Working Report of Standard Charterd Bank Bd Ltd.
A WORKING REPORT ON STANDARD CHARTERED BANK By Nafis Ahmed ID: 0720129 An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration (BBA) INDEPENDENT UNIVERSITY, BANGLADESH December 5th 2010 A WORKING REPORT ON STANDARD CHARTERED BANK By Nafis Ahmed ID: 0720129 Has Been Approved November 2010 _____________________ Mr. Chowdhury Rajkin Mohsin Lecturer, Finance School of Business Independent University, Bangladesh. LETTER OF TRANSMITTAL December 5, 2010 To Mr.Chowdhury Rajkin Mohsin Lecturer of Finance, Independent University, Bangladesh Sub: Submission of Internship Working Report. Dear Sir, Here is my internship working report on “Standard Chartered Bank (SCB).
” I am submitting this report as the part of my internship (BBA-499A) in Standard Chartered Bank (SCB). While preparing this report, I tried my level best to follow your instructions and the instructions that have given to me by my organization supervisor. The entire report is based on my practical experience in the Bank’s Head Office, SCB house Gulshan-1.I have tried my level best to provide what I have learned during the internship program at Standard Chartered Bank, SCB house, Dhaka. I shall be highly encouraged if you are kind enough to receive this report.
If you have any further enquiry concerning any additional information I would be very pleased to clarify that. Thanking you. Sincerely yours, _____________ Nafis Ahmed ID#0720129 Acknowledgement At the very beginning, I would like to express my gratitude to Almighty Allah for whose kindness I am enough sound mentally and physically to prepare this report.Then I must express my deep gratitude to my University supervisor Mr. Chowdhury Rajkin Mohsin, Lecturer of Finance, Independent University, Bangladesh, for his guidance and instructions in conducting the internship program successfully. I would also like to thank my host organization supervisor Mr.
Maruf Ahmed, Associate Director, Transaction Banking, Standard Chartered Bank (SCB) for providing me an opportunity to work in the Bank as an intern. I also like to extend my gratitude to Mr. Farhan Adel, Associate Director, Transaction Banking and Mr.Muraad Pasha who helped me to learn many new things during my internship program. During the preparation of the project work I have came to the very supportive touch of different individuals (respondents & seniors from SCB) and friends, who lend their ideas, time and caring guidance to amplify the report’s contents. To be true to myself I must say that without their help it would be very hard for me to prepare such report.
I am thankful to them with all of my feelings. Table of Contents Chapter 1: Company Information 1. 0 Background of the Company 1. Key Resources of SCB 1. 2 Strategy of SCB 1. 3 Corporate Profile in Bangladesh 1.
4 Key Success Factor of Standard Chartered Bank in Bangladesh 1. 5 Product / Services Chapter 2: Organizational Part 2. 0 Organ gram of SCB 2. 1 Organization Structure at Bangladesh 2. 2 Wholesale Banking 2.
3 Consumer Banking 2. 4 Operational Structure of Transaction Banking Chapter 3: Financial Analysis 3. 0 Operating Profit of SCB 3. 1 Operating revenue of SCB 3. 2 Deposits of SCB 3.
3 Loan and Advances of SCB 3. 4 Comparison between SCB and other FCBs in terms of Deposits 3. Comparison between SCB and top four PCBs in terms of EBT Chapter-4: My Work Experiences at SCB Chapter 5: Problem Identified 5. 1 Recommendation Chapter 6: Conclusion References 1 1 2 2 3 3 4 6 6 7 7 8 8 11 11 11 12 12 13 13 14 16 17 19 20 List of Figures Fig 1: Strategy of SCB Fig 2: Chain of command of SCB Fig 3: SCB functional areas of Bangladesh Fig 4: Transaction Banking of SCB Fig 5: Operating Profit of SCB Fig 6: Operating revenue of SCB Fig 7: Deposits of SCB Fig 8: Loan and Advances of SCB 2 6 7 8 11 11 12 12 CHAPTER-1: COMPANY INFORMATION 1. Background of the Company The Standard Chartered Bank PLC is an international banking group that is incorporated in the UK, with headquarters in London. The group focuses its activities in Asia, Africa and the Middle East and its operation is segmented under six regions: LTK and Europe, Middle East and South Asia (MESA), South East Asia, and the Americas.
