wwnnmmvv‡‡ee ccÖÖKK……ZZ wwPPÎÎ
ddzz‡‡UU DD‡‡VV‡‡QQ|| ee¨̈eemmvvwwqqKK KKvvhh©©µµ‡‡ggii ddjjvvddjj GGeess bbMM`̀ ccÖÖeevvnn
BBZZ¨̈vvww`̀ mmwwVVKKffvv‡‡ee ccÖÖwwZZddwwjjZZ nn‡‡qq‡‡QQ|| ee¨̈vvssKK ††KKvv¤¤úúvvbbxxRR
GG¨̈vv±± 11999911 GGeess AAbb¨̈vvbb¨̈ mmKKjj mmsswwkk −−óó AAvvBBbbvvbbyymmvv‡‡ii wwnnmmvvee
ccÖÖ¯̄‘‘ZZ KKiivv nn‡‡qq‡‡QQ hhvv hh__vvhh__ffvv‡‡ee wwbbiixx¶¶KKMMYY KKZZ©© „„KK wwbbiixxww¶¶ZZ
nn‡‡qq‡‡QQ||
Page 94 of 110 94
Dividend Declaration
Considering the Capital Adequacy Requirement
(CAR), the Board of Directors did not recommend
any cash dividend for the year 2009. However, the
Board of Directors recommend stock dividend @ of
1:10 (i.e 1 bonus share for every 10 shares) for
approval in the Annual General Meeting.
Appointment of Statutory Auditors
A Qasem & Co. Chartered Accountants and Zoha
Zaman Kabir Rashid & Co., Chartered Accountants
have served as the external statutory Auditors of
the Bank for the consecutive three years ending 31
December 2009. As per Bangladesh Bank’s
guidelines they are not eligible for re-appointment.
Accordingly, notice has been served for
appointment of Auditors. New auditors from among
the A category audit firms enlisted by Bangladesh
Bank will be appointed in the upcoming AGM for the
next accounting year. By now eight A category
audit firms have already expressed their willingness
to act as statutory Auditors of the Bank for the year
2010.
Annual General Meetings
Third Annual General Meeting of the bank will be
held on 29 April 2010.
Acknowledgements
The success that the Bank achieved during the year
under review would not have been possible without
the contribution of various groups of stakeholders.
The Board puts on record its grateful compliments
to all valued customers who stayed supportive in
strengthening the relationship between them and
the Bank. Next, the Board thanks the patrons, well-
wishers, Government of Bangladesh, Bangladesh
Bank and Registrar of Joint Stock Companies and
Firms for their continued support and co-operation
jjff¨̈vvsskk ‡‡NNvvllYYvv
ee¨̈vvss‡‡KKii ffwweell¨̈rr KK¨̈vvwwccUU¨̈vvjj GG¨̈vvwwWW‡‡KKwwmm wwee‡‡eePPbbvvqq ††ii‡‡LL ccwwiiPPvvjjbbvv
ccwwiill`̀ KKZZ…… ©©KK 22000099 mmvv‡‡jjii RRbb¨̈ bbMM`̀ jjff¨̈vvsskk ccÖÖ`̀vv‡‡bbii mmyyccvvwwiikk
KKiivv nnqqwwbb|| ZZ‡‡ee 11::1100 AAbbyyccvv‡‡ZZ ††eevvbbvvmm ††kkqqvvii ((AA__©©vvrr ccÖÖwwZZwwUU 1100
††kkqqvv‡‡iiii RRbb¨̈ 11wwUU KK‡‡ii ††eevvbbvvmm ††kkqqvvii )) BBmmyy ¨̈ii RRbb¨̈ eevvwwll©©KK mmvvaavviiYY
mmffvvqq AAbbyy‡‡ggvv`̀‡‡bbii wwbbwwgg‡‡ËË mmyyccvvwwiikk KKiivv nn‡‡jjvv||
wweewwaaee×× wwbbiixx¶¶KK wwbb‡‡qqvvMM