The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853.Both companies were keen to capitalize on the huge expansion of trade and to earn the handsome profits to be made from financing the movement of goods from Europe to the East and to Africa. The Chartered Bank ? ? Funded by James Wilson following the grant of a Royal Charter by Queen Victoria in 1853. Chartered opened its first branches in Mumbai (Bombay), Calcutta and Shanghai in 1858, followed by Hong Kong and Singapore in 1859. ? Traditional business was in cotton from Mumbai (Bombay), indigo and tea from Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp in Manila and silk from Yokohama ?Played a major role in the development of trade with the East which followed the opening of the Suez Canal in 1869, and the extension of the telegraph to China in 1871 The Standard Bank ? Founded in the Cape Province of South Africa in 1862 by John Paterson.
Commenced business in Port Elizabeth, South Africa, in January 1863 ? Was prominent in financing the development of the diamond fields of Kimberley from 1867 and later extended its network further north to the new town of Johannesburg when gold was discovered there in 1885. In 1969, the decision was made by Chartered and by Standard to undergo a friendly merger.On January 30, 1970 the new shares of the Standard and Chartered Banking Group Limited were listed in the London Stock Exchange. From the early 90s, Standard Chartered has focused on developing its strong franchises in Asia, the Middle East and Africa using its operations in the United Kingdom and North America to provide customers with a bridge between these markets. Secondly, it would focus on consumer, corporate and institutional banking, and on the provision of treasury services – areas in which the group had particular strength and expertise.
1. Key Resources of SCB The key resources of SCB include: a network of over 1700 branches and outlets (including subsidiaries, associates and joint ventures) in 56 countries, a staff of about 80,000 people. Standard Chartered Bank’s international businesses in Consumer Banking, Wholesale Banking, SME Banking, Islamic Banking and Standard Chartered Markets are its special strengths. 1. 2 Strategy of SCB Fig 1: Strategy of SCB 1. 3 Corporate Profile in Bangladesh The Chartered Bank started operating in Bangladesh in 1948, opening a branch in Chittagong.
The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia. The Chartered Bank opened another branch in Dhaka in 1966, where it is still headquartered. After the merger of the Chartered Bank with the Standard Bank in 1969, the Standard Chartered Bank took up a program of expansion. Bangladesh is under the MESA region, with the controlling office in Dubai. Its correspondent relationship with IBBL Bank, one of the largest bank in Bangladesh, gives its customers access to all major centers in the country.
Standard Chartered Bank’s worldwide network facilitates convenient connections with foreign trade and remittance business. Standard Chartered Bank’s branch banking license in Bangladesh allows it to offer a full range of banking services. The Bank presently has 18 outlets in 5 cities serving over 1, 25,000 customers in the country. The network of SCB Bank in Bangladesh includes: ? 10 Branches in Dhaka city ? 1 Branch in Savar EPZ (recently started with full banking operations) ? 1 Branch in Narayanganj ? 3 Branches in Chittagong ? 1 Branch in Khulna ? 1 Branch in Sylhet. ? 1 Branch in BograCore Business in Bangladesh Wholesale Banking (WB) and Consumer Banking (CB) 1. 4 Key Success Factor of Standard Chartered Bank in Bangladesh ? ? It has the widest distribution network among foreign banks through its own branches and correspondent banks.
Provider of the highest range of products and strategic points of delivery ? ? Its portfolio includes the biggest names. Long standing presence in the Asia, Africa and the Middle East and therefore longest standing relationships. 1. 5 Product / Services Consumer and Corporate Banking Services The bank serves both Consumer and Wholesale Banking for customers or corporate clients.A list of Consumer and Corporate Banking is given below: Serial no. 1.
2. 3. 4. 5. 6. 7.
8. 9. 10. 11. Services ATM, Branch Office Remote Branches Call Center, Card Center Cards Help line, Cash Offline Consumer Banking Corporate investor relational contracts Credit Card service Personal Banking, Phone Banking Offsite ATM, Treasury Room Off Shore Banking Personal Banking International Banking Corporate products Banking provides credit cards, personal loans, mortgages, deposit taking and wealth management services to individuals and small to medium sized enterprises.
Wholesale Banking provides corporate and institutional clients with services in trade finance, cash management, lending, securities services, foreign exchange, debt capital markets and corporate finance. In the following the corporate products descriptions are given: Serial Product Name Description 1. Web Banking Online service; where a corporate customer can check his current account balance updated in every half-an-hour. This is very convenient as a customer can have opportunity to hold multiple accounts and at same time they can get the cash report trade report and everyday transaction detailed report. . STS Straight through service.
This is an upgraded version of EBanking, with more facilities. This is still in the process for developing 3. E-Banking By having high security off-line banking system a customer can transfer money round the clock and standing any parts of the world. 4. i-Payment This is a new module under the internet Banking.
by this module using SMART card an authorized user can transfer the payment or issuing draft from any time and any corner of the world via Internet. 5. Cheque WriterMaking sure that all the cheaque is being preformed and serially numbered, a corporate customer now having a better security checking in terms of issuing cheaques. Chapter 2: Organizational Part 2. 0 Organ gram of SCB CEO Head of IT Head of Consumer CFO COO Head of HR Head of CR Head of Service Delivery Head of Credit Head of GSM Head of Global Market Head of Corporate Affairs Multinationals MNE (ASSETS) Head of Transaction Banking Large Local (Assets) Local (Assets) Head of Products Head of Supply Chain Head of solution Delivery Direct Report BDMBusiness development Mgt Assistant Manager of Supply ChainAssistant Manager of Solution Delivery Fig 2: Chain of command of SCB 2. 1 Organization Structure at Bangladesh The Standard Chartered Bank in Bangladesh has its headquarters in Dhaka.
While the full range of services is available at the headquarters, other branches offer specific services appropriate for the location. SCB’s functional areas in Bangladesh are shown below: SCB Bangladesh Business Division Support Division Operations Wholesale Banking (WB) Consumer Banking (CB) Finance It service Corporate Banking Treasury Financial Institutions Human Resource Legal and Compliance Credit Global Local Fig 3: SCB functional areas of Bangladesh . 2 Wholesale Banking Its principal strengths are in supporting regional and international cross-border trade and investments. Products and services are focused primarily on these areas, notably trade banking, cash management and custody. Institutional Banking manages the Group’s relationships with banks, investment companies and other financial institutions. It aims to be the ‘Banker’s Bank’ operating in customers’ time zones and providing network linkage between international markets.
This business has continued to expand rapidly in Asia, the Middle East and Africa and, increasingly in Latin America. . 3 Consumer Banking Superior retail banking services comprising of a wide range of deposit and loan products are offered by Standard Chartered Bank to its individual customers. The consumer banking division constantly faces challenges and meets them by developing new products and services to fulfill the specific requirements of local TU. The Bank offers a 24-hour service in Bangladesh through its ATM Network & Phone-link Phone banking Services. 2.
4 Operational Structure of Transaction Banking Transaction Banking of SCB Bangladesh Global Corporate Commodity Corporate TB ProductLocal Corporate Financial Institutions Insurance Local Industries Other Financial Institutions Capital Market Banks Local Schools and Universities Local Firms Leasing Companies Fig 4: Transaction Banking of SCB Transaction Banking of SCB Bangladesh has different segments, which are: ? ? ? ? Local Corporate (LC). Global Corporate (GC). Commodity Corporate (CC). Financial Institutions (FI). The functional areas of these segments are described below: Local Corporate Focus: Local corporate clients. Industries: Pharmaceutical, Technology, Chemical, Toiletries, shipping, steel etcetera.
Example: Renata limited, Square Group, Incepta, Opsonin, Abul Khair, Pacific motors, ACME. Global Corporate Focus: Multinational enterprises. Types of service: Cash management, trade finance and security services. Example: British American Tobacco, Grameen Phone, Telecom Malaysia International, Aventis Commodity Corporate Focus: Oil Marketing Company, countrywide divisional traders. Example: Padma Oil Company, Kazi Farms and various consultancy firms and trader.