GG KKvv‡‡kkgg GG¨̈vvÛÛ ††KKvvss GGeess ††RRvvnnvv RRvvggvvbb KKeexxii iiwwkk`̀ GG¨̈vvÛÛ ††KKvvss,,
PPvvUU©©vvWW©© GGKKvvDD‡‡››UU÷÷mm,, MMZZ wwZZbb eeQQii hhvveeZZ GGKKbbvvMMvv‡‡oo ee¨̈vvss‡‡KKii
wwbbiixx¶¶‡‡KKii KKvvRR KK‡‡ii‡‡QQ|| eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii wwbbqqggvvbbyymmvv‡‡ii ZZvviivv AAvvii
ccyybbtt wwbb‡‡qqvv‡‡MMii ††hhvvMM¨̈ bbqq|| hh__vviixxwwZZ wwbbiixx¶¶KK wwbb‡‡qqvv‡‡MMii RRbb¨̈
wweeÁÁvvccbb ‡‡`̀qqvv nn‡‡qq‡‡QQ|| cciieeZZxx ©© eeQQ‡‡iiii RRbb¨̈ cciieeZZxx©© eevvwwll©©KK mmvvaavviiYY
mmffvvqq bbZZzzbb wwbbiixx¶¶KK wwbb‡‡qqvvMMccÖÖvvßß nn‡‡ee|| AAZZGGee eevvssjjvv‡‡`̀kk ee¨̈vvss‡‡KKii
ZZvvwwjjKKvv ††__‡‡KK ÔÔGGÕÕ KK¨̈vvUUvvMMwwiiffyy³³ AAwwWWUU ddvv‡‡gg©©ii `̀yyRRbb bbZZzzbb
wwbbiixx¶¶KK wwbb‡‡qqvvMM KKiivv ††hh‡‡ZZ ccvv‡‡ii|| BB‡‡ZZvvgg‡‡aa¨̈ ÔÔGGÕÕ KK¨̈vvUUvvMMwwiiffyy³³
AAvvUUwwUU AAwwWWUU ddvvgg©© 22001100 mmvv‡‡jjii wwbbiixx¶¶KK wwbb‡‡qqvvMM ccÖÖvvwwßßii AAvvMMÖÖnn
ccÖÖKKvvkk KK‡‡ii AAvv‡‡ee`̀bb KK‡‡ii‡‡QQ||
eevvwwll©©KK mmvvaavviiYY mmffvv
ee¨̈vvss‡‡KKii ZZ……ZZxxqq eevvwwll©©KK mmvvaavviiYY mmffvv 2299 GGwwccÖÖjj 22001100 ZZvvwwii‡‡LL
AAbbyywwôôZZ nn‡‡ee||
KK……ZZÁÁZZvv ¯̄^^ xxKKvvii
eeZZ©©ggvvbb eeQQ‡‡ii ee¨̈vvssKK ††hh mmvvddjj¨̈ AARR©©bb KK‡‡ii‡‡QQ ZZvv wweewwffbbœœ
cchhvv ©©‡‡qqii ††÷÷KK‡‡nnvvììvvii‡‡`̀ii AAee`̀vvbb QQvvoovv mm¤¤¢¢ee nn‡‡ZZvv bbvv||
ee¨̈vvss‡‡KKii mmvv‡‡__ mm¤¤úúKK©© `̀„„pp KKii‡‡YY ††hh mmee mmšš§§vvwwbbZZ MMÖÖvvnnKK
AAvvšš——wwiiKK wwQQ‡‡jjbb ccwwiill`̀ ZZvv uu‡‡`̀ii ccÖÖwwZZ KK……ZZÁÁ|| ccwwiill`̀ ee¨̈vvss‡‡KKii
cc„„ôô‡‡ccvvllKK,, ïïffvvbbyyaa¨̈vvqqxx,, mmiiKKvvii,, eevvssjjvv‡‡`̀kk ee¨̈vvssKK,, RR‡‡qq››UUóóKK
††KKvv¤¤úúvvbbxx II ddvvgg©©mmgg~~‡‡nnii ††iiwwRRóóªªvvii‡‡KK AAvvšš——wwiiKK aabb¨̈eevv`̀ ÁÁvvccbb
KKii‡‡QQ ee¨̈vvss‡‡KKii AAwwffóó jj¶¶¨̈ AARR©©‡‡bb wwbbiišš——ii mmgg__©©bb II
mmnn‡‡hhvvwwMMZZvv ccÖÖ`̀vv‡‡bbii RRbb¨̈|| ††ggmmvvmm©© GG KKvv‡‡kkgg GGÛÛ ††KKvvss GGeess
Page 95 of 110 95
to the Bank. The Board also thanks M/S. A. Qasem
& Co, Chartered Accountants and Zoha Zaman
Kabir Rashid & Co., Chartered Accountants, the
auditors of the Bank, for their timely completion of
audit of Financial Statements.
The employees including the members of top
management of the Bank demonstrated their total
commitment in taking forward the agenda for
improvement in different spheres of the banking
operation. The Board takes this opportunity to
thank them all.
Finally, the Board specially thanks the respected
Shareholders and assures them that it will continue
to add to the Shareholders wealth through further
strengthening and development of the Bank in
which they have placed trust and confidence.
For and on behalf of the Board of Directors
Khondoker Bazlul Hoque, Ph D.
Chairman
††ggmmvvmm©© ††RRvvnnvv RRvvggvvbb KKwweeii iiwwkk`̀ GGÛÛ ††KKvvss,, PPvvUUvvWW©©
GG¨̈vvKKvvDD››UU¨̈vv››UUmm‡‡KK ccwwiiPPvvjjbbvv ccwwiill`̀ mmggqqggZZ wwbbiixx¶¶vv mm¤¤úúbbœœ
KKiivvii RRbb¨̈ aabb¨̈eevv`̀ RRvvbbvv‡‡””QQ||
ee¨̈vvss‡‡KKii ccwwiiPPvvjjbbvv KKvvhh©©µµggmmnn mmKKjj ††¶¶‡‡ÎÎ DDbbœœqqbb ZZ¡¡iivvwwšš^^ZZ
KKiivvii jj‡‡¶¶¨̈ GGKKwwbbôô __vvKKvvii AAssMMxxKKvv‡‡iiii RRbb¨̈ ccwwiiPPvvjjbbvv
ccwwiill`̀ ee¨̈vvss‡‡KKii DDaaŸŸ©©ZZbb wwbbeevv ©©nnxxmmnn mmee©©¯̄——‡‡iiii KKgg©©KKZZvv ©© II
KKgg©©PPvviixxee„„››`̀‡‡KK aabb¨̈eevv`̀ ÁÁvvccbb KKii‡‡QQ||
ccwwii‡‡kk‡‡ll ccwwiiPPvvjjbbvv ccwwiill`̀ mmšš§§vvwwbbZZ ††kkqqvvii‡‡nnvvììvviiMMbb‡‡KK wwee‡‡kkllffvv‡‡ee aabb¨̈eevv`̀ ÁÁvvccbb KKii‡‡QQ ee¨̈vvss‡‡KKii DDccii wweekk¦¦vvmm II AAvv¯̄’’ vv ¯̄’’ vvcc‡‡bbii RRbb¨̈|| ††mmBB mmvv‡‡__ ZZvv uu‡‡`̀ii‡‡KK ccwwiiPPvvjjbbvv ccwwiill`̀ AAvvkk¦¦¯̄—— KKii‡‡QQ ††hh,, ee¨̈vvss‡‡KKii KKvvhh©©µµgg kkww³³kkvvjjxx KK‡‡ii GG ccÖÖwwZZôôvv‡‡bbii DDbbœœqq‡‡bbii ggvvaa¨̈‡‡gg ZZvv uuiivv ††kkqqvvii‡‡nnvvììvviiMM‡‡bbii ¯̂̂̄vv__©© mmyyii¶¶vvqq ccÖÖqqvvmm AAee¨̈vvnnZZ iivvLL‡‡ee||
ccwwiiPPvvjjbbvv ccwwiill‡‡`̀ii cc¶¶ ††__‡‡KK
LL››`̀KKvvii eeRRjjyyjj nnKK,, wwccGGBBPPwwWW..
‡‡PPqqvviigg¨̈vvbb
Page 96 of 110 96
CORPORATE GOVERNANCE
Page 97 of 110 97
CORPORATE GOVERNANCE Focus
Corporate governance is an internal control system encompassing policies, processes and people which serves the needs
of the shareholders and other stakeholders by directing and controlling management activities with business objectivity,
accountability and integrity. Agrani Bank Limited is always committed to adopt highest governance standards for attaining
better operational goals. Corporate Governance at the Bank is defined as the framework by which the Bank is directed to
facilitate and control the mutual relationship among the management, the Board of Directors, Government and other
stakeholders, such as employees, clients and lenders. The collective role of the Board of Directors, Managing Director &
CEO and the Audit Committee of the Bank ensure excellence in corporate governance practices.
The activities of the Bank are always conducted in adherence to highest possible ethical standards for the best interest of the
stakeholders.
Board Structure and Its committee
The Board of Directors consists of 13 members, including Managing Director & CEO. It has only one committee - Board Audit
Committee. Consequent upon the corporatisation, the Board now exercises greater autonomy to run the organization more
actively and effectively than ever before. The composition of the Board of Directors and the Audit committee are given in the
page ……….. and …………. of the Annual Report.