Financial Institutions Focus: Financial institutions. Industries: Banks, Leasing Companies, Insurance Companies, Non-government organization.Example: Aparajeyo Bangladesh, United Leasing, Delta Brac housing, Lanka Bangla Finance. TB Product Transaction Product deals with modification, coding, differentiation, customization of Transaction Banking, so that these products can offer solutions to the customer problems. Thus this segment made not on the basis of products offered to the customers rather on the basis of area of coverage, so that each customer’s require can be fulfilled by a specialized team.
Bangladesh Transaction Banking Team successfully manages a large relationship team and it is one of the major relationship revenue contributors.Their core knowledge and expertise helps them to understand customer’s needs and problems and the quick resolution formula enable them to become the ‘Right Partner’ to their valued clients. TB is the core banker and market leader in managing business with Development Organizations (DOs), Airline Relationships, Shipping Industry. They enjoy 82% of DO business amongst the Foreign Bank and 92% market share in the Airlines Industry. Currently they are holding 72% market share amongst foreign shipping lines. Chapter 3: Financial Highlights 3.
Operating Profit of SCB From the graph we can see that every year Operating Profit of SCB is increasing. In 2005 the Operating Profit of SCB was BDT 4155 Million and in 2009 it was 7877 Million. That is within 4 year it increased by 89. 5 %. 8000 7000 6000 5000 4000 3000 2000 1000 0 2005 2006 2007 2008 2009 Operating Profit (BDT Million) Fig 5: Operating Profit of SCB 3.
1 Operating revenue of SCB From the graph we can see that operating revenue of SCB is increasing every year. In 2005 the Operating revenue of SCB was BDT 6478 Million and in 2009 it was 11890 Million.That is within 4 year it increased by 83. 54 %. 12000 10000 8000 6000 4000 2000 0 2005 2006 2007 2008 2009 Operating Revenue (BDT Million) Fig 6: Operating revenue of SCB 3. 2 Deposits of SCB From the graph we can see that Deposits of SCB is increasing every year.
In 2005 the Deposits of SCB was BDT 57232 Million and in 2009 it was 92051 Million. That is within 4 year it increased by 60. 83 %. 100,000 80,000 60,000 Deposits 40,000 20,000 0 2005 2006 2007 2008 2009 Fig 7: Deposits of SCB 3. 3 Loan and Advances of SCB From the graph we can see that Deposits of SCB is increasing every year.
In 2005 the Deposits of SCB was BDT 41501 Million and in 2009 it was 75521 Million. That is within 4 year it increased by 82 %. 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Advances (BDT Million) 2005 2006 2007 2008 2009 Fig 8: Loan and Advances of SCB 3. 4 Comparison between SCB and other FCBs in terms of Deposits (2009) In 2009 among top foreign banks SCB collected highest amount of Deposits which was BDT 92051 million, where as other FCBs like HSBC, City bank and Commercial bank of Ceylon collected BDT 56543, 31,106 and 13,573 million respectively.So it is clear that in terms of deposit collection SCB is clearly ahead of other FCBs. 3.
5 Comparison between SCB and top four PCBs in terms of EBT (2009) From the pie chart we can see that among top four PCBs Prime bank had the highest EBT which is BDT 13759 million in 2009 and SCB earned very close to that figure which was BDT 12150 million in the same year. So it is clear that they are not only competing well with foreign banks but also with local PCBs. Islami Bank, 6518 SCB, 12150 AB Bank, 5897 BRAC Bank, 3717 Prime Bank, 13759CHAPTER-4: My Work Experiences at SCB As an intern I started my internship program at Standard Chartered Bank form October 10th in Transaction Banking department, which is a part of Wholesale banking under the directed supervision of Mr. Maruf Ahmed. During my internship I have performed duties that are assigned my by supervisor. Through out my internship program I performed many tasks that enriched my practical knowledge.
Brief descriptions of my duties are given below: TB financial Reporting: From the Wholesale Banking Balance sheet I used to repare the TB financial update report every day. In Transaction banking (TB) department, individual employee deals with individual corporate customer. Some customer use over draft, trade loan, fixed loan, revolving loan or go for different kinds of deposits like saving account, custody call or fixed deposit, so for this reason TB department assigned me to prepare report on Daily Assets, Contingent and Liability Balance. I used to prepare it on excel sheets and all the instructions were provided by them. After that I used to prepare a summary report.