Changes in the Board of Directors
During 2009, a number of changes were made in the Board of Directors. Mr. Siddiqur Rahman Choudhury, Air Cdre Syed
Imtiaz Hussain, ndu, psc, Captain Jamilur Rahman Khan (Retd.), Mr. Md. Aftab Uddin Khan, Mr. Muhammed Farhad
Hussain FCA, Mr. Syed Abdul Muqtadir, Dr. Nazma Begum, Mr. Mahbubur Rahman and Mr. Sheikh Abdul Hafiz FCA retired
from the Board of Directors. On the other hand Mr. Dr. Khondoker Bazlul Hoque, Mr. Shekhar Dutta, Mr. Nagibul Islam
Dipu, Engineer Md. Abdus Sabur, Barrister Zakir Ahammad, Mr. Sahzada Mohiuddin, Mr. Abduz Jahir Chowdhury (Sufian),
Mr. K.M.N. Manjurul Hoque Lablu, Mr. A.K. Gulam Kibria FCA, Ms. Luna Shamsuddoha and Mr. Syed Bazlul Karim, BPM
joined as Directors of the Board during the year 2009.
Page 98 of 110 98
Meetings of the Board During 2009 During 2009, 70 Board meetings were held. The attendance of each director is as follows:
Sl. # Name of Directors Position Date of appointment Number of meetings attended
01. Khondoker Bazlul Hoque Ph D. Chairman 16.09.2009 19
02. Mr. Ranjit Kumar Chakraborty Director 13.12.2006 45
03. Mr. Shekhar Dutta Director 09.09.2009 19
04. Mr. Nagibul Islam Dipu Director 09.09.2009 17
05. Engineer Md. Abdus Sabur Director 09.09.2009 18
06. Barrister Zakir Ahammad Director 09.09.2009 19
07. Mr. Sahzada Mohiuddin Director 09.09.2009 17
08. Mr. Abduz Jahir Chowdhury (Sufian) Director 14.09.2009 14
09. Mr. K.M.N. Manjurul Hoque Lablu Director 14.09.2009 19
10. Mr. A.K. Gulam Kibria, FCA Director 24.09.2009 16
11. Ms. Luna Shamsuddoha Director 24.09.2009 14
12. Mr. Syed Bazlul Karim, BPM Director 22.10.2009 13
13. Mr. Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA
Managing Director & CEO
13.04.2008 57
The attendance of each previous director during the year 2009 is as follows:
Sl. # Name of Directors Position Date of resignation Number of meetings attended
01. Mr. Siddiqur Rahman Choudhury, Chairman 16.09.2009 50
02. Air Cdre Syed Imtiaz Hussain, ndu, psc, Director 08.06.2009 22
03. Captain Jamilur Rahman Khan (Retd.), Director 16.09.2009 51
04. Mr. Md. Aftab Uddin Khan, Director 16.09.2009 42
05. Mr. Muhammed Farhad Hussain, FCA Director 16.09.2009 46
06. Mr. Syed Abdul Muqtadir Director 16.09.2009 48
07. Dr. Nazma Begum Director 16.09.2009 43
08. Mr. Mahbubur Rahman Director 05.01.2009 1
09. Mr. Sheikh Abdul Hafiz, FCA Director 07.05.2009 19
Independent Directors
All members of the Board got nominated by the Government, and each of them holds one share which is less than one per cent
(1%) of paid-up shares of the Bank. Mr. Ranjit Kumar Chakraborty is an Additional Secretary of Ministry of Finance,
Page 99 of 110 99
Government of the People's Republic of Bangladesh and all other directors are from different professions and from private
sector. As per Notification of Securities and Exchange Commission (Ref # SEC/CMRRCD/2006-158/Admin/02-08, dated 20
February 2006 ), all of them can be justifiably considered as independent directors.
Chairman of the Board and Managing Director & CEO
The Chairman of the Board and the Managing Director & CEO of the Bank are two separate individuals. The Chairman is Dr.
Khondoker Bazlul Hoque and Managing Director & CEO is Mr. Syed Abu Naser Bukhtear Ahmed, B.Sc, MBA.
Role of the Board of Directors
The Board plays a decisive role in the total affairs of the Bank. For the overall growth of the Bank, the Board delivered
important instructions and guidelines in all major areas to achieve its objectives. The Board of Directors mainly deals with
formulation of business policies, service policies, approval of large credit proposals, reschedule of loans, remission of
interest, annual budget and audited accounts of the Bank. During the period under review, the Board of Directors took
important decisions on different administrative and policy matters that helped to achieve the desired goal of the Bank.
Internal Control Compliance
The Board is responsible for ensuring the operation of systems of internal control and for taking reasonable steps to
safeguard the assets of the Bank and for preventing and detecting fraud and other irregularities. Audit Manual and Audit
Implementation Manual have been introduced to ensure proper internal control. Through the Audit Committee, the Board
has reviewed the assessment of risks and the internal control and has considered the effectiveness of the system of
internal control in operation in the Bank for the period under review.
The Directors’ Report on internal control is given in page ………. of this Annual Report.
Business Risk Management
It is important for the Bank to evolve its risk management strategy in a way that best protects our interests against any
insidious transactions. According to the instruction of central bank, the Bank has introduced Risk Management Manuals in
five areas. These are: Credit Risk, Asset Liability Management Risk, Forex Management Risk, Internal Control and
Compliance Risk and Money Laundering Risk.
The Bank will establish very soon a structured framework for risk management, which is intended to balance risk against
returns and will comprise four broad processes.
Page 100 of 110 100
Credit Risk
The Credit Risk Management Manual serves as a guide to effectively avert risks involved in lending activities of the Bank.
We have put into practice the concepts of front, middle and back offices to ensure segregation of duties that calls for each
individual’s precise responsibilities within the area he performs. The Credit Risk Grading System (CRG) is introduced for
making proper lending decisions. All credit officers have been trained and groomed on CRG system, including their
superiors at controlling offices. A Credit Committee (CRECOM) has been formed at Head Office to oversee and scrutinize
risks involved in the process and give final recommendation in each credit proposal. Special attention was given for
recovery and other action in the case of downgraded large loan borrowers.
Asset Liability Management Risk
The Bank’s Asset Liability Committee (ALCOM) continued to hold its meetings regularly to review both the opportunities
and threats to its liquidity and balance sheet positions as well as positions of maturing assets and liquidity contingency
plan. The Bank kept its liquidity at satisfactory level to cater to the needs of all types of customers.
Foreign Exchange Management Risk
Foreign exchange risks arise from the variation in rates of exchange that prevail at domestic and international markets.
Fund Management Division handled the forex and money market operations, including treasury function with maximum
efficiency.
Internal Control and Compliance Risk
In line with the guidelines of Government and Bangladesh Bank, the Bank has introduced Audit Manual and Audit
Implementation Manual for its branches to meticulously stick to the procedures as laid down therein. An Internal Control
Unit has also been established to ensure control at every level of branch operation. Under the Internal Control Team (ICT),
a squad of experienced personnel visits branches time and again to identify and correct operational lapses, if any. The
Board’s Audit Committee reviews reports of audit and inspections submitted by Audit and Inspection Division and suggest
actions to remedy the lapses identified in the reports.
Money Laundering Risk
The Bank has continued its anti-money laundering stance with an emphasis to bring all the branches under exhaustive
training programs inside and outside the Bank. In 2009, 373 Officers and Staff members were trained on prevention of
Money Laundering through Agrani Bank Training Institute (ABTI). The Bank maintains meticulously the records of Know
Your Customer (KYC) and Transaction Profile (TP) and send Cash Transaction Report (CTR) and Suspicious Transaction
Report (STR), if any, Know Your Customer (KYC) statements and Branch wise Anti Money Laundering Compliance Officers
(BAMCO) list to Bangladesh Bank.
Page 101 of 110 101
Credit Rating
In 2007, the Bank appointed Credit Rating Information and Services Limited (CRISL) for credit rating of the Bank as per
directives of Bangladesh Bank. The rating company assigned Triple-A to the Bank in the long run and ST-1 in the short
term. This rating has been done in consideration of the guarantee of the Government of the People’s Republic of
Bangladesh being the highest risk free entity. Financial institutions rated in this category have the best quality, offer the
highest safety and have the highest credit quality.
Board Audit Committee
The Audit Committee consists of 03 members. The name of the members of Audit Committee along with their status are stated
below:
Sl. # Name of Members Status in Bank Status in the Committee
01. Mr. Ranjit Kumar Chakraborty Director of the Board Chairman
02. Engineer Md. Abdus Sabur Director of the Board Member
03. Mr. A.K. Gulam Kibria, FCA Director of the Board Member
Al the members of the Committee are non-executive directors.
Role of Audit Committee
The Board’s Audit Committee of the Bank has been playing a vital role in strengthening internal control and compliance functions
of the Bank. This Committee ensures all sorts of co-operation between the management and the ultimate supervisory authority -
the Board of Directors. The Committee is performing a vital role by identifying various risk factors that arise from the business
activities of the Bank, by periodically reviewing the audit reports for safe, sound and disciplined banking operations. Besides
these, the Committee has directed the officials concerned to prepare risk-based audit planning, reduce the number of objections
of the same nature raised by internal audit by categorizing them according to the nature of objections and re-defining them as
serious and very serious objections.