E-procurement Reporting: SCB Transaction Banking department buy different types of hardware, software and stationary from various vendors. Sometime they buy it on credit. So when any claim used to come for the payment I had to upload that claim into the MIS of SCB by mentioning the name of vendor, vendor code, number of items, item id, price, purchasing date, payment date so that the accounts department can see that and make necessary steps to pay the due. Visa Fees Collection: Standard Chartered Bank is the only bank in Bangladesh that collects DV visa fees.I had an experience to work at SCB DV immigration Visa Fee Collection centre for 7 days when I was shifted to Gulshan North branch. There I had to instruct customers, how to fill up the deposit forms and keep a record of it.
And every day after 4. 00 pm, I had to count all deposits form, recheck it and prepare mail so that the manager, Mr. Muraad Pasha, can mail it to the US embassy. Summary of Bank statement: Sometime customer of TB wants to know the total amount credited or debited from opening date to present date to a particular account. But SCB bank statement contains account information for one year.
So to provide this information in case of those accounts that are maintained more that one year, couple of time I had to prepare summary of bank statement in an excel sheet. To do that SCB employee helped me to get the excess of individual transaction of a particular account and than I copy all the credited or debited amount according to the request of customer and made an excel sheet so that my supervisor can mail it to the concerned account holder. Salary of Different Local Organization: Different Corporate customers have different types of accounts in SCB and through those accounts they pay alaries, bonuses, commission, and overtime to their employees and worker. So every month I hade to make an excel sheet mentioning organization name, type of account, account number, amount of salary, bonuses, or commission is paid, number of worker getting salary, bonuses or commission and their name. Utilization Report: Standard Chartered Bank’s letter of credit gives its client’s assurance when they are dealing with unfamiliar suppliers.
As the transaction banking (TB) department of SCB deals with corporate clients, so they need to maintain a proper record of the flow of letter of credit among corporate clients.SCB every year gives a limit in letter of credit amount for their corporate clients. As an intern of TB I used to prepare a utilization report two or three times a week that sums up how much limit for letter of credit has been used by different corporate clients up to that specific date. Letter writing: I had an experience of writing letters to 200 local organizations including Independent university Bangladesh regarding SCB’s Short Notice Deposit (SND) Account. Lastly, I had an experience of doing photocopies, printing, organizing files, scanning, and arrange meeting rooms for my supervisor and my department.
Chapter 5: Problems Identified Even though the financial condition of Standard Chartered Bank is improving every year and it is going strength to strength, but there is always room for improvement. During my three month internship I identified few problems and Weaknesses of SCB witch can lead them to lower profitability. These problems are listed below: ? SCB has more and high fees and charges compared to its rivals. Such as minimum balance fee, ledger fee etc. As a result, Standard Chartered Bank is not being able to attract new customers as rapidly as rivals due to certain attributes of their product/ service packages. Long cues, non – functioning ATM machines or very few number of ATM are notable weaknesses as well.
? Another important issue for Standard Chartered Bank is their lower interest rate for all depository account compare with all local banks. This creates a negative image for customers for opening an account for higher income. ? SCB is heavily dependent on Head Office for decision making. I think they should decentralize their decision making process by giving more decision making power to other branches operating in Bangladesh. ? SCB has fewer branches than its domestic competitors do.
For instance, SCB has only 26 branches in Bangladesh whereas Islami Bank Bangladesh Limited has 176 branches in Bangladesh. ? Not enough promotional activities. SCB should promote their product and services more so that individual and corporate customer can know more about it. ? Most of the Branches are situated are urban areas. As a result SCB has not that much good market share like other local banks.
I think they need to adopt a strategy of establishing few branches in rural areas and providing services according to their needs. ? In today’s world, Human Resource Department is considered as vital department for an organization.Despite being a multinational bank, SCB has only 12 employees in their Human Resource Department in Bangladesh. These employees are bound to recruit, training of around 1300 employees of SCB Bangladesh. This is really inadequate and risky in the management especially for a foreign bank. 5.
1 Recommendation Consumer banking industry has been treated as a prospective financial sector in Bangladesh. More and more banks and non-bank financial companies are entering in the industry. The industry became so attractive that multinational bank like The Standard Chartered Bank has entered the market and wants to lead the market.However, the entrance of banks like SCB has brought revolutionary changes in banking services. They are helping people to get loans and investing money into diversified portfolios.
Sophisticated services like ATM, phone Banking etc. has been brought by this new generation banking. Standard Chartered Bank is such an organized bank that there are very few things to recommend them. There are a number of renowned bankers in every department who are continuously working to improve the service quality. Their product development team launches attractive financial products each year to pull away customers from the competitors.According to my analysis Standard Chartered Bank is better in almost every respect from the other foreign banks.
Nevertheless, some of the recommendations for better performance might be: Control of non-interest expenses To maintain the quality, Standard Chartered Bank incurs comparatively higher amount of noninterest expenses. They can cut down the cost in some areas. For e. g. the envelope they use is a costly one.
They can use it for correspondence purpose but for normal transaction purpose they can use the brown envelope. For internal office purpose they can use normal paper instead of offset paper.Reduction of charges Single most important thing to attract the customer for Standard Chartered Bank is to reduce the charges. There is an existing perception prevails in the customers’ mind that this bank charges illogically higher service charges. For e. g.
if a customer wants to issue a credit card he might choose Prime Bank’s credit card because the charges for a silver Master card is Tk500 per year whereas at Standard Chartered Bank the charge for same is Tk1,000. Lease financing They can start lease financing since it is now one of the profitable financial services. There are customers who prefer lease to avoid taxes.Prime, DBBL, Premier has lease financing scheme which is a very profitable one. Standard Chartered Bank can invest in transport sector or they can provide lease for capital machinery’s to their corporate clients.
Few Branches SCB has fewer branches than its domestic competitors do. For instance, SCB has only 26 branches in Bangladesh whereas Islami Bank Bangladesh Limited has 176 branches in Bangladesh. SCB also has lower no. of ATM booth than that of Brac Bank, DBBL. Chapter 6: Conclusion Now a day business does not mean just selling and purchasing the products or services.
This is very important to conduct the business in an organized and effective manner. Now questions arise that how we can make this business process effective. Advertising can be a bigger solution in this sector. More then that maintaining a satisfactory level of customer satisfaction might make the whole selling process a lot more progressive. As we all know in the business world things move on the will of Impression.
Standard Chartered is the world’s one of the best leading Bank’s. And it the duty of this Bangladesh corporate office to hold that same image and continue with the Business.To enrich and maintain a better reputation is the only solution to make a business more progressive. As this is a global Bank and more appropriate to say these entire Bank’s product is being sold globally, so this should be very much likely that Bangladesh Corporate office should also maintain the same image and continue with the Business. Standard Chartered Bank definitely satisfies their corporate customers and to maintain this scenario in a more efficient and prospective manner the Bank can surely accept this project in a cordial manner. REFERENCES 1.
http://www. standardchartered. om/bd/en/ 2. http://wholesalebanking. standardchartered.
com/en/about/Pages/aboutus. aspx 3. http://wholesalebanking. standardchartered. com/en/capabilities/transactionbanking/cashmana gement/Pages/default. aspx 4.
http://www. bangladesh-bank. org/ 5. http://www. bangladesh-bank. org/pub/annual/anreport/ar0405/chap5 6.