Meetings of Audit Committee During 2009
4 meetings of the Committee were held in 2009. The attendance of each member in 2009 is as follows:
Sl. # Name of Members Status in the Committee
Date of joining Number of meetings attended
01. Mr. Ranjit Kumar Chakraborty Chairman 13-12-2006 02
02. Engineer Md. Abdus Sabur Member 16.09.2009 01
03. Mr. A.K. Gulam Kibria, FCA Member 30.09.2009 01
The attendance of each previous member of the Audit Committee during the year 2009 is as follows:
Sl. # Name of Directors Status with the Committee Date of resignation Number of
meetings attended
01. Mr. Muhammed Farhad Hussain, FCA Member 16.09.2009 03
02. Mr. Sheikh Abdul Hafiz, FCA Member 07.05.2009 03
Page 102 of 110 102
Role and Function of Audit & Inspection Division
The Internal Audit & Inspection Division plays a vital role in ensuring proper internal control over the Bank’s activities. The Audit
& Inspection Division was established to ensure whether internal controls are well established and properly operating. The
Division works to ensure that the activities of the Bank are in accordance with the applicable rules and regulations of Bangladesh
Bank, Bank Companies Act 1991, Companies Act 1994 and internal rules, regulations and policies of the Bank. An Internal
Control Unit was also established to ensure control at every level of branch operation. Under the Internal Control Team (ICT), a
squad of experienced personnel visits branches time and again to identify and correct operational lapses, if any. The Audit
Committee reviewed reports of audit and inspections submitted by the Division and suggested actions to remedy/address the
lapses identified in the reports.
The work of this Division is conducted by 35 employees headed by a DGM. 357 branches were audited in 2009 and 242 branches
were audited in 2008 by this division. The head of the Internal Audit & Inspection Division has direct access to the Audit
Committee, which helps to maintain its independence.
Page 103 of 110 103
DIRECTORS’ STATEMENT OF RESPONSIBILITIES
Page 104 of 110 104
DIRECTORS’ STATEMENT OF RESPONSIBILITIES BRPD Circular# 06 dated 4th February 2010 issued by Bangladesh Bank sets out the responsibilities of the Directors of a bank. In accordance with the same, the responsibilities of the Directors of Agrani Bank Limited encompasses the following:
a. Work plan and strategic management: • Responsible to determine objectives and targets of the Bank and to formulate annual strategies and work plan. The
Directors are to drive organizational change to improve the quality of the Bank in order to achieve the objectives and targets and to analyze the progress of implementation of work plan on a quarterly basis.
• Responsible to determine the key performance indicators (KPI) of CEO and other senior executives and
evaluate the same from time to time.
b. Credit and risk management:
• Responsible to evaluate the proposals of Loans and Advances. The Directors are to prepare the policies and procedure to evaluate, distribute, recover reschedule and write-off Loans and Advances as per applicable rules and regulations. They may delegate power to the CEO and other senior executives to approve loans and advances as deemed necessary.
• Responsible to prepare the risk management policies. They are also to analyze whether the risk management
policies are followed accordingly on a quarterly basis.
c. Internal control management • Responsible for maintaining proper internal control to ensure the quality of Loans and Advances. They are to
evaluate the report of Audit Committee regarding the implementation suggestions from internal audit, external audit, and Bangladesh Bank on a quarterly basis.
d. Human resources management and development Responsible to approve the policies and service rules for appointment, promotion, transfer, punishment and development of human resources.
e. Financial management • Responsible to approve the annual budget and statutory financial statements. • Responsible to evaluate the income, expenses, liquidity, expired/ uncollected Loans and Advances, sufficiency
of capital, maintenance of provisions and legal actions to recover the Loans and Advances on a quarterly basis.
• Responsible to prepare policies and procedures for procurement and approve expenditures as per existing
policies and procedures.
f. Committee formation Responsible for the formulation of the Audit Committee from the Directors of the Board.
g. Appointment of CEO Responsible to appoint a competent CEO with the approval from Bangladesh Bank.
h. Responsible to perform any other responsibilities as may be determined by Bangladesh Bank time to time.
For and on behalf of the Board of Directors
Khondoker Bazlul Hoque, Ph D. Chairman
Page 105 of 110 105
Report of the Audit committee
Page 106 of 110 106
Photo
Chairman Audit Committee
Report of the Audit committee
The Audit Committee of the Board was duly constituted by the Board of Directors of the Bank in accordance with BRPD
circular#12 dated December 23, 2002 of Bangladesh Bank. The Committee has been playing a vital role in maintaining an
efficient and effective banking system. This Committee ensures all sorts of co-operation between the management and the
ultimate supervisory authority - the Board of Directors. The Committee is performing a vital role by identifying various risk
factors that arise from the business activities of the Bank.