Tanbir Ahmed Chowdhury (2009), “Performance Evaluation Private Commercial Banks in Bangladesh” International Journal of Business and Management, 2009, Volume: 4, No: 4, Publisher: Canadian Center for Science and Education. 7. Annual Report of SCB 2005-2009 APPENDICESTable 1: Financial Comparison in terms of operating revenue Million) Name of Bank Brac Bank Asia EBL AB Bank Exim DBBL The City Dhaka Bank HSBC NBL Uttara Pubali Prime Bank SouthEast 2005 1,179 1,165 1,591 1,576 0 1,571 0 1,487 2,632 0 0 0 2,406 2,046 2006 2,077 1,587 2,111 2,649 2,014 2,069 2,650 2,072 3,669 0 2,678 0 3,232 2,721 OPERATING REVENUE 2007 2008 3,546 6,036 2,253 2,893 2,821 3,702 4,655 6,152 2,820 3,549 2,678 3,640 2,572 3,379 3,169 3,886 4,770 5,859 4,358 5,323 3,144 4,113 5,177 6,190 4,816 5,779 3,819 4,038 (BDT 2009 7,265 4,129 4,618 8,268 4,441 4,818 4,368 4,235 6,119 6,549 4,605 6,898 8,240 5,859SCB Islami Bank Mercantile Sonali Janata Bank) 6,478 4,702 0 0 0 8,398 6,019 1,969 0 0 9,612 8,289 2,401 0 4,656 11,053 11,594 2,833 12,655 11,616 11,890 12,327 3,491 16,766 13,696 (Source: Bangladesh Table 2: Financial Comparison in terms of Operating Profit Million) Name of Bank Brac Bank Asia EBL AB Bank Exim DBBL The City Dhaka Bank HSBC NBL 2005 340 603 968 407 688 768 1,753 2006 705 966 1,134 532 1,199 737 653 950 2,582 OPERATING PROFIT 2007 2008 1,264 2,023 1,366 1,406 1,284 1,931 2,817 3,600 1,619 1,990 1,022 1,776 809 1,014 1,530 1,864 2,901 3,598 2,035 2,836 BDT 2009 2,144 2,286 2,705 5,205 2,802 2,154 1,388 2,135 4,545 3,210 Uttara Pubali Prime Bank SouthEast 1,201 915 869 1,741 1,638 1,144 2,703 2,347 2,598 2,098 3,142 2,463 2,153 2,188 3,669 4,589 3,451 SCB Islami Bank 4,155 2,162 6,083 2,913 6,482 3,780 7,052 6,348 7,877 6,518 (Source: Bangladesh Bank)Table 3: Financial Comparison in terms of Advances Million) Name of Bank Brac Bank Asia EBL AB Bank Exim DBBL The City Dhaka Bank HSBC NBL Uttara Pubali Prime Bank SouthEast 2005 11,791 17,870 17,754 21,384 20,349 23,372 24,888 24,888 31,916 32,551 2006 19,557 22,256 25,974 31,289 28,325 30,789 34,049 30,411 30,411 25,164 45,010 41,147 Advances 2007 32,461 28,457 30,896 40,915 28,369 26,788 39,972 38,292 38,292 36,476 28,477 50,549 57,683 48,165 (BDT 2008 52,677 39,975 39,427 56,709 41,698 34,421 49,698 39,289 39,289 49,665 37,141 61,788 75,156 60,281 2009 64,151 50,268 46,130 70,880 48,411 43,486 52,910 36,885 36,885 64,962 9,451 74,203 89,252 77,498 SCB Islami Bank Mercantile 41,501 93,644 – 49,185 113,575 26,842 59,485 144,921 31,878 71,151 180,054 43,419 75,521 214,616 48,295 (Source: Bangladesh Bank) Table 4: Financial Comparison in terms of Deposits Million) Name of Bank Brac Bank Asia EBL AB Bank Exim DBBL The City Dhaka Bank HSBC NBL Uttara Pubali Prime Bank SouthEast 2005 13,409 18,499 17,977 27,358 27,240 28,439 24,824 36,022 2006 23,001 25,290 25,700 42,074 40,112 40,880 40,880 41,554 33,354 39,360 54,724 46,055 Deposits 2007 37,368 30,004 30,091 53,373 42,110 40,539 40,539 48,731 44,858 47,961 43,586 57,996 70,512 55,473 BDT 2008 58,007 42,435 41,564 68,558 51,576 45,033 45,033 56,986 51,793 60,186 50,817 73,017 88,021 68,714 2009 75,220 54,833 49,160 83,085 67,789 62,883 62,883 60,918 56,543 59,777 59,385 88,467 106,956 96,669 SCB Islami Bank Mercantile 57,232 107,779 – 64,430 132,419 19,940 73,525 166,326 23,115 83,027 202,115 27,032 92,051 244,292 31,822 (Source: Bangladesh Bank)