Role of the Committee
i. Review the Internal Control system of the Bank to ensure that sufficient risk management system is in
place to manage core risk of the Bank;
ii. Review the efficiency and effectiveness of Internal Control System;
iii. Consider the recommendations made by the internal and external auditors;
iv. Ensure fair presentation of financial statements in compliance with the Bangladesh Accounting Standards/
Bangladesh Financial Reporting Standards;
v. Review the Internal Audit procedure;
vi. Review compliance with the applicable rules and regulations of Bangladesh Bank, Bank Companies Act
1991, Companies Act 1994;
vii. Report immediately to the Board of Directors on conflict of interest;
viii. Report to the Board of Directors on frauds or irregularities or material defects in the Internal Control
System.
Composition of the Committee
The members of the Audit Committee are:
a) Mr. Ranjit Kumar Chakraborty Chairman
b) Engineer Md. Abdus Sabur Member
c) Mr. A.K. Gulam Kibria, FCA Member
Page 107 of 110 107
Meetings
During the year 2009, 03 (three) meetings of the Committee were held as against 04 (four) of 2008. In the meetings, the
Committee met with the high officials of Internal Audit, Financial Administration, Credit, Legal and Internal Control &
Compliance Divisions and also with the external auditors to consider and resolve the financial reporting issues, findings
and recommendations made by the Bangladesh Bank inspection team, internal auditors and external auditors.
Activities During the Year
Important decisions were taken by the Committee in the meetings held during the year 2009. During the year 2009, the
activities performed by the Committee were as follows:
i. Reviewed the terms of reference of the Committee as mentioned in BRPD Circular No#12 dated
December 23, 2002 of Bangladesh Bank;
ii. Reviewed the Internal Audit Plan for the year 2010;
iii. Reviewed the 25 untraceable Pre-liberation loans and necessary action has been taken in this regard;
iv. Reviewed the comprehensive inspection report of Bangladesh Bank and status of compliance thereof;
v. Reviewed the internal inspection report of different branches of the Bank conducted by Bank’s Audit and
Inspection team from time to time.;
vi. Reviewed all important internal and external audit reports on different branches and suggested to reduce
the number of external audit objections;
vii. The Committee also reviewed Bangladesh Bank inspection report and other aspects as indicated in the
Bangladesh Bank guidelines.
Acknowledgements
The Audit Committee expresses its sincere thanks to the respected Members of the Board, Management and the Auditors
for their continuous support.
For and on behalf of the Audit Committee
Mr. Ranjit Kumar Chakraborty
Chairman, Board Audit Committee
Page 108 of 110 108
Status of Compliance Requirement of Bangladesh Bank’s guideline for Corporate Governance (BRPD circular no 16 dated 24.07.03)
Sl No
Particulars Compliance Status Explanation
for non-complaince 1. Responsibilities and authorities of the Board of Directors Complied Non-
Complied
(a) Work-planning and strategic management:
(i) The Board shall determine the objectives and goals and to this end shall chalk out strategies and work-plans on annual basis. It shall specially engage itself in the affairs of making strategies consistent with the determined objectives and goals and in the issues relating to structural change and reorganization for enhancement of institutional efficiency and other relevant policy matters. It shall analyze/monitor at quarterly rests the development of implementation of the work plans.
(ii) The Board shall have its analytical review incorporated in the Annual Report as regard the success/failure in achieving the business and other targets as set out in its annual work-plan and shall apprise the shareholders of its opinions/ recommendations on future plans and strategies. It shall set the Key Performance Indicators (KPIs) for the CEO and other senior executives and have it evaluated at times.
√
√
(b) Lending and risk management:
(i) The policies, strategies, procedures etc. in respect of appraisal of loan/investment proposal, sanction, disbursement, recovery, reschedulement and write -off thereof shall be made with the Board's approval under the purview of the existing laws, rules and regulations. The Board shall specially distribute the power of sanction of loan/investment and such distribution should desirably be made among the CEO and his subordinate executives as much as possible. No director, however, shall interfere, directly or indirectly, in the process of loan approval.
(ii) The Board shall frame policies for risk management and get them complied with and shall monitor at quarterly rests the compliance thereof.
√
√
(c) Internal control management:
The Board shall be vigilant on the internal control system of the Bank in order to attain and maintain satisfactory qualitative standard of its loan/investment portfolio. It shall review at quarterly rests the reports submitted by its Audit Committee regarding compliance of recommendations made in internal and external audit reports and the Bangladesh Bank inspection reports.
√
(d) Human resources management and development:
i) Policies relating to recruitment, promotion, transfer, disciplinary action and punitive measures, human resources development etc. and Service Rules shall be framed and approved by the Board. The Chairman or the Directors shall in no way involve themselves or interfere into or influence over any administrative affairs including recruitment, promotion, transfer and disciplinary measures as executed under the set Service Rules. No member of the Board of Directors shall be included in the selection committees for recruitment and promotion to different levels. Recruitment and promotion to the immediate two tiers below the CEO shall, however, rest upon the Board. Such recruitment and promotion shall have to be carried out complying with the Service Rules i.e.
(ii) The Board shall frame the policies and procedures for Bank's purchase and procurement activities and shall accordingly approve the distribution of power for making such expenditures. The maximum possible
√
Page 109 of 110 109
delegation of such power shall rest on the CEO and his subordinates. The decision on matters relating to infrastructure development and purchase of land, building, vehicles etc. for the purpose of Bank's business shall, however, be adopted with the approval of the Board.
√
(e) Financial Management:
(i) The annual budget and statutory financial statements shall finally be prepared with the approval of the Board. It shall at quarterly rests review/ monitor the positions in respect of Bank’s income, expenditure, liquidity, non-performing asset, capital base and adequacy, maintenance of loan loss provision and steps taken for recovery of defaulted loans including legal measures.
(ii) The Board shall frame the policies and procedures for Bank’s purchase and procurement activities and shall accordingly approve the distribution of power for making such expenditures. The maximum possible delegation of such power shall rest on the CEO and his subordinates. The decision on matters relating to infrastructure development and purchase of land, building, vehicles etc. for the purpose of Bank’s business shall, however, be adopted with the approval of the Board.
√
√
(f) Formation of supporting committees:
For decision on urgent matters an Executive Committee, whatever name called, may be formed with the Directors. There shall be no committee or sub-committee of the Board other than the Executive Committee and the Audit committee. No alternate director shall be included in these committees.
√
(Audit
Committee)
√
(Executive
Committee)
Board found it prudent to transact all
relevant issues in the full
Board instead of Executive Committee
(g) Appointment of CEO:
The Board shall appoint a competent CEO for the Bank with the approval of the Bangladesh Bank.
√
2. Responsibilities of the Chairman and Board of Directors
(a) As the Chairman of the Board of Directors (or Chairman of any Committee formed by the Board or any Director) does not personally possess the jurisdiction to apply policy making or executive or authority, he shall not participate in or interfere into the administrative or operational and routine affairs of the Bank.
(b) The Chairman may conduct on-site inspection of any Bank-branch or financing activities under the purview of the oversight responsibilities of the Board. He may call for any information relating to Bank's operation or ask for investigation into any such affairs; he may submit such information or investigation report to the meeting of the Board or the Executive Committee and if deemed necessary, with the approval of the Board, he shall effect necessary action thereon in accordance with the set rules through the CEO. However, any complaint against the CEO shall have to be apprised to Bangladesh Bank through the Board along with the statement of the CEO.
(c) The Chairman may be offered an office-room, a personal secretary/assistant, a telephone at the office and a vehicle in the business-interest of the Bank subject to the approval of the Board.
√
√
√
3. Responsibilities of Adviser
Not
Applicable
(No such Advisior)
The adviser, whatever name called, shall advise the Board of Directors or the CEO on such issues only for which he is engaged in terms of the conditions of his appointment. He shall neither have access to the process of decision-making nor shall have the scope of effecting executive authority in any matters of the Bank including financial, administrative or operational affairs.
Page 110 of 110 110
4.
Responsibilities and Authorities of CEO
√
√
√
√
The CEO of the Bank, whatever name called, shall discharge the responsibilities and effect the authorities as follows:
(a) In terms of the financial, business and administrative authorities vested upon him by the Board, the CEO shall discharge his own responsibilities. He shall remain accountable for achievement of financial and other business targets by means of business plan, efficient implementation thereof and prudent administrative and financial management.
(b) The CEO shall ensure compliance of the Bank Companies Act, 1991 and/or other relevant laws and regulations in discharge of routine functions of the Bank.
(c) The CEO shall report to Bangladesh Bank of issues violation of the Bank Companies Act, 1991 or of other laws/regulations and, if required, may apprise the Board post facto.
(d) The recruitment and promotion of all staff of the Bank except those in the two tiers below him shall rest on the CEO. He shall act in such cases in accordance with the approved Service Rules on the basis of the human resources policy and sanctioned strength of employees as approved by the Board. The Board or the chairman of any committee of the Board or any Director shall not get involved or interfere into such affairs. The authority relating to transfer of and disciplinary measures against the staff, except those at one tier below the CEO, shall rest on him, which he shall apply in accordance with the approved Service Rules. Besides, under the purview of the human resources policy as approved by the Board, he shall nominate officers for training etc.
